Handbook of Employee Commitment
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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.
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Chapter 3: Commitment as a multidimensional construct

Natalie J. Allen

Abstract

Researchers and practitioners alike have long been interested in the commitment that employees feel toward their workplace. Over the years, commitment researchers have grappled with the conceptualization and measurement of this complex construct and, accordingly, it has been examined from various perspectives. In this chapter, the author presents the case for conceptualizing commitment as a multi-dimensional construct. She begins with a brief historical overview, outlining early commitment work that preceded, and inspired, various multidimensional approaches to commitment and summarizes the key aspects of these latter approaches. Particular attention, however, is paid to the three-component model (TCM) of commitment. Specifically, the author summarizes the key features of this particular multidimensional model, describes how aspects of the model have been evaluated, and offers some suggestions for practitioners.

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