Skip to main content
Article thumbnail
Location of Repository

Employee commitment: the motivational role of senior management theory of action

By DJ Cooper

Abstract

The aim of this study is to explore the association between senior management\ud theory-of-action and employee commitment.\ud Field research uses quantitative and qualitative method and concentrates on one\ud medium sized UK based organisation for data collection and experimentation.\ud However, the study examines two further organisations to assist validity and\ud specificity of findings.\ud The written work is in six parts. Following an introductory chapter, chapter two\ud contains a literature survey covering organisational purpose and senior\ud management theory-of-action. Chapter three examines literature as to employee\ud commitment, and personal and organisational values. The fourth chapter describes\ud method. Field work in chapter five provides results arising from quantitative and\ud qualitative research. The concluding chapter considers the extent to which\ud findings should be generalised, and offers conclusions and reflection.\ud The study points to the following conclusions:\ud Field research supports the notion that compared with more conventional\ud motivation factors, senior management employee related action is strongly\ud associated with employee commitment. This finding was found to be\ud especially prominent at lower hierarchical levels within the organisation.\ud The adoption of what is termed conventional 'Model-One' theory-of-action\ud adversely affects employee commitment.\ud It is suggested that senior management theory-of-action can inhibit or\ud facilitate the maintenance and growth of employee commitment.\ud The work provides credence as to the importance and strength of association\ud between senior management theory-of-action and employee commitment, and offers a method by which the association can be tested

Topics: HF5001, BF, LB2341, other
OAI identifier: oai:usir.salford.ac.uk:2147

Suggested articles

Citations

  1. (1991). A Handbook of Personnel Practice. Fourth Edition. London: Kogan Page.
  2. (1991). A Handbook ofPersonnelManagement Practice. Kogan Page.
  3. (1984). A Longitudinal Analysis of the
  4. (1980). A Process Model of Organizational Turnover: The Relationship with job Security as a Case in Point.
  5. (1985). A Review and Reconceptualisation. of Organisational commitment,
  6. (1990). A Theory of Goal Setting and Task Performance.
  7. (1997). A Yearning for Learning.
  8. (1986). Absenteeism and Turnover ofHospital Employees.
  9. (1981). An Empirical Assessment of Organizational Commitment and Organizational Effectiveness.
  10. (1989). Antecedents and Outcomes of Organizational Commitment: A Study of Salespeople.
  11. (1992). Being Different: Relationships Between Satisfaction and Organizational Attachment. doi
  12. (1974). Building Organisational Commitment: the Socialization of Work organizations.
  13. (1991). Cultural Change in the NHS.
  14. (1992). Developments in the Management of Human Resources, doi
  15. (1993). Directors. Diploma In Directorsbip Seminars
  16. (1995). Economic dependency on Work: A Moderator of the Relationship Between organizational Commitment and Performance.
  17. (1992). Examining the Causal Order of job Satisfaction and Organisational Commitment'journal ofManagement.
  18. (1957). Factorial Study of the Leader Behaviour Description,
  19. (1949). Hawthorne and the Western Electric Company: The Social Problems o an Industrial Civilisation.
  20. (1933). Human Problems ofan Industrial Civilisation.
  21. (1987). Human Resource Management and Industrial Relations',
  22. (1967). Man and His Values. University of Nebraska Press.
  23. (1981). Management by Grid Principles or Situationalism: Which ? Group and Organisational Studies.
  24. (1968). Motivation and Organizational Climate.
  25. (1996). Occupational Personality Questionnaires (OPQ).
  26. (1986). On the Causal Ordering of job Satisfaction and Organizational Commitment.
  27. (1975). Or is this true? This extreme example is discussed. From a genericist perspective all organizations regardless of market or sector manage in a similar way. From a sectoral stance,
  28. (1973). Personal Role-related Factors in the
  29. (1995). Personnel Management Practice (5th edition).
  30. (1988). Strategic Human Resource Management in the Computer Supply Industry. doi
  31. (1993). suggest that overcoming such obstacles may influence continuance commitment but not one's affective commitment. The OCQ is more generally used to measure affective commitment.
  32. (1991). The Age of Unreason.
  33. (1982). The Art ofjapanese Management.
  34. (1967). The Human Organization.
  35. (1960). The Human Side of the Enterprise,
  36. (1992). The Importance of Social Support for Employee Commitment: A Quantitative and Qualitative Analysis of Bank Tellers.
  37. (1964). The Managerial Grid,
  38. (1957). The Motivation to Work.
  39. (1978). The New Managerial Grid.
  40. (1955). The Psychology of Personal Constructs.
  41. (1985). Understanding Human Behaviour in Organisations. Harper and Row.
  42. (1992). Values and Valuations: Corporate Culture and job Cuts.
  43. (1966). Work and the Nature ofMan,
  44. (1995). Work Psychology, Understanding Human Behaviour in the Workplace, 2nd edition,
  45. (1978). Work Values and Organizational Commitment.

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.