Graduation Year


Document Type




Degree Granting Department


Major Professor

Russell Johnson, Ph.D.

Committee Member

Chu-Hsiang Chang, Ph.D.

Committee Member

Michael Brannick, Ph.D.


organizational commitment, affective commitment, positive affect, identification, willingness to exert effort


Attitudinal commitment (AOC) to the organization is consistently viewed as the most desirable form of organizational commitment due to its consistently positive relationship with many desirable workplace outcomes. Though researchers tend to overlap considerably with their definitions of attitudinal commitment, consensus on how to define and operationalize this form of organizational commitment has yet to be reached. Recently, Jaussi (2007) proposed a multidimensional model of AOC that borrows from the various conceptualizations of AOC in an attempt to form an all encompassing scale. The current study examined the utility of using a multidimensional measure of AOC by examining the unique relationships that the dimensions of AOC have with other forms of commitment as well important workplace correlates and outcomes. Bivariate correlations were used to examine the relationships that the dimensions of AOC have with other forms of organizational commitment. In addition, hierarchical regression analyses were used to examine the unique variance that particular dimensions of AOC account for in correlates and outcomes of organizational commitment. Finally, hierarchical regression was used to examine the variance that the set of AOC dimensions accounts for in focal behaviors (e.g., turnover intentions). Results indicate that using a multidimensional model of attitudinal commitment could prove fruitful for both researchers and organizations. Implications for research and practice are discussed.