Can Commitment be Managed? A Longitudinal Study of Employee Commitment and Human Resource Policies

Morris, Tim, Lydka, Helen and Fenton-O'Creevy, Mark (1993) Can Commitment be Managed? A Longitudinal Study of Employee Commitment and Human Resource Policies. Human Resource Management Journal, 3 (3). pp. 21-42.

Abstract

Tim Morris, Helen Lydka and Mark Fenton O'Creevy present data on a group of graduates during the first five years of employment. Dividing the sample into those who have remained with their original employer and those who have changed, they examine attitudinal commitment and tenure intentions against a set of human resource policies measured at three points in time. They find that those policies significantly associated with high commitment change over time; that attitudinal and behavioural commitment are conceptually distinct constructs; and that behavioural commitment is a less stable construct than attitudinal commitment. Generally, it appears that employee commitment is more provisional than is implied by much of the literature.

Item Type: Article
Keywords: organizational committment; job satisfaction; staff turnover
Subject(s): Professional services
Corporate reputation
Centre: Centre for Professional Firms
Oxford University Centre for Corporate Reputation
Date Deposited: 02 Nov 2011 16:38
Last Modified: 23 Oct 2015 14:05
URI: http://eureka.sbs.ox.ac.uk/id/eprint/1069

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