A Model of Organizational Commitment and a Comparative Study of Parastatal and Private Organizations in Tanzania.

Simple item page
dc.contributor.authorKundi, Beatus A. T.
dc.contributor.authorSaleh, Shoukry D.
dc.date.accessioned2016-08-10T16:02:53Z
dc.date.available2016-08-10T16:02:53Z
dc.date.issued1993
dc.descriptionFull text can be accessed at http://onlinelibrary.wiley.com/doi/10.1111/j.1936-4490.1993.tb00024.x/abstracten_US
dc.description.abstractOrganizational commitment is defined as the tendency, based on cognitive, affective, and normative forces on the individual, to behave in ways which place primacy on the promotion and protection of the interests of the organization rather than the immediate and/or direct personal or sub-group interests. This definition goes beyond instrumental and intrinsic motivation through its encouragement of employees to sacrifice their interests for the sake of those of the organization. The model based on this definition is made up of four extraindividual factors: job integration, employee investments, organizational support and role-model leadership. These factors are posited as influencing commitment through the intraindividual processes of responsibility to the organization, reciprocation, and organizational identification. Organizational values for performance and collectivism are shown in the model as important facilitators of the effects of the commitment factors. On the other hand, organizational conflicts and the complexity of organizational goals are posited as attenuators of the positive effects of the commitment factors. The model considered simultaneously task-oriented outcomes (e. g., productivity, product/service quality, innovation, and adaptability) and employee-related outcomes (e. g., work satisfaction). These outcomes are posited as positively feeding back to the antecedents, thus further increasing the influence of the commitment factors.en_US
dc.identifier.citationKundl, B.A. and Saleh, S.D., 1993. A model of organizational commitment: instrumental and intrinsic motivation and beyond. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 10(2), pp.154-166.en_US
dc.identifier.doi10.1111/j.1936-4490.1993.tb00024.x
dc.identifier.urihttp://hdl.handle.net/20.500.11810/3479
dc.language.isoenen_US
dc.titleA Model of Organizational Commitment and a Comparative Study of Parastatal and Private Organizations in Tanzania.en_US
dc.typeJournal Article, Peer Revieweden_US
Files
Original bundle
Now showing 1 - 1 of 1
Thumbnail Image
Name:
A Model of Organizational Commitment, Instrumental and Intrinsic Motivation and Beyond.pdf
Size:
6.06 KB
Format:
Adobe Portable Document Format
Description:
Abstract
Download
License bundle
Now showing 1 - 1 of 1
No Thumbnail Available
Name:
license.txt
Size:
1.71 KB
Format:
Item-specific license agreed upon to submission
Description:
Download
Collections
Department of Mechanical and Industrial Engineering