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Why do casual academic staff stay with an organization and why do they leave? Does a three factor model of organizational commitment fit their situation? This paper reports on a study of women academic staff in casual employment at an Australian Tertiary Institution. Major variables included the three factor organizational commitment scale-affective commitment, normative commitment, and continuance commitment of Allen and Meyer (1990), Burke's (1991) intention to quit scale. Results indicate that both the three and four factor models of commitment are adequate but that the four factor model provides a better explanation of intention to quit, which is consistent with the employment circumstances of the sample.
This paper examines the utility of the Allen and Meyer (1990) theory and measures of organizational commitment as these apply to casual employees and to their intentions to leave this employment. Secure, long term employment is predicted to become a less significant aspect of future careers (Handy, 1989), and for many employees it is already an unrealistic objective. The relational contract which implies a long term, open ended relationship is being replaced by a transactional contract in which rewards are dependent on performance (Arthur & Rousseau, 1996). Yet, in some organizations there are concerns about the level of loyalty and commitment which can be expected of employees when the incentive of security is no longer available. Organizational commitment is still regarded as important because of its effect on employee identification with the organization, level of effort, and turnover (Stroh & Reilly, 1997). The consequences to an organization of employees with low commitment can be costly and therefore deserve the attention of management (Ward & Davis, 1995). When employment is uncertain for individuals, then the need for self interest and career management become more evident (Hirsch, 1987) and a lesser level of organizational commitment seems likely. Yet, employees who remain with an organization after downsizing have indicated strong organizational commitment (Long, 1995).
The circumstances outlined above have led some writers to challenge whether the language of loyalty and commitment is appropriate for the reality of organizational purpose today (McKendall & Margulis, 1995). In uncertain employment situations, a decline in organizational commitment can be a realistic outcome which enables employees to build self reliance and pursue their self interest...