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Well-Being pp 206–224Cite as

Palgrave Macmillan

Organizational Commitment: a Managerial Illusion?

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Abstract

This chapter examines one of the main ways in which working life can become more fulfilling: through a sense of involvement with and commitment to an organization. This type of commitment, and the committed experience it can offer, is in principle available to most working age people, and there is a widespread belief that it can be effectively fostered by certain kinds of management practice that are becoming increasingly prevalent. The main purpose of the chapter is to provide new evidence about the nature of organizational commitment, and especially to test the claims for the positive influence of management practices on commitment. In the first three sections of the chapter the concepts and background are sketched, while subsequent sections provide the evidence and draw conclusions.

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Authors
  1. Michael White
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Editor information

Editors and Affiliations

  1. Manchester Metropolitan University, UK

    John Haworth

  2. University College London, UK

    Graham Hart

Copyright information

© 2007 Michael White

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Cite this chapter

White, M. (2007). Organizational Commitment: a Managerial Illusion?. In: Haworth, J., Hart, G. (eds) Well-Being. Palgrave Macmillan, London. https://doi.org/10.1057/9780230287624_12

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