External organizational commitment
By: McELROY, James C
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Contributor(s): MORROW, Paula C | LACZNIAK, Russell N.
Material type: 
ArticlePublisher: 2001Subject(s): Commitment | Client Commitment | Organizational Commitment | Spanners BoundaryHuman Resource Management Review 11, 3, p. 237-256Abstract: Bulding on the organizational commitment literature and recetn management practices like relationship marketing and total quality management, a new focus of work commitement is proposed: external organizational commitement (EOC). It is envisioned as a global construct and defined as an employee`s identification and involvement with another organization. A model of EOC specifyiing its antecedents, consequences, and moderating factors is offered and 28 propositions emanating from the model are articulated. Implications for human resource practitioners are discussed
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Bulding on the organizational commitment literature and recetn management practices like relationship marketing and total quality management, a new focus of work commitement is proposed: external organizational commitement (EOC). It is envisioned as a global construct and defined as an employee`s identification and involvement with another organization. A model of EOC specifyiing its antecedents, consequences, and moderating factors is offered and 28 propositions emanating from the model are articulated. Implications for human resource practitioners are discussed
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