Puts the focus on the possible relations between part‐time work and organisational commitment. An empirical study, using data from ten Norwegian institutions caring for the elderly, concludes that part‐time work has both direct and indirect effects on different types of commitment. First, and contrary to what was expected, it seems as though affective commitment decreases as the hours worked approach that of a full‐time job. Second, part‐time arrangements have an indirect effect on several types of commitment through the degree of participation in the organisation’s decision processes. Part‐time workers participate less, and seem to exhibit less affective, and higher continuance commitment. Effects of these findings on outcomes, such as plans to leave the organisation, the voicing of criticism, loyalty to the organisation, and withdrawal and apathy among workers, are discussed. Implications for human resource management are also discussed.
Ingvar Jacobsen, D. (2000), "Managing increased part‐time: does part‐time work imply part‐time commitment?", Managing Service Quality: An International Journal, Vol. 10 No. 3, pp. 187-201. https://doi.org/10.1108/09604520010336713
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