Organizational commitment

Organizational commitment
See also
Atmosphere at work Non financial motivation Motivation system Quality of worklife Organisational commitment Promotion policy Management by motivation Extrinsic reward Culture and QMS implementation

Organizational commitment - this is a bond built between employees and their organisation. This means that on the basis of specially prepared implementation procedures and creating a friendly environment. In these conditions, a sense of community makes the organization and its performance higher overall. In addition, their determination and pro-activeness to support weaker workers is also increasing. However, in order for the organisational commitment to have a measurable effect. An indirect action of organisational commitment is shaping positive employer branding, which makes more and more people want to be employed in a given organisation. Thanks to this, the employer gains not only a positive image among potential employees, but also gives a signal to the market that thanks to the management methods adopted by him is able to compete, but also to integrate people responsible for his success.

Types of organisational commitment

There are three different approaches to building employee engagement. They are as follows:

• Affective commitment,
• Continuance commitment,
• Normative commitment.

Affective engagement refers to a situation in which an employee wants to stay longer in his or her organisation. If he is emotionally involved in his organization, it means that he really wants to stay in it. This type of employee feels valued, acts as an ambassador for the organisation and is a positive resource for the company .

Another type of organisational involvement boils down to a situation where employees determine how long they want to stay in it. Creating such an internal sense will allow the organization to build long-term employee relations and reduce the employee turnover rate. There are many factors influencing this phenomenon. These may include, for example, salary levels or the lack of alternative career paths. However, the most common reason for staying in a given organization is to receive such a level of remuneration and benefits that it is not profitable for the employee to move to another company .

The last type of organisational involvement is a normative approach. It is expressed in terms of the number of employees who believe that they should remain in the organisation. Such employees generally feel that they should stay in the organisation because leaving the organisation will make them feel guilty or cause terrible consequences. The reasons for this guilt are different. They are usually due to the possibility of losing some kind of knowledge or skills that an employee has acquired while working in a previous environment. However, such feelings can negatively affect employees working in the midst of an organisation because of their stress and hopelessness, assimilated with it .

Achieving commitment within organisation

There are three factors that make it possible to obtain organisational commitment. The first one is the empowerment of employees. It consists in the fact that the employer, through the organization of active activities, enhances creativity and commitment to the organization.

Another factor is building the conviction that employment stability is not as high as the employee might think. It will only be possible to retain him within the organisation if he makes every effort to develop the company.

The last one is redirecting leadership skills to smaller teams, so that no employee feels excluded or unattended.

Examples of Organizational commitment

• Employee Engagement: Employee engagement is an important component of organizational commitment. Engaging employees in meaningful conversations and activities can help build a sense of community and encourage them to stay with the company. Examples of employee engagement activities can include team building exercises, group meetings, and cross-functional collaboration.
• Employee Recognition: Employee recognition is an excellent way to show commitment to employees and foster loyalty. Recognizing employees for their hard work and dedication to the company is a great way to show that the company values their efforts. This can be done through awards, incentives, or even verbal recognition.
• Employee Development: Employee development is also an important part of organizational commitment. Providing employees with opportunities to learn and grow, such as training and development programs, can show that the company is invested in their success. This can also help employees to become more engaged and productive in their roles.
• Company Culture: Creating a positive company culture is another way to show organizational commitment. Companies should strive to create an environment that is inclusive and supportive of their employees. This can be achieved by fostering a culture of collaboration, respect, and open communication between management and employees.
• Work-Life Balance: Promoting a work-life balance is an essential part of organizational commitment. Companies should strive to create an environment that is conducive to employees’ well-being, both inside and outside of work. This can include providing flexible working hours, offering paid time off, and providing access to mental health resources.

Advantages of Organizational commitment

Organizational commitment has several advantages which are beneficial for both the organisation and the employees. These include:

• Increased job satisfaction, as employees feel that their contributions are valued and appreciated by the organization. This in turn leads to increased motivation levels and better performance.
• Increased loyalty, as employees are more likely to stay with the organization for a longer period of time and build a sense of trust with the organization.
• Enhanced communication, as employees are more likely to share their ideas, experiences and knowledge with the organization. This increases the efficiency of the organization and leads to better decision-making.
• Improved team spirit, as employees are more likely to work together towards common goals. This leads to better cohesion and higher overall performance.
• Increased productivity, as the organization is able to get more work done by having more motivated and loyal employees. This increases the organization's chances of success and growth.

Limitations of Organizational commitment

One of the limitations of organizational commitment is that it can be difficult to measure. This is largely because commitment is an internal, subjective experience that is not easy to quantify. Moreover, there is no one-size-fits-all approach to measuring commitment, as different people may demonstrate their commitment in different ways. Furthermore, organizational commitment is often dependent on external factors, such as the organizational climate and the employee’s relationship with their superiors. As such, it can be difficult to assess the commitment level of employees in a given organization.

Other limitations of organizational commitment include:

• Poor job satisfaction: Job satisfaction is often linked to organizational commitment, as employees who are happy with their job are more likely to be committed to their organization. If job satisfaction is low, then organizational commitment is likely to suffer as a result.
• Lack of reward and recognition: If employees are not rewarded for their hard work, or their contributions are not recognized, then their organizational commitment is likely to suffer.
• Unclear expectations: If expectations are not clearly outlined from the start, then employees may lack the motivation to work hard and be committed to their organization.
• Poor leadership: The quality of leadership can have a huge impact on organizational commitment. Poor leadership can lead to low morale and resentment among employees, which can make it difficult to be committed to the organization.

Other approaches related to Organizational commitment

Intro: Other approaches related to organizational commitment include:

• Job Satisfaction - Job satisfaction can be seen as a measure of how content an employee is in their job role and overall work environment. It is primarily influenced by how well the job meets an individual’s needs, as well as the quality of the relationships they have with their colleagues and supervisors.
• Positive Workplace Culture - Positive workplace culture is created when employees feel appreciated, respected, and valued. It is important for companies to foster an environment of trust and collaboration, as this can lead to increased productivity, job satisfaction, and loyalty to the organization.
• Employee Engagement - Employee engagement is a measure of how involved and motivated employees are in their work. It is closely related to job satisfaction, as employees who are engaged are more likely to be satisfied with their jobs.
• Professional Development - Professional development opportunities are important for employees to stay competitive and up-to-date with the latest skills and knowledge. It can also lead to increased job satisfaction and motivation, as employees feel more empowered in their roles.

Summary: In order to foster organizational commitment, it is important to focus on job satisfaction, positive workplace culture, employee engagement, and professional development. These approaches create an environment of trust and collaboration, leading to increased productivity, job satisfaction, and loyalty to the organization.

References

• Brunetto, Y., Farr-Wharton R., Shacklock K., Teo S. T. T., (2012) Emotional intelligence, job satisfaction, well-being and engagement: explaining organizational commitment and turnover intentions in policing "Human Resource Management Journal", No. 4 Vol. 22
• Dibb, S., Pinho, J., Rodrigues, A. P., (2014) The role of corporate culture, market orientation and organisational commitment in organisational performance Journal of Management Development
• Maha, A. Z. D., (2015) The Impact of Employee Engagement on Job Performance and Organisational Commitment in the Egyptian Banking Sector. ” Journal of Business and Management Sciences, No. 5 Vol. 3

Author: Weronika Czarna