Search

This paper evaluates the contribution of the multiple constituencies of commitment framework in explaining work attitudes and behaviors in a sample of Chinese manufacturing workers. Findings suggest that the organization, the supervisor, and co-workers were seen by respondents as separate commitment foci. Although the various commitments were moderately positively correlated, they were related differently to the dimensions of organizational citizenship behavior and withdrawal cognitions, in a way which provides support for the ''compatibility'' hypothesis. There was only limited support for our ''cultural'' hypothesis. An analysis of interactions between commitments suggested that commitment to supervisor was a stronger positive predictor of protecting company resources and interpersonal harmony when commitment to work group was lower, providing partial support for our moderating hypotheses.