We investigated employee commitment to the supervisor and supervisor commitment to the employee within employee–supervisor dyads. We examined the relationships among four commitment mindsets (affective normative continuance-sacrifices and continuance-alternatives) across members of the dyads and their relationships to employee job performance. Using a sample of 300 employee–supervisor dyads from health care organizations HLM analyses revealed that supervisor positive commitments (i.e. affective normative continuance-sacrifices) generally related significantly to employee positive commitments. Moreover supervisor commitment moderated the relationship of employee affective commitment to job performance such that when supervisor affective normative and continuance-sacrifices commitments were high the relationship between employee affective commitment and performance was weaker. We discuss the implications of these findings for the understanding of employee–supervisor relationships.
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