The Relationship of Internal and External Commitment Foci to Objective Job Performance Measures

By M. Siders, Gerard George, Ravi Dharwadkar. 2001

279 citations recorded by the source corpus.

Prior research reports of a weak commitment-performance relationship can be attributed to inconsistency in conceptualization and measurement of the constructs. In this study, we differentially relate attitudinal commitment to internal (organization and supervisor) and external (customer) foci to objective measures of job performance. Results suggest that both internal foci are related to organizationally rewarded job performance and that the external focus influences job performance relevant to and rewarded by customers. Implications of these findings are discussed.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/acf06241323daef69ea11cbb6e4d5715b2ac2ac7

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Unpacking Commitment: Multiple Loyalties and Employee Behaviour* (2005, background): “, 2000), with some research beginning to examine external foci such as customers (Siders et al., 2001; Stinglhamber et al., 2002).”
Moderators of the curvilinear relation between extent of telecommuting and job and life satisfaction: The role of performance outcome orientation and worker type (2010, background): “Objective measures of performance have been associated with lower likelihood of supervisory bias (Siders et al., 2001), likely leading to higher perceptions of equity and fairness (Adams, 1963) and thus higher job satisfaction.”
Perceived External Prestige, Affective Commitment, and Citizenship Behaviors (2005, background): “However, it also implies that social workers possess a high level of external organizational commitment (see Siders et al. 2001), which translates into altruistic behavior.”
New development of organizational commitment: A critical review (1960 - 2009) (2010, background): “Siders et al. (2001) suggest that it is the extrinsic rewards from specific domains that drive employees to be committed to and perform in relation to the same domains.”
Affective commitment to the organization, supervisor, and work group: Antecedents and outcomes (2004, background): “Because the supervisor has the formal responsibility to monitor and direct employees in the performance of their inrole duties (Becker et al., 1996; Eisenberger et al., 2002; Siders et al., 2001), this entity becomes particularly salient to employees when they have to direct their efforts at work.”
Matching Commitment to Supervisors and Organizations to In-Role and Extra-Role Performance (2003, background): “A recent study by Siders, George, and Dharwadkar (2001) argues strongly against this explanation.”
ANTECEDENTS OF ORGANIZATIONAL COMMITMENT OF BANKING SECTOR EMPLOYEES IN PAKISTAN (2012, background): “(Shore & Martin, 1989; Meyer et al., 1989; Meyer et al., 1993; Siders et al., 2001; Meyer et al., 2002; The aim of this study was to check the association of factors like work environment, job security, pay satisfaction and participation in decision making; with organizational commitment of the…”