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领导是否影响员工的承诺 [6]

论文作者:www.51lunwen.org论文属性:课程作业 Coursework登出时间:2016-04-30编辑:zhaotianyun点击率:14167

论文字数:5104论文编号:org201604272306275237语种:英语 English地区:中国价格:免费论文

关键词:领导风格承诺Employee Commitment

摘要:摘要:本文受不同领导风格的影响,其对员工的承诺将被研究。根据文献,商业演出的公司依赖于员工的承诺。

tment is the classical approach of commitment and made years ago. More recent attempts to give a clear insight commitment points out that uni-dimensional commitment, as earlier described not covers the whole part of commitment. It only covers the part of affective commitment. (Hackett, Bycio & Hausdorf, 1994)

There are three distinct types of commitment (Meyer & Allen, 1991) :

Affective commitment

Continuance commitment

Normative commitment

'Affective commitment refers to the employee's emotional attachment to, identification with, and involvement in the organization'. If an employee has a strong affective commitment, he wants to continue his employment because he want it to do. (Meyer & Allen, 1991). This is the part as mentioned above in affective commitment.

Continuance commitment and normative commitment complete the multi-dimensional commitment. 'Continuance commitment refers to an awareness of the costs associated with leaving the organization. Employees who primary link to the organization is based on continuance commitment remain because they need to so'. (Meyer & Allen, 1991).

'Normative commitment reflects a feeling of obligation to continue employment. Employees with a high level of normative commitment feel that they ought to remain with the organization'. (Meyer & Allen, 1991)

Thus, employees with a strong affective commitment remains with the organization because they want it. Employees with a strong continuance commitment wants to remain with the organization because they need it. And employees with a strong normative commitment remains with the organization because they ought it.

Meyer & Allen (1991) argued that affective, continuance and normative commitment will be seen as components and not as different types of commitment. Each component is influenced by his own antecedents. The rate of affective commitment is related with your personal characteristics and work experience.

Continuance commitment is determined by personal characteristics, alternatives and investments. Thus, when a employee has no other alternatives for what he is doing now he will continue with the organization. Investments, also known as 'side bets', means everything that an individual invests in a relationship, such as efforts, time and money, that would be lost or decreased when the individual would end the relationship.

The rate of normative commitment is related with the antecedents personal characteristics, socialization experience and organizational investments. Normative commitment develops as a result of socialization experience that gives morale pressure to remain with the organization. Organizational investments comes from the receiving of much advantage by the employee. The employee wants to 'pay it back' (Bovenlander, 2007).

In the appendix is shown a figure the relationships between the expected antecedents, forms of commitment and the expected results according to Meyer & Allen.

2.2 How can commitment be measured?
The main question of this paragraph is how commitment can be measured. Researchers did several approaches to measure commitment. There is a large amount of approaches to measure commitment, but in the foregoing paragraph commitment is defined as uni-dimensional commitment and multi-dimensional commitm论文英语论文网提供整理,提供论文代写英语论文代写代写论文代写英语论文代写留学生论文代写英文论文留学生论文代写相关核心关键词搜索。
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