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Investigating the effect of collective organizational commitment on unit-level performance and absence


Reference:

Conway, N. and Briner, R. B., 2012. Investigating the effect of collective organizational commitment on unit-level performance and absence. Journal of Occupational and Organizational Psychology, 85 (3), pp. 472-486.

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Official URL:

http://dx.doi.org/10.1111/j.2044-8325.2011.02051.x

Abstract

The relationship between individual-level organizational commitment and employee's performance has been the subject of considerable empirical investigation over several decades. However, few studies have examined the effect of collective organizational commitment on unit or organizational-level performance, even though available theory suggests commitment's effects may be stronger at the unit level. We present results of a study examining the effects of unit-level organizational commitment on the speed and quality of performance, and employee absence, drawing on a sample of 893 service sector employees (representing a 90% response rate) from 39 office units in a UK public sector organization. Results show that unit-level organizational commitment was statistically significantly associated with both unit-level performance quality (i.e., reduced customer complaints per service transaction) and performance speed (i.e., customer average queuing time). Collective organizational commitment was not significantly associated with a unit-level measure of the average time customers spent at service counters with the tellers, nor was it associated with unit-level employee absence.

Details

Item Type Articles
CreatorsConway, N.and Briner, R. B.
DOI10.1111/j.2044-8325.2011.02051.x
DepartmentsSchool of Management
RefereedYes
StatusPublished
ID Code29057

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