How to Boost Employee Commitment
Employee commitment is a multi-faceted aspect that is influenced by the level of motivation. Every organization bears responsibility for its workers, owners, and the public it gives its services. Those employees who feel committed to their jobs, employers, and colleagues are likely to work hard and stay in the company, saving the organization the costs of training, replacement, and recruitment. Employers should enhance and increase workers’ commitment based on what fits the workplace culture and the company’s budget. Commitment indicates the individual’s psychological attachment to his/her job. It predicts various work variables such as job performance, turnover, and employee behaviors (Allen and Meyer 12).
Commitment is demonstrated when an employee brings energy and initiative to his/her work. Showing commitment demonstrates the worker’s leadership potential in management and opens more career opportunities, including promotion. In addition, employees should demonstrate commitment by attending to all details of their jobs. They can demonstrate this by being punctual, respecting workplace policies and properties, being prepared at work, attending meetings, and handling job obligations diligently.
According to Allen and Meyer, commitment calls for respecting office rules, for instance, professionalism, observing proper dress code, personal phone use, going behold expectations by putting in extra working hours, delivering extra services, and assisting fellow workers when they are stuck in their projects (16). When a worker contributes significantly to a group task in a work team, it clearly indicates commitment.
Commitment displays confidence in skills, ideas, and provision of solutions. It is about being a reliable follower of teams’ objectives and understanding leadership roles on collaborating with colleagues. Lastly, commitment is demonstrated when employees and their co-workers adopt self-motivation to the overall demands and challenges of the organization.
What Boosts Commitment in One’s Job?
Commitment in the workplace depends on more than just ‘the company.’ Workers are committed to companies and the department they work for, the top management that leads the organization, the specific co-workers or team they work with more closely, or the manager who supervises them. Many employees may choose to show commitment to an organization because of their emotional attachment to their work team or manager. Workers may also show commitment if they worry about losing their salary or benefits package and have a sense of obligation to their current managers (Forth & Mcnabb 104). Employees commit themselves to the job when they anticipate an increase in their salary. In the current economic times, every employer knows that the resources are not enough, and the level of remuneration should augment the commitment demonstrated by the employees. With the concept in mind, the employees must focus their energy on finding ways to impress the management through loyalty and commitment. Therefore, when workers show commitment, they also expect better pay. Employees show commitment so that they win promotions in an organization. Many companies promote their workers depending on their commitment and loyalty toward achieving organizational goals. In fact, whenever an employee gets committed behold the expectation of the management, it is always advisable to motivate such a worker by promoting him/her.
If an employee enjoys the working condition of his/her company, then there is always a sense of commitment attached to the organization they work for. The employees demonstrate a commitment to show satisfaction and contentment in the company. Therefore, good working condition yields commitment in many organizations (Forth and Mcnabb 106).
Lastly, if an organization allows a prospect for growth after the achievement of goals, there is the likelihood that many employees will demonstrate a high level of commitment. In essence, the growth may be in the form of training, sponsorship, or any career-related progression.
The Outcome of Commitment
When employees are committed to the company, they develop organizational trust and a feeling of confidence in their employer. They value the management and dedicate their time to accomplishing the company’s goals and objectives. In fact, a committed employee is a prerequisite for any company’s success.
According to Bryson and White, there is a strong relationship between organizational commitment and desirable job performance. It is a mental relationship between the organization and the employees, which decreases the possibility of voluntary departure from the organization. When employees are committed, they perform well in their job because of their loyalty to the organization and their anticipated success (19).
Next, commitment to the job enables the organization to improve the employees’ quality of life. The organization enhances opportunities and development in terms of growth, equity in payment, and continuous job security for employees committed to the company’s growth.
Commitment yields job satisfaction, which is an emotional response to the situation in the workplace. Job satisfaction is determined by how well an employee exceeds or meets expectations. In fact, if employees feel that they are working harder than their fellow workers are, but they are receiving the same remunerations, they will have a negative attitude towards their company, boss, and their co-workers. In addition, if employees are treated well and are paid equitably, they will have a positive attitude towards their organization, thus getting satisfaction from their job(Bryson and White 20).
Allen, Norah, and Meyer Lowther. Commitment in the Workplace: Theory, Research and Application. Newbury Park, CA: Sage Publishers. 2002. Print
Bryson, Anex and White Drown ‘Organizational Commitment: Do Workplace Practices Matter?’ CEP Discussion Paper No. 0881. 2008.
Forth, Jacob and Mcnabb Raul. ‘Workplace Performance: A Comparison of Subjective and Objective Measures in the 2004 Workplace Employment Relations Survey’, Industrial Relations, 2008, 39: 104-23.