Handbook of Employee Commitment
Edited by John P. Meyer
Chapter 17: Employee commitment and well-being
Alexandra C. Chris, Elyse R. Maltin and John P. Meyer
Abstract
Employee commitments have been connected to a multitude of organizationally relevant outcomes including retention, absenteeism, job performance, and organizational citizenship behaviours. Research has only recently begun to explore the implications of commitment for employee-relevant outcomes, particularly employee well-being. In this chapter, the authors define the three components of commitment and then move on to discuss well-being, focusing on ill health as well as both hedonic and eudaimonic well-being. They draw on meta-analytic research to illustrate what is known about the connection between commitment and well-being. Following this, they explore the person-centered approach that commitment research is increasingly taking, and consider research applying this approach to the relations between commitment and well-being. They then present a theoretical framework to explain the observed relations between the commitment mindsets and well-being, and conclude by offering directions for future research.
You are not authenticated to view the full text of this chapter or article.
Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.
Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.
Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.