Skip to main content
Log in

Abstract

Attribution theory is used to hypothesize a positive relationship between one's perception that a fairness motive underlies personnel/human resource management activities and one's organizational commitment. The hypothesis is tested via a survey of 48 operating managers in a Midwestern department store chain. Using hierarchical regression to control for job satisfaction and length of service, a significant positive relationship exists between commitment and the perception that a fairness motive underlies personnel/human resource management activities. Commitment is not significantly related to the perception that a legal compliance motive underlies the activities.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • Cook, J., & Wall, T. (1980). New work attitude measures of trust, organizational commitment, and personal need non-fulfillment.Journal of Occupational Psychology, 53, 39–52.

    Google Scholar 

  • Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support.Journal of Applied Psychology, 71, 500–507.

    Google Scholar 

  • Freeman, R. B. & Medoff, J. L. (1984).What Do Unions Do? New York: Basic Books.

    Google Scholar 

  • Gaertner, K. N., & Nollen, S. D. (1987). The effects of internal labor markets on employee commitment,Proceedings of the Fortieth Annual Meeting of the Industrial Relations Research Association, 507–515. Madison, WI: IRRA.

    Google Scholar 

  • Hoffman, M. L. (1986). Affect, cognition, and motivation. In Sorrentino, R. M., & Higgins, E. T. (Eds.),Motivation and Cognition: Foundations of Social Behavior, 244–280, New York: Guilford Press.

    Google Scholar 

  • Hrebiniak, L. G. (1974). Effects of job level and participation on employee attitudes and perceptions of influence.Academy of Management Journal, 17, 649–662.

    Google Scholar 

  • Kelley, H. H. (1972). Attribution in social interaction. In Jones, E. E., Kanouse, D. E., Kelley, H. H., Nisbett, R. E., Valins, S., & Weiner, B. (Eds.),Attribution: Perceiving the Causes of Behavior. Morristown, NJ: General Learning Press.

    Google Scholar 

  • Kelley, H. H. & Michela, J. L. (1980). Attribution theory and research.Annual Review of Psychology, 31, 457–501.

    Google Scholar 

  • Milkovich, G. T., & Boudreau, J. W. (1991).Human Resource Management. Plano, TX: Business Publications, Inc.

    Google Scholar 

  • Mottaz, C. J. (1988). Determinants of organizational commitment.Human Relations, 41, 467–482.

    Google Scholar 

  • Mowday, R. T., Porter, L. W. & Steers, R. M. (1982).Employee-Organization Linkages: The Psychology of Commitment, Absenteeism, and Turnover. New York: Academic Press.

    Google Scholar 

  • Ogilvie, J. R. (1986). The role of human resource management practices in predicting organizational commitment.Group & Organization Studies, 11, 335–359.

    Google Scholar 

  • O'Reilly, C., III & Chatman, J. (1986). Organizational commitment and psychological attachment: The effects of compliance, identification, and internalization on prosocial behavior.Journal of Applied Psychology, 71, 492–499.

    Google Scholar 

  • Schmitt, N. W., & Klimoski, R. J. (1991).Research Methods in Human Resources Management, Cincinnati: South-Western Publishing Co.

    Google Scholar 

  • Smith, P. C., Kendell, L. M., & Hulin, C. L. (1969).The Measurement of Satisfaction in Work and Retirement Chicago: Rand McNally.

    Google Scholar 

  • Tsui, A. S. (1987). Defining the activities and effectiveness of the human resource department: A multiple constituency approach.Human Resource Management, 26 (Spring), 35–69.

    Google Scholar 

  • Velasquez, M. G. & Bowie, N. E. (1988). PACE Conference on Business Ethics. St. Charles, IL.

  • Walton, R. E. (1985). Toward a strategy of eliciting employce commitment based on policies of mutuality. In Walton, R. E., & Lawrence, R. (Eds.)HRM Trends & Challenges, 35–65, Boston: Harvard Business School Press.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Rights and permissions

Reprints and permissions

About this article

Cite this article

Koys, D.J. Fairness, legal compliance, and organizational commitment. Employ Respons Rights J 4, 283–291 (1991). https://doi.org/10.1007/BF01385033

Download citation

  • Issue Date:

  • DOI: https://doi.org/10.1007/BF01385033

Key Words

Navigation