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Handbook of Employee Commitment
Edited by John P. Meyer
A high level of employee commitment holds particular value for organizations owing to its impact on organizational effectiveness and employee well-being. This Handbook provides an up-to-date review of theory and research pertaining to employee commitment in the workplace, outlining its value for both employers and employees and identifying key factors in its development, maintenance or decline.
Including chapters from leading theorists and researchers from around the world, this Handbook presents cumulated and cutting-edge research exploring what commitment is, the different forms it can take, and how it is distinct from related concepts such as employee engagement, work motivation, embeddedness, the psychological contract, and organizational identification.
Handbook
- Published in print:
- 28 Oct 2016
- ISBN:
- 9781784711733
- eISBN:
- 9781784711740
- Pages:
- c 576
Show Summary Details
- Handbook of Employee Commitment
- Copyright
- Contents
- Figures
- Tables
- Contributors
- Preface
- INTRODUCTION
- Chapter 1: Employee commitment: an introduction and roadmap
- Chapter 2: Commitment as a unidimensional construct
- Chapter 3: Commitment as a multidimensional construct
- Chapter 4: Multiple foci of workplace commitments
- Chapter 5: A motivational model of employee attachment to an organization
- Chapter 6: Organizational commitment and employee engagement: ten key questions
- Chapter 7: Job embeddedness, employee commitment, and related constructs
- Chapter 8: Organizational identification
- Chapter 9: Psychological contracts
- Chapter 10: Occupational commitment
- Chapter 11: Social commitments
- Chapter 12: The rise, decline, resurrection, and growth of union commitment research
- Chapter 13: Action commitments
- Chapter 14: Employee turnover and absenteeism
- Chapter 15: Employee commitment and performance
- Chapter 16: Counterproductive work behaviors
- Chapter 17: Employee commitment and well-being
- Chapter 18: Affective consequences of workplace commitments
- Chapter 19: Individual differences as causes of the development of commitment
- Chapter 20: Person–environment fits as drivers of commitment
- Chapter 21: Strategic human resource management and organizational commitment
- Chapter 22: Organizational leadership and employee commitment
- Chapter 23: Employee empowerment and organizational commitment
- Chapter 24: Perceived organizational support
- Chapter 25: Organizational justice and employee commitment: a review of contemporary research
- Chapter 26: Understanding commitment across cultures: an overview
- Chapter 27: Commitment in Europe
- Chapter 28: Employee commitment in China
- Chapter 29: An examination of the social-institutional, cultural, and organizational antecedents of commitment in India
- Chapter 30: Commitment in the Middle East
- Chapter 31: Organizational commitment: a Latin American soap opera
- Chapter 32: A contemporary update on testing for measurement equivalence and invariance
- Chapter 33: Tracking change in commitment over time: the latent growth modeling approach
- Chapter 34: Capturing the process of committing: design requirements for a temporal measurement instrument
- Chapter 35: Person-centered research strategies in commitment research
- CONCLUSION
- Chapter 36: Employee commitment: looking back and moving forward
- Index
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Copyright
Handbook Chapter
- Published:
- 28 October 2016
- Category:
- Handbook Chapter
- Pages:
- iv (1 total)
Collection:
Business 2016
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- Handbook of Employee Commitment
- Copyright
- Contents
- Figures
- Tables
- Contributors
- Preface
- INTRODUCTION
- Chapter 1: Employee commitment: an introduction and roadmap
- Chapter 2: Commitment as a unidimensional construct
- Chapter 3: Commitment as a multidimensional construct
- Chapter 4: Multiple foci of workplace commitments
- Chapter 5: A motivational model of employee attachment to an organization
- Chapter 6: Organizational commitment and employee engagement: ten key questions
- Chapter 7: Job embeddedness, employee commitment, and related constructs
- Chapter 8: Organizational identification
- Chapter 9: Psychological contracts
- Chapter 10: Occupational commitment
- Chapter 11: Social commitments
- Chapter 12: The rise, decline, resurrection, and growth of union commitment research
- Chapter 13: Action commitments
- Chapter 14: Employee turnover and absenteeism
- Chapter 15: Employee commitment and performance
- Chapter 16: Counterproductive work behaviors
- Chapter 17: Employee commitment and well-being
- Chapter 18: Affective consequences of workplace commitments
- Chapter 19: Individual differences as causes of the development of commitment
- Chapter 20: Person–environment fits as drivers of commitment
- Chapter 21: Strategic human resource management and organizational commitment
- Chapter 22: Organizational leadership and employee commitment
- Chapter 23: Employee empowerment and organizational commitment
- Chapter 24: Perceived organizational support
- Chapter 25: Organizational justice and employee commitment: a review of contemporary research
- Chapter 26: Understanding commitment across cultures: an overview
- Chapter 27: Commitment in Europe
- Chapter 28: Employee commitment in China
- Chapter 29: An examination of the social-institutional, cultural, and organizational antecedents of commitment in India
- Chapter 30: Commitment in the Middle East
- Chapter 31: Organizational commitment: a Latin American soap opera
- Chapter 32: A contemporary update on testing for measurement equivalence and invariance
- Chapter 33: Tracking change in commitment over time: the latent growth modeling approach
- Chapter 34: Capturing the process of committing: design requirements for a temporal measurement instrument
- Chapter 35: Person-centered research strategies in commitment research
- CONCLUSION
- Chapter 36: Employee commitment: looking back and moving forward
- Index