Baker, W. Kevin2014-03-142014-03-141994-04-12etd-10032007-171731http://hdl.handle.net/10919/39562This study examined several competing models for the hypothesized role that organizational commitment and job satisfaction play in withdrawal behaviors. These models were tested against a null or base model from which the other models were nested. The results supported the null model as best describing the process, not the hypothesized model. The null model indicated that there was a progression to withdrawal, and that both organizational commitment and job satisfaction maintain a strong negative impact on turnover. The key variable involved in the withdrawal was commitment, not satisfaction. The reason that the proposed progression model was not supported was due to the fact that neither of these variables were significant predictors of absenteeism. The relationship between organizational commitment and job satisfaction was found to be reciprocal, with commitment having a much stronger influence on satisfaction. This relationship additionally served to enhanced their effects on the withdrawal behaviors. Another finding concerning the antecedents of both organizational commitment and job satisfaction was that need for achievement and motivation had the strongest total effects on both of these variables. This gives support to congruence perspective regarding organizational commitment and the dispositionalists regarding job satisfaction.vii, 278 leavesBTDapplication/pdfenIn CopyrightLD5655.V856 1994.B3537Absenteeism (Labor)Commitment (Psychology)Employee moraleJob satisfactionLabor turnoverDissertationhttp://scholar.lib.vt.edu/theses/available/etd-10032007-171731/