Professional Documents
Culture Documents
PRESENTED BY
SONDARVA YAGNESH M
M .Sc.(AGRI) 1ST SEM
REG NO : 04 -2664 -2015
organizational commitment
Affective Commitment:
The type of organizational
commitment that is based on
an individual’s desire to
remain in an organization
Continuance Commitment:
The type of organizational
commitment that is based on the
fact that an individual cannot afford
Normative Commitment: to leave.
The type of commitment that is
based on an individual’s perceived
obligation to remain within an
organization.
model of commitment
affective,
continuance
normative commitments.
An employee who is affectively committed strongly identifies with the goals of the
organization and desires to remain a part of the organization.
The problem with these characteristics is that while they can be seen, they cannot be
clearly defined.
Meyer and Allen gave this example that “positive relationships between tenure and
commitment maybe due to tenure-related differences in job status and quality”
Affective Commitment
Continuance Commitment
A desire on the part of an employee to
remain a member of an organization
because of an awareness of the costs
associated with leaving
“Side bets,” or investments, are the gains and losses that may occur should an
individual stay or leave an organization.
An individual may commit to the organization because he/she perceives a high cost
of losing organizational membership
But an individual doesn’t see the positive costs as enough to stay with an
organization they must also take into account the availability of
alternatives (such as another organization),
disrupt personal relationships,
other “side bets” that would be incurred from leaving their organization.
The problem with this is that these “side bets” don’t occur at once but that they
“accumulate with age and tenure
Normative Commitment
These feelings may derive from a strain on an individual before and after joining an
organization.
For example, the organization may have invested resources in training an employee
who then feels a 'moral' obligation to put forth effort on the job and stay with the
organization to 'repay the debt.'
It may 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 stays with the organization because he/she "ought to". But generally if
an individual invest a great deal they will receive “advanced rewards.”
Exit
Ending or restricting organizational
membership
Voice
A constructive response where individuals
attempt to improve the situation
Exit-Voice-Loyalty-Neglect
Loyalty
A passive response where the employee remains
supportive while hoping for improvement
Neglect
Interest and effort in the job is reduced
Exit-Voice-Loyalty-Neglect
Withdrawal
Positive
Employee
Attitudes &
Behaviors
Increasing Job
Changes in Satisfaction & Benefit
pay
structure Organization programs
Commitment
Flexible
work
schedules
Changes in job structure
Compliance stage
Identification stage
Internalization stage
Compliance stage
employee accepting the influence of others mainly to benefit
from them, through remuneration or promotion .
Internalization takes place when the employee finds the values of the organization
to be intrinsically rewarding and congruent with his or her personal values
The employee at this stage develops not only the sense of belonging but passion to
belong to the organization hence the commitment is based on a “want to stay” basis.
The values of the individual are therefore congruent with those of the group and the
organization
Levels of organizational commitment
The “will to stay” suggests that the behavioral tendencies at this level relate
closely with affective dimension of commitment, where individuals stay
because they want
Moderate level of organizational commitment
Job-related factor
Employment opportunities
Personal characteristics
working environment
Positive relationships
Organizational structure
Job-related factor
The job role that is ambiguous may lead to lack of commitment to the organization
and promotional opportunities can also enhance or diminish organizational
commitment
Other job factors that could have an impact on commitment are the level of
responsibility and autonomy.
the higher the level of responsibility and autonomy connected with a given job, the
lesser repetitive and more interesting it is, and the higher the level of commitment
expressed by the person who fill it.
Employment opportunities
Individuals who have a strong perception that they stand a chance of finding
another job may become less committed to the organization as they ponder on
such desirable alternatives.
older employees, those with tenure or seniority, and those who are satisfied
with their own levels of work performance tend to report higher levels of
organizational commitment than others.
This implies that older people are seen to be more committed to the
organization than other age groups. Another personal characteristic that may
affect organizational commitment is associated with gender.
Ownership of any kind gives employees a sense of importance and they feel part of
the decision-making process
Another factor within the work environment that may affect organizational
commitment is work practices in relation to recruitment and selection, performance
appraisal, promotions and management style
Positive relationships
When individuals find the supervisory relationship to be fair in its practices, they tend to be
more committed to the organization.
Other work relationships, such as teams or groups, which exist in the workplace, can affect
organizational commitment. Organizational members can demonstrate commitment when
they are able to find value through work relationships
Organizational structure
"the removal of bureaucratic barriers and the creation of more flexible structure are
more likely to contribute to the enhancement of employee commitment both in
terms of their loyalty and attachment to the organization".
The management can increase the level of commitment by providing the employees
with greater direction and influence
Management style
I
"the answer to the question of employee commitment, morale, loyalty and
attachment may consist not only in providing motivators, but also to remove
demotivators such as styles of management not suited to their context and to
contemporary employee aspirations".
“more flexible and participatory management styles can strongly and positively
enhance organizational commitment”.
Committed organizational members contribute positively to the organization which is not the case
with less committed members. “organizations whose members have higher levels of commitment
show higher performance and productivity and lower levels of absenteeism and tardiness”. This
implies that employees with a high level of commitment tend to take greater efforts to perform
and invest their resources in the organization
Employees who are highly committed do not leave the organization because they are dissatisfied
and tend to take challenging work activities Committed members are normally achievement and
innovative orientated with the ultimate aim of engaging in and improving performance
MANAGING ORGANISATIONAL COMMITMENT
Organizations are continuously faced with the demand and supply challenges of the changing
market. In order for the organization to adapt to the intense competition in the market place
and the rapid changes in technology,
The organization is then faced with a challenge of managing its employees’ commitment
throughout, to ensure sustainability. the structural and job design techniques can be used to
foster organizational commitment in the following ways:
Perceived Continuo's
commitment
Cost of Loss
HRM Policies
and Practices
Normative
Perceive Need commitment
to Reciprocate
A five component commitment model