Affective, normative and continuance commitment: Can the 'right kind' of commitment be managed?

This study examines the multi-dimensionality of organizational commitment: affective, normative and continuance (including the sub-components of low p erceived alternatives and high personal sacrifice), and how these are diffe rentially related to a set of antecedents and consequences (i.e. turnover i ntentions, absenteeism and acceptance of change). The results, based on a s ample of 505 Australian male fire-fighters, indicate that organizational co mmitment is best represented by the four-factors of affective, normative, l ow perceived alternatives and high personal sacrifice. In addition, employe es experience different personal, job-related and environmental causes of c ommitment depending on whether they feel they want to, ought to, or need to remain with the organization. Further, not all facets of commitment enhanc ed organizational effectiveness, with affective being the most beneficial ( i.e. employees are less likely to leave, be absent and are more accepting o f change) and low perceived alternatives being the most detrimental (i.e. l ess accepting of change). The implications of these findings for the manage ment of desirable forms of commitment are discussed.