The reciprocal relationship between affective organizational commitment and role overload: When autonomy need satisfaction meets the individual self‐concept

• Published in: Journal of occupational and organizational psychology Vol. 93; no. 2; pp. 353 - 380
• Main Authors: Tang, Wei‐Gang, Vandenberghe, Christian
• Format: Journal Article
• Language: English
• Published: Leicester British Psychological Society 01.06.2020
• Subjects: affective organizational commitment; Autonomy; autonomy need satisfaction; Concepts; Downsizing; Employees; Identity formation; individual self‐concept; Occupational psychology; Organizational commitment; Panel data; role overload; Self concept
• ISSN: 0963-1798; 2044-8325
• DOI: 10.1111/joop.12295

This study examines the mediating role of autonomy need satisfaction in the reciprocal relationship between affective organizational commitment (AOC) and role overload over time, and the moderating role of the individual self‐concept. Using panel data collected at two points in time from 263 employees working for different organizations across various industries in China, we found that autonomy need satisfaction mediated a positive relationship from AOC to role overload over time. In contrast, the reciprocal sequential relationship from role overload to AOC through autonomy need satisfaction was non‐significant. Finally, the employees’ individual self‐concept acted as a moderator such that the relationship from autonomy need satisfaction to role overload over time was stronger (vs. weaker) when employees’ individual self‐concept was high (vs. low). We discuss the implications of these findings for future research on employee commitment, autonomy need satisfaction, and role overload. Practitioner points Autonomy need satisfaction was related to increased role overload over time. Affective organizational commitment was indirectly related to increased role overload through autonomy need satisfaction. The relationship from autonomy need satisfaction to role overload was stronger when the individual self‐concept was high. Employees’ sense of individuation is a central aspect of how role overload develops.