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Beyond the three-component model of organizational commitment.

Omar N Solinger1, Woody van Olffen, Robert A Roe

  • 1Department of Organization and Strategy, Maastricht University, Maastricht, The Netherlands.

The Journal of Applied Psychology
|January 24, 2008
PubMed
Summary
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The three-component model (TCM) of organizational commitment conflates different attitudes. Reconceptualizing commitment using attitude theory suggests TCM should only predict turnover, not general commitment.

Area of Science:

  • Organizational Psychology
  • Social Psychology

Background:

  • The three-component model (TCM) of organizational commitment is widely used but lacks theoretical clarity.
  • Existing models may not adequately differentiate between general attitudes and specific behavioral intentions.

Purpose of the Study:

  • To conceptually critique the three-component model (TCM) of organizational commitment.
  • To propose a reconceptualization of organizational commitment based on standard attitude theory.
  • To differentiate general organizational commitment from specific behavioral attitudes.

Main Methods:

  • Conceptual analysis integrating the attitude-behavior model by Eagly and Chaiken (1993).
  • Critique of the theoretical underpinnings of the TCM.
  • Examination of the affective, cognitive, and behavioral facets of organizational commitment.

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Main Results:

  • The TCM combines distinct attitudinal phenomena, failing as a general commitment model.
  • Normative and continuance commitment relate to specific behaviors (staying/leaving), not general organizational attitude.
  • The TCM is better suited as a specific model for predicting turnover.

Conclusions:

  • Organizational commitment should be viewed as an attitude towards the organization.
  • The TCM's application should be restricted to turnover prediction.
  • Adopting Eagly and Chaiken's model offers a template for predicting various organizational behaviors and enhancing construct validity.