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 provides Shariah-compliant card services and mobile banking, in addition to traditional banking. Since its inception, it has emerged as the symbol of Islamic banking in Malaysia.
Bank Islam has been growing from strength to strength as evidenced by its financial performance and paid-up capital, which, in turn, was instrumental in making the growth of its assets. Throughout the year the Bank has continued to provide innovative and enhanced products and services which has resulted in a growing number of customers seeing Islamic banking as a true alternative to conventional banking. Being the pioneer in the industry, Bank Islam has played a leading role in promoting the expansion of Malaysia’s brand of Islamic finance into other markets, especially in the region. This has helped developed Bank Islam into a well-established and universally recognize brand. As the number of local and global financial services continues to increase, Bank Islam remains keenly aware of the pioneering role it must continue to play.
In recognition of its pioneering role, Bank Islam has been awarded the Reader’s Digest Platinum Award for being the Most Trusted Brand for five consecutive years. The Bank’s growing list of accolades now includes the title “Islamic Bank of the Year (Malaysia) 2013" by The Banker. With these entrusted beliefs, Bank Islam is on the right path to become “A Global Leader in Islamic Banking” and continues to remain guided by the excellent pioneering work of its predecessors, Malaysia’s ambition to be the international Islamic financial hub, the success of its turnaround effort and the challenge from its competitors.
1.2 BIMB Vision and Mission

Every organization or institution have their own vision and mission or objectives in order to achieve their goals. The objectives should be clear, measurable and realistic. Clear objectives provide a well understood objective definition to owners and employees. Measurable objectives ensure business owners can review the objective to ensure it was achieved in the best way possible and realistic goals can help business owners avoid the frustration of failing to meet specific objectives. Like the other organization, Bank Islam also have the vision and mission itself. The vision of the Bank Islam is ‘To be a Global Leader in Islamic Banking’. The Global Leader is defined as being the ultimate guidance and source of reference for innovative Shariah-based products and services.
Despite being that, Bank Islam mission are to continually develop and innovate universally accepted financial solutions in line with Shariah Principles, To provide a reasonable and sustainable return to shareholders, to provide for a conducive working environment and to become an Employer of Choice for top talents in the market, to deliver comprehensive financial solutions of global standards using state-of-the-art technology and to be a responsible and prudent corporate citizen. As all the vision and mission are set up, it will give a best directions and the mode in which the Bank Islam needs to operate.
2.0 ABOUT THE COMMITMENT

Some experts define commitment as both a willingness to persist in a course of action and reluctance to change plans, often owing to a sense of obligation to stay the course. People are simultaneously committed to multiple entities, such as economic, educational, familial, political and religious institutions.8,9 They also commit themselves to specific individuals, including their spouses, children, parents and siblings, as well as to their employers, co-workers, supervisors and customers.
Commitment manifests itself in distinct behavior. For example, people devote time and energy to fulfill their on-the-job responsibilities as well as their family, personal, community and spiritual obligations. Commitment also has an emotional component: People usually experience and express positive feelings toward an entity or individual to whom they have made a commitment.10 Finally, commitment has a rational element: Most people consciously decide to make commitments, then they thoughtfully plan and carry out the actions required to fulfill them. Due to that commitment require an investment of time as well as mental and emotional energy, most people make them with the expectation of reciprocation. That is, people assume that in exchange for their commitment, they will get something of value in return such as favors, affection, gifts, attention, goods, money and property.
In organizational, commitment is important as it was the individual's psychological attachment to the organization. The basis behind many of these studies was to find ways to improve how workers feel about their jobs so that these workers would become more committed to their organizations. Organizational commitment has an important place in the study of organizational behavior. This is in part due to the vast number of works that have found relationships between organizational commitment and attitudes and behaviors in the workplace. These commitment is not only related to the internal party but also to the external such as customers.
An organizational commitment has been operationally defined as multidimensional in nature, involving an employee’s loyalty to the organization, willingness to exert effort on behalf of the organization, degree of goal and value congruency with the organization, and desire to maintain membership. Commitment also is a force that binds an individual to a course of action of relevance to one or more targets. This general description of commitment relates to the definition of organizational commitment that it is the relative strength of an individual’s identification with and involvement in an organization.
Morris (1993) state that “it is commonly noted that consensus over the definition of commitment does not consist”. Mowday (1982) define commitment as “the relative strength of an individual’s identification with and involvement in a particular organization”. They mention three characteristics of commitment: a belief in and acceptance of the values of the organization, a strong willingness to put in effort for the organization and the desire to remain with the organization. These three characteristics show that commitment is not only an attitude, but also a behaviour. Most studies on commitment focus on the organization as a whole.
In some cases a distinction is made between organizational commitment and task commitment (Peeters and Meijer, 1995). Gallie and White (1993) use the term “organizational commitment” to refer to acceptance of organizational values and to the willingness to stay. Task commitment refers to the effort one puts into one′s work. Organizational commitment and task commitment are combined in the definition of commitment that is used in our study, where commitment is defined as “a sense of loyalty to and identification with the organization, the work and the group to which one belongs. This feeling is expressed in the motivation to bring effort into one’s work, the motivation to take responsibility and a willingness to learn. A precondition is that the employee is well informed and is involved in decision‐making processes”.
In this case study, it has been identify the commitment of the Islamic Financial Institution or other firms to its most critical stakeholders and also how we implement it as a senior manager.
2.1 COMMITMENT TO THE CUSTOMER

The first and foremost is the commitment toward a customer. A customer sometimes known as a client, buyer, or purchaser is the recipient of a good, service, product, or idea, obtained from an organization, a seller, vendor, or supplier for a monetary or other valuable consideration.
In this case study, we focus on the commitment of the Bank Islam and how we as the senior manager give a commitment to our surroundings. Good customer service helps us retain clients and generate repeat revenue. Keeping our customers happy should be a primary objective of your organization.
As a manager in Bank Islam, the only personal information that we will collect is the personal information provided to us by you upon registration. You can, at any time during the provision of the service, view the personal information that we are holding about you by submitting a request to our branches to view your personal details we have on our records.
Any personal information you provide to us will only be used for the purposes for which you have provided it, and will only be used by us, other members of the Bank Islam group of companies or third parties operating and delivering the Mobile Alert service on our behalf, or otherwise assisting us with this service. Your personal information will be transferred to and held on our web server in Malaysia. It will only be used and held by us, or on our behalf. After termination or expiry of the service, for whatever reason, we will retain non-identifying records of the service usage, so that we can ascertain how much usage was made of it, and in which countries.
Bank Islam do not use cookies for collecting user information from the phone and we will not collect any information about you except that required for system administration of the mobile server and otherwise as described above.
If we decide to change our Privacy Policy, we will post the changes on the websites. However, if we make material changes to the way we use your personal information we will seek your consent to do so unless we are required under any relevant law to release such information.
To be more specific, our commitment to the customer are shown as below:
2.1.1 Safety and Security of Operations

At Bank Islam, we are strongly committed to protect the security and confidentiality of your personal or private information. For this purpose we have placed strong security measures to prevent unauthorized access which could result in the alteration, destruction, theft of data or compromise the confidentiality of our customer's data. Our mobile banking utilizes commercially proven security hardware and software products in our system, network and application infrastructure.
These security products include routers, firewalls and a secure operating system. All of our connections must pass through at least one router and one firewall to gain connectivity to the server. The firewall checks for the appropriate source address, and is able to restrict the traffic to the appropriate server.
2.1.2 Privacy Policy

At Bank Islam, we respect every individual's right to privacy. Our relationship with you is our most valuable asset and is the very basis of our name and reputation. We understand the importance of you, as the Bank's customer and user, place on the privacy and security of information that personally identifies you or your account information. We refer to and treat this information as "personal information".
Any personal information you provide to us will only be used for the purposes for which you have provided it, and will only be used by us, other members of the Bank Islam group of companies or third parties operating and delivering the Mobile Alert service on our behalf, or otherwise assisting us with this service. Your personal information will be transferred to and held on our web server in Malaysia. It will only be used and held by us, or on our behalf. After termination or expiry of the service, for whatever reason, we will retain non-identifying records of the service usage, so that we can ascertain how much usage was made of it, and in which countries.
2.1.3 Reliable and Quality Services

At Bank Islam, we are committed at all times towards providing reliable and quality services to our customers. We will ensure that all personnel and staff involved in providing these services have the necessary expertise and skills. We shall only offer services and products that are tailored to your needs and success. We shall achieve this by fully understanding your goals and objectives while ensuring service standards that are consistent and efficient.
2.1.4 Transparency of Products and Services

We will use our reasonable effort to ensure that our descriptions and details of products and services offered by us are clear and true. We will be happy to receive any feedback from you on your opinions and comments on our products and services and will give all due consideration to your opinions and comments. Portrayal of our products and services are designed to be clear and easily understood, however, in the event you are in any way unsure, unclear or require more details on the product or service concerned, you may contact us at Bank.
2.1.5 Immediate Response for Enquiries and Complaints

We welcome and encourage customer enquiries, feedback and complaints. These will help us identify and improve on any weaknesses in the services we provide. In an effort to address any concern or answer any questions our customers may have, we endeavor to ensure that we have trained staff to provide an immediate and satisfactory response.
Customer's Obligations
As a customer, we play an important role in ensuring the security of our mobile banking transactions. Bank Islam aims to maintain strict procedures and standards, and take all reasonable care to prevent unauthorized access to your personal information, and to protect the security of your personal information during transmission. Bank Islam constantly monitors developments in security and encryption technology and will review and update its processes in line with industry standards. Bank Islam has taken several security initiatives such as deploying technological hardware and software, policies and procedures, and addressing operational security issues.

2.2 COMMITMENT TO THE EMPLOYEE

According to William. J. Tallon, he defined employee commitment as organizational and task commitment and it related to personal, job and organizational characteristics. They further added that employee commitment could have three properties, acceptance of the organizational values and beliefs, desire to work for organization with full spirit and willingness to serve organization and remain there as an employee.
Paul R. Jackson, found that older workers and women are more committed to the quality and the organization. While working on the implementation of team concept, David A. Foot et al (2005) found that employee with clear understanding of their role in a team work are more committed to the organization than who are not clear about their role in a team. Human resource management plays vital role in securing the commitment of the employee to the organization .Employee commitment could be pursued by different techniques such as performance appraisal related to employee development, team work practice, providing employment security, bilateral communication, respect and reward focusing on employee development and performance.
Investigation of employee commitment with organization is important as it affects other organizational outcomes like turnover intentions and sales of the company and profitability. Performance of employee depends of his commitment to the organization. Employee can only be effective and productive to the organization if he is willing to contribute in order to achieve the goals of organization. So here, we have distribute the commitment to employees into 3 which are training and development, performance evaluation and employee motivation.
2.2.1 Training and development

According to Barney, he defined that training is an important exercise helpful to achieve organizational goals and sustainable competitive advantages over competitors and grasp significant market share. In Islamic banking and financial institution, training is primary objective to build knowledge and human resource skills to employees to give information to customer needed and enhancing of personal serving of personnel serving in this sector with a genuine realization of the need to take moral and professionalism into account very seriously in all their business dealings. However, in this training it not only focus on operational factors, knowledge of products or soft skill but it’s also include knowledge on Shariah because this Shariah knowledge is fundamental of all Islamic activities that is different from conventional banking as Islamic bank is focus more on needed customer and religion first not based on interest.
According to Gait & Worthington, they have been confirm the essential of Shariah knowledge by defining Islamic finance or banking as financial service or product that is principally implemented in compliance to the main tenets of Shariah and the objective of this training programmers are to support the knowledge of employees working in the Islamic financial services industry and the Shari'ah-compliant applications and approaches to a wide range of operations and business situations. There is also a focus on the professional aspects of the employees' role, and on research and communication skills, alongside their aspirations and achievements.
Meanwhile, this training gives career with the knowledge and skills with confidently personality and effectively in a new work environment via to understand of concepts and practical experiences of an individuals which they are given the opportunity to apply the knowledge obtained to financial situations they are likely to meet at work dealing for seeking Shariah-compliant products and services.
Training Mission Statement 1. To support the learning process and competency for employees. 2. To support employers to develop the skills and abilities of their employees and to empower them to reach their potential and in doing so improve the effectiveness of the organization and the quality of the Shariah-compliant services provided. 3. To continually focus on improving the professional skills and abilities of employees in the work place through training and development programmers that emphasize the commitment to Shariah-compliant practices in the financial and business dealings
Training and development that is related to Islamic finance do need to also underline the moral aspect while they have to explain how a product is structured in order to make it Shari'ah-compliant. Practices also challenge the belief system that is built on the conventional perceptions. However to practice and understand this, they would require a paradigm shift in the approach of Islamic financial institutions in investing and in a training program for developing expertise for the manner and new perspectives of human resources connected with the industry. This is one of the strategic ways to survive and compete among Islamic banks which is imposition of training and development modules as part of human development capabilities lays fundamental needs of enhancing and improving knowledge as well as skills of employees. Proper training identification and major allocation of budget towards training is one of the major successes in implementing training initiatives.

2.2.2 Performance evaluation

In this performance system, Islamic banking institution can see develop of employee attitudes and behavior on their practice. The performance of employees evaluated to provide feedback to them and identify the training gaps owing to which employees failed to perform up to the desired level. Fair and transparent performance is make worker encourage of the work to work more than zeal and zest to achieve of objective in Islamic banking.
The objective of performance appraisal is to see performance of employee and fine deductive of employee that cannot do well on their performance and as same as fined deductively for not perform that can be improve to their knowledge or add information to employee. Justified performance assessment is also tools to differentiate for compensation of employee and give motivation to employee to do their work well in organization.
However, for this organization which is Islamic banking, performance appraisal system it can be defined, the first is job objective and performance measures of employees and to guide all of employee in organization the through the way of objectives can be accomplished. For under performance rating system bank consider which employee who do the job well we will give reward for them and announce to all in our organization that is can give employee to do well on their work. So we will take some of techniques for measuring performance are being used by the organization to conduct of human resource management practice by each of employee need to understand in this organization is given performance targets and subsequently employee’s performance is measured in relation to assigned performance target. Under 360-degree performance appraisal, feedback regarding employee’s performance is obtained from all stakeholders to have fair and transparent performance appraisal of employees. Subjective performance appraisal is based on judgment of evaluator and ignores objectives of job holders.
Wan et al (2002) also explained that if performance appraisal is based on merit & transparency then motivation level of employees will improve and ultimately organizational performance will be affected positively due to motivated workforce. Sels et al (2003) explained that fair performance evaluation enhances productivity and motivates workforce to efficiently give in the organizational performance. Principles of managerial accountability require existence of performance appraisal system.
2.2.3 Employee motivation

Motivation is psychological force that directs employees’ behavior towards achievement of organizational goals such as better customer services and improved productivity (Kreitner and Kinicki, 1995). According to Entwistle (1987), he explained that motivational factors enhanced the employee performance as well as organizational performance. Organization can only synergize its performance if its employees are satisfied & well-motivated to work. Furthermore according to Jones and George (2008) explained motivation as psychological factor that directs an individual's behavior in an organization towards positive contribution into organizational productivity.
Motivating employees doesn't have to be a challenge anymore. It is easy way if you want to motivate your employees which you have to make them feel excited to come to work every day, and to spend time with you and each other. There are few easy steps can be follow to motivate the employee which are:
1) Creating a friendly work environment and a pleasant atmosphere
In the Islamic banking, employee spent more time to do work in their office. So, the manager should try to make the office to be in a pleasant atmosphere. If we create a friendly and comfortable atmosphere for our employees, then the employees will be more eager to go to the work every day.
2) Take advantage of your wall space
Employee will spend time more in the wall for office sharing, so it is good place for employee to attention or read for their motivation them into do better work than before. Such as in board where people can post pictures, birthday cards, and any relevant personal information that they want to share with their coworkers. Set up some posters that show the company's development to motivate the employees to do good work and hang a few pictures that are easy on the eyes. Don't put up noisy and garish posters; instead, take the time to put up a few pictures or paintings that leave a pleasant impression.
3) Use food as incentive

Don't underestimate the power of having some food around the office. People will be much more excited to come to work if they know that there will be some food waiting for them. Here are a few food tricks that will motivate our employees:

1. Keep a kitchen stocked with tea and coffee so your employees spend more time hanging around the office instead of stepping out for coffee. 2. Bring in bagels and donuts for breakfast one day a week or month. This will get your employees to come to the office earlier and to spend more time there. 3. Order pizza for lunch once in a while. You can even institute a "pizza day" once a month.

2.3 COMMITMENT OF EMPLOYEE TO BANK ISLAM

Employee Commitment is the psychological attachment and the resulting loyalty of an employee to an organization.
Commitment to organization is positively related to such desirable outcomes as job satisfaction and negatively related to such outcomes as absenteeism and turnover. Employee commitment often referred to as “employee engagement” or “employee loyalty”. Employee commitment is the extent to which employees identify with the organization’s work ethic, co-operate with its goals and objective and contribute to corporate performance.
The degree to which employees are committed to their work, job and employer can be inferred from their feelings, attitudes, behavior and actions whilst at work. Among the commitment of employee to Bank Islam are as follows:

2.3.1 Know the organization’s goals.

Each employee should know the vision and mission statement of the organization as well as their motive towards the goals and objectives achievement. For Bank Islam, the vision is “To be a Global Leader in Islamic Banking”. “Global Leader” is defined as being the ultimate guidance and source of reference for innovative Sharia-based products and services. So, the employees should work towards the vision and not ignoring the mission. Neglect can bring a poisoned employee in an organization. Employer should be clearer in recognizing the employee for their work performed. Recognition is the elixir that will spark better attitudes and performance from employees.
2.3.2 Practicing Islamic Work Ethics towards organization.

The Islamic firm would differ from non- Islamic firms not only in its goals but also in their organization’s work ethic. In Islam, work is regarded as a source of independence and a means of promoting personal growth, self-respect, satisfaction and self-fulfillment. In one hadith stated that “Work your life as you live forever, and worship to Allah as you will die tomorrow”. It means that we as a human being need to struggle in our work to survive besides not ignoring the purpose of our life to achieve al- Falah in hereafter.
As the employee of Islamic organization (Bank Islam), the workers need to practice the Islamic Work Ethics such as be polite to customers, colleague and top level manager. Besides, be honest to our work, show our real ability and performance during work and seek for development of our organizations also can be put among the Islamic Work Ethics.
2.3.3 Flexible Working Practices

There are many types of flexible working practices in relation to employee retention such as flex time and informal flexibility.
Flex time is a scheduling option that allows employees to select their starting and ending times within limits established by management. Normally it involves core hours when all employees must be present. Although starting and ending times vary, employees are required to work a standard number of hours within a given time period (Avery & Zabel, 2001).
Informal flexibility on the other hand is where employees are given flexibility on an ad hoc or occasional basis to vary their schedules, to meet the demands of both the work place and personal life.
2.3.4 Build employee-organizational relationship

Harter et al. (2002) argue that employee engagement is important for 'meaningful business results and performance in many organizations'. Saks (2006) conceptualizes employee engagement based on Maslach et al. (2001) model. Saks (2006) defines employee engagement as the extent to which an individual is attentive and absorbed in the performance of his/her roles. He discerned between two types of employee engagement: job engagement and organizational engagement. Job engagement refers to the extent to which an individual is actually fascinated in the performance of his/her own individual job role. Meanwhile, organizational engagement reflects “the extent to which an individual is psychologically present as a member of an organization”.

2.3.5 Involve in decision making.

Employees are also encouraged to give opinion or take part in organization’s decision making in order to improve their departments operation. Increasing the level of employee involvement is situational. The amount of employee involvement depends on: * the person's skills and experience, * their knowledge of the factors that affect their job and decision making, and * degree to which they understand how their job is connected to other processes within the organization.
2.3.6 Seek growth and development.

Never satisfied to remain still, employees want to grow their capacity as a human being. They want to grow their skills and experience as a valued employee. Good employees want to grow their skills, capabilities, contributions, and breadth of influence, positive impact, exceptional results, and more.
2.3.7 Continuously support program organized by Bank Islam

As an employee of an organization also, the workers should be supportive to the company they work for. The loyalty and supportive employee can be tested during the recession of the company either the employee will stay and help to rebuild or leave the job arbitrary and always support any program that was organized by Bank Islam. As an employee, it is a must to support the activities in order to promote the Islamic Bank as most of people prefer to deal with conventional banking rather than Islamic Bank itself. It is vital for an employee to ensure Islamic Bank would be prefer as an alternative way against the conventional bank. Other than that, employees can show their support by promoting the products offered by Bank Islam to their spouse, relatives and friends at once promoting the society to use the fully Shariah compliant products. It became our responsible to introduce and ask the Muslims to use Islamic products as it not involve in Haram elements such as Riba, Gharar and Maisir.

2.3.8 Be professional in work

Attending to the details of your job demonstrates commitment to the workplace culture. For example, being punctual and prepared when at work, respecting workplace property and policies or attending meetings when expected shows that you can handle job obligations. Respecting office rules regarding such things as dress code, personal phone use or office romances shows maturity and professionalism. Too many breeches of workplace basics can undermine your credibility when your commitment needs to shine. Going beyond basics by putting in extra hours, taking up others’ slack and delivering extra service to others shows leadership-level dedication.
2.4 COMMITMENT OF EMPLOYEE TO EMPLOYEE

Who is an employee?
An employee is anyone who has agreed to be employed, under a contract of service, to work for some form of payment. This can include wages, salary, commission and piece rates.

This includes: * Homeworkers * People who have been offered and have accepted a job * Fixed-term employees * Seasonal employees * Casual and part-time employees * Probationary and trial employees.
Commitment of employee to employee can define as a relationship among employees in a organisation. Commitment among employees in a organisation is very important because it can affects the atmosphere and working environment. If the employees have a good relationship among fellow colleague, so they can work easily and they will cooperate well in organisation in doing their work whereas if the employees did not have a good relationship among their fellow colleague, so that they cannot work in a good way and they will feel stress on it. Furthermore, it can affects on the performance outcome of employees in doing their work. Therefore, as a employee we need and encouraged to maintain good relations among our fellow colleague in workplace.
Besides, teamwork also important among employee in an organisation to completing a task given by the employer. In a teamwork we can do a discussion, clarification, exchange of the ideas and investigation. So, the task is more easier to complete it. Therefore it can release some burden and it will not the employee feel stress. The attitude and behaviour like these that we need in an organistion because it is the best method to maintain a good relationship among employees and it also can improve a good performance in organisation.There are three component model of commitment between employees which are affective, continuance, and normative commitment. The explanation is shown below:
2.4.1. Affective Commitment.

Affective commitment is type of commitment there is a positive interaction between the individual and the fellow colleague because both have similar values. This type of commitment is the employee always keep a good relationship among their colleague. Those who stay in their good relationship among other employees with a strong commitment retain their position not only because they need the occupation, but also because they want it. The researchers also focusing on employee work experiences suggest that employees whose work experiences are consistent with their expectations and satisfy their basic needs tend to develop stronger affective attachment to the organization with the other employees.
Affective organizational commitment is “a strong belief in and acceptance of the organization’s goals and values, a willingness to exert considerable effort on behalf of the organization, and a strong desire to maintain membership in the organization.”
2.4.2 Continuance Commitment

The counterpart to affective commitment is continuance commitment, which considers the idea that individuals do not leave their colleague to do something or task individually or alone without any support and aid but try to help each other in completing a task given . In other words the employee must have a mutual support and always help each other. Then, continuance commitment is related to one’s experience between employees and what one has given to an organization. In addition, skills and education are not easily transferred to other organization which tends to increase workers’ commitment to their current organizations.
Those who stay within their organization with a strong continuance commitment are there just because they need it. Continuance commitment reflects to the atmosphere and working environment based on organizational environment. In employees that are continuance committed, the underlying reason for their commitment lies in their need to stay with the organisation. Possible reasons for needing to stay with organisations vary, but the main reasons relate to a lack of work alternatives, and remuneration.
A good example of continuance commitment is when employees feel the need to stay with their organisation because their salary and fringe benefits won’t improve if they move to another organisation. Such examples can become an issue for organisations as employees that are continuance committed may become dissatisfied (and disengaged) with their work and yet, are unwilling to leave the organisation.

2.4.3 Normative Commitment

Normative commitment explain the employees with strong normative commitment will remain with other employees by virtue of their belief that it is the “right and moral” thing to do . Normative commitment to the organization develops based on a collection of pressures that individuals feel during their early socialization from family and culture and during their socialization as newcomers to the organization.
Besides that, normative commitment might also develop because of the “psychological contract” between an employee and the organization. Furthermore, normative commitment can increase when an individual feels loyal to his employer or responsible to work for the benefits that he gets from the organization as a result of the desire to compensate the favors received from the institution. The normative component of commitment concerns the employee’s belief about one’s responsibility to the organization and they must always keep a good relationship among employees. Employees who are normatively committed to the organization remain because “they believe that it is the right and moral thing to do”.
In addition, skills and education are not easily transferred to other organization which tends to increase workers’ commitment to their current organizations. So, the current employee in an organisation have to play a role to guide or helps a new staff or new employee( newcomer) to adapt in a new organisation. In the other hands, normative commitment to the organization develops based on a collection of pressures that individuals feel during their early socialization from family and culture and during their socialization as newcomers to the organization.
Employment Relationships are Nurtured by Positive Communication.
In an organisation, as an employee they need to promote positive communication among other coworkers or fellow colleague so they may better understand each others' needs, as well as the needs of the organisation. In this way, employee may perform their individual tasks with the understanding of how their work relates to others and what others need and expect from them. Employment relationships are enhanced when employees understand the importance of their individual work and its impact on the whole organization. "Healthy relations among employees goes a long way in motivating the employees and increasing confidence and morale,".

Employment Relationships are Based on Trust.
The best employment relationships occur when employees are placed in positions that maximize their skills and talents. When everyone is doing what they love to do best, happy employment relationships occur. When people are happy, they are more apt to function harmoniously as a team. Teamwork necessitates that the employee to employees trust and respect each other. The success of a business hinges on mutual cooperation. Discord in employment relationships causes profits to lag. An employee who is unhappy at work will delay work and achieve less. So, the employees must help and support each other in doing their work with pleasure with others employee. According to Business Incentives, "Trust influences the bottom line,".
Why Is Respect Important among Employee in a Workplace?
There are four elements pertaining to the important among employees in a workplaces. The clarification is shown below: * Mutual Respect
Recognizing workers' talents and contributions regardless of diverse cultural or physical characteristics is just one component of mutual respect. In the workplace, there is one common goal which is profitability. Employee diversity is a non-factor in assessing employee capabilities where the quality of work is an issue. Mutual respect in the workplace is based, in large part, on respect for colleagues' abilities and skills. It is also how well their expertise matches their job assignments. Mutual respect acknowledges talent, not race, color, gender or culture. * Respect Breeds Profitability
Respect for coworkers and their respective roles in the workplace encourages a collegial work atmosphere. It also fosters collaboration, synergy and cooperation which are essential ingredients for creating a workforce that values productivity, performance and the quality of its products or services. Assume a law firm's client is primarily served by attorneys whose specialty is business litigation. When the client requires legal counsel in a matter involving labor law, his litigation attorney can recommend the services of a labor lawyer within the same firm. The confidence with which the lawyer recommends his colleagues' services demonstrates respect.

* Knowledge Transfer
Employees who respect their coworkers are likely to also respect their colleagues' level of expertise and breadth of knowledge. The effectiveness of workplace training, whether through formal processes such as classroom instruction or informal methods such as mentor-mentee relationships, depends on respect for the trainer's or mentor's expertise. * Workplace Conflict
Without respect among employees in a diverse workforce, the incidence of workplace conflict may increase. Employees who have little or no respect for others engage in behavior that illustrates lack of respect for the person as well as the value of others' contributions to the organization. Workplace conflict has a negative impact on productivity, employee morale and overall job satisfaction, which ultimately affects the company's bottom line.
Fellow employees are committed to doing quality work.
This element measures the degree to which an employee feels his or her team is committed to quality. Involved in this element is a keen awareness of work standards and of group members’ performances. However, adherence to high standards cannot be forced it must be developed and arranged by a talented manager. The best managers foster in their teams an environment of honest and complete communication, an understanding of each other’s work, and respect for each other’s efforts and results.
3.0 WAYS TO IMPROVE COMMITMENT

As a commitment is very essential for every organization, so it is vital in order to improve the commitment itself. This commitment can be improve in many ways such as through a training and development. Training and development can serve as additional levers for enhancing engagement and commitment. For new hires, training usually begins with orientation. Orientation presents several important opportunities including explaining pay, work schedules and company policies. Most important, it gives wea chance to encourage employee engagement by explaining how the new hire’s job contributes to the organization’s mission. Through orientation, we describe how our company is organized, introduce the new employee to his or her co-workers, give the person a tour of the area where he or she will be working and explain safety regulations and other procedural matters.
Through training, we can help new and current employees acquire the knowledge and skills they need to perform their jobs and employees who enhance their skills through training are more likely to engage fully in their work, because they derive satisfaction from mastering new tasks. Training also enhances employees’ value to our company as well as their own employability in the job market. In addition, most companies offer higher wages for skilled workers, to compensate them for their greater value and to discourage turnover.
If our company is reluctant to invest in training, consider demonstrating to executives the links between training investments, employee engagement and measurable business results. To get the most from our training investments, also explore how we might leverage digital technology and the Internet. Whereas companies once had to deliver training to employees in the same place at the same time, we can now use technology to offer self-paced and individualized instruction for employees in far-flung locations. Such training not only reduces your company’s travel expenses; it also helps employees to manage their other commitments, such as family obligations. Consequently, their commitment to our organization increases.
Other than that, compensation also can increase the commitment of an employee. Compensation can powerfully influence employee engagement and commitment. Some compensation components encourage commitment to employers, while others motivate engagement in the job. It is possible to stimulate one and not the other, though it’s generally better to foster both. For example, a company that offers a strong performance incentive system but no retirement plan will probably realize exceptional engagement from its workers.However, they may eventually commit themselves to another company that does offer a good retirement plan. Meanwhile, an organization that offers generous retirement benefits but a traditional seniority-based pay grade system may have committed employees; however, these workers might deliver pedestrian performance as they bide their time until retirement. In designing compensation plans, you therefore need to consider employee engagement and commitment strategically.
Compensation consists of financial elements (pay and benefits) but may also include nonfinancial elements or perks, such as on-site day care, employee assistance programs, subsidized cafeterias, travel discounts, company picnics and so on. The most effective compensation plans supportou organization’s strategic objectives. For example, if our company’s strategy hinges on innovation, then your compensation system should encourage and reward risk-taking. A well-designed compensation plan gives your organization a competitive advantage.
Incentive pay, also known as pay-for-performance, can directly influence employees’ productivity (and thus their engagement) as well as their commitment to our organization (as workers learn to trust that they will be rewarded for good performance). Piecework, annual bonuses, merit raises and sales commissions are familiar examples of incentive pay that rewards individual performance. We can also tie incentive pay to team or work group performance, and to organization-wide results through profit sharing, gain-sharing, and employee stock ownership plans. Most employees are motivated by financial incentives and will exert greater effort to produce more if the incentives your company offers make it worthwhile to do so.
We might also consider competency-based (or skill-based) pay, which has grown more popular in recent years. Through competency-based pay, we reward employees not only for mastering job-relevant knowledge and skills but also for using those abilities to produce results. This type of pay can increase engagement by fostering employees’ pride in their new mastery and it can enhance commitment because workers learn that the company is willing to help them burnish their employability.
Many companies also offer retirement plans as part of their compensation package. Although these plans are usually available to all full-time employees, the specific plans offered may depend on job, year hired, number of years employed, highest salary achieved and so on. As we’ve seen, well-designed and secure retirement plans can encourage long-term commitment to your organization.
Next is perfomance management. The right performance management practices also can enhance employee engagement and commitment. To design our performance management system, begin by linking job objectives to organizational objectives. What are our organization’s priorities, and how will each employee help to achieve it? What results does our organization expect employees to produce? How might we help managers throughout our organization to communicate performance expectations and goals to their direct reports?
Encourage managers to include employees in the goal-setting process. This technique helps to ensure that workers understand the goals. It also promotes acceptance of challenging objectives, because people generally feel more committed to goals they have helped define.
Performance management processes operate on a continuous basis. Therefore, they provide perhaps the best ongoing opportunities for employers to foster employee engagement and commitment. For example, managers can use routine discussions about performance and feedback sessions to learn which aspects of the job hold the most interest for each employee and which tasks are most challenging. During such discussions, managers also can define what “going above and beyond the call of duty” looks like and generate ideas for rewarding such contributions.
To further engage employees and win employees commitment through our performance management programs, consider how to treat our organization’s most experienced employees. In many cases, these employees understand the intricacies of a job better than their supervisors or managers do. By virtue of long identification with your organization, they may be deeply committed to high-level goals. They use their expertise to contribute in ways that newer employees simply cannot match. Design a performance management system that recognizes and rewards proactive sharing of knowledge and expertise among co-workers.
Besides, here are also five strategies that Bank Islam can be consider in order to improve the commitment of the employees.Firstly, use the right employee engagement survey. When a Bank Islam asks its employees for their opinions, those employees expect action to follow but other businesses often make the mistake of using employee surveys to collect data that are irrelevant or impossible to act on. Any survey data must be specific, relevant, and actionable for any team at Bank Islam. Data should also be proven to influence key performance metrics.
Secondly, focus on engagement at the local and organizational levels. Real change occurs at the local workgroup level, but it happens only when company leaders set the tone from the top.Companies realize the most benefit from engagement initiatives when leaders weave employee engagement into performance expectations for managers and enable them to execute on those expectations. Managers and employees in Bank Islam must feel empowered to make a significant difference in their immediate environment. Leaders and managers should work with employees to identify barriers to engagement and opportunities to effect positive change. Employees are familiar with the company's processes, systems, products, and customers. They are also experts on themselves and their teams. So it makes sense that they will have the best ideas to maximize these elements and deliver improved performance, business innovation, and better workplace experiences.
Thirdly,select the right managers in Islamic Banks. The best managers understand that their success and that of the organization relies on employees' achievements but not everyone can be a great manager. Great managers care about their people's success. They seek to understand each person's strengths and provide employees with every opportunity to use their strengths in their role. Great managers empower their employees, recognize and value their contributions, and actively seek their ideas and opinions. It takes talent to be a great manager, and selecting people who have this talent is important. Whether hiring from outside or promoting from within, businesses that scientifically select managers for the unique talents it takes to effectively manage people greatly increase the odds of engaging their employees. Bank Islam should treat the manager role as unique, with distinct functional demands that require a specific talent set.
Fourth, coach managers and hold them accountable for their employees' engagement. Gallup's research has found that managers are primarily responsible for their employees' engagement levels. Bank Islam should coach managers to take an active role in building engagement plans with their employees, hold managers accountable, track their progress, and ensure that they continuously focus on emotionally engaging their employees..
Lastly, define engagement goals in realistic, everyday terms. To bring engagement to life, leaders must make engagement goals meaningful to employees' day-to-day experiences. Describing what success looks like using powerful descriptions and emotive language helps give meaning to goals and builds commitment within a team. Make sure that managers discuss on employee engagement at weekly meetings, in action-planning sessions, and in one-on-one meetings with employees to weave engagement into daily interactions and activities and to make it part of the workplace's DNA.

4.0 CONCLUSION

Commitment is one of the factors that can help "inoculate" an organization against turnover, at a time when there is an increasing need for companies to find and hold onto their most talented employees. These days, the success of an organization is even more dependent on having a stable and committed workforce whose contributions coalesce into productive group actions. Organizations that are able to create commitment among their employees realize that commitment is ultimately personal. This is the hard part of commitment that has profound implications for corporate conduct. It requires consistency in action at the same time as recognizing the need for flexibility and requires making decisions about what employees are prepared and not prepared to do. It requires the patient and concerted attention of the whole organization.
From that, it clearly state what commitment is and their important to the success of organizational. It’s the cement that provides the critical bond between people and the change process. Commitment shouldn’t be confused with “eagerness” for the intended outcomes of a project. Commitment to major change in the organization may or may not include intellectual agreement with or emotional support for the actions being taken and/or the intended outcome of the effort.
Every organization needs to enhance the capabilities of its workforce over time, which is why many organizations offer both formal and informal training. However, employees themselves also have to be willing to make the effort needed to improve their skills to help them better to meet the organizational goals.
It is very well established that, if an organization treats employees well, they will give back as much or more in terms of both physical and emotional commitment. Corporate respect for employees is manifested in a wide variety of ways, including fairness in the application of company policies, opportunities for growth and development, recognition of employee needs and a clean, safe working environment. A good relationship is exciting and it develops and grows. There is camaraderie around shared values and interests and the enduring sense that each will "be there" for the other when needed. Organizations that are able to create commitment among their employees realize that commitment is ultimately personal. This is the hard part of commitment that has profound implications for corporate conduct. It requires consistency in action at the same time as recognizing the need for flexibility and requires making decisions about what employees are prepared and not prepared to do. It requires the patient and concerted attention of the whole organization.
Some of the essentials for building commitment include communicating with employees in an honest and open way, realistically assessing their capacity to engage in various initiatives, giving worthwhile feedback, making effective decisions and taking chances.Every organization needs to enhance the capabilities of its workforce over time, which is why many organizations offer both formal and informal training. However, employees themselves also have to be willing to make the effort needed to improve their skills to help they meet a better organizational goals. Commitment to one's occupation is a helpful stimulus for personal growth and it was suggested that this level of commitment is quite high, since almost seven-in-ten agree that they are committed to their careers and the type of work they do.
However, the organization must foster the type of environment that encourages and facilitates the "natural" desire on the part of the part of employees to continually refine and develop their skills and knowledge. Importantly, this should include having clear career development plans for employees, since lack of such opportunities is an important contributor to employee turnover. Organizations need to avoid creating a scenario in which their employees act and are treated more as a collection of independent contractors rather than as a united and cohesive group or to continue the marriage analogy, employees who see their relationship with their employers more as "dating" than as "marriage" are, by definition, not going to be as committed or willing to go "the extra mile" for their employers when necessary. Daters have relationships that are transient with no substantive long-term obligations and do not engage in activities that would be part of a more enduring relationship. On the other hand, "marriage" infers a strong expectation of permanence and a range of obligations on both sides that are intended to improve the quality of the relationship over time.
As a conclusion, commitment is important in every organization. This is because commitment will help the organization to achieve their organization’s goal and it can create a good relationship among the people in the workplace.

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