Employer Policies and Organizational Commitment in Britain 1992–97

An important current of thinking in the last decade has emphasized the need for a shift from control to commitment as the central objective of management employment policies. This paper is concerned to assess whether there was a significant increase in British employees’ commitment to their organizations in the 1990s, using comparative data from two large‐scale and nationally representative surveys carried out in 1992 and 1997. It finds that there was no evidence of an increase in commitment over the period. As in the early part of the decade, employees had only a weak level of attachment to their organizations. The analysis examines a number of factors that have been seen as important determinants of such commitment: changes in the level of skill, task discretion, controls over work performance, and forms of employee involvement. While there were changes in some of these factors that encouraged higher commitment, these were largely cancelled out by a notable decline in the discretion that employees were allowed to exercise over their work.