Organizational Commitment Analysis

Organization commitment refers to the employee’s emotional attachment to, identification with, and involvement in the organization, according to (Opkara, 2004), Organizational commitment is characterized as employees’ willingness to contribute to organizational goals. When employees are sure that they will grow and learn with their current employers, their level of commitment to stay with that particular organization is higher Commitment comes into being when a person, by making a side bet, links extraneous interests with a consistent line of activity. Grusky (1966) relates commitment with “The nature of the relationship of the member to the system as a whole”. Kanter (1968) defines commitment as “The willingness of social actors to give their

Affective commitment is the employees’ feelings toward joining the organization, continuous commitment is employees’ perceptions of costs if leaving the organization and normative commitment is employees' perceptions of their duties and promises toward the organization. According to Bratton and Gold (2010) employee commitment is relative to the workers’ attachment to or participation in the organizations in which they employed. Employee commitment is significant since it determines whether employees are likely to leave their jobs or im- prove performance. Numerous studies have related to employee commitment. According to Meyer and Allen (1991), organizational commitment construct includes elements of desires, needs, and obligations are represented in the three components of organizational commitment. Three important components related to the definition of organizational commitment has been found in the literature is affective commitment, continuance commitment and normative commitment (Allen & Meyer, 1990; Meyer & Allen, 1991; Turner & Chelladurai, 2005). According to Joolideh and K.Yeshodhara (2008), several alternative models of commitment were proposed in the 1980s and early 1990s;

The counterpart to affective organizational commitment is continuance organizational commitment, which considers the idea that individuals do not leave a company for fear of losing their benefits, taking a pay cut, and not being able to find another job (Murray, Gregoire, & Downey, 1991). Continuance commitment is a structural phenomenon which occurs as a result of the transactions of individuals and organizations (Yang, 2008). Then, continuance commitment is related to one’s experience and what one has given to an organization. There is thus difficulty in “giving it up” and the unknown “opportunity cost” of leaving the organization or having few or no alternatives. In addition, Meyer et al. (1993) stated that skills and education are not easily transferred to other organization which tends to increase workers’ commitment to their current organizations. Continuance commitment associated with the experience that has been given to the organization. Employees with a high sustained commitment find it difficult to leave the organization because of fear of the opportunity cost borne when leaving the organization or because they have little or no alternative opportunities outside the organization (Nagar, 2012). Those who stay within their organization with a strong continuance commitment are there just because they need it. Continuance commitment reflects