The development and testing of a comprehensive model of organizational commitment in a sales environment /
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| Other Authors: | , , |
| Format: | Thesis Book |
| Language: | English |
| Published: |
1986.
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| Subjects: | |
| Online Access: | Link to ProQuest copy Link to OAKTrust copy |
| Abstract: | This study examined the process of organizational commitment by developing and testing a comprehensive model of organizational commitment. The model was based on a review of the literature and hypothesized that organizational commitment was influenced by a number of variables which not only effected organizational commitment but also impacted on one another. The variables tested in the study included: (1) leadership behavior (identified as leadership consideration and leadership role clarification), (1) role stress (Identified as role conflict and role ambiguity), (3) job satisfaction (broken into five facets-- pay, promotion, co-workers, work, supervisor), (4) job involvement, (5) comparison of job alternatives, (6) job tenure, (7) organizational commitment, (8) propensity to leave, (9) turnover, (10) performance. The primary form of analysis used to test the hypotheses was path analysis. In addition, discriminant analysis was also performed to determine which variables best discriminated stayers and leavers. The model was tested using data collected from salespeople working for a national consumer products company. Two distinct tests of the model were conducted and results indicated a number of similarities and differences between the trimmed models. The findings of the two separate analyses confirmed that the process of organizational commitment is highly complex and does influence turnover and performance. In order to better understand what caused the differences found in the original tests of the model additional analyses were performed focusing on three research questions. Specifically, what is the impact of job tenure, managerial change, and time on the relationships among variables in the model. In the case of job tenure and managerial change the overall groups in each time period were broken into two groups (based on tenure in the organization and whether or not the respondent had experienced turnover at the immediate supervisor's level). Time was evaluated by analyzing a group of respondents (N=41) who had completed both questionnaires. Results indicate that job tenure, managerial change, and time do influence the relationships among variables in the model. |
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| Item Description: | "Major subject: Marketing." Typescript (photocopy). Vita. |
| Physical Description: | xvi, 333 leaves : illustrations ; 29 cm |
| Bibliography: | Includes bibliographical references (leaves 323-331). |