The pluralism of commitment: The New Zealand fire service

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dc.contributor.authorKeef, Stephen
dc.contributor.authorHarcourt, Mark
dc.date.accessioned2010-10-27T22:09:58Z
dc.date.available2010-10-27T22:09:58Z
dc.date.issued2001
dc.description.abstractThis study examined the relationships between organizational commitment and three contituency-specific commitments for firefighters and station officers employed by the New Zealand Fire Service. The subjects were firefighters employed by the New Zealand Fire Service. Commitment to firefighters, station officers, senior management, and the Fire Service were measured using the Cook and Wall (1980) scale. We found that constituency-specific commitments explained approximately 30 percent of the variance in organizational commitment, four-fifths of which was explained by commitment to operational staff and the remaining fifth by commitment to senior management. The degree to which the results were a reflection of the industrial relations climate remains to be seen.en_NZ
dc.identifier.citationKeef, S. & Harcourt, M. (2001). The pluralism of commitment: The New Zealand fire service. The pluralism of commitment: The New Zealand fire service. Research and Practice in Human Resource Management, 9(2), 93-106.en_NZ
dc.identifier.urihttps://hdl.handle.net/10289/4718
dc.language.isoen
dc.publisherSingapore Human Resources Instituteen_NZ
dc.relation.isPartOfResearch and Practice in Human Resource Managementen_NZ
dc.relation.urihttp://rphrm.curtin.edu.au/2001/issue2/commitment.htmlen_NZ
dc.subjectNew Zealanden_NZ
dc.subjectFire Serviceen_NZ
dc.subjectfirelighteren_NZ
dc.titleThe pluralism of commitment: The New Zealand fire serviceen_NZ
dc.typeJournal Articleen_NZ
pubs.begin-page93en_NZ
pubs.elements-id42189
pubs.end-page106en_NZ
pubs.issue2en_NZ
pubs.volume9en_NZ
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