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  1. Mar 13, 2018 · This position paper presents the state-of-the art of the field of workplace commitment. Yet, for workplace commitment to stay relevant, it is necessary to look beyond current practice and to extrapolate trends to envision what will be needed in future research.

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      Therefore, the aim of this paper is twofold, first, to...

  2. Jan 7, 2022 · Workplace commitment is viewed as an important mechanism connecting HRM practices with organizational outcomes, including performance. For this reason, commitment has emerged as one of the most significant and voluminous areas in HRM studies.

  3. It is widely believed that employees who are emotionally attached to the organisation (also referred to as affective organisational commitment) will not only be happier, healthier and more fulfilled, but also more likely to deliver better performance, services, and innovation.

  4. Therefore, the aim of this paper is twofold, first, to consolidate our current understanding of workplace commitment in contemporary work settings and, second, to look into the future by identifying and discussing avenues for future research.

    • Yvonne Gerarda Theodora van Rossenberg, Howard J. Klein, Kajsa Asplund, Kathleen Bentein, Heiko Brei...
    • 2018
  5. Jun 20, 2021 · To answer these questions, we offer an explicit definition of the construct and its dimensions, differentiating it from concepts such as perceived organizational support (POS), high commitment work systems (HCWS), HR philosophy, and psychological contract.

    • Joaquín García-Cruz, Ramón Valle-Cabrera
    • 2021
  6. Mar 2, 2022 · ABSTRACT. Evolving from the concept of organizational loyalty, organizational commitment (OC) is a construct that we propose is both dated and lacking in the literature. Our paper aims to address critical gaps in OC literature as it pertains to human resource development for the modern work setting by highlighting three salient elements that ...

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  8. The initial work on behavioral commitment referred to the attachment resulting from the dissonance reducing process, whereby employees become obligated to remain employed because of behaviors associated with taking the job (Kiesler, 1971; Salancik, 1977).

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