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| Three-Component Model of Organizational Commitment× | Skála a v organizaci vnímané podpory (Perceived Organizational Support Scale)× | |
|---|---|---|
| Tudományterület | Szervezeti magatartás | Szervezeti magatartás |
| Módszercsalád≠ | Latent structure | Process / pipeline |
| Keletkezés éve≠ | 1991 | 1986 |
| Megalkotó≠ | John P. Meyer & Natalie J. Allen | Robert Eisenberger |
| Típus≠ | Multidimensional attitudinal commitment model and scale | Self-report questionnaire |
| Alapmű≠ | Allen, N. J., & Meyer, J. P. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61-89. DOI ↗ | Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. DOI ↗ |
| Alternatív nevek≠ | TCM, Meyer-Allen Model, Affective-Continuance-Normative Commitment, Organizational Commitment Scale (Meyer & Allen) | POSS, POS Scale, Eisenberger Organizational Support |
| Kapcsolódó≠ | 3 | 5 |
| Összefoglaló≠ | 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 Perceived Organizational Support Scale (POSS) measures employees' beliefs about the degree to which their employing organization values their contributions and cares about their well-being. Developed by Eisenberger and colleagues in 1986, it is a foundational construct in organizational psychology that predicts employee engagement, commitment, and performance. The scale is grounded in social exchange theory and reciprocity norms. |
| ScholarGateAdatkészlet ↗ |
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