Organizational commitment refers to the feelings of connectedness and belonging that a member of an organization feels. It is worth noting that this develops a sense of passion and affection in stakeholder towards the company which a leads to a burning desire among the individuals to do everything possible to succeed. Organizational commitment plays a significant role in among stakeholders in deciding to stay with their current organization if given other options (Wasti 312). Organizational commitment determines the level of motivation of employees to do their best in making sure that they increase productivity within the firm.
Organizational commitment is defined by the individual’s psychological attachment to an organization. According to the three-component model, organizational commitment is predominately classified into three major types: affective commitment, continuance commitment, and normative commitment (Wasti 312). Affective commitment is arguably the best of all three, which demonstrates an employee that wants to stay with their organization, feels valued, and fully supports their organization. Employees are great assets when an organization classifies them as affective commitment (Nazir et al.
619). Continuance commitment is when an employee feels that they must stay with the organization because of the following: lack of work alternatives, loss of their health benefits, or just afraid of change in routine. Employees that are classified as continuance commitment often can hurt an organizations culture. Normative commitment is when an employee feels guilty if they were to leave or retire from their organization. They feel as if they would leave too much of a workload on there co-workers or have not trained someone to adequately move into their role (Wasti 312).
Employees that are classified as normative commitment have a good and bad effect on an organization, because they may not always play by the rules (have their own agenda) but mean good by their actions.
It should be born in the minds of people that the success or failure of a company largely depends on the effort of the employees, which is turn subject to their motivation. On top of that, employee morale is a product of the level of their commitment towards the organization (Wasti 312). The extent to which an employee is involved in their work has an effect on their respective organizations (Kang, Gatling and Kim 76). In the current competitive economy where firms are expected to do a lot with limited resources, it is essential that the most productive and hard-working employees are retained in order to a gain competitive edge in terms of higher productivity and reduced employee turnover.
Proper and constant communication is one of the strategies that firms use to ensure that their workers are engaged. The most recent research shows that it is prudent that employees are given a chance to air their views on the running of the organization and highly encouraged to provide feedback. In the same, vein employers should respect the employee’s opinions and should make it a priority to adhere to the commitments and all the responsibilities they have pledged to their employees (Stevens Beyer and Trice 391). Workers are more motivated by a company that listens and considers not only their professional needs but also their personal wishes than a firm that is constantly bestowing free lunches upon them and shopping vouchers. For example, QUALCOMM which is a telecommunication firms that is based in San Diego has invested in this areas and one of its policies is proper treatment of employees. Consequently, their turnover rate dropped from 5% to 3.9% involuntarily (Southgate, 2019). QualComm has emphasized the essence good internal communication as well as staff development. Keeping the channels of communication open and maintaining mutual respect and trust between the employers and employees is one of the mechanisms of fostering organizational commitment. Communication should be evident in all the levels of the organizations, that vertically, horizontally and externally.
Organizational commitment in today’s competitive environment has become one of the integral studies in employee/organization relationship and building the culture every organization wants to be known for. Organizational commitment research has helped build the cultures of the most well-known organizations. The basis behind the vast research has been to find ways to improve how workers feel about their jobs so that these workers would become more committed to their organizations (Nazir et al. 615). This has allowed organizations to grow in a positive way, it has also allowed organizations to notice an employee’s potential to help or hurt the organization. Research has helped organizations see that providing a positive working environment will improve the individual’s organizational commitment. Research suggest many ways to provide a more positive working environment such as:
Organizations can implement these positive working environment benefits by rewarding and recognizing employees that are meeting their goals each week. Organizations consulting with employees and increasing their engagement will help create a positive working environment. Organizations that will invest in their employees by sending the workforce to seminars and trainings will give employees a sense of entitlement and they will be more likely to work harder. If organizations will evaluate and measure job satisfaction with their employees, this will allow the organization the opportunity to better their organizational commitment before it is affected in an adverse manner.
Research shows that there is a positive link between job involvement and job satisfaction (Imran Allil, and Mahmoud 831). Consequently, workers that have a negative attitude towards their work have lower odds of experiencing low job satisfaction. There is evidence that a combination of negative attitude towards one duties and responsibilities with low job satisfaction can lead to elevated level of absenteeism as well as turnover since most of the workers that are not directly involved in their work have a greater likelihood of missing to come to work or leaving the firm altogether (Nazir et al. 606). The current generation of mangers are finding it an uphill tasks making sure that employees are engaged in the organization. The type of relationships that employees have with their employers is a major determination of their level of productivity. The aim of organizations should be making sure that employees are motivated to the extent that they can identify with their jobs and if it successful, jobs become important to employees’ self-image as well as work identity which is in line with fundamental definition of work involvement.
Notably, companies should strive to have committed and fully engaged workforce. It plays an important role in reducing such negative occurrences such as increased level of employee turnover. Companies will have increased productivity when they have committed employees and are willing to stay in the organizations for the longest time. It is worth noting that employees will be committed more to an organization, which listens to their needs, and it is essential to bear in mind that employees are human beings that have life outside work and their needs differ from one employee to another. A company that considers both professional and personal needs of the employees will have increased retention and negligible turnover rates. Overall, commitment and engagement are subject to the manner in which employees motivate their workers.