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 18: Affective consequences of workplace commitments

Howard J. Klein and Chad T. Brinsfield


Previous research on commitment, work attitudes, well-being, and affect has yielded many significant insights concerning the nature, interrelatedness, and implications of these important workplace phenomena. However, there is still much that is not known. Recent developments regarding the nature of the commitment construct may be an important catalyst for bringing synergy to the existing body of commitment research. These developments could also further advance understanding of how this type of workplace bond relates to other important psychological and behavioral factors in the workplace. Moreover, considering the dynamic and interactive nature of commitment with the target and environment, further examination of how commitment relates to job attitudes, well-being, and distinct forms of affect as commitment begins, strengthens, and dissipates over time will be insightful. The ideas presented in this chapter are intended to serve to stimulate research and a better understanding of the effects commitment can have on affect and related outcomes.

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