co-workers) that would be incurred. The employee remains a memberof the organization because he/she "has to".
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
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