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 33: Tracking change in commitment over time: the latent growth modeling approach

Kathleen Bentein

Abstract

Implicitly or explicitly, the commitment literature considers that commitment changes over time: employees adjust their levels of commitment based on how they interpret and make sense of their perceived bond with the organization. Within the current arsenal of statistical procedures available to researchers, latent growth modeling (LGM) has emerged as a powerful approach to capture change over time in commitment research. This powerful analytic approach allows one to address important questions such as: What is the form of intra-individual change in commitment trajectory? Is the change in commitment faster for some individuals than for others? Are there measurable factors that could predict the rate of change in commitment? After a brief presentation of the LGM approach, this chapter reviews the commitment studies that have used this approach to track intra-individual change in commitment and related variables, and outlines the preliminary insights of these studies.

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