Assessing organizational commitment: an employee's global attitude toward the organization

Article Abstract:

In response to numerous calls for a clarification of conceptual and methodological issues related to organizational commitment, the authors propose using advances in the conceptualization of attitudes. In applying this approach, we asked employees to complete semantic differential scales measuring organizational commitment as a global attitude toward the organization and to complete the Organizational Commitment Questionnaire (OCQ). WIth a sample of 258 employees from three organizations, it was found that the attitudinal measure correlated strongly with the OCQ (r>.82). Measures of effort, value acceptance, and intentions to stay with the organization predicted little additional variance in the OCQ. The data support the proposal that organizational commitment as generally assessed may best be defined as a global attitude that employees have toward their organization. The authors discuss how treating organizational commitment as an attitude helps to clarify the meaning of the construct, suggests a more direct method of measurement, and encourages new research examining the causes and consequences of organizational commitment. (Reprinted by permission of the publisher.)

Employee loyalty, Commitment (Psychology)

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Employee attitudes toward organizational socialization in the People's Republic of China, Hong Kong, and Singapore

Article Abstract:

Attitudes of Chinese employees toward organizational socialization were compared in the People's Republic of China (PRC)(n=300), Hong Kong (n=197), and Singapore (n=363). Employees evaluated four facets of their own socialization: (a) training received, (b) understanding of their jobs and company policies, (c) coworker support, and (d) future prospects with the organization. Scores on each factor were submitted to a multivariate analysis of variance. Results revealed that Hong Kong and Singapore employees evaluated training more highly than did PRC employees, and Hong Kong employees reported greater understanding of their jobs and company goals than did either Singapore or PRC employees. There were no significant differences among the nations on perceptions of coworker support, but all three differed on perceptions of future career prospects. Results are discussed in terms of an interaction of Western business culture and Confucian values. Implications for management are considered. (Reprinted by permission of the publisher.)

Social aspects, China, International business enterprises, Multinational corporations, Singapore, Hong Kong, Socialization, Cross-cultural orientation, Cross cultural training

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Workers' playtime?: Boundaries and cynicism in a 'Culture of Fun' program

Article Abstract:

The 'Culture of Fun', a popular trend among management academics, consultants and practitioners prescribed to enhance productivity is examined. The way in which managed 'fun' involves the symbolic dimming of traditional boundaries that usually distinguish work and nonwork, which is drawn on a field study of a communications firm is demonstrated.

United Kingdom, Productivity Improvement, Psychological aspects, Work environment, Labor productivity, Labour productivity

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