JAIPUR NATIONAL UNIVERSITY

BBA -
307
A PROJECT ON
“EMPLOYEE COMMITTMENT”

Submitted to the School of Distance Education & Learning in partial

fulfillment of the requirements for the award of the degree Bachelor
of Business Administration (BBA)
2019

SUPERVISOR: SUBMITTED
BY: Mr. Karthikeyan S ArunKumar S
Project Manager Enrolment No: JNU-jpr/de/18/01/88/00494
Bluewater, Dubai Roll No.: 0270120180072

Jaipur National
University
School of Distance Education &
Learning
Jagatpura, Near New RTO, Agra By-pass Road Jaipur-
302017

1
 CERTIFICATE OF ORIGINALITY

This is to certify that the project report entitled "EMPLOYEE

COMMITMENT " submitted to Jaipur National University, Jaipur in
partial fulfillment of the requirement for the award of the degree of
Bachelor of Business Administration (BBA), is an authentic and original
work carried out by ArunKumar S with enrolment no. JNU-
jpr/de/18/01/88/00494 under my supervision and guidance.

The matter embodied in this project is genuine work done by the student
and has not been submitted whether to this University or to any other
University / Institute for the fulfillment of the requirements of any course
of study.

……………………… ………………………
Signature of the Student Signature of the
Guide Date: …………… Date:
……………..
ArunKumar S Mr. Karthikeyan S
Address: M.Tech
137, USA Trade Centre, Project Manager
Sharjah, UAE Address of the Guide:
PO 28008 137, USA Trade Centre,
Enrolment No.: JNU-jpr/de/18/01/88/00494 Sharjah, UAE

2
 CERTIFICATE

This is to certify ArunKumar S, a Bonafede student of Bachelor of Business

Administration, Jaipur National University enrolled for the batch 2017-2019,
enrollment number JNU-jpr/de/18/01/88/00494 has done the project specializing
in the field of “Employee Commitment” under my Supervision.

PROJECT INTERNAL GUIDE

3
 (Ms. Gauri Dhingra)

ACKNOWLEDGEMENT

I wish to acknowledge the generous support provided by Mr.Karthikeyan S,

Project Manager, who guided , supervised our project & providing us an
opportunity for practical training. He is very kind, helpful and ready to remove
the constraints all the time.
I also express my sincere gratitude towards all the employees of the company for
providing us a chance to do our survey. They fully co-operate which helped me to
complete my project work.

Objectives

4
The main objective of this project is to analysis the type of employee
commitment, factor affecting employee commitment, its benefit to
organization and ways of enhancing employee commitment.

5
Table of contents

1. Introduction…………………………………………………………………
……07

2. Review
Literature………………………………………………………………..08

3. Models of
commitment…………………………………………………………………
……10

4. Factors affecting employee

commitment…………………………………………………………………
….....16

5. Benefits of employee
commitment…………………………………………………........................
......22

6. Negative effects of low

commitment…………………………………………………………………
....….24

7. Measuring employee
commitment………………………………………………............................
......25

8. Ways of enhancing employee

commitment………………………………………………..
………………………26

9. Developing an Engagement
strategy………………………………………………....................................
......35

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 10.Recommendations…………………………………………………………..
....…36

11.Questionnaire…………………………………………………………..
………….37

12.Survey………………………………………………………………………
……….42

13.Summary &
conclusion…………………………………………………………………
…….…48

14.Bibliography………………………………………………………………
…….…50

CHAPTER-1

Introduction

The effective functioning of an organization highly depends on the

commitment of its employees. In fact, the commitment of employees may be

a key factor that determines the success of a company in the modern world

since, in the situation of the growing competition and the constant

implementation of new technologies a company needs to have well-qualified

and reliable personnel to maintain its position in the market. At the same

time, the effectiveness and productivity of work of employees still remain

the major factors that can contribute to the progress of the company. On

the other hand, nowadays it is obvious that financial stimuli solely can

7
hardly motivate employees to work more effectively and productively. In

such a situation, employees commitment turns to be of a paramount

importance since it is due to the high commitment of employees they can

perform positive results of their work, increase its effectiveness and

productivity, while low commitment leads, as a rule, to poor results of the

functioning of the entire organization.

Employee commitment

Employee commitment in the fields of Organizational Behavior and

Industrial/Organizational Psychology is, in a general sense, the employee's
psychological attachment to the organization. It can be contrasted with
other work-related attitudes, such as job satisfaction, defined as an
employee's feelings about their job, and organizational identification,
defined as the degree to which an employee experiences a 'sense of oneness'
with their organization.
Beyond this general sense, organizational scientists have developed many
nuanced definitions of organizational commitment, and numerous scales to
measure them. Exemplary of this work is Meyer & Allen's model of
commitment, which was developed to integrate numerous definitions of
commitment that had proliferated in the literature.

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 DEFINATION OF TERMS

EMPLOYEE COMMITMENT

It is the psychological bond of an employee to an organization, the strength of

which depends on the degree of employee involvement, employee loyalty and
belief in the values of the organization.

As defined by Poter (1974) Employee commitment is the relative strength of the

individual's identification with and involvement in a particular organization. It
consists of three factors:

 A strong desire to remain a member of the organization

9
  A strong belief in, and acceptance of, the values and goals of the
organization.

 A readiness to exert considerable effort on behalf of the organization.

MODELS OF COMMITMENT

A THREE MODEL CONCEPTUALIZATION OF ORGANIZATION

COMMITMENT.
This model of organizational commitment model was developed by Meyer and

Allen.

10
According to the model, organizational commitment reflects at least three

general themes.

1. Affective commitment to the organization

2. Continuance Commitment – The perceived cost associated with leaving it

3. Normative Commitment- The obligation to remain with it.

Affective Commitment

It’s the employees emotional attachment to, identification with and involvement

in the organization.

Employees with a strong affective commitment continue employment with the

organization because they want to.

Continuance Commitment

I t refers to an awareness of the costs associated with leaving the organization.

The potential cost of leaving an organization include the threat of The

individual commits to the organization because he/she perceives high costs of

losing organizational membership including economic costs (such as pension

accruals) and social costs (friendship ties with co-workers) that could be

incurred. The employee remains with the organization because he/she “has to”.

NORTMATIVE COMMITMENTS

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Refers to a feeling of obligation to continue employment . Employees in this

category remain in the organization because they feel they ought to.

Organization can develop normative commitment by providing reward in

advance e.g. paying college tuition. Normative pressures may also make an

individual feel that they ought to remain within the organization.

Acknowledging these investments makes employees feel a sense of obligation to

reciprocate by committing themselves to the organization until the debt has been

paid. One important point is that not all forms of employee commitment are

positively associated with superior performance (Meyer & Allen, 1997). For

example, an employee who has low affective and normative commitment, but

who has high continuance commitment is unlikely to yield performance

benefits. The main reason such an employee remains with an organisation is for

the negative reason that the costs associated with leaving are too great.

THE HIGH COMMITMENT MODEL. ( IN STRATEGIC HRM.)

This model embraces workforce commitment and identification with the

organizations values and goals. The main features of high commitment model

are:

1. Development of career ladders and emphasis on trainability and commitment

as highly characteristic of employees at all levels in the organization.

2. A high level of functional flexibility with the abandonment of potentially

rigid job descriptions.

3. The reduction of hierarchies and the ending of status differentials.

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4. Heavy reliance on the team structure for dissemination of information (team

building) structure work and problem solving.

TYPES OF COMMITMENT
O’Malley (2000) contends that a review of the commitment literature produces

five general factors which relate to the development of employee commitment:

Affiliative Commitment:

An organization’s interests and values are compatible with those of the

employee, and the employee feels accepted by the social environment of the

organization.

Associative Commitment:

Organizational membership increases employees’ self-esteem and status. The

employee feels privileged to be associated with the organisation.

Moral Commitment:

Employees perceive the organization to be on their side and the organization

evokes a sense of mutual obligation in which both the organization and the

employee feel a sense of responsibility to each other. This type of commitment

is also frequently referred to in the literature as Normative Commitment.

Affective commitment:

Employees derive satisfaction from their work and their colleagues, and their

work environment is supportive of that satisfaction. Some researchers (eg Allen

& Meyer, 1991) suggest that this is the most important form of commitment as it

13
has the most potential benefits for organizations. Employees who have high

affective commitment are those who will go beyond the call of duty for the good

of the organization. In recent literature this form of commitment has also been

referred to as ‘engagement’ and is the form of commitment that is most usually

measured by organizations.

Structural commitment:

Employees believe they are involved in a fair economic exchange in which they

benefit from the relationship in material ways. There are enticements to enter

and remain in the organization and there are barriers to leaving. This type of

commitment is also frequently referred to in the literature as Continuance

Commitment.

FACTOR EFFECTING EMPLOYEE COMMITMENT

The workplace is a dynamic field and to remain competitive, employee

commitment is important..The following factors affect employee comittemnt:

Workplace values.

If employees believe that their organization values quality products they will

engage in behaviors’ that will contribute to high quality. If employees are

convinced that their organization values participation they will be more likely to

feel as though their participation will make a difference.

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They will thus be motivated and be more willing to seek solutions and make

suggestions to contribute to the organization success.

Subordinate – supervisor interpersonal relationship.

Supervisors behavior include sharing appropriate information, allowing

mutuality of influence, recognizing and rewarding good performance and not

abusing the vulnerability of others . The extent to which the supervisor displays

these behaviors will thus largely determine subordinate commitment level

Job characteristics.

The extent that a job is structured to provide regular feedback and autonomy as

well as a sense of task completion.An increase in perceived control strengthens

emotional bonds with an organization. A heightened sense of personal control

has a positive consequence for employee’s attitudes and behaviors’ at

work.When tasks are Intrinsically satisfying, employees tend to be more

committed.Commitment is low when employees are given repetitive routine

15
tasks to complete.A job that allows a high degree of autonomy and the absence

of close supervision increases commitment.

Demographics
1.AGE.
2.GENDER
3.MARITAL STATUS

DEVELOPING AN EMPLOYER BRAND.

As Troy points out, increasingly organizations are attempting to communicate

with prospective employees in a coherent manner by developing an employer

brand. The brand should condense the basic nature of the organization, what its

values are and what it would be like to work there. The principal purpose of the

brand is to efficiently bring employers and employees together in order to

establish a relationship. Thus, a good brand should convey both the unique

benefits of the organizational environment and the type of person who is likely

to do well in that setting. The organization must then ensure that it delivers these

promises to its employees, or its efforts will have been wasted. Employers

should, therefore, devote a portion of the selection process to assessing cultural

fit.

Met Expectations

Employees will be more committed if there is a good match between what the

person is looking for in a job, and what the job provides . Commitment will be

greater when employees’ experiences on the job match their expectations.

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Unmet expectations are a source of low morale and dissatisfaction. Such

expectations usually relate to the type of work employees are given to do and the

opportunities they receive for Training and Development.

Factors affecting commitment.

1. Strategic level

-supportive business strategies

-Top management value of commitment

-Effective voice of HR in strategy making

2. HR policy level

-staffing based on employment stabilization

- investing on training and development

-continent compensation that reinforces cooperation

3. Workplace level

- Selection based on high standards

-Job design and team work

-employee involvement in problem solving

Benefits of employee commitment

High level of employee commitments means that employees are really

enthusiastic about their job and, their performance will be better as well as the

effectiveness and productivity of their work higher.Employee commitment also

evokes a profound interest of an employee to his/her work. This means that

17
he/she enjoys the job he/she does. Consequently, the level of employees’

satisfaction will be high if they are really committed to their work.

Employee commitment may be also cost saving since committed employees are

highly motivated that means that they do not need increasing financial rewards

for their work, though it does not necessarily mean that employees should not

receive financial rewards at all, but the expenses of the organization at this point

may decrease.The performance benefits accrued from increased employee

commitment have been widely demonstrated in the literature. To list but a few,

these include:

i. increased job satisfaction

ii. increased job performance

iii. increased total return to shareholders .

iv. increased sales

v. decreased employee turnover

vi. decreased absenteeism

Employee commitment should be viewed as a business necessity. Organizations

who have difficulty in retaining and replacing competent employees will find it

hard to optimize performance. There are not only the immediate expenses of the

18
recruitment process, but other hidden costs such as management time and lost

productivity as new employees take time to become effective in their roles.

NEGATIVE EFFECTS OF LOW EMPLOYEE COMMITMENT

Low commitment of employees may lead to negative results and undermine the

normal functioning of an organization or, at any rate, decrease the effectiveness

of work of employees considerably. The low employee commitment has a

number of disadvantages which deteriorate the work of each employee and the

entire organization Low commitment leads to the low level of interest of

employees in their work. Consequently, if employees are not sufficiently

interested in their work they will naturally work worse than they can. In other

words, the low commitment decreases the effectiveness and productivity of

work for employees are not really interested in their work and its outcomes.

Naturally, in such a situation, they can hardly be interested in a positive

performance of the organization they work for.

MEASURING EMPLOYEE COMMITMENT

This can be done through an attitude survey, employee satisfaction survey,

employee commitment survey and performance appraisals. Questioners are

19
usually administered to collect relevant data that management later uses when

deciding ways of increasing employee commitment.

WAYS OF ENHANCING EMPLOYEE COMMITMENT Organizations

can use various strategies to increase employee commitment. This strategies

include:

Induction and Training

The induction programme should be the final step of the recruitment and

selection process. A good induction programme will make new employees more

familiar with and more at ease within the organization. Employees enter the

organization with an assumption of compatibility and should be welcomed.

Relationships with Managers

This refers to how the quality of the relationship between managers and their

employees relates to the development of commitment. Employees’ commitment

20
reflects their day to day contacts with their line managers about their job, and

the way in which objective targets are set. Effective communication on job-

related issues is a key ingredient in securing individual performance.

Relationships with Colleagues

Emotional attachment to colleagues in the workplace is an important element of

commitment, though It is not enough on its own. Organizations that want to
build high levels of commitment should look for ways to build this through
group activities both in and out of work

Group Membership

To build commitment, being a member of a particular organization must not

only satisfy employees’ social need to affiliate and belong, but must also create

a sense of collective identity that differentiates the group from other

organizations.. The more exposure that employees have to these features, the

more likely they will be to feel like a part of the group and to incorporate that

membership into their concept of who they are.

Organizational Justice and Trust

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It is also argued that employees evaluate their experiences at work in terms of

whether they are fair and reflect a concern on the part of the organization for the

well-being of the employees . Treating employees fairly, communicates the

message that management is commitment to the employees. This suggests that

organizations wanting to foster greater commitment from their employees must

first provide evidence of their commitment to their employees.

Other Tools for Enhancing Employee commitment are:

 Promotion

 Work-Life Balance

 Job Satisfaction

 Pay and Rewards.

DEVELOPING HR PRACTICES THAT ENHANCE

COMMITMENT.

According to Armstrong 2005 the following practices contribute to increase of

employee commitment.

1. Advise in methods of communicating the values and aims of management

and achievements of the organization, so that employees are more likely

to identify with it as one they are proud to work for.

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 2. Emphasize to management that commitment is a two way process

employees cannot be expected to be committed to the organization unless

management demonstrates that it is committed to them.

3. Impress on the management the need to develop a climate of trust by

being honest with people, treating them fairly justly and consistently,

keeping its word and showing willingness to listen to the comments and

suggestions made by employees

DEVELOPING AN ENGAGEMENT STRATEGY.

An Engagement strategy is based on the high commitment.It aims to develop

commitment using the following approaches.

1. Developing ownership.

I t involves involving employees in those decisions that affect them so that they

feel they own, i.e. Create a feeling of ownership among employees, listening to

their ideas. Employees should feel they are genuinely accepted by the

management.

2. Communication programmes

Commitment can only be gained if people understand what they are expected to

commit to. Thus in sufficient attention should be paid when delivering messages

23
so that right information is passed. Proper use of newsletters, briefing groups

videos and notice boards should be emphasized.

3. Leadership development.

Commitment is enhanced if managers can gain the confidence and respect of

their teams. Management training should therefore be used to increase the

competence of managers thus making them efficient enough to cultivate a sense

of commitment in their teams.

4. Developing a sense of excitement.

Concentrating on the intrinsic motivating factors e.g. achievement,

responsibility and recognition creates job excitement, which leads to

commitment. Management should thus give their staff the scope to use their

skills and abilities and design jobs which encourage creativity and

innovativeness, avoid monotony

RECOMMENDATIONS

Having examined the concept of employee commitment our group gave the

following recommendations that would enhance the commitment of employee in

the workplace.

Fair profit sharing based on an established policy that seeks to make employees

feel that the management is commited to them, regular team building activities

24
and designing jobs so that there is flexi time for those employees who may not

be in a position to work between 8am – 5pm.

Providing such incentives e.g. Medical scheme, housing scheme, car loans,

furniture loans, pension scheme and increasing the number of year’s employees

can work in an organization even after reaching the retirement age sends the

message that the organization is committed to its employees and so the

employees in turn will seek to be committed to the organization.

Another way of enhancing employee commitment is by conducting exit

interviews, since the interviewee will be leaving the organization it is believed

that they will reveal loopholes in the management or job design that contribute

to low morale among employees. The management can then use the information

to put necessary measures in place to enable employees develop commitment in

their work.

Management should also ensure that confidentially is practiced especially where

there is sensitive information concerning employees. Such information may

include health status, marital issues,financial position of employees among

many others.

The following values should also be practiced.

1. Fairness

2. Trust

3. Concern for employees.

CHAPTER-2

25
 REVIEW OF LITERATURE
 
EMPLOYEE ENGAGEMENT

Different definitions by different people:

1. Almost 20 years ago, ethnographic researcher W. A. Kahn (1990) in his

book first conceptualized “EMPLOYEE ENGAGEMENT” as the
“harnessing of organizational members‟ selves to their work roles”. In
engagement, people employ and express themselves physically,
cognitively, and emotionally during role performances.

2. Put simply, Employee Engagement exists “when the employee feels:

 Physically
 Intellectually
 Emotionally

3.“Employee engagement is the involvement with and enthusiasm for work”

   
According to Nelson & Simmons:
, “Employee engagement has been defined more completely when employees
feel positive emotions toward their work, find their work to be personally
meaningful, consider their workload to be manageable, and have hope about the
future of their work”.
 
 Stay
They have an intense desire to be a part of the organization and they stay
with that organization;

 
 Say
They advocate for the organization by referring potential employees and
customers, are positive with co-workers and are constructive in their
criticism;

 Strive
They exert extra effort and engage in behaviors that contribute to
business success

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Researchers from the Institute of Employment Studies, Robinson, Perryman &
Hayday (2004) define employee engagement as „a positive attitude held by the
employee towards the organisation and its values. An engaged employee is
aware of business context, and works with colleagues to improve performance
within the job for the benefit of the organisation. The organisation must work to
develop and nurture engagement, which requires a two-way relationship
between employer and employee‟ . This definition emphasises a positive
attitude towards the organisation and highlights an important aspect of
engagement in that it is a two way process. Hewitt Associates‟ definition of
employee engagement, „the state of emotional and intellectual commitment to
the organisation or group producing behaviour that will help fulfil an
organisation‟s promise to customers-and in so doing, improve business
results‟ also refers to a connection to the organisation rather than
one‟s work. This definition also uses a related concept, commitment, which
could further confuse engagement with other well-validated constructs. Other
authors also use the term commitment when referring to employee engagement.
For example: Flemming, Coffman & Harter (2005) as cited in (Little & Little,
2006) used the term committed employees as a synonym for engaged
employees.

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 CHAPTER-3

RESEARCH DESIGN AND METHODOLOGY

THE RESEARCH PROBLEM

The problem formulation is the first step to a successful research process. The
project undertakes the problem of analyzing the factor affecting the employee
commitment in TGK INDIA and to identify the different ways and strategies to
enhance the commitment of employees.

THE RESEARCH OBJECTIVE

 To identify the effect of Vikram 750D on various automotive range.

 Customer’s preferences, buying attitude and the product image of Vikram

750 D in loader segment.

 To identify the competitors in the loader segment of three wheelers in

CNG and the loader segment where a company need to change or add
something.

 To study customer’s post purchase behavior for the product ,brand and the
company.

 To study the customer perception about Vikram 750 D in loader segment.

THE RESEARCH DESIGN

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The research design used in the project is Descriptive Design.
The investigation is carried upon the employee’s of the TGK INDIA. The reason
for choosing this design is to identify and analysis the factor affecting the
employee commitment.

THE DATA SOURCE

Available with me was the employees‘ database which was a reliable and
authentic source and from those documents maintained by HR department I
used to distribute the questionnaire to the employees. It consisted of the first
hand source of data collected through the questionnaires from the respondents..

DATA COLLECTION METHOD

The data collection method used is primary data source. It was done by
collection of information from the respondents by me.
The method of gathering information is
 Survey Method i.e. through structured questionnaire
 observation

THE ANALYTICAL TOOLS USED

The analytical tools used are mostly graphical ; in nature which include
 Pie Chart
 Table

THE SAMPLE SIZE

The sample size consists of 25 units which are the most logical and unbiased
response.

29
 CHAPTER-4

DATA ANALYSIS AND PRESENTATION

1. AGE OF THE RESPONDENT

a. Below 25
b. 25-35
c. 35-45
d. Above 45

Table-1

The table represents the number of respondents and their Age

Below 25 25-35 35-45 Above 45

8 12 2 3

30
 Below 25
25-35
35-45
above 45

2. Gender of the Respondent

a. Male
b. Female

TABLE-2

Gender
Male Female
16 9

31
 Male Female

3. How far you satisfied with the working hours?

a. Highly satisfied 
b. Satisfied
c. Dissatisfied
d. Highly Dissatisfied

 
TABLE-3

Highly Satisfied Satisfied Dissatisfied Highly Dissatisfied

2 8 10 5

32
 highly satisfied
satisfied
Highly dissatisfied
dissatisfied

4. Does the organization polices are clearly communicated?

a. Yes 
b. No

TABLE-4

YES NO
21 4

33
 YES
NO

5. Have you been provided with proper skill and training

a. Agree
b. Disagree

TABLE-5

34
 Agree Disagree

20 5

Agree

Disagree

6. Does the company provide attractive opportunities for your career?

a. Strongly agree 
b. Agree
c. Strongly Disagree
d. Disagree

TABLE-6

35
 Strongly agree Agree Disagree Strongly
disagree
5 4 10 6

Strongly Agree
Agree
Disagree
Strongly Disagree

7. Does your superior clearly explains about your tasks and responsibilities assign to you?
a. Strongly agree 
b. Agree
c. Strongly Disagree
d. Disagree

TABLE-7

Strongly agree Agree Disagree Strongly

disagree
4 15 3 36 3
 Strongly agree
Agree
Disagree
Strongly Disagree

8. Does workload have been distributed equally throughout unit?

a. Yes 
b. No

TABLE-8

37
 YES No

16 9

Yes
No

9. Have you been satisfied with the level of pay do you receive?
a. Highly satisfied 
b. Satisfied
c. Dissatisfied
d. Highly Dissatisfied

TABLE-9

38
 Highly Satisfied Dissatisfied Highly
Satisfied Dissatisfied
2 6 12 5

highly satisfied
satisfied
Highly satisfied
dissatisfied

10. Your job is made to have participative decision making?

a. Strongly Agree 
b. Agree
c. Disagree
d. Strongly Disagree

TABLE-10

Strongly agree Agree Disagree Strongly

disagree
4 15 2 4
39
 Strongly agree
Agree
Disagree
Strongly disagree

11. Your good performance is reinforced by a reward system.

a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

TABLE-11

40
Strongly agree Agree Disagree Strongly
disagree
14 6 3 2

Strongly agree
Agree
Disagree
Strongly disagree

12. Your idea is considered by your superior 

a. Always 
b. Rarely
c. Sometimes
d. Never 

TABLE-12

41
Always Rarely Sometimes Never

4 5 10 6

Strongly agree
Agree
Disagree
Strongly disagree

13. Do the company have enough career development opportunities?

a. Yes 
b. No

TABLE-13

42
 YES No

16 9

Yes
No

14. Does your work has been monitored by your supervisor ?

a. Regular basis 
b. Very Often
c. Sometimes
d. Rarely
e. Never 

TABLE-14

43
 Regular Very Sometimes Rarely Never
Basis Often
17 4 2 2 0
 

Regular Basis
Very Often
Sometimes
Rarely
Never

15. My superior has a friendly working relationship with all the team members
a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

TABLE-15

44
Strongly agree Agree Disagree Strongly
disagree
7 13 3 2

Strongly agree
Agree
Disagree
Strongly disagree

Summary

This project has presented a review of the current thinking about defining and

creating employee commitment, which is an evolving topic currently receiving

considerable attention. It has been identified as a multi-dimensional concept

which has important impacts on an organization through its effects on employee

performance, turnover and absence, and via its influence on customer attitudes

to the bottom line.

45
Commitment can be divided into five components, each of which are created by

different factors. These are defined as follows:

Affiliative: The compatibility of the employee’s and the organization’s interests

and values.

Associative: The employee’s perception of belonging to the organization.

Moral: The sense of mutual obligation between the employee and the

organization.

Affective: The feeling of job satisfaction experienced by the employee.

Structural: The belief that the employee is engaged in a fair economic

exchange.

Job satisfaction is an important component of commitment, but should not be

perceived as equivalent to it. Commitment has more positive outcomes for the

organization in terms of employee performance. Job satisfaction can be

promoted by making work as enjoyable as possible, providing growth and

development opportunities and making provisions for staff to assist them in

balancing their work and personal lives.Once established, commitment has to be

maintained by ensuring staff have clear roles and responsibilities, and an

understanding of what is required of them in their jobs. Good communication

and openness throughout the organization is vital, especially in times of change.

Conclusion

46
It is possible to conclude that employee commitment is a very significant factor

contributing to the positive organizational outcomes. It may increase

productivity, effectiveness of work and motivation of employees, while low

commitment leads to the opposite outcomes. At the same time it is necessary to

maintain high level of employee commitment through leadership, development,

empowerment, and supervision.

Radical organizational changes often lead to reduced commitment caused by

increased job insecurity, increased stress, decreased trust and job redesign. Since

organizational commitment has strong correlation with job performances it is

very important to reinforce it by applying the right human resources polices. An

employee commitment doesn’t comes from P.S.U or Private sector

organization .It matters how the company takes care of its employee, attract and

retain them in an organization. It matters how the company provides them an

opportunity to grow and develop to give better results.

47
 Bibliography

1.Allen, N.J., & Meyer, J.P. 1990.

(The measurement and antecedents of affective, continuance, and

normative commitment to the organization).

2.Caldwell, D.F. & O’Reilly, C.A. 1990.

(Measuring person-job fit within a profile comparison process.)

3.Cohen A 1993
( ‘Age and tenure in relation to organizational commitment: A meta-
analysis)

4.Dunham, R.B., Grube, J.A. & Castenada, M.B. 1994.

( Organizational commitment: The utility of an integrative definition.)

5.Gary,d (2005) Human resource management

1. www.hrzone.com
2. www.aon.com
3. www.expressitpeople.com
4. www.watsonwyatt.com
5. www.merceric.com
6. www.emgcorp.com

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 QUESTIONNAIRE

1. Age of the respondent

a. Below 25
b. 25-35
c. 35-45
d. Above 45

2.Gender of the Respondent Male Female

3. How far you satisfied with the working hours?

a. Highly satisfied 
b. Satisfied
c. Dissatisfied.
d. Highly Dissatisfied
 
4. Does the organization polices are clearly communicated?
a. Yes 
b. No

5. Have you been provided with proper skill and training

a. Agree
b. Disagree

6. Does the company provide attractive opportunities for your career?

a. Strongly agree 
b. Agree
c. Strongly Disagree
d. Disagree
 
7. Does your superior clearly explains about your tasks and responsibilities assign to you?
a. Strongly agree 
b. Agree
c. Strongly Disagree
d. Disagree

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8. Does workload have been distributed equally throughout unit?
a. Yes 
b. No

9. Have you been satisfied with the level of pay do you receive?
a. Highly satisfied 
b. Satisfied
c. Dissatisfied
d. Highly Dissatisfied
 

10. Your job is made to have participative decision making?

a. Strongly Agree 
b. Agree
c. Disagree
d. Strongly Disagree

11. Your good performance is reinforced by a reward system.

a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

12. Your idea is considered by your superior 

a. Always 
b. Rarely
c. Sometimes
d. Never 
 
13. Do the company have enough career development opportunities?
a. Yes 
b. No

14. Does your work has been monitored by your supervisor ?

a. Regular basis 
b. Very Often
c. Sometimes
d. Rarely
e. Never 

50
 
15. My superior has a friendly working relationship with all the team members
a. Strongly Agree
b. Agree
c. Disagree
d. Strongly Disagree

51