Organizational Commitment and Strategies

This document defines the term 'Organisational Commitment' and describes the types of organisational outcomes it might lead to. It also briefly describes two strategies that might lead to Organisational Commitment.

Running Head: ORGANIZATIONAL COMMITMENT AND STRATEGIES
ORGANIZATIONAL COMMITMENT AND STRATEGIES
Name of the Student
Name of the University
Author Note

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ORGANIZATIONAL COMMITMENT AND STRATEGIES
Define the term ‘Organisational Commitment’ and describe the types of
organisational outcomes it might lead to.
Organisational commitment:
The term organisational commitment refers to the bonding that the employees form
with the company or organisation they are employed in. More specifically, it implies to the
strong psychological connection that the employee feels or assumes to be established with the
organisation he or she is the employee of. Organisational commitment is often considered to
boost the productivity of the employees (Vanhala, Heilmann and Salminen, 2016)
Organisational commitment can be of three types. These are-
 Affective commitment-it is related to how much a worker desired to stay at the
company where he or she is presently working in. The rate of their desire to
stay at the present organisation how how affective their commitment is.
 Continuance commitment- This is related to the employees’ estimation of the
needs to stay at the present organisation they are working in.
 Normative commitment-This kind of commitment is implies how much a
worker feel it mandatory to stay at their present company. In case of the
normative commitment employees feel guilty to leave the present company,
they also assumes that leaving the present organisation they are working in
may lead to miserable consequences (Abazeed, 2017).
Types of organisational outcomes:
Outcomes of commitment implies the consequences of the different components of the
commitment. These outcomes are-

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ORGANIZATIONAL COMMITMENT AND STRATEGIES
Employee retention:
The term employee retention refers to the capability of an organisation to retain its
workers employees as well as the executives. More specifically, it implies to the aim of the
organisation to hold the talented employees and reduce the turnover with the help of a
positive work environment (Vanhala, Heilmann and Salminen, 2016).
Employee attendance:
Employee attendance is another commitment outcome, which is widely measured by
affective commitment of the employees (Abazeed, 2017).
Job performance:
An individual-level variable largely depends on the organisational commitment. Job
performance refers to the dedication, discipline as well as level of perfection of the
employees (Vanhala, Heilmann and Salminen, 2016).
Organizational citizenship:
Organisational citizenship or Organisational Citizenship Behaviour refers to the
contest or performance in which any assigned tasks takes place. More specifically, it implies
being a responsible person who is dedicated enough to serve the organisation in the mattes
which is outside the domain of his or her job (Abazeed, 2017).

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ORGANIZATIONAL COMMITMENT AND STRATEGIES
Reference list
Vanhala, M., Heilmann, P. and Salminen, H. (2016). Organizational Trust Dimensions as
Antecedents of Organizational Commitment. Knowledge and Process Management, 23(1),
pp.46-61.
Abazeed, R. (2017). Impact of Organizational Conflict Strategies on Organizational
Commitment at Public Universities in the North Region of Jordan. International Journal of
Academic Research in Accounting, Finance and Management Sciences, 7(4).

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ORGANIZATIONAL COMMITMENT AND STRATEGIES
2. Briefly describe two strategies, supported in the academic literature, that
might lead to Organisational Commitment-300
Two of the major strategies that might lead to organisational commitment are:
1. Being Transparent and encouraging open communication:
Another effective strategy for organisational commitment is letting the employees
engage in the activities within the organisation. According to this strategy the employees
should be freed for open interaction with their peers as well as the management. They should
communicate the management about their problems , likes , dislikes. They should discuss
about their scopes of improvement as well as the suggestions organisational development
with their higher authority. The suggestions may include-necessary changes need to
incorporate in the work procedures and framework (Klein, 2016).
2. Fostering a positive as well as encouraging work environment:
This implies maintaining a work culture, which allows the employees to learn and
grow. The work culture in the organisation should allow the employees to work delightfully
without any stress. Instead of creating pressure, the work environment should encourage the
employees to take the venture of innovation and enhance productivity. Employees should
receive incentives or bonus along with the remuneration or token of appreciation for their
good performance. The work culture should involve the workers in employee engagement
programs, which relieves their stress and add fun to the environment and also inspires them to
meet challenges (Goh and Marimuthu 2016)

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ORGANIZATIONAL COMMITMENT AND STRATEGIES
Reference list
Goh, C.Y. and Marimuthu, M., 2016. The path towards healthcare sustainability: the role of
organisational commitment. Procedia-Social and Behavioral Sciences, 224, pp.587-592.
Klein, H. (2016). Commitment in organizational contexts: Introduction to the special issue.
Journal of Organizational Behavior, 37(4), pp.489-493.