Multiple roles and organizational commitment

Using role theory as a conceptual framework, the influence of extra‐organizational ties on the employee's level of organizational commitment is explored in the present study. Two competing models of the relationship between work and outside work ties are proposed: an expansion model which holds that individuals view the available supply of energy and effort as abundant and expandable, and a scarcity model which posits that strong commitment to one role may preclude attachment to other roles. The findings reveal that level of organizational commitment is not substantively related to effort devoted to outside work claimants nor to their perceived importance. It appears that employees generally manage work and outside work spheres separately and levels of organizational commitment are relatively immune from the influence of outside work claimants.