Employee Engagement

“Organizationally committed employees will usually have good attendance records, demonstrate a willing adherence to company policies and have lower turnover rates. In particular, their broader base of job knowledge and high level of customer service often translates to into loyal customers who buys more form them, Making referrals resulting in new customer and even pay a premium price.”

There are three separate dimensions to organizational commitment: 1. Affective commitment is an emotional attachment to the organization and a belief in its values. For example, a Petco employee may be affectively committed to the company because of its involvement with animals. 2. Continuance commitment is the perceived economic value of remaining with an organization. An employee may be committed to an employer because she is paid well and feels it would hurt her family to quit. 3. Normative commitment is an obligation to remain with the organization for moral or ethical reasons. An employee spearheading a new initiative may remain with an employer because he feels he would “leave the employer in the lurch” if he left." (Robbins & Judge, 2011, p 77)

In Peter’s interview with the consultants, he says that he just isn’t motivated since if he works harder and Initech is able to make a few more dollars, he never sees any of it. He isn’t willing to help the company reach its goal or exceed their goals, and he certainly has no desire to stay at Initech. There are three form of commitment: (1) affective commitment, (2) continuance commitment, and (3) normative commitment. Affective commitment is when a personas emotional attachment to an organization. Peter had no intention of staying at Initech following his promotion, persuading Michael and Samir to help him sabotage the company by embezzling. Continuance commitment is the amount that an individual desires to stay with an organization. Tom, an older co-worker of Peter, has worked at Initech for thirty years and has invested time and effort, and is extremely concerned about being let go when he hears about the consultants coming in. Normative commitment is the extent to which an employee feels that they are obligated to stay with an organization. Despite getting a promotion, Peter still lacks normative commitment and carries out his plan to sabotage Initech.

It can be said that employers have become increasingly concentrated towards controlling employee’s behaviour than endeavouring to attain employee commitment in organisations. Control can be defined as “To exercise authoritative or dominating influence over” . However this can become controversial when applied to working with people therefore as a countermeasure commitment has been introduced to even the balance. This can be defined as “a combination of commitment to the organisation and its values and a willingness to

For the goal to be achieved, the team members have to have a certain level of organizational commitment. Team members who possess a strong affective commitment are less likely to be absent from work and are more apt to engage in behavior that promotes organizational unity which helps create a more productive and positive workplace (Allen, 2007). Also, employees who feel that their organization values their contributions and cares about their well-being can result in an increase of employees’ efforts to meet the organization's goals through greater attendance and performance (Eisenberger, Huntington, Hutchison, and Sowa, 1986).

A commitment is a loyalty, a positive attitude towards working hard for someone. Commitment is a kept promise. Our local electrical cooperative work hard so the lights stay on. It takes a crew of people to make sure this happens. From the workers who set up the electrical poles, maintain then, the office workers who deal with the paperwork, organization, and even the customers. The commitment can be seen if a horrible storms hits the community and for example a transmitter gets knock out. The dedicated workers move out to fix the problem, as fast, efficient, and proper as they can.

Current studies indicate that job satisfaction brings relevance to organizational responsibility that affects employee commitment. Researchers determined that workplace experience is a direct correlation to job satisfaction and commitment. It is believed that job satisfaction is an important component in maintaining commitment. Commitment is an important factor in getting a person to stay with their organization. Committed employees are more than likely to consent to organizational goals. Employees who remain committed to the organizational objectives, are more likely

Companies that have higher levels of engaged employees have higher earnings per share (EPS) than companies that have lower engagement levels (Kelleher, 2011). Engaged employees are more productive, have higher levels of customer loyalty and help their employers become more profitable. An engaged employee is less likely to leave their current position. This saves their company money because there is no need to spend money to hire and train new personal. These saving can be passed along to the employees for increased wages, bonuses, and benefits. All of these items help in motivating employees, to attempt to engage the disengaged.

The fourth way is to help the company increase employee commitment and engagement. In addition to increasing productivity, companies want to ensure that their employees are committed and engaged to the organization. This will produce employees that put more effort and take pride even in the smallest of tasks, employees that are constantly thinking of ways to better improve their productivity, and employees that motivate and inspire other employees that may have a negative attitude about the organization.

Organizational Commitment – The attachment of an individual to his or her organization (Pierro, Raven, Amato, & Bélanger, 2013).

Employee engagement and commitment we learned is a common theme that encompasses employee satisfaction and pride in their employer. When an employee becomes dissatisfied in their position, we know this has a direct impact on company turn over. What is

Organizational commitment is one of the two individual outcomes derived from individual mechanisms like job satisfaction, stress, motivation, trust, justice, ethics, and learning and decision making. These mechanisms and outcomes can be found on the integrative model of organizational behavior (OB). Colquitt, LePine, and Wesson defined organizational commitment in their Organizational Behavior 5th Edition book as the desire of an employee to remain a member of the organization (p 64).

John Meyer and Natalie Allen proposed the Three Components of Commitment model, which explains how organizational commitment is a psychological-related idea. They suggested three factors that affect how an employee sees his/her organization. With this knowledge and better understanding, one can increase not only the engagement of the employees, but their well-being and job satisfaction as well. By using these components together with various appropriate approaches, a manager now has the ability to effectively motivate and work with his/her team.

Organizational commitment is one of the most investigated areas of study. Colakoglu, Culha and Atay (2010) state that increasing interests of various disciplines, such as sociology, psychology and behavioural sciences on organizational commitment, and examining organizational commitment by researchers in the field, both cause one’s own perspective to take different definitions into account. However, the view of commitment is that it can influence individual actions independent of other factors. Cetin (2006) outlines that organizational commitment means one’s devotion to his/her occupation, it requires the purpose of the occupation, belief in the values of the occupation and acceptance of them; and showing an effort to survive in his/her occupation and membership. Herrbach (2006) found that organizational commitment can lead to persistence in a course of action even in the face of conflicting motives or attitudes, and may even lead individuals to behave in ways that, from the perspective of neutral observers, might seem contrary to their own self-interest.

Commitment is frequently associated with an exchange relationship. From the employees’ perspective, they commit to an organization in return for certain rewards that can be extrinsic (pay) or intrinsic (belonging, job satisfaction) (Meyer & Allen, 1990).