Interpersonal Commitments
Document Type
Book Chapter
Publication Date
2009
Digital Object Identifier (DOI)
https://doi.org/10.4324/9780203882122-14
Abstract
As Klein, Molloy, and Cooper concluded in chapter 1, commitment is a psychological bond. Interpersonal commitment is a bond between an individual and other persons or small groups. Although much attention has been directed toward more macro attachments, such as to organizations and occupations (Lee, Carswell, & Allen, 2000; Meyer, Stanley, Herscovitch, & Topolnytsky, 2002), and more micro ones, such as to goals (Klein, Wesson, Hollenbeck, & Alge, 1999), much less theory and research has addressed interpersonal commitments. Due to the nature of the literature, in this chapter I will focus on supervisors, peers, work teams, top management, and customers as interpersonal foci of commitment. Further, there is evidence that commitments to these targets are empirically distinguishable and that they explain unique variance in workplace outcomes beyond commitment to traditional targets such as organizations (e.g., T. E. Becker, Billings, Eveleth, & Gilbert, 1996; Bishop & Scott, 2000; Stinglhamber, Bentein, & Vandenberghe, 2002; Vandenberghe, Bentein, & Stinglhamber, 2004).
Was this content written or created while at USF?
No
Citation / Publisher Attribution
Interpersonal Commitments, in H. J. Klein, T. E. Becker & J. P. Meyer (Eds.), Commitment in Organizations: Accumulated Wisdom and New Directions, Routledge, p. 157-198
Scholar Commons Citation
Becker, Thomas E., "Interpersonal Commitments" (2009). School of Information Systems and Management Sarasota Manatee Campus Faculty Publications. 118.
https://digitalcommons.usf.edu/qmb_facpub_sm/118
