This article responds to the call for the identification of a core essence of organizational commitment. Since this call 14 years ago, scholars studying organizational commitment have not come to an agreement as to the nature of organizational commitment, and how it develops. The research’s fragmentation creates a problem in a time when practitioners are looking toward organizational commitment interventions to attract, retain, and develop talent and enhance employee performance. With organizational commitment research remaining confounding and fragmented, further clarification of what commitment is and how it develops is warranted and important to guide future research and evidence-based practice. Through a review of the competing and overlapping organizational commitment theoretical frameworks and the empirical research on the consequences of affective organizational commitment, this article proposes a conceptual framework in which affective commitment, or the emotional attachment to the organization, is an important core essence of organizational commitment.
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