This document discusses organizational commitment, which refers to an employee's identification with and involvement in an organization. It defines the three main components of organizational commitment as affective commitment (emotional attachment to the organization), continuance commitment (costs associated with leaving), and normative commitment (obligation to remain). Antecedents that influence organizational commitment include organizational mechanisms like company branding and newsletters, individual characteristics, social factors like relationships, and job conditions. Consequences of commitment include improved job performance, reduced withdrawal behaviors like absenteeism and turnover, and decreased counterproductive behaviors such as theft or sabotage.
2. Organizational Commitment
“an identification with the goal’s and values of the
organisation, a desire to belong to the organisation and a
willingness to display effort on behalf of the organisation.”
It is recognised as the key factor in employee- employer
relationship
3. Organization Commitment (OC)
is the second most frequently studied attitude in the workplace, but it has captured
much less attention than job satisfaction.
can be defined as the relative strength of an individual’s identification with and
involvement in a particular organization.
John Meyer and Natalie Allen conceptualize commitment as having three components of
OC as
1. Affective commitment
- a strong belief in and acceptance of the organization’s goals and values
- a willingness to exert effort on behalf of the organization
- a strong desire to remain a part of the organization.
This component can be thought of as the employee’s emotional attachment to the
organization
I would be very happy to spend the rest of my career with this organization
4. 2. Continuance Commitment
- has to do with the costs that associated with leaving the organization
This component is
- sometime referred to as “sunk-costs” commitment,because it concerns attachment to an organization as
a function of what the employee has sunk into it.
- might have continuance commitment because to leave the organization would cost her a great deal in
retirement earnings and other benefits that come with seniority.
3. Normative Commitment
- reflects one’s obligation to continue employment with the organization to continue employment with the
organization.
This component is
- sometimes called “moral commitment”
- individuals tend to believe that they ought to stay with the company regardless of what it offers them.
Right now, staying with my organization is a matter of necessity as much as desire.
I do not feel any obligation to remain with my current employer.
8. Felt Obligations
Personal Values
Met Expectations
Job Condition
Job Available
Benefits Accrued
Affective
Commitment
Normative
Commitment
Continuance
Commitment
Affective Commitment arises from favorable experiences on the job.
Continuance is produced by the investments in the job and the difficulty in finding another
job.
Normative commitment derives from a sense of obligation either
9. Antecedents
Organizational Mechanisms
The little things that organizations seem to be doing these days to
get employees committed to the company, such as
- “company stores”: sell product with the company logo
emblazoned all over them.
- the use of logos and insignias on merchandise for employees
and their children may serve various purposes, but one is clearly to
increases the commitment of employees.
- “news letters” can also increase the strength of employee’s
identification with or involvement in the organization.
10. - hearing about
the charity work that the company has done,
the new employees who have been hired
The employees who are retiring after 30 years of distinguished service to
the company,
The company’s goals and objectives over the next five years,
How the CEO is a great champion for the company in the local
community
can all help to increase employees’ commitment to the organization.
11. + Performance
1. Task
2. Contextual
– Withdrawal
Behaviors
1. Absenteeism
2. Lateness
3. Turnover
– Counterproductive
Behaviors
1. Theft
2. Sabotage
3. Aggression
Framework for OC
Organization Mechanisms
1. Socialization
2. Logos, insignias, programs for
family members
3. Newsletters
4. Reward systems
Individual/Personal
Characteristics
1. Age
2. Job level
3. Stress
Social Factors
1. Coworker relationships
2. Participation and social
interaction
3. Role variables
4. Supervisory relationships
Antecedents
OC
Consequences
12. Antecedents
Individual/personal Characteristics
Individual differences
- qualities
- attitudes
- beliefs
- skills
- These differences are often related to job attitudes such as organizational commitment.
- There is some indirect evidence demonstrating that employees are more likely to be normatively
committed to their organization than employees who do not report such a belief.
- The implication is that this individual difference may have been developed by employees’
parents during child rearing and early socialization experiences.
13. Social Factors
revolve around social interactions and relationships,
consistent antecedent of organizational commitment,
are the nature and quality of the employee-supervisor relationship.
Role variables are
similarly important antecedents,
given consistent negative correlations between concepts like role ambiguity
and role conflict with organizational commitment.
Antecedents
14. Employees who are not committed to their
organizations engage in withdrawal behavior
16. Withdrawal Behaviors
• Exit : Exit is a form of physical withdrawal in
which the employee either ends or restricts
organizational membership.
• Voice : Voice is an active and constructive
response by which employees attempt to
improve the situation.
• Loyalty : Loyalty is passive and constructive;
employees remain supportive while hoping
the situation improves on its own.
• Neglect : Neglect is a form of psychological
withdrawal in which interest and effort in the
job decreases
17. The potential consequences of organizational commitment are divided
into three categories.
1. Performance
any work – related attitude will be more favorably viewed by
organizational practitioners if that attitude is directly related to job
performance
job satisfaction and performance outcome variables is not reasonable
given the complexity of performance
Hence, employee’s feelings about their organization may manifest
themselves in terms of contextual behaviors that are important to
organizational functioning.
Consequences
18. 2. Withdrawal Behaviors
is affective commitment and absence appear to be correlated to a small
but significant degree.
In sum, individuals who are committed to the organization through an
emotional attachment or a moral obligation tend not to search for jobs,
intend to stay in their current jobs, and actually do remain with the
organization, whereas those who are committed due to sunk costs may
have similar inclinations but the relationships are clearly not as
consistent.
Consequences
19. 3. Counterproductive Behaviors
emphasizes the role of frustration in the process suggests a likely
relationship between frustration and a lack of commitment to the
organization.
indicate that the values and goals communicated by an organization
have a significant effect on the frequency of counterproductive
behaviors.
Indeed, companies that espouse such organizational values as treating
employees with fairness, empowering employees, and demonstrating
interpersonal cooperation report higher levels of trust than do
companies that do not emphasize these values.
Consequences
