Commitment is one of the most researched concepts in organizational behavior. This edited book in the SIOP Organizational Frontiers series, with contributions from many scholars, attempts to summarize current research and suggests new directions for studies on commitment in organizations. Commitment is linked to other concepts ie. satisfaction, involvement, motivation, and identification and is studied across cultural lines. Both the individual and group levels of building and maintaining commitment are discussed.

Organizational commitment (OC) is typically thought of in mainstream research as a beneficial behaviour, with employers mutually rewarding employees for their labor. However, in recent decades, there have been many signs that the benefits of OC cannot be taken for granted. The world of work is changing, with organizations downsizing, outsourcing labor activities and restructuring into leaner entities.Adding to this is the trend whereby almost everywhere, organizations are systematically striving to avoid long-term commitment to their workforce, by resorting to atypical, non-standard jobs (such as part-time work, temporary or agency employment, and other types of insecure jobs). This new regime of employment is an escape from organizational commitment and a tendency to avoid long-term relations.In this book, the author challenges the mainstream research on OC. Surveying the rise and fall of the idea of OC among corporate managers and employees, in an era of escape from responsibility and commitment, the author redefines OC as unique, unrewarded behavior of a minority of employees in times of trouble for their employing organization. These employees, who have alternatives in the labor market, continue to stay unrewarded with their organizations despite their ability to leave for a more secure and rewarding workplace.Presenting this new definition of OC, the author addresses theoretical and empirical flaws in the current concept, while returning to an idea of commitment that is more widely used in social sciences: Commitment as a guarantee of fulfilment of obligations, which are neither motivating nor pleasant, but necessary.

What is a committed employee? Are such employees better or worse off than uncommitted employees? What are the organizational advantages and disadvantages of having a committed workforce? This book overviews academic and popular perspectives on commitment in employees. It examines the multiple faces of commitment and the links that have been established between the various forms of commitment and organizational behaviour. In addition, questions concerning individual differences, organizational characteristics, job characteristics and work experiences associated with commitment are explored. The volume concludes with a discussion of what organizations can do to manage commitment effectively, including under difficult circumst

This volume examines organizational change from the employee's perspective.

Regarded as one of the most important sociological and business commentaries of modern times, The Organization Man developed the first thorough description of the impact of mass organization on American society. During the height of the Eisenhower administration, corporations appeared to provide a blissful answer to postwar life with the marketing of new technologies—television, affordable cars, space travel, fast food—and lifestyles, such as carefully planned suburban communities centered around the nuclear family. William H. Whyte found this phenomenon alarming. As an editor for Fortune magazine, Whyte was well placed to observe corporate America; it became clear to him that the American belief in the perfectibility of society was shifting from one of individual initiative to one that could be achieved at the expense of the individual. With its clear analysis of contemporary working and living arrangements, The Organization Man rapidly achieved bestseller status. Since the time of the book's original publication, the American workplace has undergone massive changes. In the 1990s, the rule of large corporations seemed less relevant as small entrepreneurs made fortunes from new technologies, in the process bucking old corporate trends. In fact this "new economy" appeared to have doomed Whyte's original analysis as an artifact from a bygone day. But the recent collapse of so many startup businesses, gigantic mergers of international conglomerates, and the reality of economic globalization make The Organization Man all the more essential as background for understanding today's global market. This edition contains a new foreword by noted journalist and author Joseph Nocera. In an afterword Jenny Bell Whyte describes how The Organization Man was written.

How to create the high-performance, high-commitment organization Integrating knowledge from strategic management, performance management, and organization design, strategic human resource expert and Harvard Business School Professor Michael Beer outlines what the high-commitment, high-performance organization looks like and provides practitioners with the transformation process to help them get there. Starting with leaders who have the right values, Beer shows how to weave together a complete system that includes top-to-bottom communication, organization design, HR policies, and leadership transformation process, and outlines what practitioners must do in HR, structure, systems, goals, culture, and strategy to create high-performance organizations.

As many as two-thirds of our employees are either actively looking for new jobs or merely going through the motions at their current jobs. Fearful and feeling vulnerable after years of watching friends get laid off, they expect the worst to happen, and they see no reason to give it their all. This phenomenon, identified by renowned author Judith M. Bardwick as "the psychological recession," can have a devastating effect on a company's financial health. Based on extensive research showing how costly bad management really is, this eye-opening book offers concrete prescriptions for combating alarming trends such as high turnover, low productivity, and lackluster performance, including techniques for: * strengthening the bonds of trust and respect between managers and employees * customizing working conditions and rewards for individual employees * hiring for the "best fit" between the organization's core culture and the personal qualities and priorities of the individual Using hard numbers and current studies that prove the direct connection between a company's financial performance and its employees' commitment, this book is a wake-up call to organizations desperately needing to restore the broken spirits at the heart of their companies, and enhance their bottom lines

'Acceptance and Mindfulness at Work' presents behavioural analysis of human language that's ready to use, with applied extensions proven to have a significant impact in organisational settings.