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Dimensionality and consequences of employee commitment to supervisors: a two-study examination
Guylaine Landry1, Alexandra Panaccio, Christian Vandenberghe
1Faculté d'Administration, Université de Sherbrooke, Québec, Canada. guylaine.landry@usherbrooke.ca
The Journal of Psychology
|May 14, 2010
Summary
This study introduces a 4-component model for employee commitment to supervisors, distinguishing it from organizational commitment. Findings show these supervisor commitment factors impact turnover intentions and negative emotions.
Area of Science:
- Organizational Psychology
- Human Resource Management
Background:
- The established 3-component model of organizational commitment includes affective, normative, and continuance dimensions.
- Continuance commitment is theorized to encompass two subcomponents: perceived lack of alternatives and sacrifice.
Purpose of the Study:
- To extend existing commitment research by examining a 4-factor model of employee commitment to immediate supervisors.
- To investigate the validity and consequences of affective, normative, continuance-alternatives, and continuance-sacrifice components of supervisor commitment.
Main Methods:
- Two studies were conducted with employee samples (Study 1: N = 317; Study 2: N = 240).
- Confirmatory factor analysis and regression analyses were used to test the proposed 4-factor model and its relationships with outcomes.
Main Results:
- The 4 components of commitment to supervisors were found to be distinct from the corresponding components of organizational commitment.
- The four supervisor commitment components differentially predicted intention to leave the supervisor, supervisor-directed negative affect, and emotional exhaustion.
Conclusions:
- A 4-factor model provides a more nuanced understanding of employee commitment to supervisors.
- Findings have significant implications for management strategies aimed at fostering employee commitment and reducing turnover.
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