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 20: Person–environment fits as drivers of commitment

Annelies E.M. van Vianen, Melvyn R.W. Hamstra and Jessie Koen

Abstract

This chapter describes how employees’ fit experiences drive their commitments to their job, supervisor, team, and organization. Employees commit – that is, become attached – when they experience positive affective reactions as a consequence of the correspondence (versus discrepancy) between their attributes and those in their work environment. Because work environments comprise varying domains (for example, the job, the supervisor, the team, and the organization) to which employees may connect, the authors suggest that employees can experience multiple fits, which combine into holistic fit perceptions and result in various types of commitment. They distinguish two types of fit that inform these holistic perceptions: the needs, preferences and values that all people share (universal fits) and those that vary among individuals (distinctive fits). Finally, the authors delineate several opportunities for research and practice relating to how different fit perceptions emerge, how they combine, and how they might inform an organization’s selection and change practices.

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