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 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.

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