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 31: Organizational commitment: a Latin American soap opera

Luis M. Arciniega


This chapter presents a selection of studies from representative countries of the Latin American region, serving as a showcase of the type of research on commitment that has been done in this region of the planet. Most of the studies reviewed here deal with two common research questions: (1) to what extent do high-performance human resource practices that usually foster organizational commitment in lower power distance cultures have a similar impact in these countries? and (b) what is the impact of the predominant paternalistic leadership style on the development of commitment? It seems that even when these papers claimed that power distance and collectivism would have a relevant impact on the assessed variables, in general those dimensions did not have the expected effect. The chapter also highlights the necessity of increasing the number of academic publications, not only about commitment, but also about management in general in Latin American countries.

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