Compare methods

	Three-Component Model of Organizational Commitment	Job Demands-Resources Model
Field	Organizational Behavior	Organizational Behavior
Family	Latent structure	Latent structure
Year of origin	1991	2001
Originator	John P. Meyer & Natalie J. Allen	Evangelia Demerouti & Arnold B. Bakker (with Friedhelm Nachreiner & Wilmar Schaufeli)
Type	Multidimensional attitudinal commitment model and scale	Dual-process work-design and well-being model
Seminal source	Allen, N. J., & Meyer, J. P. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89.	Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of Applied Psychology, 86(3), 499-512.
Aliases	TCM, Meyer-Allen Model, Affective-Continuance-Normative Commitment, Organizational Commitment Scale (Meyer & Allen)	JD-R Model, JD-R Theory, Job Demands-Resources Theory, Demands-Resources Framework
Related	3	3
Summary	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 Job Demands-Resources (JD-R) model is a flexible framework in organizational behavior and occupational health psychology that explains employee well-being and performance through two parallel processes. Introduced by Demerouti, Bakker, Nachreiner, and Schaufeli in 2001 and elaborated by Bakker and Demerouti in 2007, it holds that every job can be described by demands — aspects requiring sustained effort — and resources — aspects that help achieve goals, reduce demands, or stimulate growth. A health-impairment process runs from chronic demands to exhaustion and strain, while a motivational process runs from resources to work engagement and positive outcomes. The two paths interact: resources buffer the impact of demands on strain, and demands can amplify the motivating power of resources. Unlike fixed lists of job features, the JD-R model is deliberately open, letting researchers slot in whatever demands and resources matter in a given occupation.