Syftet med studien var att undersöka relationen mellan commitment gentemot organisationen och chefs-commitment i en svensk kontext med hjälp av TCM Employee Commitment Survey. Metoden för att undersöka detta var en webbenkät som delades ut till sammanlagt 188 personer, med en svarsfrekvens på 35%. Respondenterna arbetade i tre olika organisationer inom offentlig sektor. I enkäten fick respondenterna ta ställning till påståenden rörande sin organisation och sin närmaste chef. Resultatet visade att ju lägre continuance commitment är gentemot närmaste chef, desto högre är affective commitment gentemot organisationen. Vidare visade resultatet att ju högre continuance commitment är gentemot närmaste chef, desto högre är continuance commitment gentemot organisationen. Dessutom visade resultatet att ju högre normative commitment gentemot närmaste chef är, desto högre är normative commitment gentemot organisationen. I motsats till tidigare studier fann vi ingen korrelation mellan affective commitment gentemot organisation och affective commitment gentemot närmaste chef. / The main purpose of this study was to examine the relationship between organizational commitment and supervisor commitment within a Swedish context using TCM Employee Commitment Survey. Measures were done via a questionnaire distributed to a total of 188 people, with a response rate of 35%. The respondents were employees from three different organizations within the public sector. They were asked to consider different statements regarding their organization, their supervisor and work-related identity. The results showed that if continuance commitment to supervisor is low, affective organizational commitment will be high. The results also showed that when continuance commitment to supervisor was high, continuance organizational commitment was also high. When normative supervisor commitment was high, so was normative organizational commitment. In contrast to previous studies, we found no correlation between affective organizational commitment and affective commitment to supervisor.

Recent studies indicate that employees distinguish between commitments to interpersonal foci within the organization, such as supervisors and coworkers. Often, these commitments account for variance in outcomes incremental to organizational commitment (e.g., Becker, 1992). Unfortunately, research has tended to focus on affective forms of commitment to foci, while ignoring normative and continuance commitment. To address this gap, the current study proposed and tested models of commitment to foci which incorporate normative and continuance commitment in addition to affective commitment. Results showed some parallels with findings concerning organizational commitment. Much like organizational commitment, support from a focus relates to affective commitment to that focus, while expectations from a focus predict normative commitment to the focus. Additionally, both affective and normative commitment to supervisors and coworkers predicted favorable outcomes, but continuance commitment did not. In line with researchers recommendations (e.g., Johnson, Groff & Taing, in press), interactions among different bases and foci of commitment were also examined. Exploratory analyses suggested a three-way interaction between affective organizational, supervisor, and coworker commitment for predicting in-role performance.

本研究旨在探討主管排擠部屬行為的前因，以部屬能力與威脅感作為解釋之機制，部屬能力可藉由威脅感對主管排擠產生影響。並以集體認同、知覺相似性作為部屬能力與威脅感間關係的調節變項；最後則探討主管排擠對於部屬幸福感與部屬主管承諾的影響。 本研究採用便利性取樣，使用對偶方式進行資料收集，研究對象為一般私人企業之員工，共發出紙本問卷328套，回收234套，回收率為71%，有效問卷為207套，有效回收率為63%。藉由SPSS 20與Lisrel 8.8等統計軟體進行資料分析，本研究結果顯示，部屬能力會透過威脅感對主管排擠產生正向的間接效果；當部屬越知覺主管對自己有排擠行為時，部屬之主管承諾越低；部屬知覺主管排擠對部屬幸福感則不具影響；而不論是集體認同或是知覺相似性，對於部屬能力與威脅感間的關係，皆無預期之調節效果。最後，針對本研究之結果進行討論，並說明理論貢獻、管理意涵、研究限制與未來研究建議。 / This study aimed at investigating the antecedents of supervisor ostracism. We used subordinates’ competence and threat from subordinates as mechanisms to illustrate the antecedents of supervisor ostracism. We hope to explore the indirect effect of subordinates’ competence on supervisor ostracism via threat from subordinates. Moreover, we proposed that collective identity and perceived supervisor-subordinate similarity can moderate the relationship between subordinates’ competence and threat from subordinates. We further explore the direct effect of supervisor ostracism on supervisor commitment and well-being. The sample of this study is selected using convenience sampling, and the data is dyad-level data. Totally 328 questionnaires were issued and 234 were returned. The response rate is 71%. Among returned questionnaires, there were 207 effective questionnaires with the effective rate of 63%. The collected data was analyzed by SPSS 20 and Lisrel 8.8. The result indicated that subordinates’ competence has positive indirect effect on supervisor ostracism via threat from subordinates. Although subordinate perceived supervisor ostracism has negative effect on supervisor commitment, it had no effect on well-being. Supervisor collective identity and perceived supervisor-subordinate similarity did not moderate the relationship between subordinates’ competence and threat from subordinates. Finally, theoretical and managerial implications of these findings are discussed.