This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Citation Map Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via HighWire Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Sung Min Park Articles by Rainey, H. G. Search for Related Content Social Bookmarking                         What's this?

Antecedents, Mediators, and Consequences of Affective, Normative, and Continuance Commitment

Empirical Tests of Commitment Effects in Federal Agencies

University of Georgia

Hal G. Rainey

University of Georgia, hgrainey{at}uga.edu

This study examines the constructs and the effects of three subdimensions of federal employees' organizational commitment—affective, normative, and continuance. Using the Merit Systems Protection Board (MSPB) 2000 survey instrument and employing an exploratory and confirmatory factor analysis, multivariate regression, and a structural equation model, the authors empirically test and measure (a) the dimensionality of the three commitment constructs, (b) how and to what extent antecedent variables would affect the three different commitment variables—affective, normative, and continuance— and (c) how these three commitment values differently influence several outcome variables. The authors confirm that there are three distinctive constructs of commitment to stay in federal agencies and that transformation-oriented leadership (TOL), empowerment, goal clarity, public service—oriented motivation (PSOM), procedural equity perceptions, and objective appraisal systems have direct and indirect effects on the commitment variables. Affective commitment is most significantly and positively associated with these antecedents, and higher affective commitment also has the most significant effect on organizational consequences.

Key Words: public management • organizational behavior • organizational commitment • leadership • job satisfaction

Review of Public Personnel Administration, Vol. 27, No. 3, 197-226 (2007)
DOI: 10.1177/0734371X06296866


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?

This article has been cited by other articles:

				K. Yang and A. Kassekert Linking Management Reform with Employee Job Satisfaction: Evidence from Federal Agencies J. Public Adm. Res. Theory., June 18, 2009; (2009) mup010v1. [Abstract] [Full Text] [PDF]

				J. Word and Sung Min Park Working Across the Divide: Job Involvement in the Public and Nonprofit Sectors Review of Public Personnel Administration, June 1, 2009; 29(2): 103 - 133. [Abstract] [PDF]

				W. Vandenabeele The mediating effect of job satisfaction and organizational commitment on self-reported performance: more robust evidence of the PSM--performance relationship International Review of Administrative Sciences, March 1, 2009; 75(1): 11 - 34. [Abstract] [PDF]