Job Involvement and its Impact on Organizational Culture and Performance

This article discusses the concept of job involvement and its impact on organizational culture and performance. It explores the benefits of job involvement, such as increased commitment and productivity, and its relationship with job performance and employee attitude and behavior.

ORGANIZATION BEHAVIOUR

ORGANIZATION BEHAVIOUR 1
I. Job involvement can be defined as a cognitive belief state of psychological
identification with one’s job. In an organisation, Job involvement is considered to be a
wider approach which helps in improving the organizational culture by inducing
adeptness and pro-activeness continuously (Brown and Leigh, 1996). Some
researchers believe that it is key to unlock employee motivation and employ personal
growth and development within the organization.
There are also two perspectives in respect to the approach of job involvement –
individual difference variable and second variable is in respect to the work situation
(Meyer and Allen, 1991). It is ascertained that feature of the work conditions
influences the employee involved in the job role and occupation. With the help of job
involvement, the organization raised various benefits and all connected with the
increase in productivity and profitability.
The first advantage is related to bringing of commitment by the employees towards
the organization. This not only ensures personal development but also increase loyalty
towards the organization in terms of employee perspectives. The organization also
save various costs due to this as employee will be self-motivated and thus this will
automatically raise overall productivity. In addition, traditional communication line is
also broken down by the job involved employees and this gives the employee a
platform, where they can all put their relevant thoughts and ideas in the direction of
the organization goal and objectives. In response with the strategic making, the
employee will be more efficient and responsible towards the attainment of respective
vision of their business enterprise.
Reference List -
Brown, S.P. and Leigh, T.W. (1996) A new look at psychological climate and its
relationship to job involvement, effort, and performance. Journal of applied
psychology, 81(4), p.358.
Meyer, J.P. and Allen, N.J. (1991) A three-component conceptualization of organizational
commitment. Human resource management review, 1(1), pp.61-89.

ORGANIZATION BEHAVIOUR 2
II. Job involvement has a significant impact on the performance of an individual.
Moreover, it is believed that employee behaviour can bring more value to the
organization and this will lead to the motivation to all employees and individuals in
the perspective of their personal growth and enhancement of skill-set related to the
job.
In respect to the job performance, it also controls the relationship between job
resources and turnover retention. According to Gable and Dangello (1994), employees
who are job involved will be oriented towards task success and those who have higher
levels of job involvement should be more task-oriented as compared to those with
lower levels of job involvement.
The relationship between job involvement and job performance is also connected with
the employee attitude and behaviour. The complexity of the business environment and
changing scenario of market also realize the needs of exploiting full employee
potential in respect with the necessary efforts from the management. This will not
only gives better output with the correlation of involved employees but also brings the
ability of creative task performing. This also helps organization to fulfil the concept of
total productivity and total quality management (TQM) in light with the organization
vision and with help of effective coordination of people and resources.
From long-term perspectives, job involvement and job performance are important
aspects for raising employee satisfaction and profitability. As the productivity rise,
automatically more numbers of customers will be attracted towards the brand.
Reference List -
Gable, M. and Dangello, F. (1994) Job involvement, machiavellianism and job
performance. Journal of Business and Psychology, 9(2), pp.159-170.