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Continuance organizational commitment binds individuals to their employing institutions not because of affective feelings of loyalty but instead because of costs associated with leaving. Meyer and Allen's (1984) measure of this construct has been found to tap two dimensions: (a) personal sacrifices associated with voluntary turnover and (b) lack of job alternatives. But, the psychometric properties of their continuance commitment measure have been called into question. Because difficulties with the original measure have hampered establishment of differential correlates with theoretically-related variables, items were modified to strengthen the measure. Then the relationships between relevant work-related variables and the two dimensions were assessed using an occupationally heterogeneous sample of 476 respondents. Finally, concerns about the value-added contribution of the low alternatives dimension of the continuance organizational commitment construct were raised.
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