Understanding the Antecedents of Organizational Commitment Factors

This presentation provides an overview of the antecedents of organizational commitment, defining it as the psychological attachment of employees to their organizations. It highlights the importance of organizational commitment for improved organizational performance and reduced employee turnover. The presentation categorizes these antecedents into demographic factors (age, gender, education, experience), working environment factors (culture, career advancement, job satisfaction, job security), and external factors (alternative job opportunities). It elaborates on each of these, discussing how age, cultural background, career development opportunities, job satisfaction levels, and feelings of job insecurity can significantly influence an employee's commitment to the organization. The presentation emphasizes that organizations that address these antecedents effectively can foster higher levels of employee commitment and retention.

Good morning everybody.
My name is ……………
I am going to enlighten you by a short speech on antecedents of organizational
commitment.
Geldenhuys, Laba and Venter (2014) define the term organisational commitment refers
to the psychological attachment or relatedness employees to the organisations they are working
with. The area of organisational behaviour has gained immense importance because
organisational commitment of employees have great impact on the organisational performances.
This is because employees committed with the organisation deliver higher level of performances
compared to the less committed employees. Moreover, high employee turnover has several
detrimental effects on the organisational performances and this had led the organisations to gain
information about their factors or antecedents which ensure higher level of employee
commitment.
The next paragarph is about antecedents of organizational commitment. The
antecedents of the employee job commitment can be divided into three categories. The first
categories of organisational commitment is related to demographic factors age, gender, education
and employee vintage. The second antecedent is related to working environment while the third
group of antecedents is dependent on availability of alternative job opportunities in the market.
The first antecedent of job commitment is demographic in nature. 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.
The second antecedent of organisational commitment among employees is culture. This
is because multinational companies due to their global operations operate in several countries
and employ their workforces. These leads to organisations acquire employees from different
cultural backgrounds..
The third antecedent of employee job commitment and retention is 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.
The fourth antecedent which have direct effect on the commitment level of employees on
the 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.
The fifth antecedent of commitment of employees to the organisations employing them is
the feeling of insecurityThe employees feeling insecure may resent and try to create obstruction
in the decision making and execution of the business strategies. 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.