Applying the Investment Model to Organizational Commitment and Workplace Behaviors
Date
2009
Authors
Journal Title
Journal ISSN
Volume Title
Publisher
Producer
Director
Performer
Choreographer
Costume Designer
Music
Videographer
Lighting Designer
Set Designer
Crew Member
Funder
Rehearsal Director
Concert Coordinator
Advisor
Moderator
Panelist
Alternative Title
Department
Haverford College. Department of Psychology
Type
Thesis
Original Format
Running Time
File Format
Place of Publication
Date Span
Copyright Date
Award
Language
eng
Note
Table of Contents
Terms of Use
Rights Holder
Access Restrictions
Haverford users only
Terms of Use
Tripod URL
Identifier
Abstract
This study examined the relationship between commitment in the workplace and Organizational Citizenship Behaviors (OCB), behaviors that employees perform that go above and beyond the required duties of the job. Questionnaire data was gathered through an online survey of 267 employees in a variety of professions, with a focus on educators and student workers. Regression analyses supported the Investment Model, in that satisfaction with the job, investments in the organization, and alternatives to the job predicted organizational commitment, which in turn predicted OCB. While alternatives did not individually predict OCB, commitment was found to mediate the relationship between satisfaction and OCB and partially mediate the relationship between investments and OCB. However, the individual components of the Investment Model failed to uniformly predict OCB or workplace outcomes, suggesting the need to evaluate the effectiveness of the Investment Model in the workplace. Discussion focuses on the importance of exploring a wider range of professions and dimensions of citizenship behaviors.