Attitudinal organizational commitment and job performance: a meta‐analysis

By M. Riketta. 2002

1,162 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/00f5b0bf81be333edbaab54a3ef5050c0a3d3b1d

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Fairness of Performance Appraisal and Organizational Commitment (2013, background): “For instance, Elliot (1994) stresses that organizational commitment will affect productivity because employees are willing to work hard and Riketta (2002) argues that committed employee is assumed to be more determined to work with and has a low turnover intention (Elliot, 1994 and Sarminah, 2006).”
Relationship between leadership styles and dimensions of employee organizational commitment: a critical review and discussion of future directions (2014, positive): “…commitment has been linked to increased knowledge sharing (Alvesson, 2001), increased organizational citizenship behaviours (Meyer et al., 2002; Riketta, 2002), better organizational performance (Ricketta, 2002; Meyer et al., 1989), reduced absenteeism (Eby, Freeman, Rush & Lance, 1999) and…”
Job Satisfaction, Employee Loyalty and Job Performance in the Hospitality Industry: A Moderated Model (2020, methodology): “Relationships among Research Concepts Previous studies conducted to measure the job satisfaction of employees; as such, it is defined as an essential element determining employee loyalty, job performance, and a business’s development and stability (Angle & Perry, 1981; Riketta, 2002).”
Gender, age and tenure as moderators of work-related stressors' relationships with job performance: A meta-analysis (2008, background): “Past meta-analytic studies that examined age and tenure as moderators of other constructs (such as commitment) used arbitrary categories for levels of tenure (e.g. Cohen, 1991; Riketta, 2002).”
Influence of Social Exchange Relationships on Affective Commitment and Innovative Behavior: Role of Perceived Organizational Support (2018, background): “Recent studies suggest that affective commitment has a negative relationship with employee turnover and a positive relationship with job performance [60,61], and is rooted in the concept of exchange [57].”
Corporate social responsibility and employee performance: Mediation role of job satisfaction and affective commitment (2019, background): “Indeed, Mathieu and Zajac (1990) and Riketta (2002) in their meta‐analysis reported a relationship between organizational commitment and performance.”
The Influence of High-Involvement Human Resources Practices, Procedural Justice, Organizational Commitment, and Citizenship Behaviors on Information Technology Professionals' Turnover Intentions (2007, background): “More precisely, previous studies show that affective commitment is positively related to extrarole behaviors, whereas continuance commitment is either negatively or not significantly associated with OCBs (N. J. Allen & Smith, 1987; Chen et al., 1998; Lee, 2001; Mayer & Schoorman, 1992; Meyer & Allen”
The impact of perceived corporate social responsibility on organizational commitment and the moderating role of collectivism and masculinity: evidence from China (2014, background): “These results are important given the relationship between organizational commitment and job attitudes of benefit to organizations such as job performance, employee well-being and employee retention (Meyer et al. 2002; Riketta 2002).”
Workplace spirituality and organizational commitment: an integrative model (2011, background): “generally been found to be stronger with organizational citizenship behaviors than with in-role performance (Riketta 2002).”
The Effect of Perceived Ethical Climate on the Search for Sales Force Excellence (2004, background): “In a more recent meta-analytic study, Riketta (2002) finds the corrected mean correlation between attitudinal organizational commitment and job performance is 0.20.”
Potential Added Value of Psychological Capital in Predicting Work Attitudes (2006, background): “Through recent meta-analyses, organizational commitment has been shown to have a significant relationship with performance (Riketta, 2002).”
Employee commitment and well-being: A critical review, theoretical framework and research agenda (2010, background): “…are less likely to leave (Mathieu & Zajac, 1990; Tett &Meyer, 1993) andmore likely to attend regularly (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002), perform effectively (Cooper-Hakim & Viswesvaran, 2005; Riketta, 2002), and be good organizational citizens (Meyer et al., 2002; Riketta, 2002).”
Satisfaction with Firm Performance in Family Businesses (2010, background): “For family businesses, researchers have suggested that families with higher commitment work harder (e.g., Riketta, 2002) and perform better (e.g., Mathieu & Zajac).”
Effects of team and organizational commitment – A longitudinal study (2010, background): “, 2002; Randall, 1990; Riketta, 2002). Furthermore, Vandenberghe et al. (2004) found no link between affective team commitment and team performance in terms of in-role behavior.”