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 10: Occupational commitment

John P. Meyer and Jose A. Espinoza


Theory and research pertaining to occupational/professional commitment has a relatively long history, but it has received considerably less attention than organizational commitment has. As long-term commitment to organizations becomes less viable in increasingly turbulent times, and as temporary contracts and similar arrangements become more prevalent, the occupation is well positioned to become a dominant target of commitment with implications for the well-being of the occupation itself, its members, and the organizations that employ them. We provide a brief history of theory and research pertaining to occupational commitment before turning to discussion of its relation with organizational commitment, its implications for occupation-, organization- and employee-relevant outcomes, and the personal, organizational and occupational factors involved in its development. Finally, we discuss the practical implications of what we currently know about the nature, development, and consequences of occupational commitment, and provide a theoretical framework to guide future research.

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