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old notion of corporate allegiance has faded. Maybe that’s not such a bad thing. (“ A Question of Loyalty,” 1991, p.8) Loyalty is by no means dead. It remains one of the great engines of business success. (Reichheld, 1996, p.1) Way back in the 1990’s , when the seedlings of the advent of the current phase of Information Technology and Telecommunications was getting planted in our lives, there was a slow but steady beginning of alteration in the way people started perceiving their opportunity of employment in organizations. A blind-folded loyalty to organization which was offering them employment, means of livelihood and earning them win the bread was also very slowly getting shaded by the brush of Job Satisfaction. Overtly or covertly, there was a distinct emphatic feeling generated among the youth that loyalty belongs to the erstwhile industrial era and there is overriding importance of what meaning one is deriving from the job one performs and what is the knowledge one is drawing or developing. The area or subject of Job Satisfaction has always been drawing the practitioners and academicians of Human Resource …show more content…
It is the employees’ commitment to the organization, referring it as Organizational Commitment. The opposite of commitment is Alienation , and Alienation is unhealthy. One of the early times investigated approach to organizational commitment is the perspective advanced by Mowday and his colleagues, which emphasizes the employee’s affective ( feeling) bond with the organization (Mowday, Porter & Steers, 1982). This viewpoint asserts that it is characterized by (a) a strong belief in and acceptance of the organization’s goals and values ; (b) a willingness to exert considerable effort on behalf of the organization ; and (c) a strong desire to maintain membership in the
Schleicher, D. J., Watt, J. D., & Greguras, G. J. (2004). Reexamining the job satisfaction-performance relationship: The complexity of attitudes. Journal of Applied Psychology, 89(1), 165-177. doi:10.1037/0021-9010.89.165
Allen,N.J. and Meyer, J.P. (1990) `The measurement and antecedents of affective, continuance and normative commitment to the organization' Journal of occupational Psychology in L. Fulop and S. Linstead, Management: A Critical Text, Macmillan, South Yarra, 1999, pp 259
Hellman, S. W. (2000). An evaluative study of the impact of new employee orientation on newcomer organizational commitment. (Order No. 9962339, Pepperdine University). ProQuest Dissertations and Theses, , 105-105 p. Retrieved from: http://search.proquest.com/docview/304680044?accountid=38569. (304680044).
... Vandenberghe, C. (2004). Employee commitment and motivation: A conceptual analysis and integrative model. Journal of Applied Psychology, 89(6), 991-1007. doi:10.1037/0021-9010.89.6.991
There are many variables that determine how well a company operates. Effective communication, conflict resolution, motivation and employee’s self-satisfaction are some aspects that are necessary for a business to thrive. Abraham Maslow’s “Hierarchy of Need” suggests that in order to be satisfied, people have subconscious demands that should be met. The first level of his triangle design is the physiological need to survive. The second level is security; whether a person feels safe or not. The third, and most important, level for an organization’s productivity is affiliation, which is the need to feel loved or have a sense of belonging. Therefore, for one to moil in workplace, one needs to see oneself a part of the organization rather than a
Normative Commitment is related with the obligation employees may feel that they owe the organization for being given a job when they are need it most.
Employee retention is a process in which the employees are encouraged to remain with the organization for the maximum period of time. Retention of human resource is beneficial for the organization as well as for the individual too. Materialistic era and utility theory are responsible for changing of jobs. Corporate are facing problems in employee retention. Hiring calibre people to the organization is the perpetual need of organizations, but retention also is equally important rather more important than hiring. There is no dearth of opportunities for talent and potential, there are many organizations which are looking for the employees of same sector, who are not satisfied with their existing workplace. High rate of employee turnover is a warning to the management that something is wrong in the policies of the organization. Socially and ethically it is justified for the organizations to intervene into the reasons of employee switchover and try to retain its employees because of several reasons.
The business environment nowadays is so competitive that companies should do their best to find appropriate employees and to create a good working team and environment, so that they can stay in business and make high profits. Managers spend a lot of time and money in finding and attracting responsible, innovative, knowledgeable, and motivated to work employees. Moreover, when the company succeeds in finding such a person, the issue of how to increase his satisfaction and performance occurs. Reduction of the employee turnover is a main goal for the companies’ senior management. In order to achieve this goal, managers use various tools. The most common of all is giving the employees praise and recognition after they do a job well.
Nowadays, job satisfaction among employees arouses companies concern. Many companies are eager to improve working performance and motivate employees by rating employees’ job satisfaction. Job satisfaction shows an employee or individual’s reaction to his or her work environment. For example, an individual’s psychological responses to his/her job or the level of contentment a person feels regarding his or her work. However, it is found that the individual turnover may not be directly proportional to one’s job satisfaction. The job satisfaction/turnover literature indicates that individuals who experience relatively low job satisfaction tend to change work positions. Because when one is unsatisfied with one’s job, he/she would tend to change the job. If one keeps working in unsatisfied work environment, his psychological feeling towards the job would remain low. Needless to say, some individuals experience relatively high job
Organizational Commitment. Organizational commitment refers to the level of an employee’s connection to the business firm where he is employed and involves three essentials: an acceptance of the firm’s objectives and values, the enthusiasm to put forth efforts for it and the intention to stay within the firm (Mowday, Porter, & Steers, 2002). Employee’s commitment increases when he takes responsibilities and when he is authorized because he has the feeling that his work fit in to him (Matejka & Liebowitz, 2009). When employees exhibit a high level of organizational commitment, they are more eager to make further contributions to their firm and extend their efforts beyond their responsibility (Podsakoff, Mackenzie, Paine, & Bachrach, 2000).
There are correlations between how motivated a person is at their workplace and job satisfaction relating to performance. Organizations should make an effort to enhance job satisfaction because employee motivation will improve. Companies need to concentrate on creating enthusiasm, serenity, and teamwork environment to assist their organization to succeed. Employee dedication is developed when the workers are motivated and contented at their job environment. The correlation between motivation and workplace satisfaction is demonstrated by the dedication an employer shows for their company. As such, motivation and job satisfaction equals dedication. This concept makes for an interesting and encouraging workplace, which increases motivation, performance,
People are the most valuable asset of any organization; therefore it should be a priority to any employer to seek ways to improve employee commitment, motivation and productivity. Surely, most organizations understand that those criteria must be met if they are to achieve the highest level of productivity and ensure the success of the organization, but it is evident that organizations everywhere are struggling to meet service demands and production knowing that these outcomes are directly related to the on the commitment, ability and skill of a disengaged workforce. Frederick Herzberg generated a two-factor theory regarding job satisfaction: Hygiene and motivational. Those factors are placed to avoid...
Employee commitment allows an organisation to grow and be competitive and thus this is very important to determine the performance of employees. Some people tend to think that commitment is another word for motivation but these are two different terms. Commitment makes employees more willing to work and it is said to be the level of connection that employees feels toward the organisation. Indeed it is the psychological attachment to the organisation. They feel that their place is here in that particular organisation and they are keen to continue working for it. The term “commitment” has got various definitions by different organisational scientists. According to Buchanan (1974) most scholars define commitment as being a bond between the employee and the employer. For example Porter et al (1974) defined commitment as the relative strength of the individual’s identification with an involvement in a particular organisation and Mowday et al (1982) identified three characteristics of commitment which are:
Swift change in environment is the high flying side of 21st century .retention of key employees has always remained a censorious matter for organization. Gradually Firms have become more dependent on their top endowment to be successful in adapting to market changes; however, these rapid market changes concurrently result in job dissatisfaction among key employees. Challenges which organizations face comprise diverse workforce, changing organizational structure, global competition, and hasty change in technology. Although every organization has its own set of precedence which it devote to their human recourse in order to achieve high productivity. For this purpose, organizations always require satisfied employees.
The organization provides challenging opportunities to their employees and provides rewards (Robbins, 2001). OCB is defined as a “discretionary behavior that is not part of an employee’s formal job requirement but that nevertheless promotes the effective functioning of the organization” (Robbins, 2001).Management has a link with its employees who depend on their job satisfaction. Zhou and George (2001) explained in their theory that when employees are dissatisfied with their jobs they suffer 4 types of situation: (Farrel, 1983; Hirschman, 1970, Rusbult et al., 1988).The employees do work not by their wish but they are in need of that job or organization. They are attached to their jobs and they build formal relationships or identification of