Strategies for Building Organisational Commitment

The assignment throws light on analyzing the different strategies which help build organizational commitment. It discusses the definition and dimensions of organizational commitment, theories on organizational commitment, strategies of leaders in building commitment, and ways to enhance organizational commitment among employees.

Running head: ORGANIZATIONAL BEHAVIOUR
Organizational Behaviour
Name of the Student
Name of the University
Author note

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ORGANIZATIONAL BEHAVIOUR
Table of Contents
Introduction................................................................................................................................2
Organizational Commitment and Dimension.............................................................................2
Theories on Organizational Commitment..............................................................................3
Strategies of Leaders in Building Commitment.........................................................................4
Ways to Enhance the Organizational Commitment Among Employees...................................5
Conclusion..................................................................................................................................6
References..................................................................................................................................7

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Topic- ‘Strategies for Building Organisational Commitment’
Introduction
The assignment throws light on analyzing the different strategies which help build
organizational commitment. As commented by Supriyanto (2016), organizational
commitment is defined as the view of the psychology of the various employees towards their
attachment to the organization in which they are working. Moreover, as opined by Senge
(2014), the organizational commitment plays a pivotal role in the proper determination of the
aspects to analyze whether the employees will stay with the organization for a longer period
and work passionately towards achieving the goals of the organization.
In addition, when the organizational commitment is determined, it assists in
predicting the satisfaction among the different employees, engaging the different employees
along with other such attributes which will be becoming successful for increasing the level of
commitment among the employees in an appropriate manner. As commented by Noe et al.
(2017), the different organizations consist of the proper collection of individuals who play an
active role to optimise the resources by providing adequate priority for the various quality
aspects which will help achieve the different objectives which have been formulated.
Organizational Commitment and Dimension
In the context of the different business organization, as commented by Morse (2014),
the organizational commitment is defined as the proper strength of feeling the appropriate
responsibility which an employee as towards the overall mission of the organization.
Furthermore, Men (2014), has commented that organizational commitment has several
dimensions wherein the first dimension is the positive feelings of identification, attachment
along with involvement in the workplace. Moreover, the second dimension is the inclusion of
continuance commitment which is defined as the extent wherein the different employees feel
committed to the organization with the virtue of the costs wherein the employees feel
associated with leaving. Lastly, as commented by Men and Stacks (2014), normative
commitment is described as the feelings of the different employees related to the obligation to
remain with the respective company. The word obligation refers to the individual kind of
responsibility to the overall continuity of the organization.

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Theories on Organizational Commitment
As per the respective theory on organizational commitment, there are three major
distinct components to the organizational commitment which is inclusive of the following:
Normative Commitment- As commented by Mayfield, Mayfield and Sharbrough
(2015), it is defined as the level of commitment wherein the different employees feel
obligated to stay in the company, and the employees have the feeling that staying in the
organization is the correct thing which can be done by them.
Continuance Commitment- As opined by Maheshwari and Vohra (2015), it is the
level of commitment, wherein the different employees might feel that leaving the
organization would be costly. In such scenario, it can be identified that employees have the
continuance in the level of commitment and they think about staying in the organization for a
more extended period because they think that they have invested much energy and they feel
attached to the organization.
Affective Commitment- It is the emotional attachment of the different employees has
towards the organization and the part of TCM assists in analyzing that employee has the high
level of commitment which is active and they provide the different inputs along with
suggestions which helps the organization to become successful in their operations
(Johansson, Miller and Hamrin 2014).
Figure 1: Levels of Organizational Commitment

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(Source: Jha 2014)
Strategies of Leaders in Building Commitment
As commented by Goetsch and Davis (2014), the organizational commitment is the
spontaneous process wherein it is developed appropriately through proper orientation of the
different individuals in the organization. The leaders in the organization can build
organizational commitment through proper compliance, identification along with
internationalization stages. The agreement or the compliance is the first stage which mainly
focuses on the different employees accepting the influence of the others which will mainly
benefit from them.
Moreover, as opined by Bryson (2018), the organizational commitment is provided as
the remuneration or the promotion in the organizations, and the respective aspect is relevant
to the continuance stage of commitment dimension. There can be different kinds of
commitment which can move from a low level of commitment to a higher level of
engagement among employees or moving from a more moderate level of commitment from a
high level of commitment. In addition, Bryson (2018), has opined that there are different
effects of the organizational commitment and the different characteristics consist of the over-
commitment along with under-commitment aspects which are described as follows:
Over-Commitment Under-Commitment
 Occupational and job burnout
 Extremely high level of energy
 Overly loyal employees
 Fear of success and failure
 Negative cultural and personality
factors
 Persistent Underachievement
From the table, it can be identified that there are two stages which includes the over-
commitment and under-commitment among the employees working in the organization. As
commented by Johansson, Miller and Hamrin (2014), in case of the under-commitment
employees, the leaders in the organization provide different kinds of motivational aspects,
coordination and appropriate communication aspects which will be beneficial for managing
the situation in a positive manner.

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On the other hand, as commented by Men and Stacks (2014), in the over-commitment
among the different employees, the leaders need to put proper effort wherein the different
conditions become conducive to pursuit the different organizational goals in an appropriate
manner. Lastly, the successful strategy applied by the leaders in the organizations can be
indicated when the different employees are in the optimal zone for the optimal organizational
commitment. Moreover, there is a correlation between the organizational commitment along
with the consequences of the commitment to the productivity of the organization in an
appropriate manner. Proper observations of the different activities with a high level of
organizational commitment are essential which helps in motivating employees and gaining
commitment/
Furthermore, Men (2014), has opined that the different leaders need to build
organizational commitment among the employees through motivation, cross-functional
coordination along with the involvement of the employees in the different activities which are
performed by them. The overall success of the strategy of the leaders in building
organizational commitment can be determined by the proper ability of the different leaders in
analysing the characteristics of the different subordinates in the environmental conditions
which are existing.
Ways to Enhance the Organizational Commitment Among Employees
As commented by Men (2014), there are different kinds of human resource practices
which will be beneficial in enhancing the organizational commitment. Firstly, while
appointing the employees, it is necessary for the higher authorities to communicate the vision
and use the value-based hiring practices and build tradition which is required to be followed
by the employees appropriately. Moreover, Morse (2014), has commented that the
development of the employees is required to be supported wherein the organizations need to
provide the development related activities and providing employees with security without
guarantees.
The encouragement is required for introducing the innovation among the employees
who will be helpful for employees as they will feel encouraged in developing creative ideas
along with personal innovations. Bryson (2014), has opined that the different employees who
feel that they are the major contributors to the strategic direction of the organization may feel

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that they have significant ownership of the work which is performed by them and it leads to
the enhanced commitment.
Moreover, communicate frequently is the second aspect which can be adopted by the
organizations as the different employees appreciate transparent communication aspect as it
helps them in keeping informed of the various executive decisions which can affect their
jobs. The consistent corporate communication assists in minimizing the negative rumours
which would damage the loyalty among employees.
As commented by Men (2014), the proper creation of the rich employment
environment is the other aspect which should be managed by the companies as it will prove
to be beneficial in making the organization a fun place to work and it will instil the
commitment in the new employees. The organizations need to take different steps to retain
the different employees through appreciating their work and instituting the various loyalty
programs. Moreover, there can be the inclusion of rewarding the different commitment of the
long-standing employees which will help the company in becoming more active in positively
performing the various activities.
Conclusion
Therefore, it can be concluded that organizational commitment is the behavior of the
different individuals which is shown with the help of the strength of the feeling of the
responsibility which helps in showcasing the employees has towards the mission, vision
along with managing the target of the individuals. The organizational commitment has three
major dimensions which are inclusive of affective, normative and continuance commitment.
Furthermore, the successful strategy adopted by the leaders can be viewed positively
when the employees would be working in an optimal condition zone for the optimal
organizational commitment. Moreover, the different leaders need to build organizational
commitment of the various employees by providing them with motivation, cross-functional
coordination, the involvement of the various employees in the different activities and the
multiple ways of the communication are intensively and continually for the organization as
well.

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References
Bryson, J.M., 2018. Strategic planning for public and nonprofit organizations: A guide to
strengthening and sustaining organizational achievement. John Wiley & Sons.
Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence.
Upper Saddle River, NJ: pearson.
Jha, S., 2014. Transformational leadership and psychological empowerment: Determinants of
organizational citizenship behavior. South Asian Journal of Global Business Research, 3(1),
pp.18-35.
Johansson, C., D. Miller, V. and Hamrin, S., 2014. Conceptualizing communicative
leadership: A framework for analysing and developing leaders’ communication
competence. Corporate Communications: An International Journal, 19(2), pp.147-165.
Maheshwari, S. and Vohra, V., 2015. Identifying critical HR practices impacting employee
perception and commitment during organizational change. Journal of Organizational Change
Management, 28(5), pp.872-894.
Mayfield, J., Mayfield, M. and Sharbrough III, W.C., 2015. Strategic vision and values in top
leaders’ communications: Motivating language at a higher level. International Journal of
Business Communication, 52(1), pp.97-121.
Men, L.R. and Stacks, D., 2014. The effects of authentic leadership on strategic internal
communication and employee-organization relationships. Journal of Public Relations
Research, 26(4), pp.301-324.
Men, L.R., 2014. Strategic internal communication: Transformational leadership,
communication channels, and employee satisfaction. Management Communication
Quarterly, 28(2), pp.264-284.
Morse, R.S., 2014. Developing public leaders in an age of collaborative governance.
In Innovations in public leadership development (pp. 91-112). Routledge.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

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Senge, P.M., 2014. The fifth discipline fieldbook: Strategies and tools for building a learning
organization. Crown Business.
Supriyanto, A., 2016, August. Leader's Strategy In Building Organizational Commitment.
In 6th International Conference on Educational, Management, Administration and
Leadership. Atlantis Press.