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Superior-subordinate interaction as an antecedent to organizational commitment: An exploratory study
Abstract
The purpose of this study was to create a classification of supervisory communication and communicative behaviors that may serve as facilitators or inhibitors to organizational commitment. The concept of organizational commitment refers to bonding or linking to one's organization. There are two primary dimensions to commitment, the first conceptually relates to an exchange approach and the second is an attitudinal dimension that entails identification and involvement. It is within the parameters of the attitudinal dimension that the present research was conducted. Due to the evolving managerial practices within changing work environments, particularly those environments that have experienced a great deal of downsizing, it may be thought that commitment is difficult to achieve. This exploratory research suggested that this line of thinking is not true, that commitment is not a dead issue, but rather, one that must evolve within evolving managerial practices and changing work forces. This study utilized a qualitative approach within an interpretivist orientation which views reality as subjective and the goal of research as understanding and explanation (Putnam, 1983). There were three phases to this investigation which involved data triangulation, investigator triangulation, and triangulation of data analyses using critical incidents, content analyses, and Miles and Huberman's (1984) clustering technique. Employees from a number of different organizational types provided the incidents within narratives and stories which constituted the data. The classification of supervisory communication that may serve as antecedents, or those phenomena which lead to commitment, was comprised of categories and subcategories which were developed by convergence of the three phases. The final classification system that was developed falls within the parameters of the interpersonal component of supervisory communication as well as work-related characteristics. Employees respond to inclusion and involvement in organizational matters; support; respect; trust; verbal appreciation; and recognition for their efforts. Employees must also have a perceived sense of reciprocated commitment from their employers if they are to become (and/or remain) committed. Supervisors should create a supportive climate that incorporates a "team approach."
Subject Area
Communication|Labor relations|Management
Recommended Citation
Wahl, LaVonne Kay, "Superior-subordinate interaction as an antecedent to organizational commitment: An exploratory study" (1994). ETD collection for University of Nebraska-Lincoln. AAI9430204.
https://digitalcommons.unl.edu/dissertations/AAI9430204