This document discusses employee empowerment and its relationship to workplace commitment. It defines employee empowerment as giving employees power over their work and responsibility for outcomes. Empowerment can increase workplace commitment by giving employees autonomy, sharing responsibility, building self-esteem, and energizing employees. Workplace commitment includes organizational commitment, individual commitment, and commitment to work teams. Antecedents that increase commitment are empowerment, clear purpose, challenging jobs, fairness, autonomy and feedback. Empowerment and commitment lead to benefits like lower turnover, absenteeism, stress, and higher innovation, performance and satisfaction.
11.employee empowerment a strategy towards workplace commitmentAlexander Decker
This document discusses employee empowerment and its relationship to workplace commitment. It defines employee empowerment as giving employees power over their work and responsibility for outcomes. Empowerment can increase workplace commitment by giving employees autonomy, sharing responsibility, building self-esteem, and energizing employees. Workplace commitment includes organizational commitment, individual commitment, and leads to benefits like lower turnover, absenteeism, and improved performance. The document examines the factors that affect empowerment and strategies organizations use to empower employees, such as delegating authority, forming committees, and interacting with top executives. It concludes that empowered employees with strong workplace commitment are more competitive, accountable, innovative, and desire to improve performance.
Organizational processes and structure are determined by key factors such as work specialization, departmentalization, chain of command, span of control, and the degree of centralization and decentralization. The document discusses how organizational structure is influenced by the degree tasks are subdivided, how jobs are grouped, reporting relationships, and where decision-making authority lies. It also examines how the use of rules and regulations can impact structure. Common organization designs like bureaucracies, matrices, and virtual organizations are presented along with how forces like competition, technology, the environment, and models of organizational behavior can influence why structures differ.
The document discusses creating high performing work systems. It notes that past approaches focused on efficiency and extrinsic motivators like rewards and punishments, but these don't work for the current generation entering the workforce. Instead, work systems need to focus on intrinsic motivators like autonomy, mastery and purpose. They also need to address employees' psychological needs and shape the values and beliefs of the workforce to create a sustainable system aligned with the organization's values. Building people capabilities among managers is also important to translate good systems and processes into positive employee experiences.
The Employee Engagement Working Paper, by Prof. Nitin Vazirani, M.Com. in Finance, M.Com in Mgmt, M.H.R.D.M. PhD (Pursuing) of the SIES College of Management Studies
This document discusses high performance work systems (HPWS) and their impact on employee satisfaction and organizational performance. It notes that HPWS aim to motivate employees through team building, good compensation and benefits. The implementation of HPWS can improve operational performance by increasing employee competency. It also positively impacts employee attitudes by enhancing job challenges, communication, trust, innovation and social cohesion within the workplace. Overall, the use of HPWS can transform organizational culture and human resource practices to boost employee satisfaction and company competitiveness.
This document discusses a study on the impact of reward and recognition on job satisfaction and motivation among employees in Pakistan. The study collected survey responses from 220 employees across different sectors. The results showed that different aspects of work motivation and satisfaction are significantly correlated with reward and recognition. Reward and recognition have a strong positive impact on employee motivation. The implications are that organizations should focus on effective reward and recognition programs to improve motivation and performance.
11.employee empowerment a strategy towards workplace commitmentAlexander Decker
This document discusses employee empowerment and its relationship to workplace commitment. It defines employee empowerment as giving employees power over their work and responsibility for outcomes. Empowerment can increase workplace commitment by giving employees autonomy, sharing responsibility, building self-esteem, and energizing employees. Workplace commitment includes organizational commitment, individual commitment, and leads to benefits like lower turnover, absenteeism, and improved performance. The document examines the factors that affect empowerment and strategies organizations use to empower employees, such as delegating authority, forming committees, and interacting with top executives. It concludes that empowered employees with strong workplace commitment are more competitive, accountable, innovative, and desire to improve performance.
Organizational processes and structure are determined by key factors such as work specialization, departmentalization, chain of command, span of control, and the degree of centralization and decentralization. The document discusses how organizational structure is influenced by the degree tasks are subdivided, how jobs are grouped, reporting relationships, and where decision-making authority lies. It also examines how the use of rules and regulations can impact structure. Common organization designs like bureaucracies, matrices, and virtual organizations are presented along with how forces like competition, technology, the environment, and models of organizational behavior can influence why structures differ.
The document discusses creating high performing work systems. It notes that past approaches focused on efficiency and extrinsic motivators like rewards and punishments, but these don't work for the current generation entering the workforce. Instead, work systems need to focus on intrinsic motivators like autonomy, mastery and purpose. They also need to address employees' psychological needs and shape the values and beliefs of the workforce to create a sustainable system aligned with the organization's values. Building people capabilities among managers is also important to translate good systems and processes into positive employee experiences.
The Employee Engagement Working Paper, by Prof. Nitin Vazirani, M.Com. in Finance, M.Com in Mgmt, M.H.R.D.M. PhD (Pursuing) of the SIES College of Management Studies
This document discusses high performance work systems (HPWS) and their impact on employee satisfaction and organizational performance. It notes that HPWS aim to motivate employees through team building, good compensation and benefits. The implementation of HPWS can improve operational performance by increasing employee competency. It also positively impacts employee attitudes by enhancing job challenges, communication, trust, innovation and social cohesion within the workplace. Overall, the use of HPWS can transform organizational culture and human resource practices to boost employee satisfaction and company competitiveness.
This document discusses a study on the impact of reward and recognition on job satisfaction and motivation among employees in Pakistan. The study collected survey responses from 220 employees across different sectors. The results showed that different aspects of work motivation and satisfaction are significantly correlated with reward and recognition. Reward and recognition have a strong positive impact on employee motivation. The implications are that organizations should focus on effective reward and recognition programs to improve motivation and performance.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
relationship between transactional and transformational leadership, job secur...Panca Titis
This document summarizes a research study that examined the relationships between transformational leadership, transactional leadership, job security, affective commitment, and employee performance. Specifically, it hypothesized that transformational leadership, transactional leadership, and job security influence employee performance through the mediator of affective commitment. The study was conducted with 257 employees at an Indonesian ready-to-drink company experiencing decreased performance. Data analysis found the hypothesized relationships between the variables to be a good fit for the data.
This document discusses literature on the concepts of work engagement and employee involvement. It defines work engagement as a heightened emotional and psychological connection to one's job and organization that involves vigor, dedication and absorption. Employee involvement is defined as empowering employees to participate in managerial decision-making appropriate to their level. The literature suggests that work engagement and high-involvement work practices can lead to positive employee attitudes, discretionary behaviors, well-being and improved performance.
This report in Human Behavior and Organization (HBO) focuses on how the Empowerment and Participation contribute to the development of a company or an institution.
The main purpose of this study is to explain and
Test the effects of Job satisfaction, Job performance towards
Organizational commitment. Job satisfaction & employee job
Performance is a pleasurable and positive result from the
experience of one employee job and their job experiences.
Highly satisfied person, the higher level of job satisfaction and
committed towards the works and performance. It may be
assumed that high level of satisfied employees towards work
more committed to the organization and it’s also enhance the
performance of the employees based on this attitude. Data used
in this study is based on primary data which were collected
through closed questionnaire with 1-5 Likert scale. The result
of this study showed that there is positive relationship between
job satisfaction and job performance but not significant effect
to job satisfaction and job performance of an employee’s .The
result showed that every positive efforts towards
organizational has a positive effects on organization
commitment and towards job satisfaction & job performance
in an organization.
Implementing a high performance work systemHelen Jekelle
The document discusses implementing a high performance work system (HPWS). It defines an HPWS as combining work, people, technology, and information to maximize employee performance. Key aspects of an HPWS include employee involvement, training, incentives, and technology. The document outlines principles for designing an HPWS and a five-step process for implementation, emphasizing communication. Successfully implementing an HPWS can provide competitive advantage through increased productivity, lower costs, and better responsiveness.
This document discusses the importance of mutual engagement and shared diagnosis in organizational change. It describes diagnosis as a process of learning about an organization's dynamics in order to improve performance. Effective change starts with a diagnosis that is shared by employees at multiple levels of the organization. A consultant can help facilitate engagement and introduce skills for mutual dialogue to overcome "climates of silence" that block feedback. Data collection methods like interviews, observations and questionnaires are discussed as part of organizational diagnosis.
Develop an organizational climate for engagement to increase employee motivation and build a better, more productive place to work using survey guided development.
purpose of this article is to discuss workplace engagement. The word engagement has been used to refer to two different things in the HR literatures, personally and organizationally. Engagement from personal perspective is the Psychological state in which the person experiences the feeling of being engaged to something he loves, the feeling of being enthused, and the enjoyment. There are different models and definitions of workplace engagement, such as the definition by Bakkar et al. (2006).This paper highlights on the advantages and disadvantages of engagement.
High involvement work practices (HIWPs) are a set of interconnected human resource practices aimed at improving employee performance through increasing skills and motivation. They generally involve high skills requirements for jobs, team-based work designs, and incentive structures. HIWPs allow employees more input and organizations to optimize abilities efficiently. They are connected to workplace changes and are a constructive model for high performance work systems. HIWPs can improve competence and commitment while making organizations more dynamic and adaptable to change.
This document discusses organizational commitment among faculty members at technical institutes in India. It begins with an abstract that introduces the topic of studying how gender, age, and experience impact faculty commitment. The introduction provides context on changes happening in work organization and the importance of employee commitment. The literature review covers definitions of commitment, its components, antecedents like personal characteristics, and outcomes like attendance. The rationale section discusses the importance of commitment among educational institution employees and states the problem being addressed is understanding how working conditions and rewards impact teacher commitment at technical institutes.
Organizational climate refers to employees' shared perceptions and interpretations of the policies, practices, and procedures in their workplace environment. It is influenced by factors like involvement, support, autonomy, and pressure. A positive climate is characterized by clarity of expectations, attainable goals, employee authority, flexibility, and rewards for good performance. Conducting an organizational climate survey can assess company values, identify competency levels, set goals, track processes, address issues, and provide industry comparisons to help managers proactively improve the work environment and boost employee motivation.
Dissertation on appraise organizational structural contexts to lead & wor...Tutors India
This document discusses organizational structural contexts and how they impact communication and work within physical and virtual environments. It identifies several key organizational structural factors, including formalization, specialization, hierarchy, authority, centralization, and professionalism. It also discusses important contextual factors such as organizational size, technology, environment, strategy, mission, goals, and culture. The document argues that organizational structural factors play a crucial role in enabling fluid communication within and between organizations, and that employees in virtual environments may have greater productivity and sustainability than those in physical environments. It concludes that these factors are important for enhancing overall productivity in both physical and virtual organizations.
This document discusses organizational structure and how to reinforce new behaviors after organizational change. It covers different types of organizational structures like functional, divisional, and matrix structures. It also discusses using compensation strategies like pay-for-performance plans and bonuses to align employee behaviors with strategic goals. Finally, it examines how technology and intrinsic/extrinsic rewards can impact employee behaviors and the role of structural interventions in implementing lasting change.
This study aims to test the effect of employee engagement and organization trust on organization citizenship behaviour and its impact on organization Effectiveness. The object of this research is the government organization of Pidie Jaya with Echelon IV Officers as a respondent. The number of sample is determined by using proportional sampling technique and Slovin equation, and it provides 171 respondents. Data is analyzed using the path analysis with the SPSS program assistance. The findings describes that employee engagement, organization trust, organization citizenship behaviour and organization Effectiveness have been going well. For the verification test of direct effect provides: employee engagement effects organization citizenship behaviour; organization trust effects organization citizenship behaviour significantly; employee engagement effects organization Effectiveness significantly; organization trust effects organization effectiveness significantly, and; organization citizenship behaviour effects organization Effectiveness significantly. These all findings prove that the previous theories are still applicable, and these also apply in Government organization of Pidie Jaya District. The originality of this research is in its novelty in term of the object, time, and statistic approach. This result contributes to academic and research area in order to develop the next model and method. For the practical, this has verified that the variables in this research need more attention from the managers especially in organization related.
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document discusses organizational health and improving organizational performance and employee well-being. It defines organizational health as an organization's ability to achieve its goals through improving performance and supporting employee well-being. It discusses that organizational performance and employee well-being are interdependent and affect each other. It also discusses that organizational health can be improved by applying a systems thinking approach at the organizational, process, and role levels, and by addressing employee satisfaction and health through initiatives like organizational health audits. Finally, it provides details on how improving alignment across these levels and between organizational performance and employee well-being can continuously improve an organization's health.
The document discusses organisational development through participation and empowerment. It defines participation as sharing decision-making power through representatives at different management levels. Participation aims to make management self-managed. Empowerment is defined as sharing power with employees. Empowered organisations decentralize decision-making, have flatter hierarchies, and give employees responsibility and freedom within guidelines. Participation and empowerment enhance each other and improve performance.
This document discusses various topics related to employee empowerment, leadership, change management, team building, communication, and education/training. It provides definitions and overviews of these topics, outlines management's role, discusses strategies and best practices, and identifies inhibitors and ways to overcome challenges. The key topics covered include empowering employees, leading change, building effective teams, improving communication skills, and the importance of training for employees and managers.
This document provides an overview of employee empowerment. It discusses empowering employees by giving them autonomy and responsibility for decision making. It examines the relationship between empowerment and employee performance and analyzes the advantages of empowerment, such as increased creativity, job satisfaction, decision making, loyalty and communication. The document also outlines theoretical approaches to empowerment and references additional resources on the topic.
Employee engagement an emerging concept (1)Himanshu Tomar
This document discusses employee engagement as an emerging concept. It defines employee engagement and reviews factors that lead to engagement, such as career development, empowerment, fair treatment, and job satisfaction. Recent trends in engagement include addressing skills gaps, providing integrated experiences for employees, and focusing on employee happiness and growth. Ideas to increase engagement include assigning company values to employees, encouraging personal projects, assigning mentors for new employees, providing needed resources, and displaying team photos. The document concludes that employee engagement is important for employee and organizational growth.
A STUDY ON EMPLOYEE PERCEPTION TOWARDS ORGANISATIONAL COMMITMENT AND ITS IMPA...IAEME Publication
The organizations in both public and private sectors have been putting their efforts toward creating performance culture, which is characterized by a search for strategies to improve the contribution of both individuals and organizations to enhance the performance. The Organizational Commitment is found to be one of the factors associated with enhancing Job Performance. Higher affective Commitment towards an organisation is considered an important determinant of dedication and loyalty. Affectively committed employees considered to be having a sense of belonging and identification exhibit their increased involvement in organisation’s activities and their desire to perform well in the organisation. The perception that organisation values their wellbeing evidently led employees’ to identify the organization’s wellbeing with their own. This study portrait the behavioral aspects of the employees of the firm, exhibiting their commitment to the organization.
A STUDY ON ORGANIZATION COMMITMENT AND JOB SATISFACTION IN SELECTED BUSINESS ...IAEME Publication
The purpose of this study is to analyze the relationship between job satisfaction and organizational commitment. Employees’ productivity is largely related to their level of job satisfaction and in fact, the turnover rate can be reduced with a higher level of organizational commitment. Therefore, it is important for an organization to study the relationships between these two variables. The database was collected from the organization through a well-structured questionnaire. The questionnaire consists of personal data, Questions related to the dimension organization commitment and job satisfaction in Selected BPOs in Tiruchirappalli. Hence the sample size for the study is 110 respondents by adopting Purposive sampling technique.
relationship between transactional and transformational leadership, job secur...Panca Titis
This document summarizes a research study that examined the relationships between transformational leadership, transactional leadership, job security, affective commitment, and employee performance. Specifically, it hypothesized that transformational leadership, transactional leadership, and job security influence employee performance through the mediator of affective commitment. The study was conducted with 257 employees at an Indonesian ready-to-drink company experiencing decreased performance. Data analysis found the hypothesized relationships between the variables to be a good fit for the data.
This document discusses literature on the concepts of work engagement and employee involvement. It defines work engagement as a heightened emotional and psychological connection to one's job and organization that involves vigor, dedication and absorption. Employee involvement is defined as empowering employees to participate in managerial decision-making appropriate to their level. The literature suggests that work engagement and high-involvement work practices can lead to positive employee attitudes, discretionary behaviors, well-being and improved performance.
This report in Human Behavior and Organization (HBO) focuses on how the Empowerment and Participation contribute to the development of a company or an institution.
The main purpose of this study is to explain and
Test the effects of Job satisfaction, Job performance towards
Organizational commitment. Job satisfaction & employee job
Performance is a pleasurable and positive result from the
experience of one employee job and their job experiences.
Highly satisfied person, the higher level of job satisfaction and
committed towards the works and performance. It may be
assumed that high level of satisfied employees towards work
more committed to the organization and it’s also enhance the
performance of the employees based on this attitude. Data used
in this study is based on primary data which were collected
through closed questionnaire with 1-5 Likert scale. The result
of this study showed that there is positive relationship between
job satisfaction and job performance but not significant effect
to job satisfaction and job performance of an employee’s .The
result showed that every positive efforts towards
organizational has a positive effects on organization
commitment and towards job satisfaction & job performance
in an organization.
Implementing a high performance work systemHelen Jekelle
The document discusses implementing a high performance work system (HPWS). It defines an HPWS as combining work, people, technology, and information to maximize employee performance. Key aspects of an HPWS include employee involvement, training, incentives, and technology. The document outlines principles for designing an HPWS and a five-step process for implementation, emphasizing communication. Successfully implementing an HPWS can provide competitive advantage through increased productivity, lower costs, and better responsiveness.
This document discusses the importance of mutual engagement and shared diagnosis in organizational change. It describes diagnosis as a process of learning about an organization's dynamics in order to improve performance. Effective change starts with a diagnosis that is shared by employees at multiple levels of the organization. A consultant can help facilitate engagement and introduce skills for mutual dialogue to overcome "climates of silence" that block feedback. Data collection methods like interviews, observations and questionnaires are discussed as part of organizational diagnosis.
Develop an organizational climate for engagement to increase employee motivation and build a better, more productive place to work using survey guided development.
purpose of this article is to discuss workplace engagement. The word engagement has been used to refer to two different things in the HR literatures, personally and organizationally. Engagement from personal perspective is the Psychological state in which the person experiences the feeling of being engaged to something he loves, the feeling of being enthused, and the enjoyment. There are different models and definitions of workplace engagement, such as the definition by Bakkar et al. (2006).This paper highlights on the advantages and disadvantages of engagement.
High involvement work practices (HIWPs) are a set of interconnected human resource practices aimed at improving employee performance through increasing skills and motivation. They generally involve high skills requirements for jobs, team-based work designs, and incentive structures. HIWPs allow employees more input and organizations to optimize abilities efficiently. They are connected to workplace changes and are a constructive model for high performance work systems. HIWPs can improve competence and commitment while making organizations more dynamic and adaptable to change.
This document discusses organizational commitment among faculty members at technical institutes in India. It begins with an abstract that introduces the topic of studying how gender, age, and experience impact faculty commitment. The introduction provides context on changes happening in work organization and the importance of employee commitment. The literature review covers definitions of commitment, its components, antecedents like personal characteristics, and outcomes like attendance. The rationale section discusses the importance of commitment among educational institution employees and states the problem being addressed is understanding how working conditions and rewards impact teacher commitment at technical institutes.
Organizational climate refers to employees' shared perceptions and interpretations of the policies, practices, and procedures in their workplace environment. It is influenced by factors like involvement, support, autonomy, and pressure. A positive climate is characterized by clarity of expectations, attainable goals, employee authority, flexibility, and rewards for good performance. Conducting an organizational climate survey can assess company values, identify competency levels, set goals, track processes, address issues, and provide industry comparisons to help managers proactively improve the work environment and boost employee motivation.
Dissertation on appraise organizational structural contexts to lead & wor...Tutors India
This document discusses organizational structural contexts and how they impact communication and work within physical and virtual environments. It identifies several key organizational structural factors, including formalization, specialization, hierarchy, authority, centralization, and professionalism. It also discusses important contextual factors such as organizational size, technology, environment, strategy, mission, goals, and culture. The document argues that organizational structural factors play a crucial role in enabling fluid communication within and between organizations, and that employees in virtual environments may have greater productivity and sustainability than those in physical environments. It concludes that these factors are important for enhancing overall productivity in both physical and virtual organizations.
This document discusses organizational structure and how to reinforce new behaviors after organizational change. It covers different types of organizational structures like functional, divisional, and matrix structures. It also discusses using compensation strategies like pay-for-performance plans and bonuses to align employee behaviors with strategic goals. Finally, it examines how technology and intrinsic/extrinsic rewards can impact employee behaviors and the role of structural interventions in implementing lasting change.
This study aims to test the effect of employee engagement and organization trust on organization citizenship behaviour and its impact on organization Effectiveness. The object of this research is the government organization of Pidie Jaya with Echelon IV Officers as a respondent. The number of sample is determined by using proportional sampling technique and Slovin equation, and it provides 171 respondents. Data is analyzed using the path analysis with the SPSS program assistance. The findings describes that employee engagement, organization trust, organization citizenship behaviour and organization Effectiveness have been going well. For the verification test of direct effect provides: employee engagement effects organization citizenship behaviour; organization trust effects organization citizenship behaviour significantly; employee engagement effects organization Effectiveness significantly; organization trust effects organization effectiveness significantly, and; organization citizenship behaviour effects organization Effectiveness significantly. These all findings prove that the previous theories are still applicable, and these also apply in Government organization of Pidie Jaya District. The originality of this research is in its novelty in term of the object, time, and statistic approach. This result contributes to academic and research area in order to develop the next model and method. For the practical, this has verified that the variables in this research need more attention from the managers especially in organization related.
Organizational Conflicts Management In Selected Organizaions In Lagos State, ...iosrjce
IOSR Journal of Business and Management (IOSR-JBM) is a double blind peer reviewed International Journal that provides rapid publication (within a month) of articles in all areas of business and managemant and its applications. The journal welcomes publications of high quality papers on theoretical developments and practical applications inbusiness and management. Original research papers, state-of-the-art reviews, and high quality technical notes are invited for publications.
This document discusses organizational health and improving organizational performance and employee well-being. It defines organizational health as an organization's ability to achieve its goals through improving performance and supporting employee well-being. It discusses that organizational performance and employee well-being are interdependent and affect each other. It also discusses that organizational health can be improved by applying a systems thinking approach at the organizational, process, and role levels, and by addressing employee satisfaction and health through initiatives like organizational health audits. Finally, it provides details on how improving alignment across these levels and between organizational performance and employee well-being can continuously improve an organization's health.
The document discusses organisational development through participation and empowerment. It defines participation as sharing decision-making power through representatives at different management levels. Participation aims to make management self-managed. Empowerment is defined as sharing power with employees. Empowered organisations decentralize decision-making, have flatter hierarchies, and give employees responsibility and freedom within guidelines. Participation and empowerment enhance each other and improve performance.
This document discusses various topics related to employee empowerment, leadership, change management, team building, communication, and education/training. It provides definitions and overviews of these topics, outlines management's role, discusses strategies and best practices, and identifies inhibitors and ways to overcome challenges. The key topics covered include empowering employees, leading change, building effective teams, improving communication skills, and the importance of training for employees and managers.
This document provides an overview of employee empowerment. It discusses empowering employees by giving them autonomy and responsibility for decision making. It examines the relationship between empowerment and employee performance and analyzes the advantages of empowerment, such as increased creativity, job satisfaction, decision making, loyalty and communication. The document also outlines theoretical approaches to empowerment and references additional resources on the topic.
Employee engagement an emerging concept (1)Himanshu Tomar
This document discusses employee engagement as an emerging concept. It defines employee engagement and reviews factors that lead to engagement, such as career development, empowerment, fair treatment, and job satisfaction. Recent trends in engagement include addressing skills gaps, providing integrated experiences for employees, and focusing on employee happiness and growth. Ideas to increase engagement include assigning company values to employees, encouraging personal projects, assigning mentors for new employees, providing needed resources, and displaying team photos. The document concludes that employee engagement is important for employee and organizational growth.
A STUDY ON EMPLOYEE PERCEPTION TOWARDS ORGANISATIONAL COMMITMENT AND ITS IMPA...IAEME Publication
The organizations in both public and private sectors have been putting their efforts toward creating performance culture, which is characterized by a search for strategies to improve the contribution of both individuals and organizations to enhance the performance. The Organizational Commitment is found to be one of the factors associated with enhancing Job Performance. Higher affective Commitment towards an organisation is considered an important determinant of dedication and loyalty. Affectively committed employees considered to be having a sense of belonging and identification exhibit their increased involvement in organisation’s activities and their desire to perform well in the organisation. The perception that organisation values their wellbeing evidently led employees’ to identify the organization’s wellbeing with their own. This study portrait the behavioral aspects of the employees of the firm, exhibiting their commitment to the organization.
Running head EMPLOYEE INVOLVEMENT IN AN ORGANIZATION1EMPLOYEE .docxsusanschei
Running head: EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 1
EMPLOYEE INVOLVEMENT IN AN ORGANIZATION 8
Employee Involvement Within an Organization
Millicent Prescott
Mulugeta Dessie
Strayer University
Leadership and Organizational
February 8, 2017
Outline
Thesis: Every organization aims at creating a progressive work environment based on trust, collaboration, teamwork, creative problem solving, and outstanding customer service. To achieve this, there is need for the leadership faculty to invest and understand the organization’s most valuable asset, the employees. Quality within an organization starts with an empowered and involved workforce.
I. Introduction
A. Employee involvement reflects the direct participation of employees in a bid to fulfill both the mission and objectives of the organization, and also help in decision-making and problem-solving processes.
II. Discussion
A. Drivers of employee involvement
i. Empowering employees, aligning employee efforts with organizational strategies, Supporting and recognizing employees, helping employees in their growth and development, Promoting collaboration and teamwork within the employees.
B. Relationship between employee involvement and organizational performance
i. There exists a positive relationship between involvement and organizational performance.
ii. Employee involvement ensures profitability, productivity, consumer safety and loyalty, and employee retention.
C. Employee involvement strategies
i. Employee involvement starts from the management level.
ii. The strategies may include enhance communication in the workplace, providing with advancement and development opportunities, providing the employees with adequate training and whatever they need to accomplish their tasks, motivating them through incentives and establishing a solid feedback system.
III. Conclusion
Active participation works to the benefit of both the employees and the entire organization. Employee involvement provides with a myriad of positive outcomes to the organization and for employees. To that end, organizations should ensure their employees always participate in decision-making processes, have adequate training, and ensure the presence of incentives in order to ensure employee participation.
Main Paper
Introduction
In the history of businesses and organizations, contemporary managers have agreed that of all times, this century demands more productivity and enhanced efficiency (Markos et al. 2010). It clear that every business is aiming at improving its performance, though managers are constantly dealing with numerous challenges just to keep their businesses ahead of competition. The need to improve productivity within organizations has prompted to these managers employing management tools, as suggested by scholars and researchers. Some of these tools include the Total Quality Management tool and the Process Re-Engineering tool (Markos et al. 2010). These tools, primarily focusing on process and operatio ...
This document examines the effects of employee empowerment, teamwork, and employee training on organizational commitment in Malaysian higher education. It reviews literature on organizational commitment and identifies it as an important factor for organizational effectiveness. Committed employees can lead to beneficial outcomes for organizations. The study aims to address gaps in limited existing data on organizational commitment in the education sector. It analyzes data collected from an online survey of 242 employees at public universities in northern Malaysia. The findings indicate that employee empowerment and teamwork have significant positive effects on organizational commitment. Employee training is also found to significantly positively impact organizational commitment. These findings can provide suggestions for improving commitment among employees in higher education through empowerment, training, and teamwork.
Workers' participation involves sharing decision-making power with employees in an appropriate manner to promote harmony between workers and management. It can take various forms from merely sharing information to involving workers in all strategic, policy, and operational issues. The major objectives of participation are to improve quality of work life by allowing greater influence for workers and to achieve industrial peace, efficiency, and productivity. Empowerment requires consistent support from top management and giving employees knowledge, skills, challenging work, and an opportunity to succeed in order to lead to organizational success.
Impact of Job Satisfaction on Employee Retention of IT Professionalsijtsrd
Human resources are the source of revenue of all types of an organization. The major challenge that organizations are facing today is not only managing these resources but also retaining them. Securing and retaining experienced employees plays an important task in any organization, because employees acquaintance and skills are vital to companies ability to be competitive cost-effectively. This paper focusing on employee satisfaction can positively impact the organization as it increases the productivity, performance, quality of work, profits & dedication to the organization, reduced turnover, superior attendance. Thus, this paper seeks to look at the impact of job satisfaction on employee retention of information technology professionals specifically the software engineers. Pavithra. P | Dr. V. M. Anitha Rajathi"Impact of Job Satisfaction on Employee Retention of IT Professionals" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-3 , April 2018, URL: http://www.ijtsrd.com/papers/ijtsrd10884.pdf http://www.ijtsrd.com/management/management-development/10884/impact-of-job-satisfaction-on-employee-retention-of-it-professionals/pavithra-p
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
Effect of Knowledge Management on Employee Retention in IT industry: Regressi...AkashSharma618775
This document discusses a study examining the effect of knowledge management on employee retention in the IT industry. It identifies key variables of knowledge management like organizational culture, leadership, financial resources, technological infrastructure, employee empowerment, training, continuous learning, and motivation. The study uses a descriptive research methodology including a survey of 100 IT industry employees. Regression analysis found a positive correlation between knowledge management and employee retention. Most employees agreed that the identified knowledge management variables influence retention. The study suggests organizations focus on technology, research/development, empowerment, motivation, and adapting to industry changes to better manage knowledge and retain employees.
Employee engagement refers to the level of commitment and involvement an employee has towards their organization. It was first defined by William Kahn as the harnessing of an employee's self to their work role. Engaged employees are fully absorbed in and enthusiastic about their work and take positive actions to further the organization's interests. High employee engagement is linked to increased productivity, better performance, and lower turnover. It is measured using validated surveys that assess factors like an employee's engagement with the organization, their work, and their workplace.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document summarizes research on employee engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. It discusses how engagement differs from but is related to job involvement and flow. The document also outlines categories of engaged employees, the importance of engagement for organizations, and factors that can lead to greater employee engagement such as career development opportunities and feeling valued.
An investigation of the impact of emotional intelligence on job performance t...Alexander Decker
This document summarizes a study that investigated the impact of emotional intelligence on job performance through the mediating effect of organizational commitment in the banking sector of Pakistan. The study found that emotional intelligence had a positive impact on both organizational commitment and job performance. It also found that organizational commitment partially mediated the relationship between emotional intelligence and job performance. Specifically, emotional intelligence was found to positively influence job performance both directly and indirectly through its effect on increasing organizational commitment. The results supported the hypotheses that emotional intelligence improves job performance and that this effect is partially explained by increased organizational commitment.
An investigation of the impact of emotional intelligence on job performance t...Alexander Decker
This document discusses a study that investigates the impact of emotional intelligence on job performance through the mediating effect of organizational commitment in the banking sector of Pakistan. It begins by defining emotional intelligence and explaining its importance for organizational success. It then discusses organizational commitment and its three indicators: affective commitment, normative commitment, and continuance commitment. Next, it defines job performance and its importance. The study aims to explore the relationship between emotional intelligence, organizational commitment, and job performance. It conducts a literature review on prior research about the links between these factors before describing its methodology.
This document discusses employee involvement and participation in organizations. It defines employee involvement as creating an environment where employees can impact decisions that affect their jobs. Employee participation means employees are part of teams and can suggest ideas and make decisions about their work. Involving employees can motivate workers and improve productivity, creativity, and commitment. The document outlines several methods for implementing employee participation, such as giving employees responsibility, training, communication, and rewards. It also discusses the objectives and benefits of participative management styles in organizations.
The document discusses employee empowerment. It defines empowerment as shifting authority and responsibility to lower-level employees. Empowerment enhances status, recognition, and motivation for employees to achieve goals. It discusses perspectives on empowerment from social, psychological, and organizational views. Effective empowerment requires desire from managers and employees, trust, competence, and management support. Empowerment leads to commitment, innovation, and competitive advantage by developing valuable human resources.
1. The document discusses organizational commitment and the importance of building trust between employees to increase motivation, organizational citizenship behavior, organizational commitment, and job satisfaction. It states that strong work relationships built on trust will encourage loyalty to the organization and its goals.
2. It also discusses different dimensions of information systems and supply chain management practices that can impact company performance, and the need to integrate various supply chain practices to improve performance.
3. Additionally, it covers the importance of motivation for employees to willingly perform their tasks and help the organization achieve its objectives. It identifies key regulators and motivators that must be balanced to increase job satisfaction, such as work environment, compensation, personal development, and a sense of belonging.
“Identifying Key Engagement Drivers and level of Employee Engagement at Techn...IOSR Journals
An employee is said to be engaged when that employee uses discretionary effort. This means the employee works that extra mile without being asked. The engaged employee leads to better customer service, which leads to better customer satisfaction, which leads to increase in Revenue. This shows that to win the customer, we need to win the employee first. The key challenge lies in linking employee morale and bottom line, which means organizations not only have to retain employees but also engage them.
The study attempts to identify the Engagement drivers in a Technology Outsourcing firm at Hyderabad. The objective of the research is to identify key factors that contribute to Employee Engagement and analyze the level of Employee Engagement.
The Secondary Research was carried out by studying several research papers. A Questionnaire was designed with 25 Questions based on a revised model. A pilot study was conducted and findings were analyzed. The trends of the responses have been plotted and five factors that contribute to employee engagement have been derived. The categories of disagreement among the employees have been noted and recommendations have been made.
Effect of Human Capital on Employee Engagement in Increasing Employee Perform...AJHSSR Journal
ABSTRACT : Increasingly competitive competition in the era of globalization encourages nations around the
world to improve the quality of human resources. Human Capital has a central and important role in the success
of an organization that can be used to develop the competitiveness of a company because it is rare, difficult to
imitate by competitors and cannot be replaced by other types of resources. The sample size for this study is 110
participants, which will be used to support the research. The census method was utilized in this study as a sample
methodology. The data required were collected through questionnaires. The results showed that Human Capital
has a direct and significant effect on employee engagement, and also human capital has a direct and significant
effect on employee performance, which were analyzed using SmartPLS software.
KEYWORDS : Human Capital, Employee Engagement, Employee Performance
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6.[46 51]employee empowerment a strategy towards workplace commitment
1. European Journal of Business and Management www.iiste.org
ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol 3, No.11, 2011
Employee Empowerment: A Strategy towards Workplace
Commitment
Chandan Kumar Sahoo (Corresponding author)
School of Business Management, National Institute of Technology
Rourkela 769008, Odisha, India
E-mail: cks_pd@yahoo.co.in
Sitaram Das
Department of Business Administration, North Orissa University
Takatpur 757003, Baripada, Odisha, India
E-mail: bhanu_narayan@rediffmail.com
Abstract
Employee empowerment starts with the concept of strategic fit between people, tasks, technology,
information processes, rewards and organization structure for which all must be in alignment before the
organization can work efficiently. Employees with strong organizational commitment are emotionally
attached to the organization and have strong desire to contribute significantly towards organizational
success. This leads to increased competitiveness, accountability, risk taking, highly innovativeness, low
wastage, and the desire to improve overall job performance. Moreover, increased individual commitment
and commitment to work groups or teams improves team performance, interpersonal interaction, and
enhances individual performance and degree of satisfaction. Empowerment thus inspires change and
increases the level of workplace commitment which increases the degree of individual employee
commitment and helping for achievement of organizational goal.
Keyword: employee empowerment, strategy, workplace commitment, organizational commitment,
individual commitment
1. Introduction
Empowerment is a philosophy which believes in enriching people’s jobs and giving power to exercise
control over and take responsibility for outcomes of efforts (Venkat Ratnam, 2006). In twenty first century
the industrial organizations are more concerned about knowledge workers because they are the real drivers
of business. An empowering organization emphasizes on autonomy, proper information and individual
participation for organizational excellence. In order to achieve empowerment, the executives must ensure
that employees having the right mix of information, knowledge, power and rewards to work more
enthusiastically (Singh, 2003). Empowerment thus helps to create autonomy for employees, allows the
sharing of responsibility and power at all levels, builds employee self-esteem and energizes the workforce
for better performance. At the individual level the personal factors which are facilitating empowerment are:
challenging jobs, enthusiasm, competence, maturity, self-esteem, etc. most of these factors can be enhanced
through training and development as these are playing a catalytic role in promoting employee
empowerment and involvement.
2. Employee Empowerment – A Theoretical Perspective
Employee empowerment tended to revolve around issues of power and control, where empowerment was
considered a management technique used to motivate employees by delegating or sharing of power with
them (Kanter, 1983). Ashcraft and Kedrowicz (2002, p. 89) have defined in their earlier study,
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ISSN 2222-1905 (Paper) ISSN 2222-2839 (Online)
Vol 3, No.11, 2011
empowerment as enabling relations of power through a perception and process that fosters both a sense of
competence and control. It was reflected in sharing of power that those of staff members who were given
power more likely to achieve the desired outcomes (Conger and Kanungo, 1988). Empowerment is an
intrinsic motivation that involves positively valued experiences for which an employee derive directly from
a task. The employees consider themselves as having freedom, autonomy and discretion, feel personally
connected to the organization, and feel confident about their abilities and capable of having an impact on
the organization. The empowerment of employees can occur in ways that may not require giving the
employees more power. The feeling of employee empowerment can be improved by listening and being
more responsive to employee comments, providing necessary training, encouragement by management and
fellow employees, providing employees with the necessary resources to do their jobs, allowing access to
relevant information and matching employees to their tasks according to training and experience. Like most
initiatives in organizations, “to be effective, practical, and achievable, empowerment and quality must start
at the top”. Believe it or not, empowerment changes an organization’s model, whether it can be a
restructuring or change in job responsibilities. Thus, upper management must be an active factor for
building and implementing employee empowerment initiatives. According to the researchers R. Ripley and
M. Ripley (1992) and Spatz (2000), employee empowerment will bring the followings:
increase employees’ trust and commitment;
increase motivational level to reduce mistakes and individuals take more responsibility for their own
actions;
provide a forum though which employees can express their beliefs and innovative ideas about day-to-day
activities;
assist the continuous improvement of processes, products, and services;
increase employee loyalty, while at the same time reducing turnover, absenteeism, and illness;
increase productivity by increasing employee pride, self-respect, and self-worth;
use peer pressure and self-managing team methods for employee control and productivity;
increase the bottom line by such methods as reducing waste and building quality, while meeting
customer requirements;
maintain and increase competitiveness and achieve long-term competitiveness with an ever increasing
market share;
increase trust and cooperation with management;
increase communication among employees and divisions;
enable employees to identify & solve problems so that they can improve their own performance;
increase organizational commitment and organizational effectiveness; and
build a healthy organizational climate and culture.
Proactive management practices promotes an organizational climate that is supportive, respectful and
trusting of employees and where individual contributions are highly recognized are more likely to facilitate
empowerment than only delegation of authority (Eisenberger et al., 1990). The most noticeable difference
in present innovative organizations was that artisans and mass production workers were replaced by
empowered interdependent work teams. The various facets of empowerment (Bushe et al. 1996) which are
complimentary to workplace commitment are:
Choicefulness: Most of the employees appreciate the ability to exercise some degree of choice in their
day to day work life.
Effort: Self-efficacy and a sense of empowerment will arise when one believes that the more effort given
to assigned work, the more successful he will be in achieving the outcomes.
Impact: The facet of impact exists for employees when they can have impact on the organization that is
when they are able to accomplish the tasks they have set out for them and disempowered when they
cannot.
Self-system control: The feeling like strong performance will translate into benefits or rewards,
employees will feel empowered.
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Vol 3, No.11, 2011
Meaningfulness: People feel more empowered the more meaningful the rewards they receive for their
efforts.
Universal Justice: When people are rewarded for their effort, regardless of outcomes, a form of
empowerment call universal justice is present.
3. Factors affecting Degree of Empowerment
The following issues need to be resolved for empowerment (Spreitzer, 1996) to be successful such as: role
ambiguity, span of control, social support, access to information, access to resources, and participative
environment.
Role Ambiguity: It occurs when an individual is unsure about others’ expectations of him or herself.
Hence every organization has clearly defined tasks which are to be performed and to avoid confusion and
frustration.
Span of Control: Individuals working under supervisors with narrow span of control are less
intrinsically motivated than those working under wide span of control because their bosses specify much
of their work behavior.
Social Support: Relevant support networks include an individual’s boss, peers, subordinates and the
members of his or her work group. Membership in support networks increases social exchange with key
organizational constituencies and thus enhances a sense of personal power which can be manifested in
enhanced feelings of both self-determination and impact.
Access to information: Basic information about workflow, productivity, external environment, and firm
strategy which allows individuals to see the big picture and perceived empowerment.
Access to Resources: A lack of access to critical organizational resources (funds, raw materials,
equipments, space, time and manpower) contributes to powerlessness and dependency.
Participative Environment: Participative organizational environment will enhance individual
contribution and initiative rather than excessive command and control by the superiors.
4. Strategic Employee Empowerment
Most of the organizations in the present context have developed and implemented a number of key strategic
derivers in a more planned and systematic way to empower the existing employees in order to increase the
level of commitment for survival and sustainability of the organizations. Several strategies which are
exercised for this purpose are:
4.1 Delegation of Authority
Organizations rightly spotted that through delegation of authority to the executives will nurture the hidden
talents or competencies towards the business requirements in the areas like construction of new projects,
operation and methods, effective employee engagement etc.
4.2 Formation of Bipartite Committees
The logic behind formation of several joint forums comprising of equal representation from both workers
and management side at all the levels of organization will foster healthy employee relations climate and
better organizational performance.
4.3 Sense of Trusteeship
Employers are the trustees for their respective employees because of rightly identifying and implementing
several welfare measures for them and the prime reason behind this to motivate them for organizational
achievements and gratification of individual desires and needs.
4.4 Employees suggestion scheme
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Vol 3, No.11, 2011
This provides opportunity to all employees to influence the managerial decision- making and involve
themselves in organization building activities as an employee is the best judge of the job, perhaps the best
person to suggest changes for improving performance. The abilities of employees are utilized to the fullest
extent by encouraging them to make suggestions and rewarding them.
4.5 Interaction with top executives
The chief executive officer (CEO) along with the board of directors addresses all employees at least once or
twice a year in the meetings discussing the business issues of the company. This is the right platform where
the employees can raise several issues, offering their views, and suggestions for survival and sustainability
of the organization. The meeting followed by lunch or dinner hosted by the management to make the
employees more emotionally attached with the organization.
In order to achieve empowerment, the executives must ensure that employees having the right mix of
information, knowledge, power and rewards to work more enthusiastically (Singh, 2004). Empowerment
thus helps to create autonomy for employees, allows sharing of responsibility and power at all levels, builds
employee self-esteem and energizes for workplace commitment and better individual performance.
4. Workplace Commitment
Commitment is central to the understanding of both human motivation and system maintenance which is an
indicator of a learning organization. Workplace commitment generally reflected through generating energy
and activating the human mind, and optimum utilization of human capital towards better performance. It is
also an important element of work behaviours and behavioural intentions (Lease, 1998) and a multifaceted
construct consisting of three aspects such as affective, continuance, and normative. The affective
commitment can reflect an attitude that focuses on employees’ attachment to their organization and their
emotional acceptance of its values and goals which can be termed as internal commitment. Continuance
commitment corresponds to external commitment and reflected through material benefits and rewards to be
gained by employees (Argyris, 1998), where as normative commitment is a sense of loyalty to the
organization. Each and every facet of workplace commitment serves a useful purpose in the workplace as
employees are internalize the values and norms of the organization and accepting its gains and losses as
their own. Workplace commitment is consisting of organizational commitment, individual commitment,
and possible outcomes of workplace commitment (figure 1).
4.1 Organizational Commitment
Organizational commitment is the measure of strength of the employee’s identification with the goals and
values of the organization (Mowday et al., 1982). It involves both organizational and supervisory
commitment and is directed by organizational attributes such as values and human behavior at work
(Morrow, 1993). Supervisory commitment is defined as the strength of identification with the supervisor
and the internalization of the supervisor’s values. Identification occurs when the subordinates are accepting
the attributes of the supervisors such as attitude, behaviour, and accomplishments while internalization
occurs as subordinates are adopting these attributes because supervisor’s attitude and behaviour are
congruent with the subordinate’s value systems (Gregersen and Black, 1993).
4.2 Individual Commitment
Individual employee commitment is reflected by the attributes which are directly affect the person and to
be defined as the psychological and emotional attachment of individuals to their jobs, work groups or
teams, peers, and careers. Team commitment enhances social involvement and shared leadership towards
goal attainment. Job commitment is the degree to which a person identifies psychologically with his/her
work assignment. Career commitment has been defined as the magnitude of an individual’s motivation,
attitude, belief, and behavioural intentions toward an occupation or a job.
5. Antecedents of Workplace Commitment
Antecedents of workplace commitment are the specific actions or elements that cause commitment to
occur. Employees are ready to contribute extra effort in performing their assigned duties that lie outside the
boundaries of traditional job descriptions and all aspects of organizational commitment having an inverse
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Vol 3, No.11, 2011
relationship with absenteeism, turnover, and dissatisfaction (Somers, 1995). The basic antecedents of it
such as congruency, empowerment, clarity of purpose, challenging job, equity and fairness, feedback, and
autonomy will bring organizational survival and effectives (Fornes et al., 2008).
Congruency: As congruency exists between a person’s interests, preferences, abilities and values, and
organizational factors in the work environment, employees become more emotionally committed to the
organization which leads toward better performance and satisfaction.
Empowerment: Employees who are allowed to participate in decision-making and empowered to carry
out their work are more committed to take initiative and contribute new ideas.
Clarity of purpose: It gives a clear identification of the intentions, ideas, goals, plans and policies of the
organization and proper communication about these to the employees. Supply of employee manuals,
involvement in discussions of new policies and procedures, need based training programmes will provide
a clear sense of direction consistent with organizational values.
Challenging job: More challenging and rewarding jobs are quite significant for the organization and
permits for utilization of skills and knowledge. Job characteristics such as skill variety, task identity, task
significance, and degree of autonomy will foster individual employee commitment.
Equity and fairness: It will maintain a balance between the organization and its employees. In order to
achieve organizational commitment the organization must give emphasis on trusting environment,
transparent policies to govern employment relations, and fair and equitable treatment to the employees by
the supervisors.
Autonomy: It refers to the degree of freedom, independence and discretion enjoyed by an employee with
respect to the work assignment for scheduling work, determining procedures, operational decision-
making and job involvement. High degree of autonomy will support organizational commitment,
increased job satisfaction and performance outcomes.
Feedback: Employees receive information continuously for better performance and operational
excellence through regular feedback mechanism system. It fosters continuous improvement and proper
communication with employees which lead towards enhanced organizational commitment.
6. Indicators of Workplace Commitment
In the competitive environment, most of the organizations have successfully developed, executed,
evaluated, refined and perused employee empowerment and improvement as a prime human resource
practice with business value (Kandula, 2004). So an employee empowerment and involvement organization
starts with the concept of strategic fit between people, tasks, technology, information processes, rewards
and organization structure for which all must be in alignment before the organization can work efficiently.
Employee involvement can also result from providing employees with the skills necessary for decision
making, problem solving, shared leadership and overall understanding of the business. The indicators of
workplace commitment are the possible results derived from organizational and individual commitment.
Employees with strong organizational commitment are emotionally attached to the organization and have
strong desire to contribute significantly towards organizational success. This leads to increased
competitiveness, accountability, risk taking, highly innovativeness, low wastage, and the desire to improve
overall job performance. Higher degree of organizational commitment is associated with lower rate of
turnover and absenteeism, and improved organizational effectiveness (Camp, 1993). Individuals who are
more committed are highly motivated and will experience lower level of occupational stress, less emotional
exhaustion and depersonalization (Jamal, 1990). Moreover, increased individual commitment and
commitment to work groups or teams improves team performance, interpersonal interaction and group
cohesion, and enhances individual performance and degree of satisfaction as shown in figure 2.
7. Performance Implications
The prime responsibility of line and HR professionals is to make sure the job and work environment is
congruent with an employee’s interest and abilities which enhanced level of commitment and performance.
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On the basis of the constituents of workplace commitment such as organizational and individual
commitment, possible situations like conflict, distress, and optimization have emerged and indicated some
implications due to commitment are: the degree of job performance, satisfaction and motivation, and
organizational performance (see figure 3).
8. Conclusion
Employee empowerment is closely related to employee involvement, a concept that is easily understood
and more uniform throughout the organization. The process comes about by giving employees a
combination of information, influence, and incentives (Hammuda & Dulaimi, 1997). Organizations today
need to change themselves by being more innovative, creative and by reorienting themselves toward
people-based systems those focused on motivation, empowerment and freedom. Empowerment involves
removing limits on, and recognizing the talents of employees in order to prevent employee dissatisfaction.
Empowerment thus inspires change and increases the level of workplace commitment which increases the
degree of individual commitment and helping for achievement of organizational goal. The key inputs for
positive results are training, education and counseling in order to create a new work ethos. One of the key
responsibilities of the human resource development (HRD) department is to realize and give emphasis on
the importance of empowering people in the organization.
Empowerment also makes a shift from the concept of employees are not managed by the traditional
hierarchical control system, instead, out of their commitment towards shared organizational goals, as they
enforce self-discipline to achieve these. This is possible when hierarchies are dissolved, internal political
games are minimized, and organizations adopt performance based reward system and recognition of
individual contributions. Again team work and decentralization should be encouraged for effective
empowerment and meaningful participation which induces the climate of workplace commitment and
significantly contribute towards organizational effectiveness.
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Vol 3, No.11, 2011
Workplace Commitment
Organizational Commitment Individual Commitment
Supervisory commitment Team commitment
Attitudinal commitment Job commitment
Calculative commitment Career commitment
Source: Authors’ own.
Organizational
Effectiveness
Figure 1. Structure of Workplace Commitment
Antecedents Individual Perception Outcomes
Congruency Emotional attachment
Empowerment Competitiveness
Clarity of purpose Extra role performance
Organizational Commitment
Equity & fairness Accountability
(Perceived organizational
Challenging job Satisfied with job
support)
Autonomy Risk taking & innovative
Recognition Better performance
Feedback Low wastage
Lower turnover &
absenteeism
Congruency Low stress
Challenging job High group cohesiveness
Individual Commitment Self-esteem & awareness
Autonomy (Perceived meaningfulness of
Recognition work)
Feedback
Source: Authors’ own. Organizational Effectiveness
Figure 2. Workplace Commitment & Organizational Effectiveness Higher productivity
Growth & Diversified
Cost reduction
Higher profit
Better image
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High
Conflict Optimization
• Low (1) • High (1)
• Low (2) • High (2)
Organizational • High (3) • High (3)
Commitment
Distress Conflict
1 – Individual job performance
• Low (1) • Low (1) 2 – Satisfaction and motivation
• Low (2) • Low (2) 3 - Organizational performance
• Low (3) • High (3)
Low High
Individual Employee Commitment
Source: Fornes et al., (2008).
Figure 3. Performance Implications of Workplace Commitment
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