Emp mpl oyeeComm mmi t ment Defini t i on •
Empl oyeeComm mmi t menti st hepsychol ogi calat t achmentandt her esul t i ng l o y al t yofane m mp pl o y e et oano r g a ni z a t i o n.
Ac cor di ngt oKant er( ' 68)t her ear e3t ypesofEC: 1. .C Cont i nuance , 2. .C Cohes i on 3. .C Cont r olCom mm mi t ment .
Ac cor di ngt oMe y erandAl l en( 1991)t her ear e3mi ndse t sf oranempl oy eet obe comm mmi t t edt oanorgani zat i on:
1.Affect i veCom mm mi t ment : po si t i v ef e e l i ng so fi de nt i fic at i o n wi t h,at t ac hme nt t o ,andi nv o l v e me me nti nt heo r g a ni z a t i o n.
2. Nor mat i ve Comm mmi t ment :f eel i ngs of obl i gat i on t o r ema mai n wi t h t he o r g a ni z a t i o nr e s ul t i ngf r o mv a l ue sandbe l i e f s .
3.Cont i nuanceCom mm mi t ment : t her e s ul to ft hepe r c e i v e dc os tas s oc i at e dwi t h l e av i ng .
Empl oyeeCommi t ment ht t ps: //www. effect ory. com/thought l eaders hi p/knowl edgecenter /what i sempl oyeecommi t ment /
Empl oye ecommi t mentcan t akedi ffer entf or ms.Asar esul ti ti sof t en see n as an HR v ar i abl ewhi c h i s di fficul tt o define. The co nt e xt , di r e ct i on and dev el opment ofcommi t ment ,as wel las t he e xt ent t o whi c h commi t ment i nfluence s behavi our can r e sul ti nco nf usi on and debat e.Her e ar e so me 1 defini t i onsofcommi t menti ndi ffer entcont ext s :
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Connect i on t o a goal :bei ng bound t o a goalort hede t er mi nat i on i n 2 r e s pe c to fag oal ,r e g ar dl e s so ft heo r i g i n oft heg oal . Be l i e v i ngi n ag oal andwant i ngt oachi evei tal sore flect sacer t ai ndegr eeofcommi t ment . Connect i on t o an or gani zat i on: a psychol ogi calst at et hatbi nds an 3 i ndi v i dualt ot heor g a ni s at i o n. Asaresul templ oyeesaremorel oyalt oan or g ani z at i onandl e ssl i ke l yt ol e av ei t . Connect i on t oa j ob: t hepr obabi l i t yt hatsomeonecont i nuest owor ki n t hat j oband f eel s psychol ogi cal l y bound t oi t .Thi si sr egar dl ess of 4 whe t heri ti sf ul fil l i ngornot . 5 Someone' sat t i t udet owardst hei rwor k.
Al lt hes e defini t i ons ess ent i al l y hav e t he same me ani ng, namel y t hat commi t menti s a s t abi l i si ng or bi ndi ng f or ce ( mi ndse t ) , whi ch di r ec t s 6 behav i our . I n or der t oshow how co mmi t ment can co nt r i but et oi mpr ov i ng
per f or mance , we use t he commi t ment of y our empl oy ees t owar ds y our or gani sat i on.I n ot herwor ds,t hebond wi t h youror gani sat i on.When wor ki ng wi t hmul t i nat i onalor gani s at i ons,weus et hef ol l owi ngge ner aldefini t i on:
“Commi t menti st hebond empl oyeesexper i encewi t ht hei ror gani sat i on. Br oadl y speaki ng,empl oyees who ar e commi t t ed t ot hei r or gani sat i on general l yf eela connecti on wi t ht hei ror gani sat i on,f eelt hatthey fiti n and,f eelt hey underst and t hegoal soft heorgani sat i on.Theadded val ue ofsuch empl oyeesi st hatt heytendt obemor edet er mi nedi nt hei rwor k, show r el at i vel yhi gh pr oduct i vi t yand ar emorepr oact i vei n offeri ngt hei r support”. Thedi ffer encebet weenengagementandcommi t ment AtEffe ct or yI nt er nat i onal ,we’ r eof t e n asked t oe xpl ai nt hedi ffer encebe t wee n empl oy eeengag ementand commi t ment .Engag ementi s an i nt r i nsi c at t i t ude t hatdenot esanempl oyee ’ sent husi asm f orhi sorherj ob.Commi t ment ,ont he ot herhand,denot e s an empl oy ee ’ s ent hus i asm f ort he c ompany he orshe wor ksf or .I nshor t :
Engage dempl oye esar eengage di nt hei rwor k,butnotcommi t t edt ot he o r g ani z at i o n.
Commi t t edempl oye esar ecommi t t edt ot heor gani z at i on,butnotengaged i nt he i rwo r k .
TypesofEmpl oyeeCommi t ment Thede sc r i pt i on abov ei sa v er y good i ndi c at orofempl oy eecommi t ment ,but doesonl yofferabr oaddescr i pt i on.I nt hei rart i cl e“ Thr eecomponentmodelof commi t ment ” John Me y er and Nat al i e Al l en8 di sc us s co mmi t ment i n gr eat
de t ai l .Wec ans e ef r om t he i ri ns i g ht f ulr e s ear c ht hat t he r ee x i s t st hr e edi s t i nc t t ypesofempl oy eec ommi t ment :
Affect i vecommi t ment Affec t i v e commi t me ntr e l at e st o how muc he mpl oy ees wantt os t ay att hei r o r g a ni s at i o n.I fan e mpl o y e ei saffe c t i v e l yc o mmi t t e dt ot he i ro r g ani s at i o n,i t meanst hatt he ywant t os t a yatt he i ror g ani s at i on.The yt y pi c al l yi de nt i f ywi t h t heor g ani s at i onalg oal s ,f e e lt hatt he yfiti nt ot heor g ani s at i onandar es at i s fie d wi t ht hei rwor k.Empl oy eeswho ar eaffe ct i v el ycommi t t ed f e elv al ued,actas ambass ador s f or t hei r or gani sat i on and ar e gener al l y gr eat asse t s f or o r g a ni s at i o ns .
Nor mat i vecommi t ment Nor mat i vec ommi t mentr el at est ohow muchempl oye esf ee lt heys houl dst ayat t hei ror gani sat i on.Empl oyees t hatar e normat i vel y commi t t ed gener al l yf eel t hatt heyshoul dst ayatt hei rorgani sat i ons.Normat i vel ycommi t t edempl oyees f eelt hatl eavi ng t hei ror gani sat i on woul d havedi sast r ousconsequences,and f e elas ens eofg ui l taboutt hepos si bi l i t yofl e av i ng . Reasons f orsuch gui l tvary ,butareof t en concer ned wi t h empl oyeesf eel i ng t hati nl eavi ngt heorgani sat i on t heywoul d cr eat ea voi di n knowl edge/ski l l s, whi c h woul d subse quent l yi ncr ease t he pr essur e on t hei rcol l eagues.Suc h f ee l i ngs can, and do, neg at i ve l yi nfluence t he per f or mance of empl oye es wor ki ngi nor gani sat i ons.
Cont i nuancecommi t ment Cont i nuancec ommi t mentr el at est ohow muchempl oy ee sf ee lt henee dt ost ay at t hei r or gani sat i on. I n empl oy ee st hat ar e cont i nuance commi t t ed, t he under l yi ng r eason f ort hei rcommi t mentl i es i nt hei rneed t o st ay wi t ht he o r g a ni s at i o n.Po ss i bl er e a s onsf o rne e di ngt os t a ywi t ho r g ani s at i o nsv ar y ,but t hemai nr easonsr el at et oal ackofworkal t ernat i ves,andr emuner at i on. Agoodexampl eofc ont i nuancecommi t me nti swhenempl oye esf eelt hene edt o st ay wi t ht hei r or gani sat i on because t hei r sal ary and f r i nge benefit s won’ t i mpr ov ei ft heymov et oanot heror gani sat i on.Such exampl escan bec omean i ss ue f or or gani sat i ons as empl oye es t hat ar e cont i nuance commi t t ed may bec omedi ss at i sfied ( anddi se ngage d)wi t ht hei rwor k and y e t ,ar eunwi l l i ngt o l e av et heo r g ani s at i on.
Ast he Ame r i canaut horHenr y Davi d Thor eau advi s ed mor et han 150 y ear s ag o:“Do not hire a man who does your work for money, but him who does it for the love of it.”
TheI mpor t anceofCommi t ment I n r ecent y ear s commi t ment has g ar ner e d a l ot of at t e nt i on i n HR l i t er at ur e.I nf or mat i on aboutempl oye e commi t menti s se en as an i mpor t ant pr edi ct orofempl oyeel oyal t yandt heperf ormanceofanorgani sat i on. Thepr ess ur eon or g ani s at i onst oper f or mi si nc r e as i ngal lt het i me .Due t og l o bal i s at i o n,amo ngo t he r s ,c o mpe t i t i o ni sfie r c e rt han e v e r .Thi si nc r e as e d
pr es sur ehas r es ul t ed i nt he commi t ment of e mpl oy er st owar ds empl oy ee s bec omi ngl essofagi v e n.Theconceptofl i f e t i meempl oymenthasal s obecome out dat ed.Thesedays,organi sat i onaluni t st hatperf orm badl yar er eorgani sed. Asar ul et hi sl e adst oj obcut s.I n addi t i on,empl oye eswhoper f or m badl yar e mo r el i ke l yt obel e tg o. Asar e sul toft hi sphe nomenon,combi nedwi t hpeopl e' sgr eat l yi ncr eased i ndi vi dual i sm,empl oy ee commi t ment t ot he or gani sat i on has al so become much l es sofa gi ve n.Thi smakesi tev en mor ei mpor t antt hate mpl oy ee sf ee l boundt ot heor g ani sat i onanddi s pl aycer t ai n( pos i t i v e)behavi our . Commi t t ed empl oye esbr i ng added val uet ot heor gani sat i on,i ncl udi ng t hr o ug ht he i rde t e r mi nat i o n,pr o ac t i v es uppo r t ,r e l at i v e l yhi g h pr oduc t i v i t yand an a war e ne s sofqual i t y .The yar eal s ol e s sl i ke l yt oc al li ns i c ko rt ol e av et he 9 o r g a ni s at i o n. Noncommi t t edempl oyee sc anwor kagai nstt heor gani sat i onand
hol dbackt heorgani sat i on' ssuccess.
References:
1.
Meyer, J.P. and Herscovitch, L. (2001) Commitment in the Workpace! "o#ard a $enera Mode. H%man &eso%rce Mana'ement &evie#, o. 11, 2*+2
2.
Locke, et a (1--) "he eterminants o/ $oa Commitment. cademy o/ Mana'ement &evie#, o. 1+, 2+*+
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&%s5%t, C.6. and 7arre, . (1-+) Lon'it%dina "est o/ the 8nvestment Mode! the 8mpact o/ Jo5 9atis/action, Jo5 Commitment and "%rnover ariations in &e#ards, Costs, ternatives and 8nvestments. Jo%rna o/ ppied Psychoo'y, o. , 42*4+-
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Meyer, J.P. and Herscovitch, L. (2001) Commitment in the Workpace! "o#ard a $enera Mode. H%man &eso%rce Mana'ement &evie#, o. 11, 2*+2
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