Organizational commitment and its outcomes: Differing effects of value commitment and continuance commitment on stress reactions, alienation and organization-serving behaviours

This study attempted to determine the differing effects of value commitment and continuance commitment on several outcome variables. Value commitment was predicted to show significantly stronger negative relationships with stress symptoms and alienation as well as stronger positive relationships with organization-serving behaviours than would continuance commitment. The study used a sample of 270 evening MBA students employed full-time in managerial or professional positions, and it provided a conservative test of the hypotheses by controlling for the intercorrelation between the two types of commitment. Results showed support for the hypothesized stronger relationships of value commitment with both psychological symptoms and personal alienation but not with the other outcome variables.