Organisational Commitment: Strategies and Outcomes - A Report

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Organisational Behaviour

Contents
Organisational behaviour................................................................................................................1
1. Define the term ‘Organisational Commitment’ and describe the types of organisational
outcomes it might lead to.................................................................................................................3
References........................................................................................................................................5
2. Briefly describe two strategies, supported in the academic literature that might lead to
Organisational Commitment............................................................................................................6
References........................................................................................................................................7

1. Define the term ‘Organisational Commitment’ and describe the types of
organisational outcomes it might lead to.
The term organisation in the current word has been defined in the different ways as it can be seen
from the definition which is given by Davis that organisation are the big or small companies
which are made so as to achieve the goals that are prescribed by the leaders of the company.
Hence for this, there should be a commitment made by the employees towards the organisation
so that they are able to achieve the objective of maximising the output which is required by the
company as a whole (Kundu & Mor, 2016). Hence the organisational commitment is described
as the strength of responsibilities that the employees feel so as to achieve the mission of the
organisation. This can be defined as individual psychology that is related to the organisation
attachments. For the organisation organisational commitment means that the employee of the
organisation would be loyal towards them and would also lead to an increase in their production
of the output. While porter's also described organisational commitment as an attachment towards
the organisation where the employee has the intention to remain in it. This also has been seen as
the willingness of the employee to put extra effort on his behalf. There is a various perspective
that is related to the organisational commitment and Meyer and Allen has described a three-
dimensional model to conceptualise the organisational commitment. These three dimensions can
be described as:
 Affective commitment: this is the commitment where the employee shares an emotional
bond with the organisation.
 Continuance commitment: this is considered as the situation where the employee thinks
that if he will leave the organisation then he would not be able to grow as he was growing
earlier.
 Normative commitment: Here in this type of commitment employees feel that they
should stay in the organisation for any simple reason. So as to pay some return to the
obligations which the organisation did to them. Hence this can be from Moral. Ethical
and other forms.
Hence this is seen that the organisational commitment can cause various different levels of
outcomes (Hogan, Lambert & Griffin, 2013). As due to this the members of the organisation can
contribute to the organisation more positively. Also, this will result in a more stable and effective
workforce which will contribute to the organisational goals rapidly.

References
 Hogan, Nancy L, Lambert, Eric G & Griffin, Marie L 2013, ‘Loyalty, Love, and
Investments: The Impact of Job Outcomes on the Organizational Commitment of
Correctional Staff’, Criminal Justice and Behavior, vol. 40, no. 4, pp. 355–375.
 Kundu, Subhash & Mor, Archana 2016, ‘Effect of Diversity Management on Employees
Organisational Commitment: A Study of Indian Organisations’, Journal of Strategic
Human Resource Management, vol. 5, no. 1, p.

2. Briefly describe two strategies, supported in the academic literature that
might lead to Organisational Commitment.
This has been seen that the organisations are continuously facing the problem of demand and
supply in the market hence this can be seen that they desire to have an employee that can lead to
stabilise the supply as and when demanded by the customer (Wombacher, & Felfe, 2017). Hence
for this, the employee of the organisation should be committed towards them. Hence this is seen
that the organisational commitment can be achieved by giving a positive experience to the
employees. Hence for this various strategies are implemented by the company so as to motivate
the employees and create a structure where organisational commitment among the employees are
high. Hence some of the organisational commitment strategies are described by Dessler which
are as follows:
 People First: This is considered as the strategy where the organisation should hire the
person who are more committed towards the organisation and has a goal of long term
commitment with the organisation. Hence for this recruitment strategies must be made by
the company where they should recruit the employees who want to stay long with the
organisation.
 Two-way communication: It is the technique where the managers of the company provide
an opportunity to the employees of the company so that they are able to express their
feeling towards the organisation hence through this they would be able to provide them
with a platform through which the organisational commitment could be increased.
This should also be checked that the employees are being provided gifts and the monetary
compensation on a timely basis through which they are motivated mostly (Xerri, & Brunetto,
2013). Hence these strategies would help the organisation to achieve the objective of maximising
the commitment of employees towards them.

References
 Wombacher, Jörg & Felfe, Jörg 2017, ‘Dual commitment in the organization: Effects of
the interplay of the team and organizational commitment on employee citizenship
behaviour, efficacy beliefs, and turnover intentions', Journal of Vocational Behavior, vol.
102.
 Xerri, Matthew J. & Brunetto, Yvonne 2013, ‘Fostering innovative behaviour: the
importance of employee commitment and organisational citizenship behaviour’, The
International Journal of Human Resource Management, vol. 24, no. 16, pp. 3163–3177.