On the Elusive Moderators of Affective Organizational Commitment

Abstract

Abstract Departing from a universal perspective on affective organizational commitment, the present article examines the situational and personal variables that act as potential moderators of the relationship between affective commitment and its antecedents and outcomes. Based on emerging evidence and theory, it is argued that the relationship between extrinsic and intrinsic rewards and other job experiences and affective commitment is stronger when employees exert an influence over rewards and job experiences. This can be achieved when the organization offers opportunities for such influence or when employees’ traits help them earn expected rewards. Similarly, theory and empirical evidence suggest that the relationship between affective commitment and work outcomes is subject to moderating influences. For example, affective commitment may foster employee retention when more career opportunities are available, making one’s belongingness to the organization more attractive. Such career opportunities may result from the organization’s action or from individuals’ own proactivity to obtain them. Likewise, the relationship between affective commitment and work performance is likely stronger when supervisors’ leadership helps employees engage in those behaviors that are rewarded by the organization. Finally, we discuss avenues for future inquiry by identifying group-level and cultural variables as promising moderators that warrant attention.