Running Head: PERFOMANCE AND COMMITTMENT IN THE WORKPLACE 1

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1. Compare the findings described above for Millennials to your own views on Millennial

characteristics. What surprises you about the findings? What doesn't surprise you? (Min

words 200)

In my opinion the millennials love leisure and enjoy spending time off duty. They feel

very much entitled and do not like hard work. For this case, according to PwC, millennials like

and value volunteering compared to former generations. As expressed by the author, millennials'

preference is an excellent work life balance. They also value leisure time more than Gen-X and

Baby Boomers do. However, it is surprising that millennials are not aimed at achieving high pay

rates. Unsurprisingly though, millennials still prefer jobs that allow them some extra free time for

leisure or other things in their lives (Colquitt et al., 2014).

2. If you think about the three types of commitment—affective, continuance, and normative

—which do you think is most changed among Millennials (or twenty-somethings)? In

what way? (Min words -200)

Normative commitment in business can be defined as the commitment of an employee

towards his or her organization due to a feeling of obligation. Such has changed much among

millennials. As opposed to the former Gen-X and Baby Boomers who were forced into staying at

work or working their way up through the company in a linear trajectory, today, millennials have

several options at their disposal hence can move through different career paths and organizations

as they wish (Colquitt et al., 2014). Most of the millennials keep their jobs due to obligations

majorly since most of the jobs were acquired courtesy of their parents or godfathers or

mentorship, they have gotten from such organizations hence loyalty is used as a tool for

compensation.
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3. Consider all the initiatives and programs PwC uses to inspire employee loyalty. Do most

of those seek to “move the needle” on affective commitment, continuance commitment,

or normative commitment? (Min words 200)

Analyzing the various strategies employed by PwC in instilling and inspiring employee

loyalty, my opinion is that PwC seeks to move the needle on affective commitment. Through

creating a flexible work environment and work schedule, strategies and programs developed by

PwC are aimed at encouraging loyalty. An employee tailored work schedule ensures that all

employees certainly stay at the company out of will and volition. Based on the traits of the

millennials and the current society, ‘move the needle’ on affective commitment is the most

applicable and suitable in ensuring employees stay (Luz et al., 2018). This is why PwC is

fostered towards establishing an emotional relationship between employees and their jobs.

Essentially it can be said that PwC is aimed at creating a desirable working environment which

has an emotional connection with its employees. With such an emotional connection, job

satisfaction and employee retention is guaranteed.

4. Which type of organizational commitment (affective, continuance, or normative) do you

think is most important to the majority of employees? Which do you think is most

important to you? (Min words 250)

Affective commitment can be defined as the degree that an employee is emotionally

attached to an organization. An employee who is effectively committed to an organization would

want to stay there. Most of such cases are characterized by employees who identify with

company goals, feel they fit into the organization and are satisfied with their output. Such
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employees act as ambassadors to the company, feel valued and are therefore great assets. On the

other hand, continuance commitment can be defined as the degree that an employee is attached

to an organization and therefore feel the need to stay. In such cases the underlying reasons are

because of self-investment, lack of work alternatives or renumeration. In some cases, employees

who are continuance committed may lose interest and become dissatisfied with their jobs but yet

unwillingly stay back in the company. In such cases such employees may become a liability due

to poor performance and negative energy (Somers, 2009). Normative commitment relates to the

degree that an employee feels they should stay at their organizations. Such employees feel

attached to an organization because of social norms and ethical reasons and may fear leaving due

to disastrous consequences or guilt of leaving. In most of the cases the reason might be fear of a

subsequent void or increased pressure on colleagues upon leaving. Such attitude and feelings can

negatively influence an employee's performance. On analyzing all the employee commitment, all

the three forms in a way impact the duration of stay or output of an employee in an organization.

However, affective commitment is more important for employees and that extends to me. This is

because affective commitment not only favors the employee in terms of attitude and sense of

belonging but also the performance of the company due to increased output as a result of job

satisfaction (Eliyana & Ma’arif, 2019).

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References

Eliyana, A., & Ma’arif, S. (2019). Job satisfaction and organizational commitment effect in the

transformational leadership towards employee performance. European Research on

Management and Business Economics, 25(3), 144-150.

Luz, C. M. D. R., de Paula, S. L., & de Oliveira, L. M. B. (2018). Organizational commitment,

job satisfaction and their possible influences on intent to turnover. Revista de Gestão.

Somers, M. J. (2009). The combined influence of affective, continuance and normative

commitment on employee withdrawal. Journal of vocational behavior, 74(1), 75-81.