Report on Organisational Commitment

8/4/2019 Report on Organisational Commitment

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ORGANISATIONAL COMMITMENT AT

WORKPLACE


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LITERATURE REVIEW

INTRODUCTION

Organisation Commitment

Organizational commitment in recent years has become an important concept in

organizational research and in the understanding of employees' behaviour in the workplace. It

reflects the extent to which employees identify with an organization and are committed to its

goals. A meta-analysis of 68 studies and 35,282 individuals revealed a strong relationship

between organizational commitment and job satisfaction (Tett and Meyer, 1993). However,

another study showed that only 38 per cent of employees feel any long-term commitment to their

organization (Today, 1995). Yet greater organizational commitment can aid higher productivity

(Mathieu and Zajac, 1990)

Since the 1960s employee commitment continues to be one of the most exciting issues

for both managers and researchers. The term commitment enjoys an increasing vogue in

sociological discussion. It is used in analyses of both individual and organizational behaviour. It

is used in a descriptive concept to mark out forms of action characteristic of particular kinds of

behaviour of individuals and groups (Becker,1960). Organizational commitment in the fields of

Organizational Behaviour and Industrial/Organizational Psychology is, in a general sense, the

employee's psychological attachment to the organization. It can be defined as an employee's

feelings about their job, and Organizational Identification, defined as the degree to which an

employee experiences a 'sense of oneness' with their organization.
http://en.wikipedia.org/wiki/Organizational_Behaviorhttp://en.wikipedia.org/wiki/Organizational_Behavior


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Because the term has been used to express a varied assortment of ideas, it is fruitless to

speculate on its real meaning. The sociologists argue that commitment and the authority that

organizations have over members is rooted in the nature of employee involvement in the

organization. In this case involvement can take one of the three forms ie, moral involvement,

calculative involvement or alienative involvement. Organizational researchers and social

psychologists view commitment quite differently. Organizational researchers study attitudinal

commitment, focusing on how employees identify with the goals and values of the organization.

This is commitment viewed primarily from the standpoint of the organization. Social

psychologists study behavioral commitment, focusing on how a person's behaviour serves to

bind him to the organization. Once behaviour shows commitment, people must adjust their

attitudes accordingly, which then influence their subsequent behaviour. Thus a cycle begins:

behaviour shapes attitudes and the shaped attitudes in turn shape behaviour. The major driving

force behind this continuous recognition of commitment in the management literature over more

than three decades is that it is often seen as the key to business success (Benkhoff, 1997). More

recently, some researchers (e.g. Baruch, 1998), have started doubting the viability and suitability

of organizational commitment (OC) to todays fast changing environment in the West. On the

contrary, other researchers argue that one of the key year 2000 issues is organizational

commitment. The recent perspective of multidimensional organizational commitment is taking

over from the one-dimensional approach that has dominated management research for more than

three decades. Studies involving a variety of professions, including research scientists and

engineers (Steers, 1977), employees in nursing departments (Curry et al., 1986), clergy (Baack et

al., 1993), and police officers (Dunham et al., 1994), have shown that a range of variables are

related to organizational commitment. These variables include organizational characteristics, job

characteristics, and demographic characteristics.

One commonly used definition of organizational commitment was developed by Porter et

al. (1974). Organizational commitment is defined as the relative strength of an individualsidentification with and involvement in a particular organization. Mowday, Porter, and

Steers(1982), affective organizational commitment can be characterized by three related factors

(1)a strong belief in and acceptance of the organizations goals and values; (2)a willingness to

exert considerable effort on behalf of the organization and (3)a strong desire to maintain

membership in the organization.


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Murray, Gregoire, & Downey, 1991: The counterpart to affective organizational

commitment is continuance organizational commitment, which considers the idea that

individuals do not leave a company for fear of losing their benefits, taking a pay cut, and not

being able to find another job.

Hunt, Chonko and Wood,1985: organizational commitment was defined as a strong

desire to remain a member of a particular organization, given opportunities to change jobs.

O'Reilly and Chatman,1986: attempted to clarify the construct of organizational

commitment, focusing on the bases of the employee's psychological attachment to the

organization. They distinguished three bases of commitment--compliance, identification and

internalization--and suggested that these three bases of commitment `may represent separate

dimensions of commitment.

Maume,2006: Organizational Commitment is typically measured by items tapping

respondents willingness to work hard to improve their companies, the fit between the firms and

the workers values, reluctance to leave, and loyalty toward or pride taken in working for their

employers.

Organizational commitment, as an attitude, has been defined as the relative strength of an

individuals identification with, and involvement in, a particular organization (Mowday et al.,

1979; Allan and Meyer, 1990). This definition, reflecting an individuals affective commitment,

represents a major approach to the study of organizational commitment (Meyer et al.,

2002), and appears to be the most desired form of commitment. Employees with strong

organizational commitment continue employment with the organization because they want to do

so (Ghani et al., 2004). In order to achieve organizational commitment, employers need to help

their employees value involvement in the organization. The more the employees value being

part of the organization, the more likely they are to stay with the organization. Early research

considered organizational commitment to be a construct with a single dimension; however, it is

now widely accepted as being multi-dimensional (Meyer & Allen, 1997). In other words, more

than one form of attachment exists to describe the nature of this psychological tie or mind-

set.Many factors influence employee commitment. These include commitment to the manager,


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occupation, profession, or career (Meyer & Allen, 1997). Organizational commitment focuses

on employees commitment to the organization.

In 1984, Meyer and Allen proposed a bi-dimensional conceptualization of organizational

commitment that drew on these early works, labelling the former view as affective and the latter

as continuance commitment. In 1990, they added a third component, namely, normative

commitment (Allen and Meyer, 1990). Originally introduced by Weiner and Vardi (1980),

normative commitment refers to feelings of obligation to stay with an organization because of

the belief that it is the right thing to do. Meyer and Allen (1991) argued that common to these

approaches is the view that commitment is a psychological state that (a)characterizes the

employees relationship with the organization and (b) has implications for the decision to

continue or discontinue membership in the organization. Meyer and Allen (1991) further argued

that affective, continuance and normative commitment are components, rather than types, of

commitment as an employees relationship with an organization might reflect varying degrees of

all three. Beyond this, however, the nature of these psychological states differs and the three

components of commitment are argued to develop from different antecedents and to have

different implications for job-related outcomes other than turnover (for a review, see Allen and

Meyer, 1996; Meyer and Allen, 1997).

Affective commitment develops mainly from positive work experiences, such as job

satisfaction and organizational fairness, and is associated with desirable outcomes, such as higher

levels of organizational citizenship behaviours and lower levels of withdrawal behaviours like

absenteeism and tardiness. Continuance commitment, on the other hand, has been shown to have

two primary antecedents: lack of job alternatives and side-bets, that is, anything that increases

the cost of quitting, such as investments in the organization in terms of time, money and effort.

Continuance commitment as such represents a need to stay with the organization and is not

related to positive organizational or individual outcomes. Finally, normative commitment isargued to develop from organizational commitment norms that develop pre-entry (through

familial and cultural socialization) or post-entry (through organizational socialization) and

appears to be predictive of positive outcomes, not as strongly as affective commitment (Wasti,

2002).


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Theoretical Background

Interest in organizational commitment has led to the development of several

instruments to measure the construct. Morrow (1983) noted that there were some 25 concepts

and measures related to commitment, and Sutton and Harrison (1993) called for a moratorium on

developing additional measures until existing ones could be further analyzed and tested. One of

the major models of organizational

commitment is that Developed by Meyer and Allen (1991), which conceptualizes organizational

commitment in terms of three distinct dimensions: affective, continuance, and normative.

Affective commitment

For several authors, the term commitment is used to describe an affective orientation

toward the organization. Kanter (1968), for example, defined what she called "cohesion

commitment" as the attachment of an individual's fund of affectivity and emotion to the group.

Likewise, Buchanan (1974) described commitment as a partisan, affective attachment to the

goals and values, and to the organization for its own sake, apart from its purely instrumental

worth. Porter and his associates (Mowday, Steers and Porter, 1979; Porter, Crampon and Smith,

1976; Porter, Steers, Mowday and Boulian, 1974) described commitment as the relative strength

of an individual's identification with and involvement in a particular organization. It is a

"partisan affective attachment to the goals and values of an organization apart from its

instrumental worth" (Popper and Lipshitz, 1992). Employees who are affectively committed to

an organization remain with it because they want to do so (Meyer, Allen and Gellatly, 1990).

Continuance Commitment

For Stebbins (1970), continuance commitment was the awareness of the impossibility of

choosing a different social identity because of the immense penalties involved in making the

switch. Still others have used the term "calculative" to describe commitment based on a

consideration of the costs and benefits associated with organizational membership that is

unrelated to affect (Etzioni, 1975; Hrebiniak and Alutto, 1972; Stevens, Beyer and Trice, 1978).

Finally, Farrell and Rusbult (1981) suggested that commitment is related to the probability that

an employee will leave his job and involves feelings of psychological attachment which is


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independent of affect. Meyer and Allen (1991) suggested that recognition of the costs ssociated

with leaving the organization is a conscious psychological state that is shaped by

environmental conditions (e.g. the existence of side bets) and has implications for behaviour (e.g.

continued employment with the organization). Employees wise primary link to the organization

is based on continuance commitment remain because they need to do so (Meyer and Allen,1991).

Normative Commitment

Finally, a less common, but equally viable, approach has been to view commitment as an

obligation to remain with the organization. Marsh and Mannari (1977), for example, described

the employee with "lifetime commitment" as one who considers it morally right to stay in the

company, regardless of how much status enhancement or satisfaction the firm gives over the

years. In a similar vein, Wiener (1982) defined commitment as the totality of internalized

normative pressures to act in a way which meets organizational goals and interests and suggested

that individuals exhibit these behaviours solely because they believe it is the right and moral

thing to do. Normative commitment is characterized by feelings of loyalty to a particular

organization resulting from the internalization of normative pressures on the individual (Popper

and Lipshitz,1992). Employees with a high level of normative commitment feel they ought to

remain with the organization (Meyer and Allen, 1991).

In arguing for their framework, Meyer & Allen (1991) contended that affective,

continuance, and normative commitment were components rather than types because employees

could have varying degrees of all three. For example, one employee might feel both a strong

attachment to an organization and a sense of obligation to remain. A second employee might

enjoy working for the organization but also recognize that leaving would be very difficult from

an economic standpoint. Finally, a third employee might experience a considerable degree of

desire, need, and obligation to remain with the current employer (Meyer & Allen, 1997, p. 13)

Even though the authors present this argument, they do not imply that there is a rationale for

summing all the scales to obtain an overall score for organizational commitment. Consequently,

for this research, the different scales will be referred to as types rather than components


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PROBLEM FORMULATION


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i) TITLE OF THE STUDY :To study the level of organisational commitment among Big Bazaar employees

ii)

BACKGROUND OF THE STUDYOrganizational commitment in recent years has become an important concept in

organizational research and in the understanding of employees' behaviour in the workplace. It

reflects the extent to which employees identify with an organization and are committed to its

goals. A meta-analysis of 68 studies and 35,282 individuals revealed a strong relationship

between organizational commitment and job satisfaction (Tett and Meyer, 1993). However,

another study showed that only 38 per cent of employees feel any long-term commitment to

their organization (Today, 1995). Yet greater organizational commitment can aid higher

productivity (Mathieu and Zajac, 1990).

Interest in organizational commitment has led to the development of several instruments

to measure the construct. Morrow (1983) noted that there were some 25 concepts and measures

related to commitment, and Sutton and Harrison (1993) called for a moratorium on developing

additional measures until existing ones could be further analyzed and tested. One of the major

models of organizational commitment is that Developed by Meyer and Allen (1991), which

conceptualizes organizational commitment in terms of three distinct dimensions: affective,

continuance, and normative.

iii) STATEMENT OF THE PROBLEMEmployees are one of the most important determinants and leading factors that determine

the success of an organization in a competitive environment. This is especially true for service

organizations that rely heavily on their good behavioural employees to provide friendly and

courteous services to their customers in this

competitive environment. For keeping their customers happy and satisfied, the organization

should have highly committed employees. With the increasing levels of development, the

working environment has also become more competitive. In order to survive in this competitive

environment, an organization should have highly committed employees.


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IV) RELEVANCE OF THE STUDY

The research helps the organization in understanding the importance of organizational

commitment of the employees in achieving its goals. Organizational Commitment is highly

valuable. This is because a highly committed employee will identify with the goals and values ofthe organization, has a stronger desire to belong to the organization and is willing to display

greater organizational citizenship behaviour. Highly committed employees wish to remain

associated with the organisation and advance organisational goals, and are therefore less likely to

leave. A committed employee will be more eager about his job and more motivated to dedicate a

lot of time and effort to accomplish the tasks required.


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RESEARCH PROCESS


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Objective of the Study

To study the level of Organizational Commitment among big Bazaar employees,KSRTC

Specific Objective of the Study

1) To measure organizational commitment.

2) To study the relationship between the personal factors of the employee (Age, Experience,

Gender etc.)

Research Design

Type of research: Descriptive Research

Data Collection:

Primary data- Questionnaire

Secondary data- daily interaction,websites, reference books

Sampling:

Sampling Design- convenient sampling

Population- Employees of Big Bazaar,KSRTC

Sample Unit- shop floor employees & Managers

Sample size- 100 employees

Tools for data collection:

Organizational commitment: Organizational Commitment Questionnaire developed by Meyer,

Allen, and Smith (1993) is used to assess organizational commitment.

Tools for Data Analysis: Percentage Method


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Limitations of the study

o Errors due to the bias of respondents cannot be ruled out in this study.o Reluctance of the employees to disclose the facts.o Reluctance of employees to co-operate.o The validity of the study depends upon the information gathered through primary data

collection techniques.

o Human nature is very dynamic and thus the level of organizational commitment may varyfrom time to time.

o Findings of the study cannot be generalized as it is specific to Big Bazaar KSRTC


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PRESENTATION AND

ANALYSIS OF DATA


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The data analysis is done by considering the different dimensions of commitment coined

by Allen and Mayer. They are

Affective Normative & continuous

The population includes

1. Band 1 employee (team member & team leader)

2. Band 2 employees (DM, ADM &SM)

3. Support function (HR, Maintenance and CSD)

(Includes both males and females)

Sample Size

CATEGORY NUMBER OF RESPONDENTS

Band 1 75

Band 2 15

Support function 10

TOTAL 100


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AFFECTIVE COMMITMENT:

Q1. I would be happy to spend the rest of my career with this organisation

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)

Strongly Disagree 50 50%

Disagree 0 0

Agree 15 15%

Strongly Agree 35 35%

ANALYSIS86% of the employees strongly agree with the statement,7% agrees with the statement only 7%

strongly disagree with the statement

Strongly

Disagree

10%Agree

15%

Strongly

Agree

75%


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Q2: I enjoy discussing my organisation with people outside it

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 0 0

Agree 35 35%


ANALYSIS

50% of the population strongly agrees with the statement & only 15% strongly disagree with the

given statement

Strongly

Disagree

15%

Agree

35%

Strongly

Agree

50%


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Q3. I feel as if this organisations problems are my own

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 33 33%

Agree 30 30%


ANALYSIS

25% of the respondents strongly disagreed with the statement & 33% disagreed with it .while

10% strongly agreed with the given statement.

Strongly

Disagree

25%

Disagree

33%

Neutral

2%

Agree

30%

Strongly

Agree

10%


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Q4: I do not think I could become as attached to another organisation as I am to this one

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 5 5%

Agree 20 20%


ANALYSIS

65% of the employees have strongly agreed with the statement while only 10 % of the employee

strongly disagreed with the statement.

Strongly

Disagree

10%Disagree

5%

Agree

20%

Strongly

Agree

65%


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Q5. I feel as a part of the family at my organisation

FACTOR NUMBER OFRESPONDENTS

PERCENTAGE(%)


Disagree 0 0%

Agree 5 5%


ANALYSIS

85% of the population strongly agreed with the statement and only 10% of the population

disagreed with the given statement.

Strongly

Disagree

10%

Agree

5%

Strongly

Agree

85%


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Q6: I feel emotionally attached to this organisation

FACTOR NUMBER OFRESPONDENTS

PERCENTAGE(%)


Disagree 5 5%

Agree 20 20%


ANALYSIS

35% of the population is emotionally attached to the organisation while 40% have strongly

disagreed with it.

Strongly

Disagree

40%

Disagree

5%

Agree20%

Strongly

Agree

35%


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Q7: This organisation has a personal meaning for me

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 4 4%

Agree 20 20%


ANALYSIS

60% of the respondents strongly agrees that they have a personal meaning to this organisation

but only 10% strongly disagrees that they dont have a personel meaning to this organisation.

Strongly

Disagree

10%Disagree

4%

Neutral

6%

Agree

20%

Strongly

Agree

60%


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Q8: I feel a strong sense of belonging to my organisation

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 5 5%

Agree 10 10%


ANALYSIS

75% of the population feels a strong sense of belongingness and only 10% disagree with the

statement.

CONTINUANCE COMMITMENT

Strongly

Disagree

10%Disagree5%

Agree

10%

Strongly

Agree

75%


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Q9:It would be hard for me to leave my organisation right now, even if I want to

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 15 15%

Agree 20 20%


ANALYSIS

37% of the employees strongly disagree with the statement and only 26% agrees with the given

statement

Strongly

Disagree

37%

Disagree

16%

Agree

21%

Strongly

Agree26%


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Q10: My life would be disrupted if I decided I want to leave my organisation now

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 5 5%

Agree 20 20%


ANALYSIS

55% of the population strongly agreed with the mentioned statement, 20% strongly disagreed

with it

Strongly

Disagree

20%

Disagree

5%

Agree

20%

Strongly

Agree

55%


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Q11:I am afraid of what might happen if I quit my job without having another one line up

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 5 5%

Agree 20 20%


ANALYSIS

65% strongly agreed with the statement and Only 10% disagreed with it

Strongly

Disagree

10% Disagree

5%

Agree

20%

Strongly

Agree

65%


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Q12: It would be costly for me to leave my organisation right now

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 12 12%

Agree 24 24%


ANALYSIS

54% of the employees strongly agrees with the statement and only 13% strongly disagrees with

it.

Strongly

Disagree

13%

Disagree

11%

Agree

22%

Strongly

Agree

54%


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Q 13: Right now staying with my organisation is a matter of necessity than desire

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 2 2%

Agree 18 18%


ANALYSIS

Majority of the population accepted that it is a matter of necessity than desire and only 10%

disagreed with it

Strongly

Disagree

10%

Disagree

2%

Agree

18%

Strongly

Agree

70%


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Q14: I feel I have little option to consider leaving this organisation

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 25 25%

Agree 5 5%


ANALYSIS

50% of them strongly disagreed with the statement,20% of them strongly agreed with it

Strongly

Disagree

50%

Disagree

25%

Agree

5%

Strongly

Agree

20%


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Q15: One of the serious consequences of leaving this organisation would be scarcity of

available alternatives

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 12 12%

Agree 18 18%

Strongly Agree 0 0%

ANALYSIS

70 % of the population strongly disagreed with the fact

Strongly

Disagree

70%

Disagree

12%

Agree18%


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Q16:One of the major reasons I continue to work for this organisation is that leaving would

require personnel sacrifice; another organisation may not match the overall benefits I have here

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 5 5%

Agree 17 17%


ANALYSIS:

44% strongly agrees with the statement and 34% strongly disagrees

NORMATIVE COMMITMENT:

Strongly

Disagree

34%

Disagree

5%Agree17%

Strongly

Agree

44%


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Q17:I think people these days move from organisation to organisation too often

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 2 2%

Agree 28 28%


ANALYSIS:

Majority of the population strongly agreed with the statement

Strongly

Disagree

10%

Disagree

2%

Agree

28%

Strongly

Agree

60%


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Q18: I believe that a person must always be loyal to his/her organisation

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 4 4%

Agree 0 0%


ANALYSIS:

53% strongly disagree with the specified statement

Strongly

Disagree

53%

Disagree

4%

Strongly

Agree

43%


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Q19: Jumping from organisation to organisation seems to be unethical to me

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 5 5%

Agree 20 20%


ANALYSIS:

65% strongly agree with the statement, 10% strongly disagreed with it

Strongly

Disagree

10%

Disagree

5%

Agree

20%

Strongly

Agree

65%


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Q20: I believe that loyalty is important and therefore I feel strong sense of moral obligation to

remain

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 5 5%

Agree 30 30%


ANALYSIS:

45% strongly agreed with the statement and only 20% sttrongly disagreed with it

Strongly

Disagree

20%

Disagree

5%

Agree

30%

Strongly Agree

45%


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Q21:If I got another offer for a better job elsewhere, I would not feel it was right to leave

my organisation

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 21 21%

Agree 20 20%


ANALYSIS:

38% of the population strongly disagreed with the statement

Strongly

Disagree

38%

Disagree

21%

Agree

20%

Strongly Agree

21%


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Q22: I was taught to believe in the value of remaining loyal to the organisation

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 15 15%

Agree 25 25%


ANALYSIS:

30% of the population strongly agreed with the statement, while 30% strongly disagreed

Strongly

Disagree

30%

Disagree

15%Agree

25%

StronglyAgree

30%


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Q23:Things were better in the days when people stayed in one organisation for most of their

careers

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 2 2%

Agree 36 36%


ANALYSIS:

52% of the population strongly disagree with the above statement , 36% of trhe population

agrees with it

Strongly

Disagree

52%

Disagree

2%

Agree

36%

Strongly

Agree

10%


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Q24.I think wanting to be a company man or company woman is sensible

FACTOR NUMBER OF

RESPONDENTS

PERCENTAGE

(%)


Disagree 5 5%

Agree 20 20%


ANALYSIS:

65%strongly agreed with the statement ,10% disagreed with it

Strongly

Disagree

10%

Disagree

5%

Agree

20%Strongly

Agree

65%


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ANALYSIS OF DEMOGRAPHIC DETAILS

TABLE 1

Table showing the age of the respondents

Age Number ofRespondents

Percentage(%)

21-30 68 68%

31-40 32 32%

CHART 1

Chart showing the age of the respondents

Inference:

68% of the respondents were in the age group of 21-30, 32% of them were of the agegroup 31-40

68%

32%


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TABLE 2

Table showing the experience of the respondents

Experience Number of

Respondents

Percentage (%)

Below 1yr 23 23%

1-2yrs 57 57%

Above 3yrs 20 20%

Chart showing the experience of the respondents

Inference:

57% of the employees have 1-2years experience and 23% of them have more than 3 years

experience. Only 20% of them have less than 1 year of experience

23%

57%

20%

Below

1yr


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FINDINGS AND SUGGESTIONS


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FINDINGS

There is a low level of affective commitment among the shop floor employees There is low level of normative commitment among the total population Employees with more than 3years of experience shows high level of effective

commitment

The continuance commitment is seen highly among the employees of experience between2-3 years

It has been found out that there are two factors that majorly influence continuancecommitment they are the cost of leaving and the availability of alternative


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SUGGESTION

The awareness of performance based promotion should be created

Salary mismatch between the experienced and the new member should be avoided

Fun at work culture helps to increase the commitment level among employees Information sharing and employee participation in decision making helps to increase

the commitment level

Providing nonfinancial benefit can also help in increasing the commitment level Providing the necessary freedom in their work can help to increase the commitment

towards work and organisation

.


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CONCLUSIONS


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CONCLUSIONS

The study is conducted to analyse the level of the employees commitment in Big

Bazaar,KSRTC Bangalore. It has been found out that the Band 2 employees that is the officers

shows a high level of affective commitment while compared with the Band1 employees. It also

been found out that there is a high level of continuance commitment among the Band 2

employees and it is found out that generally there is low level of normative commitment among

the population.

Employees with strong organizational commitment continue employment with the

organization because they want to do so. In order to achieve organizational commitment,

employers need to help their employees value involvement in the organization. The more the

employees value being part of the organization, the more likely they are to stay with the

organization.

Organizational Commitment is highly valuable. 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.

Highly committed employees wish to remain associated with the organisation and advance

organisational goals, and are therefore less likely to leave. A committed employee will be more

eager about his job and more motivated to dedicate a lot of time and effort to accomplish the

tasks required.

With the increasing levels of development, the working environment has also become

more competitive. In order to survive in this competitive environment, an organization should

have highly committed employees.

Documents

Report on Organisational Commitment