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What is Organizational Commitment?
“Employees with strong affective commitment remain with the organisation because they want to, those with strong continuance commitment because they need to, and those with strong normative commitment because they feel they ought to
Who is Meyer & Allen?
Robert M. Meyer and John P. Allen are prominent researchers in the field of organizational psychology, known for their significant contributions to the study of organizational commitment, particularly for developing the influential Three-Component Model of Organizational Commitment. Here’s some background on both researchers:
Robert M. Meyer:
- Dr. Robert M. Meyer is a distinguished academic and researcher, and his work has been instrumental in advancing the understanding of organizational commitment.
- Meyer earned his Ph.D. in Industrial-Organizational Psychology from Ohio State University.
- He has held faculty positions at various prestigious universities and institutions, including the University of Missouri, the University of Akron, and the University of Western Australia.
- Meyer’s research has focused on areas such as organizational commitment, psychological contracts, and employee motivation.
- His collaboration with John P. Allen in the late 1980s led to the development of the Three-Component Model of organizational commitment, which became a cornerstone of organizational psychology and has been widely cited in academic literature and practical applications.
John P. Allen:
- Dr. John P. Allen is another renowned figure in the field of organizational psychology and commitment.
- He received his Ph.D. in Industrial-Organizational Psychology from the University of Tennessee.
- Allen has had a distinguished academic career, including faculty positions at institutions like Purdue University and the University of South Florida.
- His research interests have encompassed topics such as organizational commitment, job satisfaction, and employee motivation.
- Allen is well-known for his collaboration with Robert M. Meyer, which resulted in the development of the Three-Component Model of organizational commitment.
Meyer and Allen’s collaboration in the late 1980s led to the creation of the Three-Component Model, which introduced the concepts of affective, continuance, and normative commitment. This model has had a lasting impact on the field of organizational psychology and management. It provided a more comprehensive and nuanced understanding of the various ways employees can be committed to their organizations, which has been invaluable in both academic research and practical human resource management.
Their research and the Three-Component Model have been foundational in explaining the complexities of organizational commitment, and these contributions continue to shape the way organizations understand and manage their relationships with their employees. Meyer and Allen’s work remains a cornerstone in the study of commitment and its implications for employee behavior and organizational performance.
The 3-Component Model
The model breaks down organizational commitment into three distinct components, each representing a different aspect of an employee’s relationship with their organization:
Affective Commitment:
Affective commitment is the emotional attachment that an employee feels toward their organization. It represents the extent to which an employee genuinely cares about the organization and identifies with it. Key characteristics of affective commitment include:
- Emotional Attachment: Employees with high affective commitment have a strong emotional connection to their organization. They enjoy their work, believe in the company’s mission, and feel a sense of pride and loyalty.
- Voluntary Commitment: Affective commitment is often considered the most desirable form of commitment because it reflects a willingness to stay with the organization due to a genuine desire to do so, not because of external pressures or obligations.
- Resilience in the Face of Challenges: Employees with high affective commitment are more likely to remain committed even when they encounter difficulties or face organizational changes.
Continuance Commitment:
Continuance commitment is based on perceived costs associated with leaving the organization. Employees with high continuance commitment may stay in their current job because they believe that the benefits of staying outweigh the costs of leaving. Key characteristics of continuance commitment include:
- Calculative Decision: Employees with high continuance commitment may feel that leaving the organization would result in personal losses, such as the loss of benefits, seniority, or the effort required to find a new job.
- Relational Obligation: Continuance commitment can also be driven by a sense of obligation or loyalty based on the investments made in the organization, such as time and effort already spent there.
- Potentially Less Positive: Continuance commitment is often seen as a less desirable form of commitment because employees may stay for reasons other than their genuine desire to be part of the organization.
Normative Commitment:
Normative commitment is rooted in a sense of moral or ethical obligation to stay with the organization. Employees with high normative commitment feel that they ought to remain loyal to the organization because it is the right thing to do. Key characteristics of normative commitment include:
- Sense of Duty: Employees with high normative commitment believe that they have a moral or ethical duty to remain with the organization and fulfill perceived obligations.
- Values and Ethics: Normative commitment is closely tied to an employee’s personal values and principles, and they feel that leaving the organization would be morally wrong.
- Social Norms and Expectations: Normative commitment may also be influenced by societal norms, cultural values, or the expectations of significant others.
The Three-Component Model of organizational commitment provides a more nuanced and comprehensive understanding of how and why employees commit to their organizations. It recognizes that commitment is not a one-dimensional construct but rather a multifaceted phenomenon with different emotional and rational dimensions.
Understanding these three components of commitment is crucial for organizations as it allows them to tailor their strategies to enhance commitment among their employees. For example, efforts to strengthen affective commitment may involve promoting a positive organizational culture and employee engagement, while strategies to address continuance commitment may focus on improving benefits and recognizing employees’ investments. Normative commitment can be fostered through ethical leadership and values-based organizational practices.
The Three-Component Model has had a lasting impact on organizational psychology and management, providing valuable insights into the complexities of employee commitment and its implications for organizational behavior and performance.
Further Research
- Richard T. Mowday: Mowday is a key figure in the study of organizational commitment. He, along with Richard M. Steers and Lyman W. Porter, conducted early research that helped identify the antecedents and consequences of commitment.
- Lyman W. Porter: In addition to his collaboration with Mowday and Steers, Porter’s work has significantly contributed to our understanding of organizational commitment and the broader field of industrial-organizational psychology.
- Denise M. Rousseau: Rousseau is known for her work on the psychological contract in the workplace. Her research has explored the role of promises and expectations in shaping employee commitment to organizations.
- Charles A. O’Reilly: O’Reilly has made notable contributions to the study of organizational culture and its impact on employee commitment. His research has emphasized the importance of cultural fit and shared values in commitment.
- Katherine Klein: Katherine Klein is known for her work on employee engagement and organizational commitment. Her research has highlighted the link between these factors and their impact on organizational performance.
- Robert Eisenberger: Eisenberger has conducted research on perceived organizational support, demonstrating how employees’ perceptions of support from their organizations can influence their commitment.
- Jeffrey Pfeffer: Pfeffer is a prominent management scholar who has written extensively on various aspects of organizational behavior, including topics related to commitment, leadership, and organizational effectiveness.
- Natalie J. Allen: Natalie J. Allen, along with Robert M. Meyer, has contributed to the understanding of psychological contracts and how these contracts influence commitment and other work-related outcomes.
- Daniel R. Denison: Denison is known for his research on organizational culture and its role in employee commitment and organizational performance. His work has highlighted the importance of cultural alignment.
Additional Reading
Certainly, there are several books that delve into the subject of organizational commitment, covering various aspects, theories, and practical strategies. Here is a list of some books on this topic:
- “Organizational Commitment: A Conceptual Discussion” by Saikumar B: This book provides a foundational understanding of the concept of organizational commitment, its importance, and its dimensions.
- “Organizational Behavior” by Stephen P. Robbins and Timothy A. Judge: While this comprehensive textbook covers a wide range of organizational behavior topics, it includes a detailed section on organizational commitment.
- “Employee Engagement and Organizational Behavior in the Modern World” edited by Manisha Shekhar and Minakshi Sharma: This book explores various factors affecting employee engagement, including commitment, in today’s organizational context.
- “The Handbook of Organizational Commitment” edited by Joanne Silvester: This handbook features contributions from various experts in the field, covering theoretical frameworks, research findings, and practical applications related to organizational commitment.
- “Creating Commitment: How to Attract and Retain Talented Employees by Building Relationships That Last” by Andrew Neitlich: This book offers insights and strategies for fostering organizational commitment and employee retention.
- “The Manager’s Guide to Rewards: What You Need to Know to Get the Best for — and from — Your Employees” by Doug Jensen: While this book primarily focuses on rewards and recognition, it discusses their role in enhancing organizational commitment.
- “Employee Engagement: Tools for Analysis, Practice, and Competitive Advantage” by William H. Macey and Benjamin Schneider: This book provides an in-depth analysis of employee engagement, a closely related concept to organizational commitment.
- “Psychological Contracts in the Workplace: Understanding the Ties that Motivate” by Michael Wellin: This book explores the concept of psychological contracts, which have a significant impact on organizational commitment.
- “Organizational Culture and Leadership” by Edgar H. Schein: While not solely focused on commitment, Schein’s book is essential for understanding the role of culture in shaping commitment and behavior within organizations.
- “Leaders Eat Last: Why Some Teams Pull Together and Others Don’t“ by Simon Sinek (2014): In this book, Sinek explores the concept of servant leadership and how leaders who prioritize their teams’ well-being can create a more cohesive and successful organization.