The Nature of Continuance Organizational Commitment: A Phenomenological Study on the Essence of Federal Employees’ Commitment Behaviors

Abstract

The primary objective of this study was to explore the essence of federal employees’ experiences of continuance commitment (CC) behaviors, particularly focusing on Millennials, through a phenomenological lens. The study aimed to uncover how employees describe their CC behaviors and the role of the employee-supervisor relationship in influencing these behaviors. The study was framed within the context of Meyer and Allen’s (1991) multidimensional model of organizational commitment, emphasizing the need to understand CC—a type often viewed negatively due to its association with personal costs and lack of emotional attachment. As approximately one-third of the federal workforce nears retirement eligibility, understanding the commitment behaviors of remaining employees is paramount.

Utilizing in-depth interviews, the research revealed that CC, typically viewed negatively due to associations with limited alternatives, also encompasses positive elements like job security and loyalty. The findings advocate for a shift in organizational theory to reframe CC as a positive contributor to workforce stability and call for the development of integrative models that consider how CC interacts with other forms of organizational commitment (e.g., affective, normative), highlighting the unique nature of CC in public-sector organizations. This study enriches the discourse on organizational commitment and offers insights into reshaping theory, practice, and research of CC within the public sector.