Personal and organizational responses to work-nonwork interface as related to organizational commitment

This research examined how the response of employees and organizations to the mutual influences between work and other domains was related to 2 forms of organizational commitment (OC): commitment to the local unit and commitment to the head office. All 720 employees of a school district in Western Canada were surveyed by mail questionnaires. Three hundred usable questionnaires were returned, a response rate of 42%. The findings showed that nonwork domain variables affected OC. Positive nonwork-to-work spillover and organizational responses to nonwork, namely separation and respect, were related to commitment to the head office and individual coping strategies were related to commitment to the local unit. The paper concludes with conceptual implications regarding research on OC.