Introduction: Researchers have highlighted that commitment has a great impact on the successful performance of an organization. According to Givens (2008), for developing organizational commitment among employees; employers or consult authorities should try to develop motivation of their employees to do something, and develop the awareness that they do have the ability to achieve the goals. Furthermore, Teachers should make their employees imagine appealing future outcomes. It reflects that for organizational commitment a person must have the ability to understand his abilities and must have positive ideas about future outcomes. Building on Givens’ argument, the present study is an empirical effort to examine positive psychology, we define
According to Mckenna (2005:17), identifying where an employee‟s commitment is focused can avail determine the type of commitment an employee feels because it is possible for employees to feel committed to different factors such as a project, the team, the supervisor and the customers. Equipollently consequential are the antecedents of organisational commitment, such as employee training which has been linked to organisational
This attachment generally develops through his identification or engagement with the specific organisation. Meyer et al. (2001) came forth later to conceptualise organisational commitment as a multidimensional construct. According to their view commitment can initiate a force that can guide a course of action towards its one or more targets. In initial stage organisational commitment was identified by Meyer and Allen (1984) as a construct with two dimensions named as affective commitment and continuance commitment.
The objective of the organization is not only to acquire but to maintain an efficient and effective work force and most importantly incite commitment to the organization. This is because commitment is the psychological tie between the organization and the employee, which increase the chance that the employee will remain with the organization and contribute above average effort to the organization (Allen Meyer, 1996). Highly committed employees are less likely to leave the organization to explore other opportunities. Committed organizational members contribute positively to the organization. Cohen (1993) states that “organizations whose members have higher levels of commitment show higher performance and productivity and lower levels of absenteeism
Organizational Commitment Many research findings have proven that there is a relationship between organizational commitment and job-related behaviors and attitudes in the fields of organizational behavior or management (Angle & Perry, 1981; Koch & Steers, 1978; Mohammed & Eleswed, 2013; Porter,Steers, Mowday, & Boulian, 1974). Bateman and Strasser (1984) described organizational commitment as multidimensional in nature, referring to employees’ loyalty, willingness to exhibit maximum effort to their organizations, degree of goal and value in accordance with organizations, and the intentions to remain within the organizations. Mowday et al. (1982 )proposed that organizational commitment is popular due to “(a) a strong belief in and acceptance
McCaul, Hinsz and McCaul (1995) found that the OC could be conceptualized as employee’s global attitude towards the organization. The study supported the view that attitudinal commitment is related to retention and behavioral commitment is related to performance. Huselid and MacDuffic (1995) studied the effects of HRM systems on OC.Mignerey, Rubin and Gordon (1995), and Ashforth and Saks (1996) studied the effects of socialization and training on OC. It is suggested that commitment can be affected by training experiences, which in turn can influence employee’s motivation for future training. Biswas and Balaji (1996) in a study of belief in co-operative values and employee attitudes found that value congruence was positively relate to behavioral intentions and satisfaction measures but not to OC measure.
The reason commitment has a significant role is that it helps to establish the emotional attachment to the organization by understanding and estimating employees’ behaviours in general and their performances. Commitment has become a paramount consideration in HRM in the last 10 to 20 years for selection, appraisals, career development and decision making. İt is believed that highly committed employees are more likely to make more effort learning, training and developing themselves in order to improve their own performance. (Senyucel, 2009) İnstead of traditional control-oriented approach to workforce management which focuses on exercising control and creating order commitment strategy should be adopted by HR which is based on comprehensive
Commitment is also defined as an individual’s desire to remain focused and attached to his work. Organizational commitment is a core issue for the management of the organizations. Organizational commitment directly relates to the performance of employees and treated as an issue of great importance. (Meyer et al., 2002) Organizational commitment, as conceptualized by Allen and Meyer, is a three-component structure; where affective, continuance and normative commitment form the three facts of organizational commitment. Allen and Meyer (1991), argued that affective, continuance and normative components of commitment are separable; conceptually and empirically.
Satisfaction and commitment are related to levels of motivation which can be translated into maximum job performance among the organisation’s employees. Greater performance in the individual level will lead to greater organizational effectiveness.
It is an important work attitude because committed individuals are expected to display a willingness to work harder to achieve organizational goals and greater desire to stay employed at an organization" (Kreitner and Kinicki, 2013, p.163). Managers should pay close attention to an employee's organizational commitment. "Organization commitment plays an important role in any organization as employees much satisfied and committed naturally work better in organization and improve the productivity of organizations" (Oshagbemi, 1997; Yousef, 2000). To satisfy the different components of organizational commitment, managers should choose employees who have personal values that are consistent with the organization's values, offer benefits that are appealing to employees, and provide employees with the sense that staying is the right thing to