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Paper in Journal of Occupational and Organizational Psychology
  • Abbott, G., White, F.A. & Charles, M.A. (2005). Linking values and organizational commitment: A correlational and experimental investigation in two organizations. Journal of Occupational and Organizational Psychology, 78 (4), 531-551.

    The aim of the two studies was to confirm and clarify the relationships between values and components of organizational commitment (OC) in two organizations. Study 1 extended the work of Finegan (2000) by investigating antecedents of OC in terms of personal and perceived organizational values while controlling for the effects of tenure. Study 2 involved a field experiment to investigate the consequents of OC in terms of turnover intention, how such intention varies as a function of the values of the alternative employer, and how it is related to the different components of OC. The results of Study 1 provide support for the argument that perceived organizational values are drivers of values-based OC but that unlike the related components of affective and normative OC, continuance OC may not be values-based. Study 2 results indicated that turnover intention was higher in a company supporting vision values and that affective OC acted as a buffer against interest in alternative employment. Together these findings imply that companies adopting prosocial values, such as vision, self-direction, and humanity may enhance affective and normative OC.