Organizational Commitment - I/O Psychology

CP 6515 Industrial and Organization Psychology

Organization Commitment

By

Ms. xxxxxxxx. Id. 481 - xxxx

Organization Commitment (OC)Organization Commitment (OC)

• is the second most frequently studied attitude in the workplace, but it has captured much less attention than job

satisfaction.• can be defined as the relative strength of an individual’s

identification with and involvement in a particular organization.

John Meyer and Natalie Allen conceptualize commitment as having three components of OC as

1. Affective commitment- a strong belief in and acceptance of the organization’s goals and values- a willingness to exert effort on behalf of the organization- a strong desire to remain a part of the organization.

This component can be thought of as the employee’s emotional attachment to the organization

I would be very happy to spend the rest of my career with this organizationI would be very happy to spend the rest of my career with this organization

• 2. Continuance Commitment- has to do with the costs that associated with leaving the

organizationThis component is

- sometime referred to as “sunk-costs” commitment,because it concerns attachment to an organization as a function of what

the employee has sunk into it.- might have continuance commitment because to leave the

organization would cost her a great deal in retirement earnings and other benefits that come with seniority.

• 3. Normative Commitment- reflects one’s obligation to continue employment with the organization to continue employment with the organization.

This component is - sometimes called “moral commitment”

- individuals tend to believe that they ought to stay with the company regardless of what it offers them.

Right now, staying with my organization is a matter of necessity as much as desire.Right now, staying with my organization is a matter of necessity as much as desire.

I do not feel any obligation to remain with my current employer.I do not feel any obligation to remain with my current employer.

Felt ObligationsFelt Obligations

Personal ValuesPersonal Values

Met ExpectationsMet Expectations

Job ConditionJob Condition

Job AvailableJob Available

Benefits AccruedBenefits Accrued

Affective Commitment

Affective Commitment

Normative Commitment

Normative Commitment

ContinuanceCommitment

ContinuanceCommitment

Affective Commitment arises from favorable experiences on the job.

Continuance is produced by the investments in the job and the difficulty in finding another job.

Normative commitment derives from a sense of obligation either

Affective Commitment arises from favorable experiences on the job.

Continuance is produced by the investments in the job and the difficulty in finding another job.

Normative commitment derives from a sense of obligation either

AntecedentsAntecedents

Organizational Mechanisms• The little things that organizations seem to be doing these days to get employees committed to the company,

such as- “company stores”: sell product with the company logo

emblazoned all over them.- the use of logos and insignias on merchandise for

employees and their children may serve various purposes, but one is clearly to increases the

commitment of employees.- “news letters” can also increase the strength of

employee’s identification with or involvement in the organization.

- hearing about the charity work that the company has done, the new employees who have been hired The employees who are retiring after 30 years of

distinguished service to the company, The company’s goals and objectives over the next five

years, How the CEO is a great champion for the company in

the local community

can all help to increase employees’ commitment to the organization.

+ Performance

1. Task

2. Contextual

– Withdrawal

Behaviors

1. Absenteeism

2. Lateness

3. Turnover

– Counterproductive

Behaviors

1. Theft

2. Sabotage

3. Aggression

Framework for OC Framework for OC

Organization Mechanisms1. Socialization2. Logos, insignias,

programs for family members

3. Newsletters4. Reward systemsIndividual/PersonalCharacteristics1. Age2. Job level3. StressSocial Factors1. Coworker relationships2. Participation and social

interaction3. Role variables4. Supervisory relationships

Antecedents

OCOC

Consequences

AntecedentsAntecedents

Individual/personal Characteristics

• Individual differences

- qualities

- attitudes

- beliefs

- skills

- These differences are often related to job attitudes such as organizational commitment.

- There is some indirect evidence demonstrating that employees are more likely to be normatively committed to their organization than employees who do not report such a belief.

- The implication is that this individual difference may have been developed by employees’ parents during child rearing and early socialization experiences.

Social Factors• revolve around social interactions and relationships,• consistent antecedent of organizational commitment, • are the nature and quality of the employee-supervisor

relationship.

Role variables are • similarly important antecedents,

• given consistent negative correlations between concepts like role ambiguity and role conflict with organizational

commitment.

AntecedentsAntecedents

The potential consequences of organizational commitment are divided into three categories.

1. Performance• any work – related attitude will be more favorably viewed by organizational practitioners if that attitude is

directly related to job performance• job satisfaction and performance outcome variables is

not reasonable given the complexity of performance• Hence, employee’s feelings about their organization

may manifest themselves in terms of contextual behaviors that are important to organizational

functioning.

ConsequencesConsequences

2. Withdrawal Behaviors• is affective commitment and absence appear to be

correlated to a small but significant degree.• In sum, individuals who are committed to the organization through an emotional attachment or a

moral obligation tend not to search for jobs, intend to stay in their current jobs, and actually do remain with the organization, whereas those who are committed

due to sunk costs may have similar inclinations but the relationships are clearly not as consistent.

ConsequencesConsequences

3. Counterproductive Behaviors• emphasizes the role of frustration in the process

suggests a likely relationship between frustration and a lack of commitment to the organization.

• indicate that the values and goals communicated by an organization have a significant effect on the frequency

of counterproductive behaviors.• Indeed, companies that espouse such organizational

values as treating employees with fairness, empowering employees, and demonstrating

interpersonal cooperation report higher levels of trust than do companies that do not emphasize these values.

ConsequencesConsequences

Additional Job AttitudesAdditional Job Attitudes

Job involvement – the extent to which employees are cognitively engaged in their job.

Work Centrality – the degree of importance that work holds in one’s life.

• usually develops as a result of socialization, reflecting the nature of our individual role models as we grow and mature.

One distinction between job involvement and work centrality is that the former focuses on one’s particular job whereas the latter

concerns work in general.• In particular, job insecurity had stronger effects on these outcomes

for individuals who were highly involved in their job.• On the other hand, if you are not all that invested in your job to

begin with, job insecurity is not likely to be very relevant for you and, therefore, won’t lead to negative outcomes

Future Issues and ChallengesFuture Issues and Challenges

Satisfaction seems to be caused by the interplay of job and person. Hence, personality will require looking at both the individual and the job conditions. The role of

job satisfaction in health and well-being is an important question that needs attention. The possibility exists that

enhancing satisfaction might lead to healthier and better-adjusted people. It will become even more

important to determine how job satisfaction can be improved. Finally, it has been recognized that demands on employees to display certain emotions can have both positive and negative effects. There is work to be done to better understand the effects of emotional labor on employees and how such emotional displays affect

customers, co-workers, and organizations.