We gratefully acknowledge David Hofmann, John Meyer, Sherry Sullivan, John Tisak, Sara Rynes, Richard Woodman, and the anonymous reviewers for their constructive comments on this research.
PROGRAM COMMITMENT: A MULTI-STUDY LONGITUDINAL FIELD INVESTIGATION OF ITS IMPACT AND ANTECEDENTS
Version of Record online: 7 DEC 2006
Volume 54, Issue 2, pages 421–448, June 2001
How to Cite
NEUBERT, M. J. and CADY, S. H. (2001), PROGRAM COMMITMENT: A MULTI-STUDY LONGITUDINAL FIELD INVESTIGATION OF ITS IMPACT AND ANTECEDENTS. Personnel Psychology, 54: 421–448. doi: 10.1111/j.1744-6570.2001.tb00098.x
- Issue online: 7 DEC 2006
- Version of Record online: 7 DEC 2006
Increasingly, human resource professionals are being challenged to manage organizational programs that have proliferated in the wake of continual pressure to respond to competition and environmental change. This research examines program commitment, that is, an employee's commitment to an organizational program, and investigates its association with important organizational outcomes and a set of potential antecedents in 2 longitudinal field studies. In the first study, program commitment was positively related to participation in the program and program-related performance. In the second study, organizational commitment, change efficacy, and teamwork orientation were supported as antecedents to program commitment.