Affective Commitment In Health And Social Care

Organisational commitment has grown significantly in the field of organisational psychology. Early studies of organisation commitment have shown the concept as a single dimension, which was constructed around attitudinal perspective, embracing identification, loyalty and involvement. It was suggested my Porter et al (1974) attitudinal perspective refers to the psychological attachment or affective commitment formed by an employee in relation to his identification and involvement with the respective organisation. He further describes it as an attachment to the organisation, characterised by an intention to remain in it; an identification with the values and goals of the organisation. This theory holds that people that are committed to the organisation as far as they hold their positions, regardless of the demanding conditions they experience. However, should they be given alternative benefits, they will be prepared to leave the organisation.

Robinson (1996) claimed trust is an important factor affecting employee’s behaviour, because trust in employer influence employee’s belief in the likelihood of employer’s future actions will be beneficial, agreeable, and not harmful to employee’s own interest (Alfes, Shantz, and Truss). Additionally, the psychological contract that focuses on the exchange of perceived promises and commitments has been increasingly in use in studying employment relationship. Herroit and Pemberton (1997) defined psychological contract as the perceptions of both organisation and individual relationship of the mutual promises and obligations implied in the relationship. Not only does the management of psychological contract face issues of the way to conceptualise and manage employment relation, it also influence organizational culture and climate (Guest and Conway, 2002), as Guest (1998) suggested organisational culture and climate of high involvement and partnership, HR

Human beings feel committed to their work in the organization if they develop belongingness with it.

Reviewing types of commitment, I can tell that I experienced all three of them through different stages of my career at Dow. During my first two years, I definitely felt an emotion-based affective commitment, which defined as the desire to stay with the company due to an emotional attachment to the organization and its employees. With this commitment, employees stay because they want to (65). I was hired with two of my friends from high school, so be able to work with them and building closer relationships was a big emotion-based factor. Other factors that made me want to stay there was the professional atmosphere, flexible work hours, friendly coworkers, goal-driven job duties, and supportive supervisor. Having co-workers that thank me for everything I do, motivates me to do my best at all tasks and built a desire in me to exceed others’ expectations through my performance.

Denise Rousseau (1989) develops the concept psychological contract. It is a mutual understanding, and unofficial obligations between employer and employee. It is different from the formal contract which identifies mutual duties and responsibilities. For example, remuneration, the provision of training, security, interest and work-life balance in exchange for flexibility, effort, loyalty, commitment and innovation from the employee. There is strong positive relationship evident between the perception of a balanced psychological contract and employees’ commitment to the organization (Coyle-shapiro and Kessler, 2000) and their trust in the organization (Robinson, 1996). But there is also negative effect like the neglect of in-role job duties (Turnley and Feldman, 2000) and turnover intentions (Turnley and Feldman, 1999) associated to this too. In term of change management perspective, psychological contract can cause different views on the contract by employee and employer as the content of the contract is informal, implicit and unwritten. So the degree to which each party has fulfilled their obligations could be questionable. For example, in a study by Coyle-Shapiro and Kessler (2000) it was found that managers were more positive in their assessment of the employer’s fulfilment of their obligations than the employees were. Clear communication and open working environment by the manager can ensure that the expectations of both employees and the

The Purpose of Study: In Pakistan, there is a general belief that Theory X does work and Theory Y has no room here people are neither willing to put more efforts in their work nor they are not engaged into their Jobs and eventually it is causing a lot of waste of human capital which is considered as the major root cause of low employee performance. In order to motivate the employees, their job work should be designed in such a way that they would find meaning in their work which ultimately will increase their productivity. Introduction: According to a survey (Flade, 2003) over 80% of the UK workforce are currently lacking any real commitment in their jobs. Peters (1994) recognized that there was a huge potential reserve of energy and commitment in organizations which could be released by making “meaning for people” and highlighted the fact that people desperately need meaning in their lives and will sacrifice a great deal to institutions that will provide this meaning for them.

The primary subject matter of this case involves the job satisfaction and organizational commitment on a company’s workforce. The case depicts a firm’s concern about the value of individual motivation and their affective commitment to their organization. And this evaluated by using Maslow’s Hierarchy of Needs (1954), Herzberg’s Two-Factor Theory of Satisfaction (1959, 1968), Meyer and Allen’s measure of Organizational Commitment (1997), and Fishbein and Ajzen’s Theory of Reasoned Action and Planned Behavior (1975) that could make critical organizational outcomes to be best which are being negatively impacted.

A 2005 study completed by Elzbieta Sikorska-Simmons examined predictors of organizational commitment with assisted living staff. Dr. Sikorska-Simmons conducted data from 317 employees at 61 facilities. The purpose of the study was “to

Management of people is based on scientific research and countless theories that focus on individual motivation and behaviour, culminating into a relationship between the manager and the employee. Part of the relationship is a direct outcome of the written contract between the organisation and the individual. However, a significant part of it is an understanding or an unwritten promise by the organisation to fulfil its obligations to the individual. The promise could range from dignity, fairness and respect in interaction to career advancement and confidentiality. This promise, across academic literature, has been termed as the ‘psychological contract’.

In this research paper, I focused on model of organization commitment developed y John P. Meyer and Natalie J. Allen. Organizational commitment is comprised with three elements; affective, continuance and normative commitment. Affective commitment is emotional affiliation of employees with the organization (charles Wankel, 2009: encyclopedia of business volume 1 pp 187). Affective commitment is consisting three factors; beliefs, willingness and desire toward the organizational goal (Porter, 1974). According to Mow day (1982) categorized the affective commitment with personal and structural characteristics, job and work experience. Continuance commitment refers to employee benefits attached with leaving organization or it is investment of employee in the organization. This investment of employee is given at the time of retirements or emotional attachment with other employees (Reichers, 1985). Normative commitment refer to the oblige feeling of an employee toward organization. It is value of loyalty and responsibility of employee regarding his commitment with the organization (Meyer and Allen, 1991).

Commitment of employees to an organization cannot be overstated. Raju and Srivastava (1994) see it as the key factor in an employee-organization relationship. Both Saal and Knight (1987) and Williams and Anderson (1991) agree that an employee who is committed to an organization will exceed expectations of the job requirements, dedicate more of their time to

This essay will critically discuss the importance of ‘managing’ the psychological contract and the challenges associated with doing so in context of the contemporary employment relationship. It will analyze the literature produced over the years in this topic area, finally coming to a conclusion about what should be done and also any future plans.

Organizational commitment entails the intention of the employees to make longer to work in an institution or not agreed to work. The psychological condition that forms employee’s behaviors in the institution can also be defined as the organizational commitment (Muhammad, Irfanullah, Ghulam, Farhatullah & Naseem, 2014). For instance, principally

Organizational commitment is the will of an employee to continue employment with an organization, put exert extra effort for the achievement of organizational goals, to be loyal to the employing organization and the level of identification of employee has with organization’s goals (Bateman, 1984). Organizational commitment is the topic which is gaining prominence over the years. Management and business owners are concerned about the organizational commitment of employees (Abdullah, 2012). Commitment of employees towards the organization is gaining wide importance and directly affects the performance of individual employee within the organization (Meyer, 1993). If individuals are committed towards the organization they work better and even outperform their co-workers and help gain an organization a more competitive position and brings more profitability. Mowday,

Affective Commitment is deal with the emotional attachment which is normally linked to the favourable working environment and relationships with other employees. It is also called as desire component through which an individual committed himself towards the organizational