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A model of the antecedents (personal-demographic, organizational relationship, and person-organization fit) of organizational commitment was empirically analyzed. The study used a sample of employees (N = 406) from a wide variety of organizations to test the hypotheses. The results of the multiple regression analysis supported the hypothesized relationships and the proposed model on the antecedents to organizational commitment. In particular, this study uncovered heretofore unknown implications that attributional processes such as locus of control have on organizational commitment as well as supporting previous research on the impact of demographics and leader behavior. Overall, the antecedent model, tested empirically, has important practical implications for predicting employees' organizational commitment.

A field experimental design was used to analyze the effects of a job redesign intervention on a large department store's salespersons' functional and dysfunctional performance behaviors. Both the functional and dysfunctional directly observed performance behaviors of the experimental group moved in the desired directions during the redesign intervention. However, only the dysfunctional behaviors dropped significantly when statistical analysis was conducted. The performance behaviors of the control group remained relatively constant throughout the phases of the experiment. A subanalysis using a quasi-experiment indicated that the redesign also had a generally positive effect on salespersons' satisfaction.