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The purpose of this paper is to examine the influence of gender on the organizational commitments of managers in community-based organizations.

A total of 327 managers in community-based organizations were asked about their work attitudes. LISREL analysis was performed. The dependent variable was the intention to withdraw from the organization. The questionnaires were mailed to the sampled population. In all, 202 questionnaires were returned, representing a 62 percent response rate.

Findings show that for women, job involvement was related to affective organizational commitment and to career commitment, but not to continuance organizational commitment. The current research offers an alternative path structure to that of Randall and Cote’s (1991) original model, which does not relate job involvement to continuance organizational commitment. As for men, the author found a significant relationship between job involvement, career commitment, and affective organizational commitment. Hence, men’s work attitudes in this study are consistent with those elicited in the original research model. Regarding the factors influencing withdrawal intentions among women, the author found that career commitment influenced the initial intention to withdraw from the organization and thinking of quitting. The author also found that affective organizational commitment influenced initial intention to withdraw, thinking of quitting, and search intentions. Among men, there was a significant relationship between job involvement, career commitment, and affective organizational commitment.

Future research should use multiple informants for assessing the model as well as a longitudinal design. Another potential avenue of research is to examine whether the findings hold true across professions and sectors.

The findings are important for community-based organizations because they are not-for-profit organizations; therefore, the provision of good service to the community is based on managers’ high levels of commitment. In addition, results could assist managers in developing a policy to bolster adequate work attitudes by considering the differences between men and women, in order to retain high-quality workers in the organization.

The social contribution of this study derives from the demographic differences found between men and women, and according to the literature that supports the inclusion of different genders, cultures, and social groups in community-based organizations.

The findings are important for community-based organizations because they are not-for-profit organizations and therefore good service to the community is based on high commitment of managers.

This study examines the relationships between joint work commitments, job satisfaction, and job performance of lawyers employed by private law firms in Israel. Based on Morrowʼs (1993) concept of five universal forms of commitment, their interrelationship was tested with respect to the commitment model of Randall and Cote (1991), which appeared to show in previous studies (Cohen, 1999, 2000) a better fit compared to other models. In addition, the study examined the relationship between the commitment model and work attitude and outcome, namely, job satisfaction and job performance. The results show that the commitment model of Randall and Cote was almost fully supported, except for the relationship between job involvement and continuance commitment. This relationship is better understood via career commitment. An interesting finding of this study is that job satisfaction has a mediating role in the relationship between joint work commitment and job performance. The article concludes with suggestions regarding further investigation of the interrelationships between work commitment constructs, and the relationship between joint commitment forms, job satisfaction, and job performance.

The purpose of this article is to identify and test the effectiveness of work strategies employed by regional implementation teams to attain high quality care for diabetes patients.

The study was conducted in a major health maintenance organization (HMO) that provides care for 70 per cent of Israel's diabetes patients. A sequential mixed model design, combining qualitative and quantitative methods was employed. In‐depth interviews were conducted with members of six regional implementation teams, each responsible for the care of 25,000‐34,000 diabetic patients. Content analysis of the interviews revealed that teams employed four key strategies: task‐interdependence, goal‐interdependence, reliance on top‐down standardised processes and team‐learning. These strategies were used to predict the mean percentage performance of eight evidence‐based indicators of diabetes care: percentage of patients with HbA1c < 7 per cent, blood pressure ≤ 130/80 and cholesterol≤100; and performance of: HbA1c tests, LDL cholesterol tests, blood pressure measurements, urine protein tests, and ophthalmic examinations.

Teams were found to vary in their use of the four strategies. Mixed linear models analysis indicated that type of indicator (simple process, compound process, and outcome) and goal interdependence were significantly linked to team effectiveness. For simple‐process indicators, reliance on top‐down standardised processes led to team effectiveness, but for outcome measures this strategy was ineffective, and even counter‐effective. For outcome measures, team‐learning was more beneficial.

The findings have implications for the management of chronic diseases.

The advantage of allowing team members flexibility in the choice of the best work strategy to attain high quality diabetes care is attested.

This study examined the relationships between five work commitments: Protestant work ethic, career commitment, job involvement, continuance commitment and affective commitment. Based on Morrow's concept of five universal forms of commitment, their inter‐relationships were tested in regard to a population of lawyers either employed by, or partners in law firms. The results presented a reconstructed model. The following findings were unique to this reconstructed model: job involvement and career commitment appeared as mediating variables, although, unlike previous models, job involvement was found to be directly related to affective commitment. Furthermore, career commitment was shown to be directly related only to continuous commitment and not to affective commitment. The significance of these findings is discussed in regards to the studied population as well as to further investigations.