Examples Of Normative Commitment

Normative Commitment
The third component of organisational commitment is the normative commitment, which refers to an employee‟s feelings of obligation to remain with the organisation (Allen & Meyer, 1990:1). Meyer and Allen (1996:263) stipulate that this moral obligation may arise through the general organisational socialisation processes. Newman et al., (2009:5) assert that normative commitment is dependent on prior postures and values of employees afore joining the organisation.
Allen and Meyer (1990:14) emphasised the paramountcy of differentiating the components of commitment both in research and practice, as the utilization of the term „commitment‟ to describe very different constructs has led to considerable mystification in literature.

Affective commitment is verbalized as being the most efficacious quantification of organisational deportment amongst the three. All three components of organisational commitment are negatively cognate to turnover intention with continuance commitment having the most vigorous negative relationship with turnover.
However, other studies (Meyer & Smith, 2000; Allen & Meyer, 1996:261) have established a direct sodality between efficacious and normative commitment. It has withal been found that there is a high caliber of overlapping factors that determine, as well as soothsay, outcomes of both types of organisational commitment (Ahmad et al., 2010:586).
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

A paramount effect of psychological contract occurs when there is a perceived breach in contract as this elicits a vicissitude in the nature of the contract.
Predicated on findings from their study, Coyle-Shapiro and Kessler (2000:918) state that fulfilment of psychological contract (training obligations) has a consequential effect on organisational commitment. Most of the employees who had experienced a breach in psychological contract towards them, were redressing the balance in the relationship by reducing their caliber of commitment towards the organisation.
Organisational commitment is an employee posture that is highly regarded by employers as committed employees are less liable to leave the organisation (Perryer et al., 2010:911). Sturges et al., (2005:825) affirms that a breach in an employee‟s psychological contract is linked to a reduction in commitment which consecutively is associated with turnover