On SAGE Insight: Employee commitment before and after an economic crisis

Article title: Employee commitment before and after an economic crisis: A stringent test of profile similarity

From Human Relations

Researchers have recently begun to take a person-centered (profile) approach to investigate how the affective, normative and continuance commitment mindsets combine within the three-component model of organizational commitment.

According to the model, commitment can be characterized by three distinct mindsets: a desire to remain with the organization (affective commitment: AC), an obligation to remain (normative commitment: NC), and the perceived cost of leaving (continuance commitment: CC). Importantly, it has been found that these mindsets matter, with AC generally having the strongest positive link to both organization- (e.g. retention, job performance) and employee-relevant (e.g. well-being) outcomes.

The economic crisis that struck Turkey in 2001 provided the opportunity for a natural quasi-experiment that could contribute in several important ways to demonstrating the construct validity, and practical value, of commitment profiles. The study also serves as one of the first investigations of the effects of an economic crisis on commitment and the only one to take a person-centered approach. In addition to providing strong evidence for the meaningfulness of commitment profiles, this study is one of the first to investigate the impact of an economic crisis on employee commitment.

Abstract

Researchers have recently begun to take a person-centered (profile) approach to investigate how the affective, normative and continuance commitment mindsets combine within the three-component model of organizational commitment. The meaningfulness of the profiles identified in this research depends, in part, on evidence that similar profiles emerge across samples, particularly those drawn from a common population. We conducted a particularly stringent test of similarity by comparing profiles for samples of employees drawn from a large Turkish conglomerate prior to (N = 346) and following (N = 797) a major economic crisis. Using procedures recently introduced by Morin et al., (2016) we found similarity in the number (seven) and structure of the profiles before and after the crisis; only the distribution of individuals across profiles (i.e. the relative size of the profiles) differed. We also found similarity in the patterns of relations with theoretical antecedent, correlate, and outcome variables, suggesting that a common set of principles might be operating regardless of major differences in the work environment. In addition to providing strong evidence for the meaningfulness of commitment profiles, this study is one of the first to investigate the impact of an economic crisis on employee commitment.

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Article details
Employee commitment before and after an economic crisis: A stringent test of profile similarity
John P Meyer, Alexandre JS Morin, S Arzu Wasti
First Published 27 Nov 2017
DOI: 10.1177/0018726717739097
Human Relations

 

 

     
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