Strategies for Building Organisational Commitment: MNG82001 Review

This literature review, focusing on strategies for building organisational commitment, delves into various facets of employee engagement within an organisational context. It begins by defining organisational commitment and highlighting its importance in employee involvement and productivity, differentiating between affective, continuance, and normative commitment. The review then explores the role of leadership, detailing how leaders can foster commitment through agreement, identification, and internalization. It also examines strategies for organisational commitment during periods of change, emphasizing the impact of HR practices such as culture, leadership styles, cross-functional integration, training, communication, and technology. The review concludes that commitment is integral to organisational success, emphasizing the need for leaders to understand employee traits and adapt strategies accordingly. Furthermore, the review highlights that effective change management and strategic HR practices are vital for decreasing resistance and increasing commitment, ultimately contributing to organisational effectiveness.

Running Head: ORGANISATIONAL BEHAVIOUR 0
ORGANISATIONAL BEHAVIOUR
student name
4/15/2019

ORGANISATIONAL BEHAVIOUR 1
Contents
Strategies for organisational commitment.............................................................................................2
Organisational commitment..............................................................................................................2
Leader's strategy in developing organisational commitment............................................................2
Strategies for Organisational commitment in organisational change................................................3
Conclusion.............................................................................................................................................6
References.............................................................................................................................................7

ORGANISATIONAL BEHAVIOUR 2
Strategies for organisational commitment
Organisational commitment
Organisational commitment is the tie employee’s involvement with their corporation (Supriyanto,
2016). Extensively, employees who are dedicated to their agency commonly experience a reference
to their corporation, sense that they suit in and, the experience they apprehend the desires of the
business (Donohue, R, 2016). The delivered value of such employees is that they incline to be
additional determined in their job role, display quite excessive productivity and are greater proactive
in providing their support to the organization. (Battistelli et al., 2016)
It's extensively accepted nowadays that employees dedication can take exclusive bureaucracy in
their 3 issue model of commitment, conceptualized dedication as a psychological strength that
impasses the individual to the company and will increase the chance that the employees will hold
membership within the corporation (Supriyanto, 2016). They used the tags affective commitment
that reflects a want to stay and a passionate attachment to the business enterprise. Continuance
dedication is referring back to the apparent price of leaving (Green & Gallie, 2017). The normative
commitment represents a perceived responsibility that to stop and to distinguish among exceptional
mind-sets of dedication or commitment and argued that personnel can experience numerous
combinations of all mind-sets concurrently (Dries & Gelens, 2015).
Each company includes a collection of employees that are energetic to optimize their sources by
providing priority of best aspects to attain the objectives that have been articulated. Such aspect can't
be accomplished without correct structures and must be pursued by an approach of a leader with a
satisfactory strategy (Supriyanto, 2016). Many elements influence the apprehension of future
business enterprise. They are motivation, commitment and discipline of corporation individuals and
leaders as the human assets. Additionally, non-human assets factors also withstand accomplishment
in realizing the company’s purpose in the future.
Leader's strategy in developing organisational commitment
Organisational commitment is an impulsive procedure, which improves through the alignment of
entities to the business. Grounded on the statement, it has a procedure or strategy to construct
Organisational commitment (Bruggeman & Baerdemaeker, 2015). A leader`s strategy in developing

ORGANISATIONAL BEHAVIOUR 3
affiliates organisational commitment contains phases and levels. The head can develop
organisational commitment over agreement, identification and internalization phases (Dries &
Gelens, 2015). Agreement or compliance in the leading stage, emphases round the employee
acknowledging the effect of others mostly to get advantage from them. Although it has been
identified that in real time, they are considered the promotion or remuneration form in the business.
This stage is considered important along with the continuous commitment dimension. The next stage
includes identification, it happens when the personnel of the organization accepts the effect of others
to preserve the organization’s satisfactory portion (Vohra & Maheshwari, 2015). It has been
observed that the commitment level of the employees tends to increase or decrease with time and
action taken in organizations (Supriyanto, 2016).
Some influence of organisational commitment was identified along with with the influence of the
characteristic of organisational commitment. The traits include under commitment and over-
commitment. For instance, traits for under commitment include fear of failure, fear of success,
familiar personality factors, negative cultural, persistent and chronic procrastination, and persistent
and chronic underachievement (Battistelli et al., 2016). Moreover, the over- commitment traits
include loyal employees, the neurotic compulsion for success, occupational and job burnout,
excessive higher level of energy, and obsessive-compulsive work patterns. In case of any under
commitment observed, the leader must apply efforts for making the situation conducive and
continue to achieve organisational objective. The action taken by the leader can be discipline,
motivation, communication, and coordination with employees (Supriyanto, 2016).
The leader’s strategy in developing organisational commitment affected when staff is in the form of
optimal organisational commitment (Dries & Gelens, 2015). The strategy success factors depend on
the leader’s ability to understanding their subordinates traits, the existing situation and current
environmental situations (Supriyanto, 2016).
Strategies for Organisational commitment in organisational change
Increase in globalization, the business surroundings has gone through drastic changes in phrases of
each convolution and vitality. It is crucial for organizations to constantly adjust their enterprise
method, regulations and practices and align with the changing demands of enterprise environment,
attain long-term sustainability and overall administrative effectiveness. Companies are compelled to
create and manage change successfully on a non-stop basis (Anitha, 2019). HR practices which are

ORGANISATIONAL BEHAVIOUR 4
especially powerful at some stage in organisational change and way these influence employee belief
and dedication to change becomes an applicable area of investigation (Supriyanto, 2016). The
fundamental nature of trade wherein employee behaviour and mind-set play a significant position
evokes the creation of perceptions, which affects employees’ reaction to change. Primarily based on
their perception, personnel respond through changing their attitudes to the organisational change
both accepting it keenly by presenting readiness or change resistance (Anitha, 2019). Theoretically
perception is described as a manner via which people prepare and understand their sensory
imitations for delivering that means to their surroundings. HR practices adopted in six unique
regions i.e. culture, training, communication, leadership, training, communication, technology, and
cross-functional integration will create a tremendous belief among employees thereby decreasing
resistance and increasing commitment (Vohra & Maheshwari, 2015).
Culture plays a vital role when it comes to employee perception and working condition in an
organization. Strong organisational culture is always able to make the employee's positive
perception regarding the working condition and change in the organization. The resistance to change
majorly depends on the culture of the organization. Therefore, leading the HR strategy to build the
most appropriate and strong organisational culture to keep change resistance away and increase the
organisational commitment (Anitha, 2019).
Leadership is another major factor that influences employee perception and commitment. There
have been various studies indicating the relevance of leadership and their ability to keep people
motivated and committed to the organization. It is the matter of leadership style adopted by the
leaders and the situation in which that style has been used (Supriyanto, 2016). the leadership style
like autocratic leadership style can make employees feel getting an order from their leaders and
inability to grow an organization especially in case of change, which could be responsible for under
commitment of employees. However, other styles like democratic leadership style in change
management application could lead to an increase in organisational commitment of the employees
(Battistelli et al., 2016)
Cross-functional integration is the integration of separate departments in an organisation for
completion of a specific task or project. This strategy would help employees to be involved with
another department, shared thought and work together to achieve the goals of the organization
(Battistelli et al., 2016). The research has been proved that employees engaged in cross-functional
projects are found to have positive perception regarding their work in the organization and result in

ORGANISATIONAL BEHAVIOUR 5
enhanced organisational commitment. Therefore, this must be one of the major strategies of the
organization to keep its employees motivated and committed (Bruggeman & Baerdemaeker, 2015).
Effective training is highly responsible for employee commitment in the situation of organisational
change according to the research (Supriyanto, 2016). The training can improve the employees’
competency to perform well, and even if the change is implemented, they do not find themselves
stuck at some point and unable to perform and feel highly motivated to perform better after the
training program (Donohue, R, 2016). Moreover, employee development could also be enhanced
through effective training to keep them motivated to perform better in the organization. Therefore,
the training can be part of the strategy for developing employee perception and increase
organisational commitment (Dries & Gelens, 2015).
Communication is a major element in the organization at the time of change implementation.
Ineffective communication can be the major cause of resistance to change and under committed
traits observed in the employees (Dries & Gelens, 2015). Considering one of the change
management theory of Lewin, the model states that the change can be implemented through three
stages that are unfreezing, change, and refreezing and communication is the key to all the three
stages in this process. Positive communication and motivation through communicating with
employee can change the scenario of the organisation and lead to positive employee perception. This
strategy is to create a trustful environment and collaborative atmosphere that will create positive
employee perception and enhance commitment (Green & Gallie, 2017).
Technology here refers to the use of technology by the human resource manager like human
resource information system that will be helpful in integrating the IT and HR practices through
enterprise resource planning to make HRM user-friendly (Supriyanto, 2016). This could effect in
diminishing the administrative workload and provide an employee to concentrate over the strategic
issue instead of operational issues. This will improve connectivity, increase the level of employee
performance, and will result in a positive perception of employees and increased organisational
commitment (Donohue, R, 2016).

ORGANISATIONAL BEHAVIOUR 6
Conclusion
From the review, it can be concluded that the Organisational commitment is the tie employee’s
involvement with their corporation. Organisational commitment is an impulsive procedure, which
improves through the alignment of entities to the business. The leader’s strategy in developing
organisational commitment affected when staff is in the form of optimal organisational commitment.
The strategy success factors depend on the leader’s ability to understanding their subordinate’s
traits, the existing situation and current environmental situations. The action taken by the leader can
be discipline, motivation, communication, and coordination with employees.
The change management is the relevant aspect that every organization face and could be responsible
for under commitment traits of employees. The strategies for enhanced organisational commitment
in organisational change included culture, training, communication, leadership, training,
communication, technology, and cross-functional integration, will create a tremendous belief
among employees thereby decreasing resistance and increasing commitment.

ORGANISATIONAL BEHAVIOUR 7
References
Anitha, J., 2019. Role of Organisational Culture and Employee Commitment in Employee
Retention. ASBM Journal of Management, 9(1).
Battistelli, A., Galletta, M. & Vandenberghe, C., 2016. Perceived organisational support,
organisational commitment and self-competence among nurses: a study in two Italian hospitals.
Journal of nursing management, 21(1), pp.44-53.
Bruggeman, W. & Baerdemaeker, J., 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, pp.1-2.
Donohue, R, 2016. Antecedents of affective and normative commitment of organisational
volunteers. The International Journal of Human Resource Management, pp.1-24.
Dries, N. & Gelens, J., 2015. Affective commitment of employees designated as talent: signalling
perceived organisational support. European Journal of International Management, 9(1), pp.9-27.
Green, F. & Gallie, D., 2017. The implications of direct participation for organisational
commitment, job satisfaction and affective psychological well‐being: a longitudinal analysis.
Industrial Relations Journal, 48(2), pp.174-91.
Supriyanto, A., 2016. Leader’s Strategy in Building Organisational. Business and Management
Research, 16.
Vohra, V. & Maheshwari, S., 2015. Identifying critical HR practices impacting employee perception
and commitment during organisational change. Journal of Organisational Change Management,
28(5), pp.872- 894.