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 16: Counterproductive work behaviors

Bernd Marcus

Abstract

This chapter presents a review of relations between counterproductive work behaviors (CWB) and employee commitment. After a brief introduction to the CWB construct, examination of available empirical studies shows that bivariate relations between broadly defined CWB and affective organizational commitment tend to be moderately negative, whereas evidence on other forms or foci of commitment is scarce. A review of theoretical rationales for CWB_commitment links shows that commitment is mostly conceptualized as a mediator between external triggers and CWB, whereas moderator effects are largely neglected. An extended model is presented that distinguishes mediator and moderator effects of different commitment forms within and beyond an emotion-centered causal model of CWB. Directions for future research are also presented, emphasizing the call for more longitudinal and more fine-grained studies on the CWB_commitment link.

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