Continuance Commitment Behavior

CONTINUANCE COMMITMENT First is the Continuance Commitment from the part of the industry as he or she cannot do otherwise as his or her decision may prove to be very costly to himself. Apart from that many individuals carry a high degree of Continuance Commitment because they are unwilling to loose things such as retirement benefits and close friendship. But the current scenario indicates that continuance commitment is not as high as it is used to be. The perception of people regarding jobs has taken a drastic shift. In contrast to their traditional approaches of sticking to one job for their whole working lives, starting at the bottom and their way up to top which in other words means life-time employment has declined to a greater extent,

“Increase in job autonomy leads towards greater job commitment.”

2. “Continuance commitment is the most dominant form of commitment found in industry.”

3. “The employees which are part of in-groups are more committed with their jobs than the employees which are part of out-group.”

4. “Employees with high level of commitment are more likely to exhibit Organizational Citizenship Behavior

There were total of four hypotheses. The reason to frame the first hypothesis i.e. “increase in job autonomy leads towards greater job commitment” was that nowadays a change is taking place globally and locally in working conditions and the autonomy given to employees. This hypothesis was made in order to check whether the autonomy granted to employees leads to greater commitment. In this regard this hypothesis was formed to gauge that whether autonomy has something to do with commitment in the organization. The rationale behind the second hypothesis i.e. “The Continuance commitment is the most dominant form of commitment found in industry” is quite pronounced. The economic fluctuations create certain doubts in our minds that whether continuance commitment is the most dominant form of commitment because people have very few options and resigning from their current jobs may result quite costly for them. In this way the above mentioned hypothesis was framed which was very clear in its interpretation. The next hypothesis i.e. “employees who are part of in-groups are more committed with their jobs than the employees who are part of out-groups” was framed to check that do the good relationships with the boss results in building up organizational commitment? And whether the employees which are not the favorites of their bosses in any means lag behind the favorites in showing organizational