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Antecedents and Consequences of Commitment

Organizational commitment refers to the degree of identification an employee has with their organization and its goals, influenced by personal characteristics, role states, and work environment factors. The consequences of organizational commitment include improved job performance, reduced turnover, and increased employee loyalty. For management, fostering organizational commitment is crucial for enhancing workforce motivation and job satisfaction, ultimately leading to better organizational outcomes.

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11 views1 page

Antecedents and Consequences of Commitment

Organizational commitment refers to the degree of identification an employee has with their organization and its goals, influenced by personal characteristics, role states, and work environment factors. The consequences of organizational commitment include improved job performance, reduced turnover, and increased employee loyalty. For management, fostering organizational commitment is crucial for enhancing workforce motivation and job satisfaction, ultimately leading to better organizational outcomes.

Uploaded by

Dauhuyen
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd

What are possible antecendents and consequences of organizational commitment?

What
implications does it have for management?
Answer: Organizational commitment is the degree to which an employess identifies with a
particular organization and its goals and wishes to maintain membership in the organization.
Organisational commitment has been regarded as a consequence of several personal variables,
role states and aspects of the work environment, for example job characteristics and
organisational structure. The antecedents of commitment are divided into four categories, which
are personal characteristics, role-related characteristics, structural characteristics and work
experiences. A variety of personal characteristics have been found to be related to organisational
commitment, such as age, gender, education, marital status, position and organisational tenure,
perceived competence, ability, salary, protestant work ethic and job level. Group or leader
relations are also identified as ascendents of organizational commitment such as group
cohesiveness, task interdependence, leader initiating structure, leader consideration, leader
communication and participative leadership.
Organisational commitment also has several behavioural consequences. These have been divided
into performance, turnover behaviour, withdrawal behaviour and other consequences such as
employee suggestions for improvement, loyalty or sense of obligation and professional activity.
The most frequently analysed consequences of organisational commitment comprise job
performance, job effort, tenure with the organisation, absenteeism, tardiness and turnover. The
link between organisational commitment and the intention to resign is undisputed.
Implications for management: Organizations are intended to have more highly committed
workforce, because organizational commitment leads to important outcomes such as increased
turnover, higher motivation, higher organization citizenship behaviour and organizational
support. Improving organizational commitment is beneficial in lowering stress levels in the job
concerning areas such as staffing and the perceived pressure of the job. With the increasing
speed and scale of change in organizations, managers should constantly seek ways to generate
greater employees’ commitment and competitive advantage. Managers can adopt, for example,
the appropriate leadership behaviour in order to improve the level of organizational commitment
and, in turn, the levels of job satisfaction and job performance.

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