Considering the demographic change, the organizational change, which among others is characterized by globalization as well as more flexible forms of employment, and the increasing importance of high professional qualifications, the preservation of employees, especially of executives and young talents, has become of enhanced relevance for organizations. In coherence with the preservation of employees, organizational commitment is highlighted in scientific research as the extent of identification of an employee with an organization and its consequences on his motivation and loyalty towards that organization.
Table of Contents
1. Introduction
1.1 Problem Definition and Objective
1.2 Course of Investigation
2. Derivation and Definition of Organizational Commitment
3. Main Concepts of Organizational Commitment
3.1 One-Dimensional Model
3.2 Three-Component Model by Meyer & Allen
3.2.1 Affective Commitment
3.2.2. Continuance Commitment
3.2.3. Normative Commitment
4. Organizational Commitment and Employee Behavior
4.1. Consequences of Organizational Commitment for Employee Behavior
5. Organizational Commitment and Business Success
5.1. Consequences of Organizational Commitment for Business Success
5.1.1. Cost Saving through Reduced Fluctuation
5.1.2. Long-Term Talent and Knowledge Management
5.1.3. Assisting the Brand
5.1.4. Assisting the Business Culture and Job Satisfaction
6. Limitations
7. Summary and Conclusion
Research Objectives and Themes
This literature review aims to evaluate the concept of organizational commitment and its impact on employee behavior and overall corporate success. It seeks to determine whether organizational commitment serves as a valid driver for sustainable long-term business performance by analyzing its primary theoretical models and their practical implications.
- The historical development and definition of organizational commitment.
- The Three-Component Model (TCM) by Meyer & Allen.
- The relationship between commitment and employee behavior, including performance and fluctuation.
- The economic relevance of commitment for business success, branding, and culture.
Excerpt from the Book
3.2.1 Affective Commitment
Meyer & Allen's definition of affective commitment derives from former definitions of affective commitment, especially “the relative strength of an individual’s identification with and involvement in a particular organization” (Mowday et al. 1979, p. 226), and Kanter’s definition of cohesion commitment, “the attachment of an individual’s fund of affectivity and emotion to the group” (1968, p. 507).
Meyer & Allen (1990, p. 14) define affective commitment as “the employees’ emotional attachment to, identification with, and involvement in the organization” meaning that employees with strong affective commitment stay with an organization because they want to. Therefore affective commitment describes the relationship between values and desires and reflects “a general tendency to perform a range of behaviors in favor of the organization” (Solinger et al., 2007, p. 76). The measurement of affective commitment, which is anteceded by personal, structural and job-related characteristics as well as work related experiences (Mowday et al., 1982), ensues by the Organization Commitment Questionnaire (OCQ), which was developed by Porter and has been applied in various studies.
Summary of Chapters
1. Introduction: Outlines the relevance of employee retention in the context of demographic and organizational change and defines the scope of this investigation.
2. Derivation and Definition of Organizational Commitment: Explores the origins of commitment research, transitioning from social psychology to an organizational context.
3. Main Concepts of Organizational Commitment: Details the evolution of commitment models, specifically focusing on the transition from one-dimensional approaches to the Three-Component Model (TCM).
4. Organizational Commitment and Employee Behavior: Examines the reciprocal relationship between an employee's mindset and their specific behavioral outcomes, such as turnover and performance.
5. Organizational Commitment and Business Success: Discusses the economic impacts of commitment, including cost reductions in fluctuation and the role of employees as brand ambassadors.
6. Limitations: Addresses theoretical and methodological criticisms of the current commitment research, including geographic bias and causal limitations.
7. Summary and Conclusion: Synthesizes the core findings, confirming that while commitment is an important individual attitude, it remains complex to influence as a direct management tool.
Keywords
Organizational Commitment, Employee Behavior, Three-Component Model, Affective Commitment, Continuance Commitment, Normative Commitment, Business Success, Talent Management, Employee Retention, Branding, Job Satisfaction, Organizational Culture, Turnover, Human Resource Management, Work Motivation.
Frequently Asked Questions
What is the core subject of this paper?
The paper focuses on the concept of organizational commitment, its theoretical foundations, and its consequential impact on employee behavior and business success.
What are the central themes discussed in the work?
Key themes include the Three-Component Model by Meyer & Allen, the link between commitment and employee retention, and the role of committed employees in driving business performance and brand value.
What is the primary objective of this literature review?
The objective is to identify if organizational commitment has measurable consequences for employee behavior and, consequently, if it contributes significantly to long-term corporate success.
Which scientific methodology is utilized?
The research is conducted as a literature review, synthesizing existing empirical studies, historical model developments, and academic debates in the field of organizational psychology.
What does the main body cover?
It covers the definition of commitment, the transition from one-dimensional to multi-dimensional models (TCM), the correlation between commitment and turnover/performance, and the economic benefits for an organization.
Which keywords best describe this research?
The work is characterized by terms such as organizational commitment, employee behavior, Meyer & Allen, Three-Component Model, and employee retention.
Why is affective commitment considered more impactful than the other two components in this review?
The research indicates that affective commitment, driven by emotional attachment, consistently shows stronger correlations with desirable employee behaviors like reduced voluntary absence and increased organizational citizenship behavior compared to continuance or normative commitment.
What are the primary limitations identified by the author?
The author highlights that most research is North American-centric, studies are often limited to interdependence-analyses preventing strict causal claims, and that commitment is inherently an individual mindset that is difficult for organizations to influence directly.
- Citar trabajo
- Leon Thomsen (Autor), 2013, Organizational commitment and its consequences, Múnich, GRIN Verlag, https://www.grin.com/document/281668
