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 34: Capturing the process of committing: design requirements for a temporal measurement instrument

Woody van Olffen, Omar N. Solinger and Robert A. Roe


Studying the dynamic nature of commitment – that is: the process of committing – requires a fitting temporal process mindset. This involves thoughts and ideas on how phenomena change, grow, vary, and terminate over time. If we truly want to come to grips with the role of time and change, however, we also need to set up our studies in such a way that theory and research design are aligned with our measurement practices. The study of temporal process research comes with a new set of principles and measurement criteria that are not in line with conventional ‘differential’ thinking. Measuring commitment as a ‘timeless’ trait is fundamentally different from measuring it as an evolving process. The authors specify five critical areas of difference and forward new design features for an instrument to properly measure the committing process. Many of these features contrast starkly with those of conventional cross-sectional commitment research instruments.

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