COMMITMENT AT THE WORKPLACE -IMPLICATIONS AT PERSONAL AND ORGANISATIONAL LEVEL Cover Image

COMMITMENT AT THE WORKPLACE -IMPLICATIONS AT PERSONAL AND ORGANISATIONAL LEVEL
COMMITMENT AT THE WORKPLACE -IMPLICATIONS AT PERSONAL AND ORGANISATIONAL LEVEL

Author(s): Ramona-Cristina Balanescu
Subject(s): Social Sciences
Published by: ”Carol I” National Defence University Publishing House
Keywords: organisational commitment; human resource management; organisational management.

Summary/Abstract: The concept of commitment at the workplace is one of the concepts raising a wide interest in the field of the human resource management and organisational management. This interest is proven by the evolution the concept has seen in over half a century, starting with Becker (1960) - the one-side-bet theory, Porter (1974) – the affective dependence theory, O'Reilly and Chatman (1986), Meyer and Allen (1984, 1990) - the multidimensional period, and ending with Cohen (2007) - the bidimensional model, and Somers (2009) – a combined theory, each of them making a contribution to the way the term of organisational commitment is known and interpreted nowadays. Practice proves that certain people are dedicated to the workplace, because they do what they love or because their career objectives are similar to those of the organisation. Others show their fear of leaving a “safe” workplace or are afraid they cannot find a better one. This type of behaviour can have negative effects both on the person’s wellbeing, self-respect or professional satisfaction and on the institution where the person works. Or, the organisational commitment is precisely what makes the difference and a decisive impact on obtaining performance and on how people act at the workplace. Employees are usually energetic, motivated, and positive immediately after employment in a company or organisation. A Leader/Manager is not only interested in finding the Company commitment level at a certain point in time, but also to act in order to keep that same level and to even grow it, to know the employees, their characteristics (their needs and wishes, and what is important for them). It is only this way that commitment can make a strong impact on the success of an organisation, since devoted employees identify themselves with the company purpose and values, have a strong desire to belong to the organisation, a desire to go over and beyond the responsibilities required by the job. Furthermore, if the human resources are an organisation’s best asset, then devoted human resources should be regarded as competitive advantages of the company. This study has an exploratory character, aiming at determining the extent to which employees show commitment or nu to the organisation they are a part of, as well as at identifying the determining vectors for this behaviour. The study participants are the result of a non-probabilistic sampling, based on availability criteria. The sample includes employees of private organizations (small, medium, and large enterprises), holding various positions (entry level, expert, management, top management). The data were collected via a self-administered online questionnaire. The study analyses the commitment related to other elements specific for the organisational flow, providing managers with useful reference-marks in building an organisational climate sustaining performance and supporting the employees’ work satisfaction increase.

  • Issue Year: 02/2017
  • Issue No: 01
  • Page Range: 324-330
  • Page Count: 7
  • Language: English