Organisational Commitment Assignment Sample

Introduction Of Organisational Commitment Assignment Sample

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Literature Review

Organisational commitment is an employee's perception of their attachment to the firm they are working for. The significance of organisational commitment is that it determines whether or not an employee stays with the company for a longer period and contribute his best efforts for achieving the organisational goals. Battistelli et al. (2016, p. 44)outline that organisational commitment predicts employee engagement and satisfaction levels. In addition to this, one can also examine the distribution of leadership, job insecurity, workers' job performance, and some other attributes. The management is concerned for the organisational commitment level of employees to test their dedication towards their daily tasks. Potgieter, Coetzee, &Ferreira (2016, p. 440) mention that most organisations comprise employees who are very active in optimising their resources by prioritising the organisation's tasks and objectives over their personal goals. For that case, an organisation requires good systems and leadership that persuade employees to carry out their work effectively and stay loyal to the company.

Peter& Eunice (2014, p 442) highlighted that organisational commitment is characterised by dedication, trust, loyalty, motivation, and discipline of the employees and leaders as a part of human resources. In addition to this, non-human resources also help in the enduring achievement of the organisation's goal soon.

Organisational Commitment's Dimension

Mitonga-Monga& Cilliers (2016, p. 4) argue that organisational commitment is an individual behaviour shown by him towards the mission, vision, and goals of an organisation. There are several dimensions of organisational commitment. The first and foremost is the positivity towards work that increases the involvement in the work organisation. This is also called affective commitment. The second is continuance commitment as the extent to which employees feel attached to their work. The third dimension is called normative commitment. Bebe& Bing (2016, p. 22) argue that continuance commitment is quantitative and can be calculated. A worker has a high continuance commitment when they cannot quit the job as that is a costly option. Bebe& Bing (2016, p. 19) argue that financial incentive does not buy an employee's loyalty. However, it can make them stay there longer as quitting can be a great loss. Research works have suggested that employees with high continuance commitment have poor performance ratings and are less engaged in organisational work. In addition to this, unionised workers with high continuance commitment usually use formal grievances.

On the other hand, employees with high organisational commitment are more engaged in solving constructive problems. They try to bring harmony while working in a team.

Strategies for Building Organisational Commitment

Different researchers have given their findings and strategies for improving employee organisational commitment. These have been discussed here. Sahi & Mahajan (2014, p. 624) gave their strategies. First and foremost, an organisation should have a justified process and provide support to employees. An organisation that accomplishes the demands and obligations to workers and follows guidelines and humanitarian values, such as courtesy, fairness, forgiveness, and moral integrity, have higher employee loyalty and organisational commitment. These values are related to managers through which they can pay attention to the employees and their performance and distribute incentives and rewards fairly. Employees perceive the more justice, the higher their loyalty will be.

Similarly, if an organisation supports its employees' wellbeing, they tend to have higher loyalty to the organisation. Another strategy is to have shared values. Organisational commitment is described as a person's identification with the firm, and it is highest when an employee believes that their personal goals are in line with organisational goals. It has been seen that values congruence makes workers feel less burdened and happy. Mitonga-Monga& Cilliers (2016, p. 7) argue that trust is another factor that helps employees in increasing organisational commitment. When an organisation puts complete faith in the employees, it motivates them, and they are ready to walk the extra mile for the firm. Workers trust leaders only when they are effective and understand their demands. In addition to this, increasing job securities and non-monetary perks can also reduce the turnover of the employees and improve the relationship between the company and workers. Rode, Huang, & Flynn (2016, p. 474) believe that organisational commitment and work satisfaction represent are the most discussed attitudes in the workplace. Each of them is linked to cognitive judgment and emotional episodes about maintaining the relationships with the organisation. It has been seen that emotions play a significant role in improving organisational commitment. Manager's role in managing work-related stress helps in improving employees' wellbeing.

Madelyn, Karolina & Cornelia (2014, p. 7) said that organisational commitment is a spontaneous process that develops by the orientation of workers to the firm. There are many stages and levels in a leader's strategies in building the organisation commitment. The paper highlighted that leaders and managers could improve and build organisational commitment through internalisation, identification, and compliance. These components are antecedent distal and process commitment itself. Compliance is the first stage of building commitment that brings confidence in the employees. Usually, these are connected to the continuance commitment dimension. The second stage of building organisational commitment is identification. It occurs when workers get affected by the influence of others to maintain satisfaction level while working in the organisation. The second stage is a part of the normative dimension of organisational commitment. In addition to this, the last stage is internalisation. This occurs when the worker finds that organisational values align with his values.

Bebe& Bing (2016, p. 18) highlighted that high levels of organisational commitments are directly linked to superior business performance, high productivity and profitability, customer satisfaction, employees' retention, minimised consumer churn. In addition to this, there are some strategies to improve organisational commitment. The first and foremost is developing a strong teamwork culture. This would ensure a healthy working environment. No two workers can be identical in skills and expertise (Peter & Eunice, 2014, p. 440). Usually, people in any organisation belong to a different background. It has been seen that people mostly work in teams. However, if any company promotes the culture of teamwork, this would help achieve organisational goals more easily and more conveniently. This will help in boosting employees' motivation and achieving higher growth. In addition to this, the organisation can be able to develop a long term working harmony culture.

In addition to this, Hendel& Kagan (2014, p. 503) believe that communicating goals and organisational expectations can be another way of building organisational commitment. It has been seen that the majority of workers want themselves to be a part of an organisation that ensures an excellent working environment and stable growth in their job. They want to have that organisation have a meaningful objective, and the same should be communicated to the employees. After feeling a sense of responsibility and ownership, employees tend to be loyal to the company and stay for a longer duration of time. Dotun (2014, p. 2) argues that employees are more satisfied and loyal when an organisation is transparent towards its employees in almost all aspects and operations. In addition to this, the organisation should also encourage open communication with employees to keep them updated about the new policies and changes in the existing ones. Furthermore, when a company is transparent with its stakeholders and other business partners, there are higher chances that workers feel valued, which would also improve a sense of belonging. This would further induce a sense of ownership among them, and they would stay and have a positive perception of the company.

Bebe& Bing (2016, p. 20) emphasise that the organisation should maintain a positive work ethic. It has been seen that every worker wants to work with an ethically sound organisation and takes care of its workers with utmost respect and tenderness. If any employee feels that the organisation follows an ethical code of practices and is morally correct, this will increase4 the organisational commitment. Good work ethics ensure a high retention rate and a high satisfaction level. Treating every employee equally would bring confidence among the employees. In addition to this, Battistelli et al. (2016, p. 47) advocate the encouragement of innovation in the company. Some of the research works have proved that innovation drives the motivation of employees up. Therefore, the organisation needs to support the innovative ideas of every employee and should not discourage them. This would motivate them to stay in the organisation for a longer period.

At last, it can be seen that organisations can improve organisational commitment by taking measures at the right time. However, the most important aspect of every strategy is to get feedback from employees after implementing the strategy. This is a constructive measure that ensures the implementation is done in the right way.

References

• Battistelli, Adalgisa, Galletta, Maura, Vandenberghe, Christian & Odoardi, Carlo 2016, 'Perceived organisational support, organisational commitment and self‐competence among nurses: a study in two Italian hospitals', Journal of Nursing Management, vol. 24, no. 1, pp. E44-E53.

• Bebe, Kalsoom & Bing, Wang 2016, 'Social Responsibility and Organisational Commitment in Local Public Administration: The Moderating Role of Organisational Citizenship Behaviour and Social Bonding', Mednarodna Revija za Javno Upravo = International Public Administration Review, vol. 14, no. 2/3, pp. 13-36,
• Dotun Olaleye Faloye 2014, 'Organisational commitment and turnover intentions: evidence from Nigerian paramilitary organisation', International Journal of Business and Economic Development (IJBED), vol. 2, no. 3,
• Hendel, Tova & Kagan, Ilya 2014, 'Organisational values and organisational commitment: do nurses' ethno‐cultural differences matter?', Journal of Nursing Management, vol. 22, no. 4, pp. 499-505.
• Madelyn Geldenhuys, Karolina Laba & Cornelia M. Venter 2014, 'Meaningful work, work engagement and organisational commitment', SA Journal of Industrial Psychology, vol. 40, no. 1, pp. e1-e10
• Milonga-Monga, Jeremy & Cilliers, Frans 2016, 'Perceived ethical leadership: Its moderating influence on employees' organisational commitment and organisational citizenship behaviours', Journal of Psychology in Africa, vol. 26, no. 1, pp. 1-8.
• Peter, Ihionkhan & Eunice, Aigbomian 2014, 'The Link between Human Resource Management Practices and Organisational Commitment', Indian Journal of Management Science, vol. 4, no. 1, pp. 10-18
• Potgieter, Ingrid L., Coetzee, Melinde & Ferreira, Nadia 2016, 'Employability capacities and organisational commitment foci of human resource professionals: An exploratory study, Journal of Psychology in Africa, vol. 26, no. 5, pp. 436-442.
• Rode, Joseph C., Huang, Xiaowen & Flynn, Barbara 2016, 'A cross-cultural examination of the relationships among human resource management practices and organisational commitment: an institutional collectivism perspective', Human Resource Management Journal, vol. 26, no. 4, pp. 471-489.
• Sahi, Gurjeet Kaur & Mahajan, Rupali 2014, 'Employees' organisational commitment and its impact on their actual turnover behaviour through behavioural intentions', Asia Pacific Journal of Marketing and Logistics, vol. 26, no. 4, pp. 621-646.