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 5: A motivational model of employee attachment to an organization

Marylène Gagné and Joshua Howard

Abstract

Organizations are concerned with attracting employees who will both be highly engaged and want to stay with the organization. This requires ensuring that those who are attracted to working in an organization have their needs met, both in the organization and in the community in which the organization operates. Integrating job embeddedness theory, self-determination theory, and the tripartite model of commitment, a motivational model of the process of attachment to organizations is proposed. Suggestions for empirically testing this model, and for building human resource management practices that would foster organizational attachment, are discussed.

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