Gradus

VOL 3, NO 1 (2016): SPRING (APRIL)

 

THE RELATIONSHIP BETWEEN SOCIAL ORIENTATION AND ORGANIZATIONAL COMMITMENT


Erdei Panni

Abstract

In today's rapidly changing business environment committed workers are indispensable for companies to stay in competition. Identification of factors that support the commitment represents an advantage for organizations. Research so far has put great emphasis on job-specific factors, but this article has the focus on personal factors like social orientation. With regard to social orientation, science distinct individualistic people who are less binding as a result of positive or negative reasons, and collectivists, who become committed more easily because of positive reasons like they love to be part of the team, or negatives like they have a fear that they might lose their important relationships. In this article we use our own results of testing to confirm that collectivists become committed more easily via positive or negative reasons than others.


Keywords

Keywords: Social orientation, Organizational commitment, Person-Job fit,


References

[1] Allen, N. J., & Meyer, J. P. (1990). Organizational socialization tactics: A longitudinal analysis of links tonewcomers' commitment and role orientation. Academy of Management Journal, 33(4), 847-858.
[2] Buchanan, B. (1974). Building organizational commitment: The socialization of managers in work organizations.Administrative science quarterly, 533-546.
[3] Csukonyi, Cs. (2008). A társas orientáció (individualizmus és kollektivizmus) és a "cultural trade-off”-hipotézistudatos alkalmazhatóságának vizsgálati lépései. Dissertation. University of Debrecen, 48-81.
[4] Dajnoki K. (2007): A teljesítményértékelés folyamata In: Humán Erőforrás Gazdálkodás és Vezetés. (Szerk.:Dajnoki K. – Berde Cs.), Szaktudás Kiadó Ház, Budapest, 116-125.
[5] Leiter, M. P., & Maslach, C. (1988). The Impact of Interpersonal Environment on Burnout and OrganizationalCommitment. Journal of organizational behavior, 9, 297-308.
[6] Lok, P., & Crawford, J. (2004). The effect of organizational culture and leadership style on job satisfaction andorganizational commitment: A cross-national comparison. Journal of management development, 23(4), 321-338.
[7] Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Humanresource management review, 1(1), 61-89.
[8] Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal ofvocational behavior, 14(2), 224-247.
[9] Münnich, Á. (ed.) (2002). A jövő vezetőinek jelene. ELTE, Budapest.
[10] O'Driscoll, M. P., & Randall, D. M. (1999). Perceived organizational support, satisfaction with rewards, andemployee job involvement and organizational commitment. Applied Psychology, 48(2), 197-209.
[11] Zborai, Zs. (2008). Mit ér az elkötelezett munkavállaló? Master’s Thesis. University of Debrecen, 45.



Copyright (c) 2024 Gradus