Predicting participation and production outcomes through a two-dimensional model of organizational commitment

Article Abstract:

In this study, we tested a two-dimensional model of organizational commitment and theoretically relevant outcomes based on the motivational distinction proposed by March and Simon (1958) between employees' decisions to participate and to produce. We conducted a longitudinal field study involving 288 employees of a financial services organization. Confirmatory factor analyses support the proposed distinction. Commitment leading to participation was called "continuance commitment", and that leading to production, "value commitment." Analyses of correlations and partial correlations show that turnover is more strongly related to continuance than to value commitment and that performance is more strongly related to value commitment. (Reprinted by permission of the publisher.)

Commitment (Psychology)

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Helping and voice extra-role behaviors: evidence of construct and predictive validity

Article Abstract:

Results of this field study of 597 employees demonstrate the importance of extra-role behavior in explaining employee performance over a six-month period. Supervisors, peers, and employees differentiated in-role from extra-role behavior. They also differentiated two related forms of promotive extra-role behavior: helping and voice. We cross-validate our results and conclude by discussing future research implications. (Reprinted by permission of the publisher.)

Employee motivation, Employee performance appraisals, Performance appraisals

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