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| Three-Component Model of Organizational Commitment× | Утрехтска скала за ангажираност на работното място× | |
|---|---|---|
| Област≠ | Организационно поведение | Социална психология |
| Семейство≠ | Latent structure | Process / pipeline |
| Година на възникване≠ | 1991 | 2002 |
| Създател≠ | John P. Meyer & Natalie J. Allen | Wilmar Schaufeli, Arnold Bakker, and Marisa Salanova |
| Тип≠ | Multidimensional attitudinal commitment model and scale | Occupational well-being and engagement scale |
| Основополагащ източник≠ | Allen, N. J., & Meyer, J. P. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. DOI ↗ | Schaufeli, W. B., Salanova, M., González-Romá, V., & Bakker, A. B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71–92. DOI ↗ |
| Други названия≠ | TCM, Meyer-Allen Model, Affective-Continuance-Normative Commitment, Organizational Commitment Scale (Meyer & Allen) | UWES, Work Engagement Scale, Schaufeli Work Engagement |
| Свързани | 3 | 3 |
| Резюме≠ | The Three-Component Model (TCM) of organizational commitment, developed by John Meyer and Natalie Allen, is the dominant framework for understanding why employees stay with and bind themselves to their organizations. Its central claim is that commitment is not one thing but three distinguishable psychological states: affective commitment (an emotional desire to stay — you want to), continuance commitment (the perceived cost of leaving — you need to), and normative commitment (a felt obligation — you ought to). Each is measured by its own subscale and arises from different antecedents, and although all three reduce turnover, they relate very differently to performance, citizenship, and well-being. Allen and Meyer's 1991 paper laid out the conceptualization, and Meyer, Stanley, Herscovitch, and Topolnytsky's 2002 meta-analysis confirmed that the components are distinguishable and have systematically different correlates and consequences. | The Utrecht Work Engagement Scale (UWES) is a 17-item instrument measuring work engagement—a positive, fulfilling psychological state characterized by vigor, dedication, and absorption in work. Developed by Wilmar Schaufeli and colleagues in 2002, the UWES operationalizes engagement as the positive antipode to burnout, reflecting energetic involvement, strong commitment, and deep focus in occupational tasks. The scale has become the standard measure for assessing work engagement in organizational research and occupational health. |
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