Organizational and Client Commitment among Contracted Employees.

By Jacqueline A-M. Coyle-Shapiro, Paula C. Morrow. 2006

156 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b92ae0b28995516217d8a7792e7dd3539f76ef70

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Dual commitment in the organization: Effects of the interplay of team and organizational commitment on employee citizenship behavior, efficacy beliefs, and turnover intentions (2017, background): “Moreover, as contingent workers, employees may feel committed towards their agency and the hiring parent company (Coyle-Shapiro & Morrow, 2006; Felfe, Schmook, Six, & Wieland, 2005); or, as expatriates, towards their parent company and the local operation (Nguyen, Felfe, & Fooken, 2015).”
Does the Form of Employment Make a Difference?--Commitment of Traditional, Temporary, and Self-Employed Workers. (2008, background): “…some studies that focus on organizational commitment of temporary workers (e.g., Connelly, Gallagher, & Gilley, 2007; Coyle-Shapiro & Kessler, 2002; Coyle-Shapiro & Morrow, 2006; Guest, 2004; Sverke, Gallagher, & Hellgren, 1999), only a few reflect on the commitment to new forms of employment…”
Linking rewards to commitment: an empirical investigation of four UK call centres (2007, background): “Even results regarding the relationship between perceived organizational support and client commitment are mixed (for details see Coyle-Shapiro and Conway, 2005 ; Coyle-Shapiro and Marrow, 2006 ).”
The relationship between career growth and organizational commitment (2010, background): “This multi-dimensional view of career growth can also be construed as fulfillment of promises on the part of the employer implied by the psychological contract, which in turn has been found to be positively related to employees' organizational commitment (Coyle-Shapiro & Morrow, 2006).”
Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees (2013, unknown): “Such positive social exchange, manifested through POS, has a consistently positive relationship with affective commitment (e.g., Coyle-Shapiro & Morrow, 2006; see Rhoades & Eisenberger, 2002, for review), and POS has been found to mediate the effects of other types of HR practices on commitment…”
Careers: Mobility, Embeddedness, and Success (2007, unknown): “Moreover, these early links may help embed individuals in their organizations over extended periods of time (Coyle-Shapiro & Morrow, 2006).”