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 28: Employee commitment in China

Alex Newman and Dan Wang

Abstract

This chapter reviews empirical work that has been conducted on employee commitment in China, with a predominant focus on organizational commitment, and offers suggestions for future research. In addition to highlighting how commitment has been conceptualized and measured, work which suggests that organizational commitment might have distinct dimensions in China is reviewed. Following this, work on the antecedents and outcomes of employee commitment is examined. Finally, gaps in existing knowledge are highlighted and potential avenues for future research suggested. In addition to calling on researchers to be consistent in how they measure organizational commitment and conduct more work on occupational, supervisor, and work group commitment, this chapter highlights the need for more work to examine the influence of industrial contexts and generational differences on employee commitment, and the need for multi-level work to examine the relative influence of antecedents at the individual, team, and organizational level on employee commitment.

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