Is continuance commitment beneficial to organizations? Commitment‐performance relationship: a new look

By Abubakr Suliman, P. Iles. 2000

319 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/c81f5ad78712dc0cc8c7ddb70b62279642742414

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In Artificial Intelligence

In Organizational Behavior and Human Resource Management

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Citations in the corpus

The Relationships between Quality of Work Life, School Alienation, Burnout, Affective Commitment and Organizational Citizenship: A Study on Teachers (2018, result): “The results of previous research reveal that employees with a higher sense of organizational commitment have also higher performances (Khan, Ziauddin & Ramay 2010; Suliman & Iles 2000).”
Exploring the job satisfaction and organisational commitment of employees in the information technology environment (2011, background): “Increasing intrinsic and extrinsic fringe benefits that attract an employee’s attention may subsequently increase their performance and induce higher levels of organisational commitment (Suliman & Iles 2000).”
Psychological capital, work engagement and organisational commitment amongst call centre employees in South Africa (2013, background): “Acceptable reliability coefficients of above 0.80 have been reported for every one of these subscales (Suliman & Iles, 2000).”
Relating career stage to attitudes towards HR practices and commitment: Evidence of interaction effects? (2004, background): “A small number of studies viewing commitment as a multidimensional construct have reported relationships between affective commitment and performance in particular (Angle & Lawson, 1994; Hackett, Bycio, & Hausdorf, 1994; Meyer, Paunonen, Gellatly, Goffin, & Jackson, 1989; Suliman & Iles, 2000).”
Creating value for employees: investment in employee development (2003, background): “The continuance-committed employee may leave his or her employer when the expected benefits from leaving become higher, or at least equal to, the cost of terminating (Suliman and Iles, 2000).”
The effect of organizational learning on organizational commitment, job satisfaction and work performance (2011, background): “In addition to the conceptual and theoretical arguments, there have been a number of empirical studies in support of the relationship between job satisfaction and work performance (Judge et al., 2001; Politis, 2005; Suliman and Iles, 2000; Wilson and Frimpong, 2004; Yousef, 1999).”
Enhancing commitment through work empowerment (2007, background): “However, high commitment may limit opportunities for mobility, suppressing creativity and innovation (Suliman and Iles, 1999).”
The influence of organizational commitment on employees’ job performance: The mediating role of job satisfaction (2020, background): “Various theories on organizational commitment have been proposed: one-side-bet theory (Becker, 1960; Suliman & Iles, 2000), affective dependence theory (Porter et al., 1974), multi-dimension organizational commitment theories (O'Reilly & Chatman, 1986; Meyer et al., 1990), two-dimension…”
Interpersonal communication skills that enhance organisational commitment (2008, background): “1994; Cohen and Hudecek, 1993; Somers and Bimbaum, 2000; Tett and Meyer, 1993), more dependable (Angle and Lawson, 1994), perform better (Suliman and Iles, 2000), produce more (Tjosvold et al.”
Occupational stress, ill health and organisational commitment of employees at a university of technology (2009, background): “Despite the plethora of studies on organisational commitment and its nature, antecedents, consequences and collates, the construct remains ill-defined and ill-conceptualised (Suliman & Iles, 2000b).”
Leadership styles and organizational commitment: literature review (2016, background): “According to Suliman and Iles (2000), organizational commitment was the “driving force behind an organization’s performance” (p. 408).”
A meta-analysis of the relationship between organizational commitment and salesperson job performance: 25 years of research (2005, background): “…include bank employees (Benkhoff, 1997), government workers (Balfour and Wechsler, 1991; Yousef, 2000), managers in industrial companies (Suliman and Iles, 2000), first-level managers and supervisors (Orpen, 1997), scientists and engineers (Mathieu and Farr, 1991; Keller, 1997), and…”