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• W80498770 abstract "Executive Summary This research examines the relationships among Person-Organization (P-O) value congruence and three components of organizational commitment. Founded on Meyer and Allen's (1991) model of attitudinal, organizational commitment and Chatman's (1989) P-O framework, this study proposed that P-O would positively associate with affective and normative organizational commitment. Regression analysis of data from two independent samples of nontraditional university students supported this proposition. The study also proposed that the relationships among P-O and affective commitment and P-O and normative commitment would be stronger than the relationship between P-O and continuance commitment. This proposition received mix support, but partial regression analysis revealed that P-O and organizational tenure interact to affect continuance commitment among persons who are high in organizational tenure. The presentation includes implications for managerial practice. Introduction Purpose of the Study This study examines whether or not the congruence between individuals' values and the core values of their employing organizations affects their commitment to those organizations. The value congruence component of this research is rooted in the person-organization (P-O) framework (Chatman, 1989; O'Reilly, Chatman, & Caldwell, 1991) of organizational behavior theory. The organizational commitment component of the research is founded on Meyer and Allen's (1991) three component model of attitudinal, organizational commitment. The purpose of this study is to explore the relationship between P-O fit, in terms of perceived value congruence, and organizational commitment, at the individual level of analysis. Background of the Problem Every organization that has employees incurs costs because employees make mistakes on the job, employees miss work, and employees quit. The costs of mistakes vary across industries and tasks, but they can be substantial. The average cost of absenteeism per employee increased to $789 per year in 2002 from $755 per year in 2001 (CCH, PR Newswire, 2002). The total cost of one employee quitting can exceed the cost of his or her annual earnings (Griffeth & Hom, 2001). The American Management Association estimates that the costs of replacing employees is 30 percent of their annual salaries (Campbell, 2002). A recent Harvard University study demonstrated that almost 80 percent of turnover is attributable to hiring mistakes, including not using profiling to determine the right fit (Campbell). Employees who do not into the culture at work are more likely to quit than those who do in. Employees who are not committed to their organizations are also more likely to make mistakes, miss work, and quit (Meyer & Alien, 1997). Engendering organizational commitment among employees is one way to reduce costs associated with mistakes, absenteeism, and employee turnover. This research proposes that one way organizational commitment may be engendered is through attracting employees whose values are congruent with the core values of their employing organizations. Significance of the Study Numerous desirable consequences have been empirically linked to organizational commitment. Committed employees perform better on the job (Konovsky & Cropanzano, 1991; Mayer & Schoorman, 1992), are less likely to experience job-related stress (Begley & Czajka, 1993; Jamal, 1990; Ostroff & Kozlowski, 1992), are less likely to be absent for suspicious reasons (Somers, 1995), are less likely to quit (Mathieu & Zajac, 1990; Tett & Meyer, 1993), and are more likely to be good citizens at work (Meyer, Allen, & Smith, 1993; Pearce, 1993). According to Meyer and Alien (1991), an employee's overall organizational commitment is a combination of three different forms of commitment, affective, continuance, and normative. …" @default.
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• W80498770 date "2003-10-01" @default.
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• W80498770 title "A Study of the Relationships among Person-Organization Fit and Affective, Normative, and Continuance Components of Organizational Commitment" @default.
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