出版社：The Japanese Association of Administrative Science
摘要：The purpose of this article was to express the relationships between situationsin workplace and two types of organizational commitment: affective and utilitarian commitment. Although prior research addressed relationships among those variables (Buchanan, 1976; Aldag & Brief, 1978; Rhodes & Steers, 1981 etc.), little research has done that expressed what types of situation make people who work in that situation more committed to the organization. This paper tried to analyze the relationships between situation in the workplace (i. e., leadership, organizational climate and intention for credo) and organizational commitment in detail by a questionnaire survey. Questionnaires were distributed to 1, 148 employees who work in Coop Kobe, which is one of the largest cooperate association. Results of this survey supported the findings of prior research partially: 1) situations in the workplace effect affective commitment rather than utilitarian commitment, 2) feeling freely but not feeling alone in workplace and taking care but not pressing leadership make employees' commitment strong, and 3) the stronger the workplace embodies organizational identity, employees who work in that workplace commit more to the organization.
其他摘要：The purpose of this article was to express the relationships between situationsin workplace and two types of organizational commitment: affective and utilitarian commitment. Although prior research addressed relationships among those variables (Buchanan, 1976; Aldag & Brief, 1978; Rhodes & Steers, 1981 etc.), little research has done that expressed what types of situation make people who work in that situation more committed to the organization. This paper tried to analyze the relationships between situation in the workplace (i. e., leadership, organizational climate and intention for credo) and organizational commitment in detail by a questionnaire survey. Questionnaires were distributed to 1, 148 employees who work in Coop Kobe, which is one of the largest cooperate association. Results of this survey supported the findings of prior research partially: 1) situations in the workplace effect affective commitment rather than utilitarian commitment, 2) feeling freely but not feeling alone in workplace and taking care but not pressing leadership make employees' commitment strong, and 3) the stronger the workplace embodies organizational identity, employees who work in that workplace commit more to the organization.
