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Profiles of dual commitment to the occupation and organization : Relations to well-being and turnover intentions
Morin, Alexandre J. S. Meyer, John P. McInerney, Dennis M. Marsh, Herbert W. Ganotice Jr., Fraide A.
Morin, Alexandre J. S.
Meyer, John P.
McInerney, Dennis M.
Marsh, Herbert W.
Ganotice Jr., Fraide A.
Abstract
Work-relevant commitments have important implications for employee behavior and well-being, but the connections are complicated by the fact that commitments can be characterized by different mindsets and be directed at different targets. Recent developments in person-centered analytic strategies (e.g., latent profile analysis) have helped to address these complexities, particularly as they pertain to the interactions among the mindset of affective, normative, and continuance commitment to the organization. In the present study we extend application of the person-centered approach to identify profiles of commitment to two interrelated targets—the organization and the occupation—in a sample of 1,096 Hong Kong teachers. We identified seven distinct profiles reflecting both similarities and differences in the nature of the dual commitments across targets, and demonstrated differing patterns of turnover intentions and well-being across the profiles. Implications for commitment theory, future research, and practice are discussed.
Keywords
latent profile analyses, occupational commitment, organizational commitment, person-centeredTurnover, well-being
Date
2015
Type
Journal article
Journal
Asia Pacific Journal of Management
Book
Volume
32
Issue
3
Page Range
717-744
Article Number
ACU Department
Institute for Positive Psychology and Education
Faculty of Education and Arts
Faculty of Education and Arts
Files
Relation URI
Source URL
Event URL
Open Access Status
Published as green open access
License
File Access
Open
Controlled
Controlled
Notes
This record includes a post-peer-review, pre-copyedit version of an article published in [https://www.scopus.com/sourceid/145211?origin=recordpage] Asia Pacific Journal of Management. The final authenticated version is available online at: http://dx.doi.org/10.1007/s10490-015-9411-6