Summary
Contents
Subject index
What is a committed employee? Are such employees better or worse off than uncommitted employees? What are the organizational advantages and disadvantages of having a committed workforce? This book overviews academic and popular perspectives on commitment in employees. It examines the multiple faces of commitment and the links that have been established between the various forms of commitment and organizational behaviour. In addition, questions concerning individual differences, organizational characteristics, job characteristics and work experiences associated with commitment are explored. The volume concludes with a discussion of what organizations can do to manage commitment effectively, including under difficult circumst
Managing for Commitment
Managing for Commitment
As we noted in Chapter 4, perceptions play an important role in the development of employees' commitment to the organization. For example, employees who believe that their organizations are supportive tend to become affectively committed. Those who recognize that they have made substantial investments that would be lost if they were to leave the company develop continuance commitment. Those who think that “loyalty” is expected of them become normatively committed. It follows then, that to “manage” commitment, organizations must influence employees' perceptions.
The amount of empirical research conducted to examine the impact of management practices on commitment is limited. We focus our attention here on two areas of management research where commitment has been examined as an outcome variable: human resource ...
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