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    Review of Literature

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    Fayas Rasheed
    The document discusses several theories related to organizational commitment. It notes that Sheth and Parvatiyar observed the need to understand why consumers choose relational behavior with suppliers and what motivates this. Garbarino and Johnson suggest commitment and trust are more important predictors of behavior for loyal customers, while satisfaction is more important for occasional customers. Mowday, Porter and Steers describe attitudinal commitment as how people think about their relationship with an organization and behavioral commitment as how people become locked into an organization. Shore and Lynn found perceived organizational support was the best predictor of organizational citizenship behaviors compared to affective and continuance commitment. Becker et al. found commitment to supervisors was more strongly associated with job performance than

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    Review of Literature

    Uploaded by

    Fayas Rasheed
    28 views2 pages
    The document discusses several theories related to organizational commitment. It notes that Sheth and Parvatiyar observed the need to understand why consumers choose relational behavior with suppliers and what motivates this. Garbarino and Johnson suggest commitment and trust are more important predictors of behavior for loyal customers, while satisfaction is more important for occasional customers. Mowday, Porter and Steers describe attitudinal commitment as how people think about their relationship with an organization and behavioral commitment as how people become locked into an organization. Shore and Lynn found perceived organizational support was the best predictor of organizational citizenship behaviors compared to affective and continuance commitment. Becker et al. found commitment to supervisors was more strongly associated with job performance than

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    The document discusses several theories related to organizational commitment. It notes that Sheth and Parvatiyar observed the need to understand why consumers choose relational behavior with suppliers and what motivates this. Garbarino and Johnson suggest commitment and trust are more important predictors of behavior for loyal customers, while satisfaction is more important for occasional customers. Mowday, Porter and Steers describe attitudinal commitment as how people think about their relationship with an organization and behavioral commitment as how people become locked into an organization. Shore and Lynn found perceived organizational support was the best predictor of organizational citizenship behaviors compared to affective and continuance commitment. Becker et al. found commitment to supervisors was more strongly associated with job performance than

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    28 views2 pages

    Review of Literature

    Uploaded by

    Fayas Rasheed
    The document discusses several theories related to organizational commitment. It notes that Sheth and Parvatiyar observed the need to understand why consumers choose relational behavior with suppliers and what motivates this. Garbarino and Johnson suggest commitment and trust are more important predictors of behavior for loyal customers, while satisfaction is more important for occasional customers. Mowday, Porter and Steers describe attitudinal commitment as how people think about their relationship with an organization and behavioral commitment as how people become locked into an organization. Shore and Lynn found perceived organizational support was the best predictor of organizational citizenship behaviors compared to affective and continuance commitment. Becker et al. found commitment to supervisors was more strongly associated with job performance than

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    Sheth and Parvatiyar (1995) observed that, to develop a comprehensive theory of relationship

    marketing, understanding is needed of why consumers choose to engage in relational behaviour with a
    supplier. They suggested that various influences are important motivators, including personal, social and
    institutional influences

    Garbarino and Johnson (1999) offer a further refinement to the ‘commitment-trust’ theory. They
    suggest that commitment and trust are important in predicting future behaviour of high relational (loyal
    and consistent) customers, but satisfaction is a more important indicator for low relational (occasional
    and transactional) customers. Thus commitment and trust are likely to be important in relationships that
    are characterised by mainly high relational customers

    Mowday, Porter and Steers (1982) describe these as “attitudinal commitment focuses on the processes
    by which people come to think about their relationship with the organisation … ..Behavioural
    commitment, on the other hand, relates to the process by which individuals’ become locked into a
    certain organisation and how they deal with the problem”

    Shore, Lynn M.,Wayne, Sandy J.


    Journal of Applied Psychology, Vol 78(5), Oct 1993, 774-780
    The social exchange view of commitment (R. Eisenberger et al, 1986) suggests that employees'
    perceptions of the organization's commitment to them (perceived organizational support [POS])
    creates feelings of obligation to the employer, which enhances employees' work behavior. The
    authors addressed the question of whether POS or the more traditional commitment concepts of
    affective commitment (AC) and continuance commitment (CC) were better predictors of employee
    behavior (organizational citizenship and impression management). Participants were 383 employees
    and their managers. Although results showed that both AC and POS were positively related to
    organizational citizenship and that CC was negatively related to organizational citizenship, POS was
    the best predictor. These findings support the social exchange view that POS creates feelings of
    obligation that contribute to citizenship behaviors. In addition, CC was unrelated, whereas AC and
    POS were positively correlated, with some impression management behaviors. (PsycINFO
    Database Record (c) 2016 APA, all rights reserved)

    Thomas E. Becker , Robert S. Billings, Daniel M. Eveleth and Nicole L. Gilbert


    Previous research has found that employee commitment and job performance are largely
    unrelated. However, prior work has not distinguished among individual foci (targets) and bases
    (motives) of commitment. We found, as expected, that commitment to supervisors was
    positively related to performance and was more strongly associated with performance than was
    commitment to organizations. Further, internalization of supervisors' and organizations' values
    was associated with performance but identification with these foci was not.

    . Job satisfaction is an enormous area; however, to be concise a satisfying job typically has three
    properties: z It has intrinsically enjoyable features:

    Mathieu & Zajac (1990) found that the strongest correlation with commitment were obtained for job
    characteristics, particularly job scope (enrichment). Z

    It provides an opportunity for growth and development. Z


    It makes employees feel effective in their roles (that they can positively influence organisational
    outcomes). A positive relationship between job satisfaction and commitment, using a variety of
    satisfaction and commitment measures, has been consistently reported in the literature (Balfour &
    Wechsler, 1990, 1991; Cook & Wall, 1980; Green et al, 1996).

    Sharma and Bajpai [18] assert that employees are regarded as committed to an organization if they
    willingly continue their association with the organization and devote considerable effort to achieving
    organizational goals. The high levels of effort exerted by employees with high levels of organizational
    commitment would lead to higher levels of performance and effectiveness of both the individual and
    the organizational levels

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