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.