Commitment as an indicator for Stress ?
Recent HRM literature is increasingly focused on commitment and its positive effects on organizational outcomes, such as organizational performance or behaviour. However, this perspective predominantly indicates positive effects of commitment, while research about the “dark sides” of commitment, or overcommitment, are still underexposed. This study aims to shed more light on these themes by answering the question: What is the effect of various types of commitment on self-perceived stress? Data were collected from 1,089 employees from all occupational sectors and layers of the Dutch workforce, using the Workplace Commitment Survey. Several analyses were conducted, testing for both linear and non-linear effects of commitment on dimensions of job stress (i.e. self-perceived helplessness and self-efficacy). Firstly, results revealed negative, linear relationships between age and career commitment on the one hand, and self-perceived helplessness on the other hand. Secondly, results indicated positive, linear relationships between career commitment and commitment to leader on the one hand and self-perceived self-efficacy (i.e. feel in control) on the other hand. Thirdly, evidence of a curvilinear relationship was found between organizational commitment and self-perceived helplessness; as organizational commitment increases, self-perceived helplessness decreases initially, but it plateaus and reverses again for those who reported the highest organizational commitment scores.
Faculteit der Managementwetenschappen