ARE JOB-HOPPERS LOYAL? THE RELATIONSHIP BETWEEN CAREER MOBILITY AND ORGANIZATIONAL COMMITMENT AMONGST PROFESSIONAL WORKERS
 
Rosin, H., York University, Hausdorf, P., Kondratuk, T. and Korabik, K., University of Guelph, Canada
 
Conventional career models are based on the premise that workers will be employed by only one or two organizations for the duration of their careers. Downsizing, however, has diminished job security (e.g., Allen, Freeman, Russell, Reizenstein, & Rentz, 2001) and as a result workers are increasingly mobile (Arthur & Rousseau, 1996). This calls into question whether the loyalty traditionally afforded to organizations in exchange for job security has declined (Rousseau & Wade-Benzoni, 1995). Organizational loyalty or commitment (OC) is important because it affects several individual and organizational outcomes including stress, absenteeism, and job performance (Meyer & Allen, 1997). We examined the relationship between career mobility and OC (Allen & Meyer, 1990) in a sample of 640 men and 460 women from four occupations (bankers, accountants, managers, and engineers). First, we investigated how career mobility history (average number of career moves per year) and career interruptions (total time spent unemployed) influenced affective, continuance, and normative commitment towards participants= current employer using a cross-sectional design. Tenure and type of mobility (intraorganizational or interorganizational) were included as moderators. Next, we used a time-lagged design to see whether participants who changed jobs between Time 1 and Time 2 showed a different pattern of OC over time than those who did not change jobs, and whether the type of move (e.g., lateral/ upward ) influenced this pattern. Implications for the understanding of OC in the context of an evolving employment contract and Human Resource management issues will be discussed. Reference: Allen, N. J., & Meyer, J. P. (1990a). The measurement and antecedents of affective, continuance, and normative commitment to the organization. Journal of Occupational Psychology, 63, 1-18." (Meyer, John P. 125); Allen, T.D., Freeman, D.M., Russell, J.E., Reizenstein, R.C., & Rentz, J.O. (2001). Survivor reactions to organizational downsizing: Does time ease the pain? Journal of Occupational and Organizational Psychology, 74, pp. 145-164; Meyer, J.P., & Allen, N.J. (1997). Commitment In the workplace: Theory, research and application. Thousand Oaks: Sage; Rousseau, D. M., & Wade-Benzoni, K. A. (1995). Changing individual- organization attachments: A two-way street. In A. Howard (Ed.), Changing nature of work. San Francisco: Jossey-Bass.