Contingent Work, Organizational Commitment and Job Satisfaction: The Case of UOC Associate Teachers Joan Llobet 1, Ma Àngels Fitó 1, Pep Simó 2 1 Department of Economics and Business, Open University of Catalonia (UOC) 2 Department of Management, Polytechnic University of Catalonia (UPC) Purpose: The aim of this paper is to develop research proposals in the field of organizational commitment, particularly in the case of workers who carry two jobs simultaneously. Contact: Currently is widely accepted the definition of the OC construct that is as mindset, which can take different forms and is a force that binds an individual to a particular direction of action in relation to one or more objects (Meyer and Herscovitch, 2001), and that we can conceptually distinguish the motivation (Meyer et al., 2004). From the point of view of multidimensionality, OC is divided into three basic dimensions (Allen and Meyer, 1990): - Affective Commitment (AC): the desire to belong to an organization - Continuance Commitment (CC): the belief that leave the organization will be costly - Normative Commitment (NC): sense of obligation to the organization This research focuses on the study of organizational commitment in associate professor collective at the Open University of Catalonia, in each of his two jobs. Assuming the classic construct proposed by Meyer and Allen (2002) and incorporating structural improvements proposed by Powell and Meyer (2004), we construct the following model: Design/methodology/approach: First we present a review of literature on Organizational Commitment and interactions with other factors such as the Work Satisfaction, Intent to Stay and Behavior in the Organization. Below are research proposals: measurement of organizational commitment to employees occupying two jobs at once, one main and one secondary. The study was carried out using structural equation to data obtained from the survey designed and sent to the selected sample. Findings: In relation to the proposed research organizational commitment of employees holding two jobs at once, introducing different scenarios based on the classical model of organizational commitment. These hypotheses predict possible interactions of organizational commitment construct in both the first and second jobs. It aims to explain the possible interactions, whether positive, negative or zero, the organizational commitment between the first and second jobs. Originality/value: The proposed research aims to improve the existing theory on organizational commitment projecting it to more than one job, and propose new tools for improving the human resources policies of organizations who have / encourage this type of workers. Key words: Organizational Commitment, Intention to Stay, Job Satisfaction, Two Jobs, Contingent Work OC = AC + CC + NC Further research showed that the model was more complex (McGee & Ford, 1987; Meyer et al. 2002), leading to a modification of the scale including two sub-divisions of the continuance commitment. This enables an optimal explanatory power tends to increase the perceived differences between individuals, optimizing their ability to diagnose (Powell and Meyer, 2004): - Perceived lack of alternative employment opportunities (Continuance Commitment Hight Sacrifice, CCHiSac) - And high sacrifice perceived, associated with leaving the organization (Continuance Commitment Low Alternatives, CCLowAlt). OC = AC + CCHiSac + CCLowAlt + NC Theoretical Framework Abstract OC1 = AC1 + CCLowAlt1 + CCHiSac1 + NC1 OC2 = AC2 + CCLowAlt2 + CCHiSac2 + NC2 1 corresponds to the primary occupation 2 corresponds to the secondary occupation Method From this point we will consider how it affects every part of the organizational commitment construct, from the main occupation to the secondary, and vice versa. The methodology will be quantitative, using structural equations model (SEM). Data will be collected by surveys supplied to UOC associate professors. This is the structure of the survey: Model Hypotheses H1 There is a significant and positive relationship between Job Satisfaction and Organizational Commitment of the first occupation with Intention to Stay and Organizational Citizenship Behavior from the first occupation. H2 There is no significant relationship between Job Satisfaction and Organizational Commitment of the first occupation with Intention to Stay and Organizational Citizenship Behavior of the Second Occupation. H3 There is no significant relationship between Job Satisfaction and Organizational Commitment of the second occupation with Intention to Stay and Organizational Citizenship Behavior of the first Occupation. H4 There is a significant and positive relationship between Job Satisfaction and Organizational Commitment of the second occupation with Intention to Stay and Organizational Citizenship Behavior from the second occupation. H5 There is a significant and negative relationship between Job Satisfaction and Organizational Commitment of the first occupation with Job Satisfaction and Organizational Commitment of the second occupation