Spritzer, Lindsay, authorChermack, Thomas, advisorLynham, Sue, committee memberFolkstad, James, committee memberGibbons, Alyssa, committee member2024-01-012024-01-012023https://hdl.handle.net/10217/237442The importance of employee commitment to an organization is well documented in literature, however, there is a gap in literature of how to increase affective engagement if an employee is not affectively engaged. This study worked with a United States oil and gas company to explore if career development planning would be affective in increasing affective engagement through a quasi-experimental study. The study found that career development planning was beneficial in increasing affective engagement for already affectively engaged employees and for employees who are staying with an organization out of a feeling of obligation as measured by the three-component model (TCM) survey instrument. The results did not appear to be effective for employees who are continuously engaged as measured by the three-component model or for overall commitment as measured by the organizational commitment questionnaire (OCM).born digitaldoctoral dissertationsengCopyright and other restrictions may apply. User is responsible for compliance with all applicable laws. For information about copyright law, please see https://libguides.colostate.edu/copyright.employee commitmentcareer development planningText