“How and when do callings predict job performance? The role of organizational commitment and ideological contract fulfillment,” Human Relations, 71(10): 1319-1347.
(Selected as Top Papers Published in 2018)
Abstract
Do individuals with callings perform better than those without? Why or why not? There
are not clear answers to these questions in the literature. Using a social exchange
framework, we posit an intervening process between callings and job performance,
focusing on the role of organizational commitment and ideological contract fulfillment – the
degree to which organizations live up to their ideological promises. Specifically, individuals
with callings will be more committed to their organization, and this commitment, in turn,
leads to job performance. Further, this relationship of calling to job performance through commitment will be attenuated when employees perceive under-fulfillment of ideological
contract. We found support for these hypotheses across three studies that utilized
self- or supervisor-rated performance data from a non-profit organization and multiple
for-profit organizations. Interestingly, while the relationship between commitment
and performance did depend on fulfillment of the ideological psychological contract,
contrary to our prediction, the calling-commitment relationship was not attenuated by
under-fulfillment of ideological contract. Our findings deepen our understanding of the
organizational implications of callings from a social exchange-based perspective. This
study further informs practitioners as to hiring and motivating individuals with a calling.