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Yeganeh majidi
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- 2. Organizational Commitment “anidentification 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. ContinuanceCommitment - 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.
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- 7. Drivers of OverallOrganization Commitment
- 8. Felt Obligations Personal Values MetExpectations 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 Thelittle 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 Individualdifferences - 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 revolvearound 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 arenot committed to their organizations engage in withdrawal behavior
- 15. Psychological and PhysicalWithdrawal
- 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 consequencesof 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
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