Article2007

Linking rewards to commitment: an empirical investigation of four UK call centres

Neeru Malhotra · Pawan S Budhwar · Peter Prowse

232 citations0/0 files storedThe International Journal of Human Resource Management

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Job Satisfaction and Organizational Behavior Employee Performance and Management Human Resource and Talent Management

Abstract

Rewards being an important component of exchange theory, this research examines relationships among frontline employees' perceptions of rewards (extrinsic and intrinsic) and the three components of organizational commitment (i.e. affective, normative and continuance). The investigation is conducted by the help of a large survey in four call centres of a major retail bank in the UK. The results of the study support the contentions of exchange theory, and highlight the significance of both extrinsic and intrinsic rewards to develop affective, normative and continuance commitment in call centre employees. This research also helps to identify the antecedents that develop each component of commitment. The findings of this research have key messages for practitioners, and contribute to the fields of HRM, rewards, commitment and exchange theory.

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References

1981Evaluating Structural Equation Models with Unobservable Variables and Measurement Error 2000Structural equation modeling with AMOS: basic concepts, applications, and programming 2017Exchange and Power in Social Life 1994Testing Structural Equation Models.1965Exchange and Power in Social Life.1977Estimating Nonresponse Bias in Mail Surveys 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1991A three-component conceptualization of organizational commitment

Cited by

2013The impact of perceived corporate social responsibility on organizational commitment and the moderating role of collectivism and masculinity: evidence from China 2014SERVANT LEADERSHIP, TRUST, AND THE ORGANIZATIONAL COMMITMENT OF PUBLIC SECTOR EMPLOYEES IN CHINA 2019Human resources management practices and organizational commitment in higher education 2016Influence of organizational rewards on organizational commitment and turnover intentions 2019What Is a Resource: Toward a Taxonomy of Resources for Employee Engagement

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