Matching Commitment to Supervisors and Organizations to In-Role and Extra-Role Performance

By Thomas E. Becker, Mary C. Kernan. 2003

238 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/81f42b63470f71ad2f69ef0ab41780321e1c30c5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Christian Vandenberghe
2. Florence Stinglhamber
3. P. Neves
4. John P. Meyer
5. Sharon K. Parker
6. R. Eisenberger
7. Alexandra Panaccio
8. Kathleen Bentein

In Sociology and Political Science

1. Christian Vandenberghe
2. P. Neves
3. Alexandra Panaccio
4. John P. Meyer
5. Kathleen Bentein
6. R. Eisenberger
7. Florence Stinglhamber
8. L. Shanock

Citations in the corpus

• New development of organizational commitment: A critical review (1960 - 2009) (2010, methodology): “…that are proximally nearer to employees such as their peers and supervisors are believed to have comparatively more influence on employee loyalty, attitudes and work behaviors than a domain like the organization (Becker et al., 1996; Becker and Kernan, 2003; Chen et al., 2002; Cheng et al., 2003).”
• Taking a Multifoci Approach to the Study of Justice, Social Exchange, and Citizenship Behavior: The Target Similarity Model† (2007, background): “We feel that contrasting the nonmultifoci results of LePine et al. with the multifoci results of Ilies et al. (2007), Rhoades and Eisenberger (2002), Becker and Kernan (2003), and Lavelle et al. (2005) highlight the importance of aligning the foci of both independent and dependent variables.”
• Job Crafting and Performance: Literature Review and Implications for Human Resource Development (2018, background): “Citizenship performance refers to outcomes of employees’ discretionary behaviors that are beneficial to an organization (Becker & Kernan, 2003; Riketta, 2002).”
• A new model of work role performance: Positive behavior in uncertain and interdependent contexts (2007, background): “For example, Becker and Kernan (2003) found that organizational commitment predicted unique variance in civic virtue, which was identified as having an organizational focus, but did not predict courtesy and inrole performance, which were conceptualized as more individually focused.”
• Employee commitment and well-being: A critical review, theoretical framework and research agenda (2010, background): “…foci, such as occupations (e.g., Meyer, Allen, & Smith, 1993), supervisors (e.g., Stinglhamber & Vandenberghe, 2003), work teams (e.g., Becker & Kernan, 2003), and customers (e.g., Siders, George, & Dharwadkar, 2001), have also been linked to retention and other indices of effective…”
• Knowledge Sharing: Influences of Trust, Commitment and Cost (2012, background): “This positive regard should stimulate the desire to help the organization to be successful (Becker and Kernan, 2003), not only through actions such as working hard but also by sacrificing self-interest (Choi, 2006) by sharing knowledge even when doing so is costly.”
• Pay Contingency and the Effects of Perceived Organizational and Supervisor Support on Performance and Commitment (2009, background): “Indeed, a number of researchers argue that performance tends to have the supervisor, rather than the organization, as its focus (Becker & Kernan, 2003; also see Siders, George, & Dharwadkar, 2001) and that supervisor-related indicators, including PSS, are more critical to performance than…”