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The research also indicates that how you optimize commitment components might vary depending on company size, type of industry, whether you sell products or services, and even customer group.
Managers who understand the differences among the various commitment types are less likely to commit the mistake of treating them as interchangeable.
Becker (1960) defined commitment as a function of the rewards and costs associated with organizational relationship.
The organizational commitment was initially measured by organizational commitment questionnaire developed by Porter et al.
The overall goal: Investigating the efficiency of the concept of organizational commitment and its role in organizations in Allen and Meyer's three-dimensional model in comparison with the other models proposed by other scholars
The partial goal: Studying the related variables, antecedents of organizational commitment, dimensions of organizational commitment, and the similarities and differences of different dimensions of organizational commitment in different models in search of the most efficient model for achieving the desirable improvement of organizations
Commenting on the research findings, Professor Reibstein said: "'Your Commitments, Your Future' shows a discrepancy in how much attention we devote to our financial and emotional commitments.
Standard Life's John Lawson said: "Your Commitments, Your Future breaks our commitments down into life stages, giving a clear picture of how our commitments change throughout our life.
If foci-specific commitments are to become more useful concepts for understanding organization phenomena, then studies based on more comprehensive theories need to be undertaken.
Gaither (1999) studied the effect of commitment as a mediating factor on job stress on 1,088 pharmacists in the US.
Despite the plethora of research already conducted on organizational commitment, there have been many discrepancies in both the way commitment has been conceptualized and defined (2) and the patterns of the relationships.
O'Reilly and Chatman (1986) proposed a three-component (identification, internalization, and compliance) organizational commitment measure.