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Patterns of attachment to organizations: Commitment profiles and work outcomes

Authors

  • Mark John Somers

    Corresponding author
    1. New Jersey Institute of Technology and the Rutgers Business School, Newark, USA
      Correspondence should be addressed to Dr Mark John Somers, School of Management, NJIT, Newark NJ 07102, USA (e-mail: somers@adm.njit.edu.)
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Correspondence should be addressed to Dr Mark John Somers, School of Management, NJIT, Newark NJ 07102, USA (e-mail: somers@adm.njit.edu.)

Abstract

Commitment profiles were studied with a sample of 572 hospital workers. Seven of the eight commitment profiles in Meyer and Herscovitch's (2001) typology emerged using K-means clustering including: highly committed, affective dominant, continuance dominant, affective-continuance dominant, affective-normative dominant, continuance-normative dominant, and uncommitted. Outcome variables included: turnover intentions, turnover, absenteeism, and person–organization value congruence. Results were consistent with prior findings in that normative commitment alone and in conjunction with continuance commitment enhanced the benefits of affective commitment. Turnover rates were much higher for poorly socialized employees suggesting that there is a self-corrective effect in which uncommitted employees are more likely to leave their organizations.

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