Ignoring Commitment Is Costly: New Approaches Establish the Missing Link Between Commitment and Performance

Birgit Benkhoff

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Employee Performance and Management Job Satisfaction and Organizational Behavior Employee Performance and Motivation

Abstract

The branch network of a bank was used to investigate the link between employee commitment and organizational performance in terms of sales targets met and change in profits. Commitment was measured by the conventional Organizational Commitment Questionnaire (OCQ) and different variations of a specifically designed new commitment scale. The approach taken involved the application of multiple regression analysis. That way a variety of factors assumed to contribute to performance, apart from commitment, could be included in the model and held constant. It emerged that employee commitment is significantly related to the financial success of bank branches. The results varied depending on how commitment and performance were measured. Supervisory commitment appears to have a particularly strong impact on the outcome indicators.

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1958The psychology of interpersonal relations.1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1990A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment.1974Organizational commitment, job satisfaction, and turnover among psychiatric technicians.1980New work attitude measures of trust, organizational commitment and personal need non‐fulfilment 1968Managerial Attitudes and Performance.1965The definition and measurement of job involvement.1981An Empirical Assessment of Organizational Commitment and Organizational Effectiveness

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