The Importance Of Organizational Commitment

Consequently, the concept organizational commitment is described as a tri-dimensional concept, characterized by the affective, continuance and normative dimensions (Meyer & Allen, 1991). Common to the three dimensions of organizational commitment is the view that organizational commitment is a psychological state that characterizes organizational members' relationship with the organization and has implications for the decision to continue or discontinue membership in the organization (Meyer & Allen,

In particular cases, the high rate of staff turnover and absenteeism are associated with low level of organisational commitment (Morrow, 1993). The employee who works on this level must be dissatisfied with the organisation; such an employee may stay because he or she needs to stay for the monetary benefits linked to the continuance dimension (Meyer & Allen, 1997). In simple words, it can be inferred that lower level of commitment is interconnected to continuance commitment among the three dimensions of commitment.

Job satisfaction is an attitude that employees have about their work and can related to the performance of a company. Job satisfaction as the key attitude related to employee behaviours and the work outcome. Organizational commitment is a psychological state that binds an employee to an organization.

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)

Steers, R. M. (1977) ‘Antecedents and outcomes of organizational commitment. Administrative Science Quarterly’, 22 (1), 46-56.

Smith et al.(1969) treated job satisfaction both as a general attitude and as satisfaction with five specific dimensions: pay, work, promotion, supervision, and co-workers. According to Pareek (1989), stated organizational climate is cre¬ated by the perception of organizational members about the out¬come of interactions among five components of the organization. These interaction components are Structure, System, Culture, Leader behaviour, and employees’ psychological needs. Allen & Meyer, (1990) O’Reiily & Chatman, (1986) stated The Organizational commitment refers to the psychological attachment of workers to their workplaces Commitment to organizations is positively related to such desirable outcomes as job satisfaction (Bateman& Stasser, 1984; Mowday, Porter, & Steers, 1982), motivation (Mowday, Steers,& Porter,1979), and attendance (Mathieu & Zajac, 1990; Steers & Rhodes, 1978) and negatively related to such outcomes as absenteeism and turnover (Clegg, 1983; Cotton & Tuttle,1986). Also, Horton stated that stronger commitment could result in less turnover and absenteeism, thus increasing an organization’s productivity (Schuler & Jackson, 1996, p.302). However, the relationship between organizational commitment and

Rationale: Literature shows the relationship between turnover, job satisfaction, and organization commitment (Devi, Amalraj, & Devi, 2013). As discussed earlier, satisfied people stay more with their company. High turnover rate is a big issue in healthcare industry (Devi, Amalraj, & Devi, 2013) especially with a tight labor market, and aging population (Abrams, 2002).

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).

Employee retention and keeping the turnover rate slow or minimized this rate is the managerial approach. The employees are the asset of any organization and keeping the same employees for years are the real task in global market. The employees are always in need of better compensation, and services from organization and this increases the retention rate in any industry or firm.

All over the globe retaining employees is a most critical factor for the organisations. High employee turnover is more common in private sector as compared to public. In construction industry, to reduce employee turnover and to improve the productivity of an organisation, organisations have to be aware of the reasons why an employees quit the organisation?. Employee turnover can be explained as the expenses, in term of money, time, and quality of work, that an organisation bear while replacing an employee. If an organisation fails to satisfy the needs of its employees then it is obvious that the employees will look forward to fulfill their necessities. This chapter discuss the reasons why employees quit their jobs.

Many may argue that job satisfaction and organizational commitment are the same, but they are actually different.

Turnover intention refers to the perceived possibility of an employee to leave or quit an organization either voluntarily or involuntarily (Balogun & Olowodunoye, 2012; Bigliardi, Petroni, & Ivo Dormio, 2005). The issue of employee turnover has several negative direct and indirect negative effects on organizations as well as the morale of the remaining employees. Employers need to be very creative in tackling this issue by recognizing the several factors to comprehend the reason behind due to which employees might decide to quit or leave their jobs otherwise as this has still a serious problem for all the organizations across the world. (Monama, 2015).Generally, there are some studies to see the reasons on why employees might decide to leave their organizations (Abdulkareem, Chauhan, & Maitama, 2015). But still, this problem needs the attention of the researchers to understand this phenomenon of employee turnover intention.

A look at an organization’s communication and leadership styles can say a lot about the organization as a whole. Google has a relaxed atmosphere, where management allows workers to create their own schedules; and fosters creativity by allowing and encouraging their workers to explore side projects (Google Culture, 2011). What would happen if the leadership style were to change? This is one of the elements this paper will explore. A look will also be taken at: sources of power within the organization, the employee’s commitment to Google, how communication within Google relates to the worker, other motivational theories which would work at Google

Organizational commitment is critical to organizations due to the desire to retain a strong workforce. Organizations want to know why employees stay or leave their organizations so if correction is needed they have some tools to proceed with the correction. High turnover of employees in an organization can determine if an organization is successful or not. While turnover is related to all three areas of commitment researchers have determined that Affective commitment is one most associated with absenteeism and organizational citizenship (Williams J. 2004).

For data collection method, we will work with the communication study so that we can collect the personal data for our analysis. For the time dimension, this study will be a cross-sectional one so that it will only carry out once to obtain the information at the present stage. Moreover, our research will be statistical. As the data collected will be mainly about personal feelings, the results of our study will be explanatory in order to find out the reasons of the situation. b.