Commitment profiles for employee voice: Dual target and dominant commitment mindsets

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dc.authorid0000-0002-9119-3252
dc.authorscopusid8545159800
dc.contributor.authorÇalışkan, Sibel
dc.contributor.authorÜnler, Ela
dc.contributor.authorTatoğlu, Ekrem
dc.contributor.otherYönetim Bilimleri Fakültesi, İşletme Bölümü
dc.date.accessioned2023-03-06T08:32:26Z
dc.date.available2023-03-06T08:32:26Z
dc.date.issued2023
dc.departmentİHÜ, Yönetim Bilimleri Fakültesi, İşletme Bölümü
dc.description.abstractBased on the person-centered approach and the EVLN (exit, voice, loyalty, neglect) model, this study explores how the components of commitment create “profles” and the implications of this for voice behaviors in response to malpractice at work. The study includes not just afective and continuance commitment forms but also a commitment to the team as a multi-target commitment. A survey was conducted of 518 employees from a broad range of organizations in Turkey. An attempt was made to diferentiate the EVLN responses across diverse commitment profles by expanding the context. Four clusters (low commitment, weakly-committed, afective–team dominant, and continuance dominant) were identifed using k-means cluster analysis. Analysis of the variance results indicated that the afective–team dominant profle demonstrated the constructive voice. The low commitment profle showed the least desirable outcomes (exit and neglect), followed by the weakly-committed profle. The continuance dominant profle also demonstrated passive behaviors (neglect and patience). Afective and team commitments, which have similar foci, were found to be the primary drivers of voice behavior, especially when combined with low continuance commitment. Also, continuance commitment did not contribute to the voice behavior once a certain level of afective and team commitment was seen. This study contributes to expanding commitment profles for data from Turkey by explaining diverse EVLN responses to dissatisfaction at work.
dc.identifier.citationÇalışkan, S., Ünler, E. ve Tatoğlu, E. (2023). Commitment profles for employee voice: dual target and dominant commitment mindsets. Current Psychology. http://doi.org/10.1007/s12144-023-04430-6
dc.identifier.doi10.1007/s12144-023-04430-6
dc.identifier.issn1936-4733
dc.identifier.pmidPMID: 37359654
dc.identifier.scopus2-s2.0-85148936888
dc.identifier.scopusqualityQ2
dc.identifier.urihttp://doi.org/10.1007/s12144-023-04430-6
dc.identifier.urihttps://hdl.handle.net/20.500.12154/2123
dc.identifier.wosWOS:000939643400003
dc.identifier.wosqualityQ2
dc.indekslendigikaynakPubMed
dc.indekslendigikaynakScopus
dc.indekslendigikaynakWeb of Science
dc.institutionauthorTatoğlu, Ekrem
dc.institutionauthorid0000-0002-9119-3252
dc.language.isoen
dc.publisherSpringerLink
dc.relation.ispartofCurrent Psychology
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/openAccess
dc.subjectOrganizational Commitment
dc.subjectTeam Commitment
dc.subjectExit
dc.subjectVoice
dc.subjectLoyalty
dc.subjectNeglect
dc.titleCommitment profiles for employee voice: Dual target and dominant commitment mindsets
dc.typeArticle
dspace.entity.typePublication
relation.isAuthorOfPublication29f46236-65bf-4da8-b2be-b9826daecb5e
relation.isAuthorOfPublication.latestForDiscovery29f46236-65bf-4da8-b2be-b9826daecb5e
relation.isOrgUnitOfPublicationc9253b76-6094-4836-ac99-2fcd5392d68f
relation.isOrgUnitOfPublication.latestForDiscoveryc9253b76-6094-4836-ac99-2fcd5392d68f

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