ORGANIZATIONAL COMMITMENT

A research paper submitted in total fulfillment of the course Organizational

Behaviour for obtaining the degree B.B.A., LL.B. (Hons.) during the academic
session: 2019-20

Submitted by:

Pragya, B.B.A., LL.B. (Hons.)

Roll: 2029

Submitted to:

Ms. Kirti

Faculty of Organizational Behavior

September, 2019

Chanakya National Law University,

Nyaya Nagar, Mithapur, Patna-800001, Bihar

 DECLARATION

I Pragya, hereby declare that, the project work entitled, ‘Organizational Commitment’ submitted
to CNLU, Patna is record of an original work done by me under the guidance of, Faculty
Member, CNLU, Patna.

Pragya

B.B.A., LL.B. (Hons.)

Roll No. – 2029

3rd Semester

I
 ACKNOWLEDGEMENTS

First and foremost, I would like to thanks my Faculty of Organizational Behavior, Ms. Kirti, for
giving the opportunity to work on this project named – ‘Organizational Commitment’. Her
guidance and support has been instrumental while making my project on this topic.

I would like to all authors, writers and columnists whose ideas and works have been made use in
my Project. My heartfelt gratitude also goes to all staff and administration of CNLU for the
infrastructure in the form of library that was a great source of help in completion of this Project.

I also thank my friends for their precious inputs which have been very useful in the completion
of this Project. I would also like to thank my parents, my seniors, dear colleagues, and friends in
the University, who have helped me with ideas about this work.

I hope you will appreciate my true work which is indeed a hard work and a result of my true
research and work.

Pragya

B.B.A. LL.B. (Hons.)

Roll No. – 2029

3rd Semester

II
 TABLE OF CONTENT

DECLARATION………………………...………………………………………………………. I
ACKNOWLEDGMENT………………………………………………………………………… II

1. INTRODUCTION ................................................................................................................... 1

1.1. DEFINITION OF COMMITMENT ................................................................................ 1

1.2. RESEARCH METHODOLOGY ..................................................................................... 2

2. TYPES OF COMMITMENT .................................................................................................. 4

3. ANTECEDENTS..................................................................................................................... 6

4. OUTCOMES OF ORGANIZATIONAL COMMITMENT.................................................... 8

5. BENEFITS OF ORGANIZATIONAL COMMITMENT ..................................................... 10

6. ROLES OF MANAGER ....................................................................................................... 11

7. CONCLUSION ..................................................................................................................... 12
 ORGANIZATIONAL COMMITMENT

1. INTRODUCTION

Organizational commitment has an important place in the study of organizational behavior. This
is in part due to the vast number of works that have found relationships between organizational
commitment and attitudes and behaviors in the workplace.1 Furthermore, Batemen and Strasser
(1984) state that the reasons for studying organizational commitment are related to “(a)
employee behaviors and performance effectiveness, (b) attitudinal, affective, and cognitive
constructs such as job satisfaction, (c) characteristics of the employee’s job and role, such as
responsibility and (d) personal characteristics of the employee such as age, job tenure”.2

Organizational commitment has been studied in the public, private, and non-profit sector, and
more recently internationally. Early research focused on defining the concept and current
research continues to examine organizational commitment through two popular approaches,
commitment-related attitudes and commitment-related behaviors. A variety of antecedents and
outcomes have been identified in the past thirty years.3

1.1. DEFINITION OF COMMITMENT

Multiple definitions of organizational commitment are found in the literature. Bateman and
Strasser state that organizational commitment has been operationally defined as
“multidimensional in nature, involving an employee’s loyalty to the organization, willingness to
exert effort on behalf of the organization, degree of goal and value congruency with the
organization, and desire to maintain membership”.4

Mowday, Steers, and Porter (1979) identified commitment-related attitudes and commitment-
related behaviors discuss three major components of organizational commitment as being “a
strong belief in and acceptance of the organization’s goals, a willingness to exert considerable
effort on behalf of the organization, and a definite desire to maintain organizational

1
Stephen P. Robbins, Organizational Behaviour, 2017.
2
Organizational Behavior, available at https://iedunote.com/organizational-behavior, accessed on 28/08/19.
3
Ibid.
4
See supra note 1.
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 ORGANIZATIONAL COMMITMENT

membership”.5 Sheldon (1971) defines commitments as being a positive evaluation of the

organization and the organizations goals. According to Buchanan (1974) most scholars define
commitment as being a bond between an individual (the employee) and the organization (the
employer), though his own definition of commitment.6

1.2. RESEARCH METHODOLOGY

This study is mainly based on secondary data. The data are collected from various sources
including books, journals, articles, research studies, various websites and newspaper articles. The
study main focuses on the organizational commitment of the employees in an organization with
relation to job satisfaction and other factors.

RESEARCH OBJECTIVES

The researcher has the following objectives:

1. To understand the meaning of organizational commitment.

2. Factors driving organizational commitment.
3. Relationship between organizational commitment and job satisfaction.

AREA OF LIMITATION

Area of limitations – Every study has own limitation due to the limited time, lack of sufficient
financial sources and limited area of survey/study of the subject matter.

SOURCES OF DATA

The researcher has used both primary as well as secondary sources of data.

MODE OF CITATION

The researcher follows the Blue Book mode of citation.

5
Organizational Behavior, available at
https://www.sciencedirect.com/science/article/pii/009026168090039X/pdf?md5=a7ed8b57abde2657c52a86f1ff202d
b9&pid=1-s2.0-009026168090039X-main, accessed on 28/08/19.
6
Ibid.
2
 ORGANIZATIONAL COMMITMENT

HYPOTHESES

The researcher has created the following hypotheses:

1. Job satisfaction plays an important role in organizational commitment.

2. Organizational commitment has a great influence on the turnover of an organization.
3. There has to be empowering leadership for affective organizational commitment.

3
 ORGANIZATIONAL COMMITMENT

2. TYPES OF COMMITMENT

Meyer and Allen and Dunham identified three types of commitment; affective commitment,
continuance commitment, and normative commitment.7 Normative commitment is a relatively
new aspect of organizational commitment having been defined by Bolon in 1993.

1. Affective commitment is defined as the emotional attachment, identification, and

involvement that an employee has with its organization and goals further characterize
affective commitment by three factors (1) “belief in and acceptance of the organization’s
goals and values, (2) a willingness to focus effort on helping the organization achieve its
goal’s, and (3) a desire to maintain organizational membership”.8 Meyer and Allen
continue to say that employees retain membership out of choice and this is their
commitment to the organization.9
2. Continuance commitment is the willingness to remain in an organization because of the
investment that the employee has with “nontransferable” investments. Nontransferable
investments include things such as retirement, relationships with other employees, or
things that are special to the organization. Continuance commitment also includes factors
such as years of employment or benefits that the employee may receive that are unique to
the organization. Meyer and Allen further explain that employees who share continuance
commitment with their employer often make it very difficult for an employee to leave the
organization.
3. Normative commitment is the commitment that a person believes that they have to the
organization or their feeling of obligation to their workplace. In 1982, Weiner discusses
normative commitment as being a “generalized value of loyalty and duty”. Meyer and
Allen supported this type of commitment prior to Bolon’s definition, with their definition
of normative commitment being “a feeling of obligation”. It is argues that normative
commitment is only natural due to the way we are raised in society. Normative
commitment can be explained by other commitments such as marriage, family, religion,

7
Paul Hersey, Management of organizational behavior, 2016.
8
Stephen P. Robbins, Essentials of Organizational Behavior, 2016.
9
See supra note 7.
4
 ORGANIZATIONAL COMMITMENT

etc. therefore when it comes to one’s commitment to their place of employment they
often feel like they have a moral obligation to the organization.

Meyer, Allen, & Smith say that the three types of commitment are a psychological state “that
either characterizes the employee’s relationship with the organization or has the implications to
affect whether the employee will continue with the organization”. Meyer continue to say that
generally the research shows that those employee’s with a strong affective commitment will
remain with an organization because they want to, those with a strong continuance commitment
remain because they have to, and those with a normative commitment remain because they fell
that they have to. Meyer & Allen define a committed employee as being one “stays with an
organization, attends work regularly, puts in a full day and more, protects corporate assets, and
believes in the organizational goals”.10 This employee positively contributes to the organization
because of its commitment to the organization.

10
See supra note 2.
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 ORGANIZATIONAL COMMITMENT

3. ANTECEDENTS

The literature shows that there are two significant variables that are studied in terms of
commitment-related attitudes and commitment-related behaviors, the variables being antecedents
and outcomes. There are numerous studies on both the antecedents and the outcomes of
organizational commitment and both of these variables offer highly desired information to
managers, and others studying organizational behavior. Often research examines one or two
types of commitment. Affective and communicative commitment has been studied much more
then normative commitment. All three types of commitment have been studied in both the
public, private, and nonprofit sector, though there is much more research completed on
employees in the private and public sector.

The literature shows that affective commitment antecedents are studied in the form of personal
characteristics or what the employee contributes to the workplace. There have been mixed
findings regarding what characteristics influence greater commitment. DeCotis and Summers
argued that a commitment profile does not exist therefore there can be no connection between
one’s personal characteristics and their commitment to an organization. However though,
Mowday, Steers, all investigated the role of personal characteristics and found that the
characteristics and experiences that a person brings to an organization can predict their
commitment to the organization.

Furthermore, Allen & Meyer,11 have found there to be a positive relationship to between an
employee’s age and time with the organization and their level of commitment. Studies have also
found that employee traits such as leadership and communication styles have an affect on
organizational commitment.

Continuance commitment studies two antecedents: investments and alternatives. These studies
often look at investments such as time, money, or effort. Florkowsi and Schuster found a positive
relationship between profit sharing and job satisfaction and commitment. Meyer and Allen

11
David Allen, Getting Things Done, 2015.
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 ORGANIZATIONAL COMMITMENT

recognize that in order for there to be continuance commitment between the employee and
organization, the employee must be able identify alternatives.12

Studies examining different types of work sectors have found that government employees have
higher levels of continuance commitment then other sectors.13 This is due to the antecedents of
public service motivation. Because public sector employees in the past have high levels of
commitment to the organization and its goals because it is argued that they are a different type of
employee, with strong ethics as well as job security states “facing today’s difficult times, many
public employees appreciate the relatively secure job situation associated with public
employment and consider it a major reason for their organizational commitment”.14

Normative commitment because it is the more recently defined type of commitment does not
have a lot of research identified. Meyer & Allen began to examine normative commitment in
their most recent research. They look to understand the development of the psychological
contract between the employee and the organization. Psychological contracts are the beliefs that
a person has about what will be exchanged between them, the employee and the organization,
therefore influencing their obligation to the organization.15

12
Ibid.
13
S S Khanka, Organisational Behaviour, 2006.
14
Ibid.
15
See supra note 11.
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 ORGANIZATIONAL COMMITMENT

4. OUTCOMES OF ORGANIZATIONAL COMMITMENT

Research on commitment outcomes examines whether the different components of commitment

have certain consequences. Employee retention, attendance, organizational citizenship, and job
performance are commitment outcomes that are widely studied. Reichers says that “though the
literature is fairly clear with respect to the outcomes of commitment, the antecedents of
commitment seem to be much more varied and inconsistent…due to the several different ways in
which commitment has been defined and operationalised”. Various research studies take place
examining the outcomes of employee commitment.16

Employee attendance is the most positively related outcome to affective commitment. Steers
found that employee commitment was highly related to the attendance of workers. Gellatlly
found that continuance commitment was related with the how often an employee was absent. In a
study examining a group of nurses Somers found those nurses with lower levels of commitment
had higher levels of absences. Blau and Boal studied a group of insurance workers and found
also found that those employees who had higher levels of commitment had lower levels of
absenteeism and turnover.17

Retention of employee appears to be one of the most studied outcomes of organizational

commitment. This is due to the numerous studies which have found a correlation between
turnover and commitment. Porter et al found that employees with lower levels of commitment
were more likely to leave then their counterparts. Meyer and Allen argue that the different
components of commitment relate to different types of outcomes, therefore continuance
commitment may or may not relate to employee performance.

In regards to employee performance, the research is mixed on finding relationships between

employee performance and their levels of commitment and Baugh & Roberts, both find that
committed employees had high expectations of their performance and therefore performed better.
However, Meyer & Allen18 continue to describe reasons why performance and commitment may
not be related. Some of the factors include the seriousness with which supervisors value the

16
See supra note 8.
17
Gary J. Blau and Kimberly B. Boal, The Academy of Management Review, Vol. 12, No. 2 (Apr., 1987).
18
See supra note 11.
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 ORGANIZATIONAL COMMITMENT

appraisal process, the value of job performance by an organization and the amount of employee
control over outcomes. Research has also found that those employees who are committed to their
profession also have higher levels of commitment to the organization. Baugh and Roberts found
that those employees who were committed to both their organization and their profession had
high levels of job performance.

Citizen behavior, or extra-role behavior, has also been studied in regards to organizational
commitment. Once again the research is inconclusive about the relationship between citizen
behavior and organizational commitment due to the contradicting findings. For example, Meyer
found a positive relationship between commitment and extra role behavior, while Van Dyne &
Ang, and found no significance between the relationships. Other studies have found that there
was a negative relationship between commitment and citizen behavior.19

19
See supra note 16.
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 ORGANIZATIONAL COMMITMENT

5. BENEFITS OF ORGANIZATIONAL COMMITMENT

This is the perfect time to concentrate on organizational commitment because when the economy
is poor and jobs are few-and-far-between, workers are prone to be more committed to an
organization because they want it to thrive.20 I can promote organizational commitment by doing
specific things within your organization. First, I will enrich jobs by observing the workers and
performing qualitative investigations to help establish new opportunities and in addition I’ll
create more stimulating tasks. By enriching jobs, I will motivate employees. Next, I will align
the interests of the organization with the workforce. It is simple, make something good for the
company that benefits the employees as well. Incentive plans such as gain-sharing plans, where
the workers reap what they saw. Basically, the organization grows then the individual workers
grow in some fashion as well. When the employees contribute in some way that upsurges the
organization’s bottom line then they will be rewarded. These incentives can be small or large
depending on the contribution. Finally, I will look into how the organization hires their staff. It is
essential to recruit and select incumbents that value the same things as the company. The mission
of the organization must be incorporated into the hiring process. When a company works hard to
lure the right person into a position, the more they are apt to return the favor by working hard for
that business.

20
See supra note 13.
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 ORGANIZATIONAL COMMITMENT

6. ROLES OF MANAGER

Throughout the workplace employees must be given numerous opportunities to feel committed
to the organization. Meyer & Allen found that employees that have a good relationship with their
immediate work group have higher levels of commitment.21 They discuss the idea that if
employees are directly committed to their group, their commitment to the overall organization
will be higher. Lio concluded that “workers’ organizational commitment is significantly
correlated to their perceived job security”.

Management styles can influence the commitment level of employees. Koopman studied how
leadership styles affected employees and found those employees who favored their manager’s
style also favored the organization more. Though there was no direct connect between
commitments, it could be argued that this would then affect their levels of commitment to the
organization. Nierhoff found that the “overall management culture and style driven by the top
management actions are strongly related to the degree of employee commitment”. These
correlations bring to light the importance of having strong managers and their roles in the overall
organization.22

Eisenberger discuss that those employee’s who feel that they are cared for by their organization
and managers also have not only higher levels of commitment, but that they are more conscious
about their responsibilities, have greater involvement in the organization, and are more
innovative. Managers and organizations must reward and support their employees for the work
that they do because this perceived support allows for more trust in the organization.

21
See supra note 11.
22
See supra note 1.
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 ORGANIZATIONAL COMMITMENT

7. CONCLUSION

Overall, there have been numerous studies of organizational commitment. From the early stages
of definition to now, identifying antecedents and outcomes, this topic does not lack in the
amount of literature, but it does lack in the subtopics, meaning there is not enough variation.
With the professionalizing of the nonprofit sector, it would be interest to examine organizational
commitment in this sector. Nonprofit employees may have different motivations and outcomes
as well as commitment and this would be interesting to see what the research would find.

Furthermore, I feel that there needs to be some kind of consensus in the literature about the
definition of organizational behavior and the antecedents and outcomes by which to study it. Not
every research study examining organizational commitment used the same variables which often
lead to contradicting or inconclusive support for previous studies. Organizational commitment
though should continue to be studied in all sectors, public, private, and non-profit both
domestically and internationally.

12
 BIBLIOGRAPHY

BOOKS REFERRED

 S S Khanka, Organisational Behaviour, 2006.

 David Allen, Getting Things Done, 2015.
 Paul Hersey, Management of organizational behavior, 2016.
 Stephen P. Robbins, Essentials of Organizational Behavior, 2016.

JOURNAL REFERRED

 Gary J. Blau and Kimberly B. Boal, The Academy of Management Review, Vol. 12, No. 2
(Apr., 1987

WEBSITES VISITED

 https://www.sciencedirect.com/science/article/pii/009026168090039X/pdf?md5=a7ed8b5
7abde2657c52a86f1ff202db9&pid=1-s2.0-009026168090039X-main
 https://iedunote.com/organizational-behavior
 https://www.tandfonline.com/doi/abs/10.1080/01900692.2015.1072217
 https://www.emerald.com/insight/content/doi/10.1108/REGE-12-2017-008/full/html