Strategies for Building Organisational Commitment Assignment

Strategies for Building Organisational Commitment
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Introduction
Organisational Commitment is defined as the view of the individuals psychology towards his or her attachment to the organisation that he or she is working for. Or simply the commitment that an individual exhibit for the organisation he or she is working for. This field of study has attracted many researchers over the period of years. Organisational commitment can be directly linked to organisation citizenship behaviour as well as work aversion behaviour such as turnover and absenteeism Banai et al. (2004). Organisational commitment plays an essential role in determining whether the employee will work with passion for long period toward achieving organisations goal or not.
Organisational commitment is a broad subject containing hard work of many researchers over the years this literature review will shed light on various activities that can be correlated with organisational commitment. Brief history and development of strategies for building organisational commitment over the years will be outlined. The outline will try to identify the steps that organisations go through to build organisational commitment or when the organisational commitment is evaluated.
In the beginning some definitions and the factors that can enhance organisational commitment, the literature review will focus on how the organisational commitment can be enhanced and how it is related to various factors leading to both organisation citizenship and aversion behaviour. And finally, how the organisational citizenship behaviour can be encouraged in any organisation will be evaluated with the help of various articles.
Organisational commitment
As mentioned before, there are many definitions that can be associated with organisational commitment which can be used to define organisational commitment depending on the context in which the topic needs to be defined.
The research in this area was primarily conducted by many researchers to determine the way to improve what workers feel for their organisation and how workers can be made more committed toward their organisation. Proper evaluation of organisational commitment can predict various variables like turnover, job performance and organisation citizenship behaviour. There has been substantial review of the organizational commitment literature from the approach proposed by Becker (1960) through Meyer and Allen (1999) till Somers (2009). It is still one of the most intriguing and challenging concepts in the field of organisational behaviour and human resource management (Cooper-Hakim and Viswesvaran, 2005).
Strategies for building organisational commitment
Various strategies and activities have been employed by organisations to build up the organisational commitment. Various factors like trust, job satisfaction, individual variables etc affect the organisational commitment and different strategies are employed to tackle these factors.
Organisational commitment has several dimensions Meyer and Allen defined the first dimension as positive feeling of identification with attachment to and involvement in work organisation. And they defined second dimension as the extent to which employee feel committed to their organisation by virtue of cost they feel are associated with leaving. After further research they added third dimension the employees feeling of obligation to remain with organisation. The concept of organisational commitment is defined as three dimensional. Which is there are three different ways to increase organisational commitment
Organisational commitment is a spontaneous process which is developed from orientation of the individual in the organisation. Based on the statement we can say there is a method or strategy to build organisational commitment.
Many research organisations and researchers are dedicated to find better and improved methods to Build Organisational Commitment and new techniques are evolving to further the cause and improve organisational commitment. Based on ORiely in Unisa (2016), the organisational commitment can be developed by compliance, identification and internalisation stages. The first stage that is compliance or agreement is focussed on employees tendency to accept influence of others mainly to benefit them. From real world perspective they are the promotion form in organisations. The second stage being identification is concerned when an employee accepts the influence from others to maintain a satisfactory part of organisation based on normative dimension. And the last stage internalisation is when employee finds the value in organisation and based on affective dimension.
The effect of organisational commitment described and analysed by Lowman (1993). He identified the organisational commitment characteristics. The characteristics primarily focus on two characters i.e.
Under-Commitment
Over-Commitment
Under-Commitment Over-Commitment
1. Fear of success.
2. Fear of failure.
3. Chronic and persistent procrastination.
4. Negative cultural, familiar personality factors.
5. Chronic and persistent underachievement.
1. Overly loyal employees.
2. Job and occupational burnout.
3. Obsessive-compulsive patterns at work.
4. Neurotic compulsion to succeed.
5. Extreme high level of energy.
With the help of two categories of organisational commitment the commitment levels of employees can be assessed. And strategies can be implemented to further increases the commitment levels so that the output from any employee can be pushed to maxima. This way various factors profiting the organisation can be encouraged and those affecting the organisation to harm the ideal situation can be tackled.
Research paper published by Chai, Hwang and Joo in 2017 focuses on how organisational commitment can be developed in the employees through transformational leadership. They explain in their article that how transformational leadership can bring a shared vision and team goal commitment in the employees which will further lead to a sense of belongingness of the employees in the organisation and a belief in the values of the company, thus developing organisational commitment. The research was conducted by them to prove their theory. 4126 employees of a large private organisation in South Korea were given questionnaire regarding the leadership of the managers of that company, shared vision and team goal commitment of the employees and organisational commitment in the employees. The research revealed that the team goal commitment and shared vision has a direct impact on the organisational commitment of the employees. The strategy explained by them is that the leaders can positively influence levels of organizational commitment within their teams by openly embracing and sharing their company s vision. Also, leader can motivate and inspire them in achieving the goals of the organisation. The more employees connect with the core values of the organisation and commit towards the goals of the organisation, the more is their organisational commitment. Thus, their research concludes that the organisational commitment can be developed in the employees through transformational leadership.
Dhar published an article in 2014 which explains that to develop organisational commitment in employees the strategy which should be adopted is proper training. The research was conducted by giving a questionnaire to 530 employees working in hotels in Uttrakhand, India. The questions asked from employees were related to the access to training programs, training benefits, training support and level of organisational commitment. The results revealed that the training can lead to skill acquisition and development in employees which increases the commitment of the employee towards the organisation. Training leads to development and growth of the employee in personal and professional life. Acquisition of a new skill and knowledge makes him a better employee and an asset to the organisation. Thus, the research concludes that proper training develops organisational commitment in the employees.
Despite research by many agencies and researchers any substantial gain in the field to further divide and properly evaluate the organisational commitment. Being a field of sociology and scarcity of quantifiable data restricts researcher to gain a significant foot to give a concrete definition of organisational commitment. Various strategies are implemented by organisations to build organisational commitment in employees and gain benefits from the commitment. Many approach towards building organisational commitment are available but only few can be successful for any organisation and approach needs to carefully selected before its implication and benefits that came in with organisational commitment.
Conclusion
Organisational commitment is an individuals psychological attachment to the organisation which further results into behaviour that an individual exhibit toward the organisation where he or she works. The organisational commitment is individuals behaviour which is shown to by hi or her feeling of responsibility that employee has toward vision, mission, goal and objectives of organisation in near future. Organisational commitment has three dimensions (affective, continuance, normative commitment). The successful strategy in building organisational commitment can be indicated when employee is in optimal zone for optimal organisational commitment. To build organisational commitment in any organisational the leader can motivate, habituate discipline, co-ordination etc employees. Employees committed to the organisation can deliver exceptional output, they are asset to any organisation and organisations today are fully aware of the potential of committed employee. Many organisational issues can be dealt with successful implication of strategies to improve organisational commitment.
References
Banai, M., Reisel, W. D., and Probst, T. M. (2004), A managerial and personal control model Predictions of work alienation and organisational commitment in Hungary, Journal of International Management, Vol.10, pp.375-392.
Cooper-Hakim, A., amp Viswesvaran, C. (2005). The Construct Of Work Commitment Testing An Integrative Framework. Psychological Bulletin, 131, 241259
iStockphoto, 2016. The Three Component Model Of Commitment Improving Commitment And Engagement. (Online). Retrieved from https//www.mindtools.com/ pages/article/three-component-model-commit-ment.htm. Accesed on March 2016.
Lowman, R.L. 1993. The Inter-Domain Model of Carrer Assesment and Counseling. (Online). Retrieved from http//onlinelibrary. wiley.com/doi/10.1002/j.1556-6676.1993.tb02240.x/ abstractpublication-history. Accesed on October 3rd 2016.
Dhar, R. L. (2015). Service quality and the training of employees The mediating role of organizational commitment.Tourism Management,46, 419-430.
Chai, D. S., Hwang, S. J., amp Joo, B. K. (2017). Transformational leadership and organizational commitment in teams the mediating roles of shared vision and team-goal commitment.Performance Improvement Quarterly,30(2), 137-158.
 

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