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Employee Commitment

Employee Commitment

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Published by Yuvraj Ghimirey

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Published by: Yuvraj Ghimirey on Oct 05, 2011
Copyright:Attribution Non-commercial


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Employee commitment
Employee commitment
in the fields of Organizational Behavior andIndustrial/Organizational Psychology is, in a general sense, the employee'spsychological attachment to the organization. It can be contrasted withother work-related attitudes, such as job satisfaction, defined as anemployee's feelings about their job, and organizational identification,defined as the degree to which an employee experiences a 'sense ofoneness' with their organization.Beyond this general sense, organizational scientists have developed manynuanced definitions of organizational commitment, and numerous scales tomeasure them. Exemplary of this work is Meyer & Allen's model ofcommitment, which was developed to integrate numerous definitions ofcommitment that had proliferated in the literature.Model of commitmentAccording to Meyer and Allen's (1991) three-component model ofcommitment, prior research indicated that there are three "mind sets" whichcan characterize an employee's commitment to the organization:
Affective Commitment
AC is defined as the employee's positive emotional attachment to theorganization. An employee who is affectively committed stronglyidentifies with the goals of the organization and desires to remain apart of the organization. This employee commits to the organizationbecause he/she "wants to". In developing this concept, Meyer andAllen drew largely on Mowday, Porter, and
(1982) concept ofcommitment, which in turn drew on earlier work by Kanter.
Continuance Commitment
The individual commits to the organization because he/she perceiveshigh costs of losing organizational membership including economiccosts (such as pension accruals) and social costs (friendship ties with
co-workers) that would be incurred. The employee remains a memberof the organization because he/she "has to".
Normative Commitment
The individual commits to and remains with an organization becauseof feelings of obligation. These feelings may derive from manysources. For example, the organization may have invested resourcesin training an employee who then feels a 'moral' obligation to put fortheffort on the job and stay with the organization to 'repay the debt.' Itmay also reflect an internalized norm, developed before the person joins the organization through family or other socialization processes,that one should be loyal to one's organization. The employee stayswith the organization because he/she "ought to".Types of employee discharge
Intellectual Commitment(full)
Emotional Commitment (full)
Financial Commitment (phased)Guidelines to enhance organizational commitment.Five rules help to enhance organizational commitment:
Commit to people-first values
Put it in writing, hire the right-kind managers, and walk the talk.
Clarify and communicate your mission
Clarify the mission and ideology; make itcharismatic;use value-based hiring practices; stress values-based orientation and training;build tradition.
Guarantee organizational justice
Have a comprehensive grievance procedure; provide for extensivetwo-way communications.
Community of practise
Build value-based homogeneity; share and ahare alike; emphasize,cross-utilization, and teamwork; getting people to work together.
Support employee development

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