Antecedents of Organizational Commitment

This presentation discusses the antecedents of organizational commitment, including age, culture, career advancement, job satisfaction, and insecurity. It also explores the benefits of organizational commitment and how businesses can boost it among employees. References are included for further reading.

ANTECEDENTS OF ORGANIZATIONAL
COMMITMENT

Organisational commitment
 Psychological attachment or relatedness employees to the
organisations they are working with.
 Boosts organisational productivity

Benefits of organizational
commitment
 Retention of talent.
 Decision making
 Low employee turnover

Antecedent types
 Demograhic factors: Age, gender, vintage to company.
 Working environment related: Conflict etc.
 Availability of alternative job opportunities

Antecedent 1: Age
 Age is one of the most important antecedents of organisational
commitment since employees tend to lose their sense of commitment
towards their employers with age.
 However, it can also be argued that aged and experienced employees
show higher level of organisational commitment compared to the
younger employees.

Antecedent 2: culture
 While employing of human resources from other countries have been
highlighted as a measurement towards diversity management, diverse
employee culture with employees from different cultural background
may lead to employee conflicts.
 Thus, it is evident from this discussion that though diversity
management plays a very important role in ensuring continuous
innovations among the companies, it is also capable of causing
conflict.

Antecedent 3: career advancement
 The employees are known to have shown higher commitment towards
jobs are known to bring about career growth in their profession.
 This professional development and career planning motivate the
employees to continue working with the company.
 The companies which are able to conduct higher level of career
planning for employees are able to retain for a longer time.

Antecedent 4: job satisfaction
 The employees which receive a higher level of job satisfaction are
likely to have higher level of employee commitment to the other
employees.
 The factor of job satisfaction is very subjective in nature. Job
satisfaction is dependent on several organisational factors like the
commitment of the organisations to enable the employees bring about
development in the career of the employees.

Antecedent 5: Insecurity
 . Insecurity have detrimental effect on the morality and motivation of the
employees. The employees feeling insecure may resent and try to create
obstruction in the decision making and execution of the business strategies.
 The employees with lower performance level usually fall in this category.
These employees are not skilful and as a result are always suffering from
insecurity and nervousness about losing their jobs.
 Further, it can also be organisational changes like the need to embrace
technology and change the method of operations to a more digital platform
based participation of managers from the geographically have known to
create insecurity among employees having limited technological knowledge

Analysis of the antecedents
 The business organisations should take steps to boost organisational
commitment among employees and in order to curb employee
turnover.
 The apex management body of the organisation should hold meetings
with the departmental heads to gain information about employee
performances and their training needs.

Outcomes of organizational commitment
 High level of motivation
 Retention of employees and alignment
to business
 Opportunities to use skill and
knowledge
 Sharpening of decision making skills
 Appraisal and promotions
Employee organisational commitment
Age
Culture
Job satisfaction
Career
development
Insecurity
High level of
motivation
Retention of employees
and alignment to
business
Opportunities to use
skill and knowledge
Sharpening of decision
making skills
Appraisal and
promotions

References
 Carlos Pinho, J., Paula Rodrigues, A., & Dibb, S. (2014). The role of corporate culture,
market orientation and organisational commitment in organisational performance:
the case of non-profit organisations. Journal of Management Development, 33(4),
374-398.
 De Baerdemaeker, J., & Bruggeman, W. (2015). The impact of participation in
strategic planning on managers’ creation of budgetary slack: The mediating role of
autonomous motivation and affective organisational commitment. Management
Accounting Research, 29, 1-12.
 Geldenhuys, M., Laba, K., & Venter, C. M. (2014). Meaningful work, work engagement
and organisational commitment. SA Journal of Industrial Psychology, 40(1), 01-10.
 Mesu, J., Sanders, K., & Riemsdijk, M. V. (2015). Transformational leadership and
organisational commitment in manufacturing and service small to medium-sized
enterprises: The moderating effects of directive and participative
leadership. Personnel Review, 44(6), 970-990.

Thank You