STUDI KOMITMEN ORGANISASIONAL: PEKERJA CONTINGENT DAN SURVIVOR
Keywords: contingent worker, job insecurity, organizational commitment, survivor worker
Abstract
In recent years, contingent and survivor workers have emerged as a common reality in business activities. Unfortunately, contingent worker has high job insecurity on his employment status. On the other side, downsizing activities can result in decreasing job security of survivor worker. As a consequence, both contingent and survivor workers very potential have low organizational commitment. However, organizations still have an opportunity to give their workers an exclusive treatment for building organizational commitment without ignoring the fact that workers have other commitment foci.
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References
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Allen, N.J., & Meyer, J.P. (1993). Organizational commitment: Evidence of career stage effects? Journal Business Research, 26, 49-61.
Allen, T.D., Freeman, D.M., Russell, J.E.A., Reizenstein, R.C., & Rentz, J.O. (2001). Survivor reactions to organizational downsizing: Does time ease the pain? Journal of Occupational and Organizational Psychology, 74, 145-164.
Anderson, N., & Schalk, R. (1998). The psychological contract in retrospect and prospect. Journal of Organizational Behavior, 19, 637-647.
Becker, T.E. (1992). Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 35 (1), 232-244.
Becker, T.E., Billings, R.S., Eveleth, D.M., & Gilbert, N.L. (1996). Foci and bases of employee commitment: Implications for job performance. Academy of Management Journal, 39 (2), 464-482.
Becker, T. E., & Kernan, M.C. (2003). Matching commitment to supervisors and organizations to in-role and extra-role performance. Human Performance, 16 (4), 327-348.
Bernardin, H.J. (2003). Human resource management. New York, USA: McGraw-Hill.
Bhatnagar, J. (2007). Predictors of organizational commitment in India: Strategic HR roles, organizational learning capability and psychological empowerment. Int. J. of Human Resource Management. 18, Oktober: 1782-1811.
Brockner, J., Spreitzer, G., Mishra, A., Hochwarter, W., Pepper, L., & Weinberg, J. (2004). Perceived control as an effects of layoffs on survivors organizational commitment and job performance. Administration Science Quarterly, 49, 76-100.
Brooke, P.P., Jr., Russell, D.W., & Price, J.L. (1988). Discriminant validation of measures of job satisfaction, job involvement, and organizational commitment. Journal of Applied Psychology, 73 (2), 139-145.
Clay-Warner, J., Hegtvedt, K.A., & Roman, P. (2005). Procedural justice, distributive justice: How experiences with downsizing condition their impact on organizational commitment. Social Psychology Quarterly, 68 (1), 89-102.
Cuyper, N.D, & Witte, H.D. (2006). The impact of job insecurity and contract type on attitudes, well-being and behavioral reports: a psychological contract perspective. Journal of Occupational and Organizational Psychology, 79, 395-409.
Den Hartog, D.N., & Belschak, F.D. (2007). Personal initiative, commitment and affect to work. Journal of Occupational and Organizational Psychology, 80, 601-622.
Felstead, A., & Gallie, D. (2004). For better or worse? Non-standard jobs and high involvement work systems. Int. J. of Human Resource Management, 15, November, 1293-1316.
Finegold, D., Levenson, A., & Van Buren, M. (2005). Access to training and its impact on temporary workers. Human Resource Management Journal, 15 (2),66-85.
Herrbach, O. (2006). A matter of feeling? The affective tone of organizational commitment and identification. Journal of Organizational Behavior, 27, 629-643.
Hopkins, S.M., & Weathington, B.L. (2006). The relationship between justice perceptions, trust, and employee attitudes in a downsized organization. Journal of Psychology, 140 (5), 477-498.
Hui, C., & Lee. C. (2000). Moderating effects of organization-based self-esteem on organizational uncertainty: Employee response relationship. Journal of Management, 26 (2), 215-232.
Jae, Y.C., & Jin, N.C. (2007). The dynamic relation between organizational and proffeional commitment of higly educated research and development (R&D) proffesionals. The Journal of Social Psychology, 147 (3), 299-315.
King, R.C., & Bu, N., (2005). Perceptions of the mutual obligations between employees and employers: A comparative study of new generation IT professional in China and The United Stated. International Journal of Human Resource Management, 16, 46-64.
Koh, W.L., & Lay, K.Y. (2000). The impact of the employee-organization relationship on temporary employees performance and attitude: Testing an Singaporean sample. Int. J. of Human Resource Management, 11, April: 366-387.
Konovsky, M.A., & Pugh, S.D. (1994). Citizenship behavior and social exchange. Academy Management Journal, 37 (3), 656-669.
Lambooij, M., Flache, A., Sanders, K. & Siegers, J. (2007). Encouraging employees to co-operate: The effects of sponsored training and promotion practices on employees willingness to work overtime. Int. J. of Human Resource Management, 18, Oktober: 1748-1767.
Lee, G.J., & Faller, N. (2005). Transactional and relational aspects of the psychological contracts of temporary workers. South African Journal of Psychology, 35 (4), 831-847.
Lengnick-Hall, C.A., & Lengnick-Hall, M.L. Strategic human resource management: A review of the literature and a proposed typology. Academy of Management Review, 13 (3), 454-470.
Liden, R.C. Wayne, S.J., Kraimer, M.L., & Sparrowe. (2003). The dual commitments of contingent workers: An examination of contingents commitment to the agency and the organization. Journal of Organizational Behavior, 24, 609-625.
Melian-Gonzalez, S., & Verano-Tacorante, D. (2004). A new approach to the best practices debate: Are best practices applied to all employee in the same way? Int. J. of Human Resource Management, 15, Februari: 56-75.
Meyer, J.P. Allen, N.J., & Smith, C.A. (1993). Commitment to organizations and occupations: Extention and test of a three-component conceptualization. Journal of Applied Psychology, 78 (4), 538-551.
Meyer, R.C., & Schoorman, F.D. (1998). Differentiating antecedents of organizational commitment: A test of March & Simons model. Journal of Organizational Behavior, 19, 15-28.
Patch. F. Rice, D., & Dreilinger, C. (1992 ).A contract for commitment. Training & Development, November.
Pinder, C.C. (1998). Work motivation in organizational behavior. New Jersey: Upper Saddle River.
Redpath, L., Hurst, D., & Devine, K. (2007). Contingent knowledge worker challenges. Human Resource Planning, 3, 33-38.
Rice, E.M. (2004). Capitalizing on the contingent workforce-outsourcing benefits programs for non-core workers improves companies bottom line. Employee Plan Benefit Review, Februari: 16-18.
Robbins, S.P. (2001). Organizational behavior. New Jersey: Prentice-Hall.
Robinson, S.L., Kraatz, M.S., & Rousseau, D.M. (1994). Changing obligations and the psychological contract: A longitudinal study. Academy Management Journal, 37 (1), 137-152.
Shore, L.M., Barksdale, K., & Shore, T.H. (1995). Managerial perceptions of employee commitment to the organization. Academy of Management Journal, 38 (6), 1593-1615.
Tyler, R. T. (1994). Psychological model of the justice motive: Antecedents of distributive and procedural justice. Journal of Personality and Social psychology, 67 (5), 850-863.
Van Dyne, L., & Soon, A. (1998). Organizational citizenship behavior of contingent workers in Singapore. Academy of Management Journal, 41 (6), 692-703.
Virtanen, M., Kivimaki, M., Virtanen, P., Elovainio, M., & Vahtera, J. (2003). Disparity on occupational training and career planning between contingent and permanent employees. European Journal of Work and Organizational Psychology, 12 (1), 19-36.
William, L.J. & Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in role behaviors. Journal of Management, 17 (3), 601-617.
Winsenfeld, B.M., Brockner, J., Petzall, B., Wolf, R., & Bailey, J. (2001). Stress and coping among layoff survivors: A self-affirmation analysis. Anxiety, Stress, and Coping, 14, 15-34.
Witt, L.A., Kacmar, K.M. & Andrews, M.C. (2001). The interactive effects of procedural justice and exchange ideology on supervisor-rated commitment. Journal of Organizational Behavior, 22, 505-515.
Allen, N.J., & Meyer, J.P. (1993). Organizational commitment: Evidence of career stage effects? Journal Business Research, 26, 49-61.
Allen, T.D., Freeman, D.M., Russell, J.E.A., Reizenstein, R.C., & Rentz, J.O. (2001). Survivor reactions to organizational downsizing: Does time ease the pain? Journal of Occupational and Organizational Psychology, 74, 145-164.
Anderson, N., & Schalk, R. (1998). The psychological contract in retrospect and prospect. Journal of Organizational Behavior, 19, 637-647.
Becker, T.E. (1992). Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 35 (1), 232-244.
Becker, T.E., Billings, R.S., Eveleth, D.M., & Gilbert, N.L. (1996). Foci and bases of employee commitment: Implications for job performance. Academy of Management Journal, 39 (2), 464-482.
Becker, T. E., & Kernan, M.C. (2003). Matching commitment to supervisors and organizations to in-role and extra-role performance. Human Performance, 16 (4), 327-348.
Bernardin, H.J. (2003). Human resource management. New York, USA: McGraw-Hill.
Bhatnagar, J. (2007). Predictors of organizational commitment in India: Strategic HR roles, organizational learning capability and psychological empowerment. Int. J. of Human Resource Management. 18, Oktober: 1782-1811.
Brockner, J., Spreitzer, G., Mishra, A., Hochwarter, W., Pepper, L., & Weinberg, J. (2004). Perceived control as an effects of layoffs on survivors organizational commitment and job performance. Administration Science Quarterly, 49, 76-100.
Brooke, P.P., Jr., Russell, D.W., & Price, J.L. (1988). Discriminant validation of measures of job satisfaction, job involvement, and organizational commitment. Journal of Applied Psychology, 73 (2), 139-145.
Clay-Warner, J., Hegtvedt, K.A., & Roman, P. (2005). Procedural justice, distributive justice: How experiences with downsizing condition their impact on organizational commitment. Social Psychology Quarterly, 68 (1), 89-102.
Cuyper, N.D, & Witte, H.D. (2006). The impact of job insecurity and contract type on attitudes, well-being and behavioral reports: a psychological contract perspective. Journal of Occupational and Organizational Psychology, 79, 395-409.
Den Hartog, D.N., & Belschak, F.D. (2007). Personal initiative, commitment and affect to work. Journal of Occupational and Organizational Psychology, 80, 601-622.
Felstead, A., & Gallie, D. (2004). For better or worse? Non-standard jobs and high involvement work systems. Int. J. of Human Resource Management, 15, November, 1293-1316.
Finegold, D., Levenson, A., & Van Buren, M. (2005). Access to training and its impact on temporary workers. Human Resource Management Journal, 15 (2),66-85.
Herrbach, O. (2006). A matter of feeling? The affective tone of organizational commitment and identification. Journal of Organizational Behavior, 27, 629-643.
Hopkins, S.M., & Weathington, B.L. (2006). The relationship between justice perceptions, trust, and employee attitudes in a downsized organization. Journal of Psychology, 140 (5), 477-498.
Hui, C., & Lee. C. (2000). Moderating effects of organization-based self-esteem on organizational uncertainty: Employee response relationship. Journal of Management, 26 (2), 215-232.
Jae, Y.C., & Jin, N.C. (2007). The dynamic relation between organizational and proffeional commitment of higly educated research and development (R&D) proffesionals. The Journal of Social Psychology, 147 (3), 299-315.
King, R.C., & Bu, N., (2005). Perceptions of the mutual obligations between employees and employers: A comparative study of new generation IT professional in China and The United Stated. International Journal of Human Resource Management, 16, 46-64.
Koh, W.L., & Lay, K.Y. (2000). The impact of the employee-organization relationship on temporary employees performance and attitude: Testing an Singaporean sample. Int. J. of Human Resource Management, 11, April: 366-387.
Konovsky, M.A., & Pugh, S.D. (1994). Citizenship behavior and social exchange. Academy Management Journal, 37 (3), 656-669.
Lambooij, M., Flache, A., Sanders, K. & Siegers, J. (2007). Encouraging employees to co-operate: The effects of sponsored training and promotion practices on employees willingness to work overtime. Int. J. of Human Resource Management, 18, Oktober: 1748-1767.
Lee, G.J., & Faller, N. (2005). Transactional and relational aspects of the psychological contracts of temporary workers. South African Journal of Psychology, 35 (4), 831-847.
Lengnick-Hall, C.A., & Lengnick-Hall, M.L. Strategic human resource management: A review of the literature and a proposed typology. Academy of Management Review, 13 (3), 454-470.
Liden, R.C. Wayne, S.J., Kraimer, M.L., & Sparrowe. (2003). The dual commitments of contingent workers: An examination of contingents commitment to the agency and the organization. Journal of Organizational Behavior, 24, 609-625.
Melian-Gonzalez, S., & Verano-Tacorante, D. (2004). A new approach to the best practices debate: Are best practices applied to all employee in the same way? Int. J. of Human Resource Management, 15, Februari: 56-75.
Meyer, J.P. Allen, N.J., & Smith, C.A. (1993). Commitment to organizations and occupations: Extention and test of a three-component conceptualization. Journal of Applied Psychology, 78 (4), 538-551.
Meyer, R.C., & Schoorman, F.D. (1998). Differentiating antecedents of organizational commitment: A test of March & Simons model. Journal of Organizational Behavior, 19, 15-28.
Patch. F. Rice, D., & Dreilinger, C. (1992 ).A contract for commitment. Training & Development, November.
Pinder, C.C. (1998). Work motivation in organizational behavior. New Jersey: Upper Saddle River.
Redpath, L., Hurst, D., & Devine, K. (2007). Contingent knowledge worker challenges. Human Resource Planning, 3, 33-38.
Rice, E.M. (2004). Capitalizing on the contingent workforce-outsourcing benefits programs for non-core workers improves companies bottom line. Employee Plan Benefit Review, Februari: 16-18.
Robbins, S.P. (2001). Organizational behavior. New Jersey: Prentice-Hall.
Robinson, S.L., Kraatz, M.S., & Rousseau, D.M. (1994). Changing obligations and the psychological contract: A longitudinal study. Academy Management Journal, 37 (1), 137-152.
Shore, L.M., Barksdale, K., & Shore, T.H. (1995). Managerial perceptions of employee commitment to the organization. Academy of Management Journal, 38 (6), 1593-1615.
Tyler, R. T. (1994). Psychological model of the justice motive: Antecedents of distributive and procedural justice. Journal of Personality and Social psychology, 67 (5), 850-863.
Van Dyne, L., & Soon, A. (1998). Organizational citizenship behavior of contingent workers in Singapore. Academy of Management Journal, 41 (6), 692-703.
Virtanen, M., Kivimaki, M., Virtanen, P., Elovainio, M., & Vahtera, J. (2003). Disparity on occupational training and career planning between contingent and permanent employees. European Journal of Work and Organizational Psychology, 12 (1), 19-36.
William, L.J. & Anderson, S.E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in role behaviors. Journal of Management, 17 (3), 601-617.
Winsenfeld, B.M., Brockner, J., Petzall, B., Wolf, R., & Bailey, J. (2001). Stress and coping among layoff survivors: A self-affirmation analysis. Anxiety, Stress, and Coping, 14, 15-34.
Witt, L.A., Kacmar, K.M. & Andrews, M.C. (2001). The interactive effects of procedural justice and exchange ideology on supervisor-rated commitment. Journal of Organizational Behavior, 22, 505-515.
Published
Mar 10, 2010
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How to Cite
Walani, F. (2010). STUDI KOMITMEN ORGANISASIONAL: PEKERJA CONTINGENT DAN SURVIVOR. Jurnal Organisasi Dan Manajemen, 6(1), 1–13. https://doi.org/10.33830/jom.v6i1.248.2010
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