Edited by John P. Meyer
Using the three-component model (TCM) of commitment the authors review research examining the relation between employee commitment and job performance (that is, task_citizenship behaviors). Consistent with TCM predictions, organizational commitment has implications for task and citizenship behaviors but the strength of these relations varies depending on the accompanying mindset. Relations are the strongest for affective commitment, followed by normative commitment; continuance commitment tends to be unrelated or have weak negative relations. The authors note that these findings come with the caveat that recent profile studies suggest that relations involving individual commitment components can be misleading. Specifically, normative commitment and continuance commitment relate differently to performance criteria depending on the strength of other components. Profile research is only beginning to accumulate but appears to be a critical area for future research. Finally, the authors suggest that future research should focus on the establishing causal linkages and examining the role of culture.
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