Over-commitment to the job and the organisation: implications of excessive job involvement and organisational attachment

Abstract

Research and managerial practice have both put emphasis on the development of high levels of job involvement and organisational attachment, stemming from the assumption that employee commitment benefits the organisation and the individual. However, there are indications that over-commitment may have negative consequences for employees and employers. This paper discusses potentially detrimental outcomes of excessive commitment to the job and the organisation and examines the implications of over-commitment for individuals, organisations and values within society. Future research and human resource management should be based upon a more balanced view of the interaction between job demands and the person's off-the-job interests, commitments and responsibilities.