The aim of this study is to explore the association between senior management theory-of-action and employee commitment. Field research uses quantitative and qualitative method and concentrates on one medium sized UK based organisation for data collection and experimentation. However, the study examines two further organisations to assist validity and specificity of findings. The written work is in six parts. Following an introductory chapter, chapter two contains a literature survey covering organisational purpose and senior management theory-of-action. Chapter three examines literature as to employee commitment, and personal and organisational values. The fourth chapter describes method. Field work in chapter five provides results arising from quantitative and qualitative research. The concluding chapter considers the extent to which findings should be generalised, and offers conclusions and reflection. The study points to the following conclusions: Field research supports the notion that compared with more conventional motivation factors, senior management employee related action is strongly associated with employee commitment. This finding was found to be especially prominent at lower hierarchical levels within the organisation. The adoption of what is termed conventional 'Model-One' theory-of-action adversely affects employee commitment. It is suggested that senior management theory-of-action can inhibit or facilitate the maintenance and growth of employee commitment. The work provides credence as to the importance and strength of association between senior management theory-of-action and employee commitment, and offers a method by which the association can be tested.
| Identifer | oai:union.ndltd.org:bl.uk/oai:ethos.bl.uk:523981 |
| Date | January 2001 |
| Creators | Cooper, David John |
| Publisher | University of Salford |
| Source Sets | Ethos UK |
| Detected Language | English |
| Type | Electronic Thesis or Dissertation |
| Source | http://usir.salford.ac.uk/2147/ |
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