...Employees’ Training: A Way towards Organizational Commitment and High Performance An Argumentative Paper on the Bond between Training, Commitment and Performance Maryam Afzal maryam_afzal1@yahoo.com Abstract The main purpose of this paper is to discuss the importance of employees’ training for organizational commitment and organizational performance. An argumentative approach has been used to reveal the importance of employees’ training. By training the employees their skills and abilities are enhanced which make them work more confidently and with full devotion and interests. Training the employees is not the wastage of organizational money but it is more like an investment which has got high returns. By reviewing the work already done in this area of interest, the paper clarifies what employee training, organizational commitment and high performance particularly mean in the dictionary of any organization. Training means to provide the employees with basic and additional tools and techniques to mold themselves with the changing environment. Organizational commitment means that employees will stay longer in the organization with their own will and desire as long as they can. And organizational performance means the productiveness of the organization which is both effective and efficient. Then it shows the link among the three concepts that how they are interconnected. The discussion section briefs the concepts again with the views upon the following; firstly, which type...
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...was to examine the relationship between Organizational Culture and Employee Commitment. The study was conducted in MCB Bank Lahore branches. The data was collected through questionnaires. The sample size used in this study was 100. The concerned variables are ‘organizational culture’ and ‘employees commitment’. The hypothesis was designed that whether there exists a relationship between the variables or not. The results suggested that there exist a relationship between organizational culture and employees’ commitment. The study emphasizes the future prospects in the research field which can be beneficial for the organizations’ culture. The findings , conclusion and recommendations suggest areas for further research. * * * Contents Abstract…………….………………………………………….……………….i List of Tables……………………………………………………………........iv List of Figures………………………………………………………..……….v List of Acronyms……………………………………………………..………vi Acknowledgement…………………………………………………………...vii 1 Chapter No. 1 1 1.1 Introduction 1 1.2 Organizational Culture 2 1.2.1 Characteristics. 4 1.2.2 Scope of Organizational Culture. 5 1.3 Problem statement 6 1.4 Rationale for the study 6 1.5 Purpose of Study 7 1.6 Research objectives: 7 1.7 Limitations 7 1.8 Assumptions 8 1.9 Hypothesis 8 1.10 Scope of the study 8 1.11 Outline of the study 9 1.11.1 Chapter1. 9 1.11.2 Chapter 2. 9 1.11.2.1 Literature review I: Organizational Culture 9 1.11.3 Chapter 3. 10 1...
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...Running head: ORGANIZATIONAL COMMITMENT 1 Organizational Commitment of Part-Time and Full-Time Employees Julia A. Teahen Baker College ORGANIZATIONAL COMMITMENT Abstract In recent years many educational institutions have increased their use of part-time adjuncts, especially with the introduction of distance learning courses. With this growing use questions about the efficacy of part-time and distance faculty have arisen. This paper tests whether organizational commitment, as described by Mowday (1979), differs between three groups of faculty: full-time, part-time, and part-time who work full-time for another organization. The 2 authors used a 15 item, seven-point scale instrument to measure commitment of a sample of 479 full and part-time faculty at two midwestern universities. Those that worked full-time for another organization are more committed to organizations for whom they work part-time than are those working only part-time. No significant difference in commitment was observed between full-time and part-time employees. ORGANIZATIONAL COMMITMENT Organizational Commitment of Part-Time and Full-Time Employees With the rapid growth of non-traditional educational institutions and enrollment, many educational institutions have added significant numbers of part-time adjuncts to teach courses. With this growth a number of questions and rhetoric have arisen about the quality of instruction from part-timers (Fulton, 2000; Leatherman, 1998; Rewick, 2001), "overuse...
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...Organizational Commitment Organizational commitment is the employee’s psychological attachment to the organization. It predicts work variables such as turnover, organizational citizenship behavior, and also job performance. Organizational commitment is the strength or the feeling of responsibility that an employee has towards the mission of the organization, also in which has an important place in the study of organizational behavior. Organizational commitment is related to job satisfaction, employee’s behaviors and performance effectiveness; it describes how content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Commitment itself is considered a psychological state. Organizational researchers and social psychologists view commitment quite differently. Organizational researchers study attitudinal commitment, focusing on how employees identify with goals and values of the organization. Social psychologists study behavioral commitment, while focusing on how a person’s behavior serves to bind him or her to the organization. (http://en.articlesgratuits.com) Some components of organizational commitment are a strong belief in and acceptance of the goals and values of the organization, a willingness to exert (display) considerable effort on behalf of the organization. And a definite desire to maintain organizational membership (belong to the organization). Meyer and Allen (1991) define organizational commitment...
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...... 5 Research Questions.............................................................................................................. 5 Research Objectives ............................................................................................................. 5 Literature Review .................................................................................................................... 6 Internal Marketing ............................................................................................................... 6 Employee Satisfaction .......................................................................................................... 9 Employee Retention and Organizational Commitment ............................................................10 Organizational Commitment .............................................................................................10 Employee Retention ........................................................................................................11 Research Methodology...
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...minimize high turnover, a consequence caused by CET. There are 3 main theoretical perspectives mentioned in the report. Firstly, Psychological Contract (PC). It was mentioned that the changing landscape for job hiring gave rise to some psychological incongruence. Encountering psychological incongruence is said to lead to a decrease in Organizational Commitment. In addition, with the CET, improvement of skill results in mobility and henceforth causes instability. Secondly, Organizational Commitment (OC). In this report, it was mentioned that encounters of psychological incongruence, will led to a decrease in affective and normative commitment. Coupled with the implementation of CET, continuance commitment will too be affected, causing high turnover. If the organization is viewed in a positive manner by the employees, then Organizational Identity (OI) is said to be positively related to OC. A positive OI will lead to increase citizenship behavior which will in-turn result in increased commitment. With psychological incongruence, self-identity within the organization is said to diminish which will result in a decrease in normative commitment. Generally, the reliability of the articles seems high with a large percentage of...
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......................................................................................8 Measures .................................................................................................................................................................9 Control Variables ...............................................................................................................................................9 Abusive Supervision (AS) ................................................................................................................................ 10 Ethical Leadership (EL) .................................................................................................................................. 10 Affective Commitment to the Supervisor (ACTS) ............................................................................................ 10 Job Security (JS)...
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...of Organizational Commitment 6 Summary 7 Chapter 2 - Depth Component 8 Person-Job Fit 8 Person-Organization Fit 9 Relationship between Person-Job Fit, Person-Organization Fit, and Work Engagement 10 Conclusions 12 Chapter 3- Application Component 13 Chapter 4- Initiative 16 References 20 Certification Statement 25 Chapter 1: Breadth Component Employee relations covers all types of interactions among employees such as union efforts, interpersonal, and group relationships. The purpose of employment relations it to deal with the employees that are employed by the companies and the issues arising from their employment. Acquiring, developing, maintaining, and motivating staff are all aspects that are covered by the employment relations area. Employment relations are necessary as the employee is the most important part of a business and any troubles that affect employees do affect the business as well. Since the end of 2008 the economic downturn has affected many countries and it has aggravated the crisis of confidence towards the institutions and also in the field of business. Employees have been seeking their trust and, therefore, their commitment to more solid and stable companies (Cohen, 2009, p. 341). Many entrepreneurs, executives, and academics arise frequently how to increase the level of commitment of their employees. This research intends to provide light to two basic questions: in one side, for a better understanding of employee commitment the...
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...One of the main problems during a recession is employee attitudes. Excellent management skills are needed in trying economic times in order to boost employee morale and productivity. One of the methods used include Schwartz’s 10 values that guide a person’s behavior. Another method used is affective, cognitive, and behavioral components that influence behavior by increasing organizational commitment. Increasing employee involvement is also important to management. Ajzen’s theory of planned behavior can be used by managers to increase employee performance during a recession. Schwartz proposed that there are 10 values that guide a person’s behavior. The 10 values that he proposed are as follows: power, achievement, hedonism, stimulation, self-direction, universalism, benevolence, tradition, conformity, and security. Many of these values are driving the behavior of managers at Bain & Company, Home Depot, and Best Buy. Frank Blake the Chairman and Chief Executive of Home Depot decided to boost morale by lowering bonus guidelines for hourly employees to set more realistic goals. This exemplifies the values of achievement, power, stimulation, and self-direction. The end result was that the highest percentage of in store employees receiving bonuses in the first half of that year. Steve Ellis is the worldwide managing director of Bain & Company. His behavioral component of his attitude in managing during a recession is one that includes hiring managing consultants in...
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...An evaluation of the relationship between Organisational Culture defined using The Competing Values Framework (1988) and Allen and Meyer’s (2000) Organisational Commitment types. Introduction to culture Organisational Culture is a topic that has been addressed by many theorists and defined in numerous different ways (Ostroff, Kinicki, & Tamkins 2003), with the most famous definition being “the way we do things around here” (M Bower 1966). However a more comprehensive, inclusive definition of culture would be: “the set of shared, taken-for-granted implicit assumptions that a group holds and that determines how it perceives, thinks about and reacts to its various environments” (Schein 1996). With this in mind, it is widely accepted that organisational culture not only has an impact on performance (Brown 2008; Andersen et al 2009) but has been described as one of the most powerful and stable forces operating in organizations (Lamond 2003). The Competing Values Framework This paper will use the Competing Values Framework (CVF, Figure 1) to address the aforementioned topic of corporate culture’s effect on organisational commitment, as it is regarded as the most popular approach for assessing the performance of a company (Gregory et al, 2009). The model itself is comprised of two main axis, the first reflecting the dimensions of change and stability within an organizations’ culture. One end of this axis represents a prominence towards flexibility and spontaneity, whereas...
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...WORKGROUP SALARY DISPERSION AND TURNOVER INTENTION IN CHINA: A CONTINGENT EXAMINATION OF INDIVIDUAL DIFFERENCES AND THE DUAL DEPRIVATION PATH EXPLANATION W E I H E , L I - R O N G L O N G , A N D B Å R D K U VA A S The present study generalizes previous pay dispersion research to the Chinese context by examining the cross-level relationship between workgroup salary dispersion and employee turnover intention contingent on individual differences. Field survey data including annual objective salary and self-reported attitudes among 370 Chinese employees in 51 organizational workgroups supported our cultural predictions by showing that the relationship between workgroup salary dispersion and turnover intention was positive only among employees with higher rather than lower levels of Chinese traditionality and among those with lower rather than higher salary levels. Furthermore, the results of mediated moderation analyses suggest that a dual-deprivation path model can explain the above relationships. We discuss the theoretical, cultural, and practical implications of these findings for organizations. © 2015 Wiley Periodicals, Inc. Keywords: salary dispersion, Chinese traditionality, turnover intention Introduction E mployee turnover is a challenge for organizations and managers not only because of the decreased firm performance followed by the loss of talent, but also due to the expensive replacement cost associated with hiring, selecting, and training...
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...Page 1 of 11 Original Research Retention factors in relation to organisational commitment in medical and information technology services Authors: Jeannette van Dyk1 Melinde Coetzee1 Affiliation: 1 Department of Industrial and Organisational Psychology, University of South Africa, South Africa Correspondence to: Melinde Coetzee Email: coetzm1@unisa.ac.za Postal address PO Box 392, University of South Africa 0003, South Africa Dates: Received: 17 Oct. 2011 Accepted: 19 Mar. 2012 Published: 18 July 2012 How to cite this article: Van Dyk, J., & Coetzee, M. (2012). Retention factors in relation to organisational commitment in medical and information technology services. SA Journal of Human Resource Management/SA Tydskrif vir Menslikehulpbronbestuur, 10(2), Art. #433, 11 pages. http://dx.doi.org/10.4102/ sajhrm.v10i2.433 Orientation: Retaining staff with scarce and critical skills in the medical and information technology (IT) industry has become a top priority because of skills shortages. Research purpose: The objectives of the study were to investigate empirically: (1) the relationship between employees’ satisfaction with organisational retention factors (measured by the Retention Factors Scale) and their organisational commitment (measured by the Organisational Commitment Questionnaire) and (2) whether gender, age, race and tenure groups differ significantly in terms of these variables. Motivation for the study: Medical and information technology professionals have specialised...
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...The relationship between commitment and behavioral intention Osigweh (1989) defined commitment in a much too broad way, “both as an attitude and as behavior”. (Chimezie A. B. Osigweh, 1989). The commitment can be defined in different context such as organizational commitment, student’s commitment and marital commitment. Adams and Jones (1997) stated that there are three primary dimensions of marital commitment which are “constraining component that based on the emotional, fear of social, and financial costs results from the termination of marriage”, “moral normative component that based on the sense of responsibility and obligation to continue a marriage”, “attraction component that based on love and devotion”. (Adams & Jones, 1997). Meyer and Allen describe that there are three-dimensional of commitment which are continuance, affective, and normative commitment. (John P. Meyer, 1991). Rodrigues (2009) separate the continuance dimensions of commitment from the affective dimension of commitment because there is relevant empirical evidence that they display different relations with antecedents and consequents. For example, the affective dimension of committed worker present a positive relationship with performance but continuance dimensions of committed worker present negative relationship with performance. (Meyer, Paunonen, Gellatly, Goffin, & Jackson, 1989). Alba Couto Falcão Scheible and Antônio Virgílio Bittencourt Bastos had conducted an research on the influence...
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...Table of Contents 1.0 INTRODUCTION 2 1.1 BIMB Background of Company 2 1.2 BIMB Vision and Mission 2 2.0 ABOUT THE COMMITMENT 3 2.1 COMMITMENT TO THE CUSTOMER 5 2.1.1 Safety and Security of Operations 6 2.1.2 Privacy Policy 6 2.1.3 Reliable and Quality Services 7 2.1.4 Transparency of Products and Services 7 2.1.5 Immediate Response for Enquiries and Complaints 7 2.2 COMMITMENT TO THE EMPLOYEE 8 2.2.1 Training and development 8 2.2.2 Performance evaluation 10 2.2.3 Employee motivation 11 2.3 COMMITMENT OF EMPLOYEE TO BANK ISLAM 12 2.3.1 Know the organization’s goals. 13 2.3.2 Practicing Islamic Work Ethics towards organization. 13 2.3.3 Flexible Working Practices 13 2.3.4 Build employee-organizational relationship 14 2.3.5 Involve in decision making. 14 2.3.6 Seek growth and development. 14 2.3.7 Continuously support program organized by Bank Islam 15 2.3.8 Be professional in work 15 2.4 COMMITMENT OF EMPLOYEE TO EMPLOYEE 15 2.4.1. Affective Commitment. 16 2.4.2 Continuance Commitment 17 2.4.3 Normative Commitment 18 3.0 WAYS TO IMPROVE COMMITMENT 20 4.0 CONCLUSION 25 4.0 REFERENCES 27 1.0 INTRODUCTION 1.1 BIMB Background of Company Bank Islam Malaysia Berhad is an Islamic bank based in Malaysia that has been in operation since July 1983. Bank Islam was established primarily to assist the financial needs of the country's Muslim population, and extended its services to the broader population. The bank currently...
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...Organizational Commitment is highly valuable. Studies have highlighted that commitment has a great impact on the successful performance of an organisation. This is because a highly committed employee will identify with the goals and values of the organization, has a stronger desire to belong to the organization and is willing to display greater organizational citizenship behaviour i.e., a willingness to go over and beyond their required job duties. And if human resources are said to be an organization‘s greatest assets, then committed human resources should be regarded as an organisation‘s competitive advantage. This paper will analyze the concept of organizational commitment, what it means and why it is so relevant to organizations. In fact, vast numbers of studies have found positive relationships between organizational commitment and employee behaviours such as a greater effort exerted by the employee in performing tasks, higher employee retention, better work attendance, increased willingness to engage in citizenship behaviour and higher delivery of service quality. In essence, this shows an all-round higher employee performance effectiveness. Moreover, in today’s fast paced and dynamic business environment, organizations can no longer guarantee "a job for life" which has made the notion of organizational commitment even more pertinent. It is therefore in the organization's best interest to elicit this kind of behaviour. Various means of securing organisational commitment...
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