ANTECEDENTS TO COMMITMENT TO A PARENT COMPANY AND A FOREIGN OPERATION
Tags: INTERNATIONAL business enterprises -- Employees; ORGANIZATIONAL commitment; EMPLOYEES -- Attitudes; EMPLOYMENT in foreign countries -- Psychological aspects; EMPLOYEE loyalty; PSYCHOLOGICAL contracts (Employment); LOYALTY; ORGANIZATIONAL socialization; EMPLOYMENT in foreign countries; PERSONNEL management; LABOR turnover -- Research; PARENT companies
Related Articles
- Commitment before and after: An evaluation and reconceptualization of organizational commitment. Cohen, Aaron // Human Resource Management Review;Sep2007, Vol. 17 Issue 3, p336
Abstract: A review of the organizational commitment literature has pointed out several advantages as well as some limitations of the approach advanced by Meyer and Allen (Meyer, P.J. and Allen, J.N. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks, CA:...
- Cusp-Catastrophic Model of Employee Turnover. Sheridan, John E. // Academy of Management Proceedings (00650668);1980, p161
A Cusp catastrophic model is developed to explain the termination behavior of nursing employees at four hospitals. The model indicates that two necessary, but not sufficient factors associated with terminations are that the employee perceive low organization commitment and medium to high levels...
- Loyalty and a Sense of Purpose. Logan, George M. // California Management Review;Fall1984, Vol. 27 Issue 1, p149
The author reports on the loyalty and sense of purpose which exists in Japanese companies and how this leads to organizational success. The part in which managers play in creating a sense of loyalty and purpose for their employees is discussed. The author states that managers in Japan do not...
- Creating employee loyalty. Aquila, August J. // Accounting Today;7/23/2007, Vol. 21 Issue 13, p22
The article discusses strategies for creating employee loyalty. Employers should establish their mission, vision and core values. They should create an open learning environment for employees so they will know where to get information and have access to it at any time. They should assist...
- The Psychological Contract: Managing the Joining-Up Process. Kotter, John Paul // California Management Review;Spring73, Vol. 15 Issue 3, p91
An important, although often neglected, organizational process is that of bringing new people into an organization (the "joining-up process"). Research focused on the concept of the "psychological contract" found that the more a new employee's expectations match his organization's, the greater...
- BEHAVIORAL COMMITMENT AND TENURE OF NEW JOB HIRES. Kline, Cathy J.; Peters, Lawrence H. // Academy of Management Best Papers Proceedings;1990, p226
Using survival analysis, results tended to replicate O'Reilly and Caldwell (1981) by showing the substantial impact of behavioral commitment on employee tenure. Correlational results indicated that behavioral commitment was significantly related to perceived volition, publicness and...
- FIZZLERS OR SIZZLERS? Forte, Jay // Municipal Sewer & Water;Sep2009, p92
The article offers information on how employers can motivate employees to be passionate, mentally engaged and drive positive results in the U.S. It states that the combination of intellectual and emotional connection can create a high-performing employee. Moreover, it notes that managers have...
- RESEARCH NOTES. BEHAVIORAL COMMITMENT AND TENURE OF NEW EMPLOYEES: A REPLICATION AND EXTENSION. Kline, Cathy J.; Peters, Lawrence H. // Academy of Management Journal;Mar1991, Vol. 34 Issue 1, p194
The impact of perceptions of volition, revocability, and publicness on behavioral commitment and the impact of behavioral commitment on employee tenure were examined in a group of 315 newly hired clerical employees. Results based on correlational and survival analyses tended to replicate prior...
- WHY PEOPLE STAY: USING JOB EMBEDDEDNESS TO PREDICT VOLUNTARY TURNOVER. Mitchell, Terence R.; Holtom, Brooks C.; Lee, Thomas W.; Sablynski, Chris J.; Erez, Miriam // Academy of Management Journal;Dec2001, Vol. 44 Issue 6, p1102
A new construct, entitled 'job embeddedness,' is introduced. It includes individuals' (1) links to other people, teams, and groups, (2) perceptions of their fit with job, organization, and community, and (3) what they say they would have to sacrifice if they left their jobs. We developed a...
