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Employer Policies and Organizational Commitment in Britain 1992–97

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  • Duncan Gallie
  • Alan Felstead
  • Francis Green

Abstract

An important current of thinking in the last decade has emphasized the need for a shift from control to commitment as the central objective of management employment policies. This paper is concerned to assess whether there was a significant increase in British employees’ commitment to their organizations in the 1990s, using comparative data from two large‐scale and nationally representative surveys carried out in 1992 and 1997. It finds that there was no evidence of an increase in commitment over the period. As in the early part of the decade, employees had only a weak level of attachment to their organizations. The analysis examines a number of factors that have been seen as important determinants of such commitment: changes in the level of skill, task discretion, controls over work performance, and forms of employee involvement. While there were changes in some of these factors that encouraged higher commitment, these were largely cancelled out by a notable decline in the discretion that employees were allowed to exercise over their work.

Suggested Citation

  • Duncan Gallie & Alan Felstead & Francis Green, 2001. "Employer Policies and Organizational Commitment in Britain 1992–97," Journal of Management Studies, Wiley Blackwell, vol. 38(8), pages 1081-1101, December.
    • Handle: RePEc:bla:jomstd:v:38:y:2001:i:8:p:1081-1101
    DOI: 10.1111/1467-6486.00273
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    Cited by:

    1. Ludivine Martin, 2020. "How to retain motivated employees in their jobs?," Economic and Industrial Democracy, Department of Economic History, Uppsala University, Sweden, vol. 41(4), pages 910-953, November.
    2. Duncan Gallie, 2012. "Skills, Job Control and the Quality of Work:The Evidence from Britain Geary Lecture 2012," The Economic and Social Review, Economic and Social Studies, vol. 43(3), pages 325-341.
    3. Ludivine Martin, 2017. "Do Innovative Work Practices and Use of Information and Communication Technologies Motivate Employees?," Industrial Relations: A Journal of Economy and Society, Wiley Blackwell, vol. 56(2), pages 263-292, April.
    4. Sarah Brown & Jolian McHardy & Robert McNabb & Karl Taylor, 2011. "Workplace Performance, Worker Commitment, and Loyalty," Journal of Economics & Management Strategy, Wiley Blackwell, vol. 20(3), pages 925-955, September.
    5. Leo McCann & Jonathan Morris & John Hassard, 2008. "Normalized Intensity: The New Labour Process of Middle Management," Journal of Management Studies, Wiley Blackwell, vol. 45(2), pages 343-371, March.
    6. Alex Bryson & Michael White, 2008. "Organizational Commitment: Do Workplace Practices Matter?," CEP Discussion Papers dp0881, Centre for Economic Performance, LSE.
    7. Binoy Joseph & Amruta Deshpande & Ritu Gupta, 2024. "Innovative Human Resource Practices and Selected HR Outcomes in Software Firms in Kerala," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 15(2), pages 7194-7215, June.

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