The overall degree of Employee commitment differs from person to person. Opportunity for promotion in the future provides more satisfaction. It involves changes in job content, pay, responsibility, autonomy, and status. The employee takes promotion as the ultimate achievement, and it is realized in his career, and feels satisfied.
Most employees prefer work that is challenging and stimulating overwork that is predictable and routine. Enjoying the work is almost always the one most strongly correlated with high levels of overall Employee commitment. (Robbins, Judge & Sanghi, 2009). Interesting jobs that provide training, variety, independence, and control satisfy most employees. Better working conditions create positive employee satisfaction that encourages employee behavior. The sense of competence and job involvement produce higher Employee commitment. A sense of competence denotes the feeling of confidence that one has in one’s own competence.
The level of Employee commitment is affected by the factors such as age, education, intelligence and abilities, relationships with co-workers, a group working and opportunities for interaction, the nature of work, personnel policies and procedures, technology, style of leadership, and working conditions, attitudes and beliefs. Several elements contribute to Employees’ commitment. The major Employee commitment facets are the nature of the work, supervision, present pay, promotion opportunities, and relations with coworkers.
Organizations with more satisfied employees tend to be more effective than organizations with less satisfied employees. Satisfied employees would seem more likely to talk positively about the organization. They go beyond the normal expectations in their job and help others. Employees who are more satisfied with their jobs are more likely to engage in organizational citizenship behaviors. (Parildi & Gupta, 2010)
Organizations train employees on the importance of customer service and they provide positive employee work climates. The organization makes few attempts to retain the employees. Superior performers get pay raises, praise, recognition, increase promotional opportunities, and so forth. Individual performance can lead to rewards that, in turn, lead to individual satisfaction if the rewards are equitable. Performance-based pay increase offers direct motivation to an employee.
The employee-oriented supervisory style enhances Employee commitment rather than job-oriented supervision. Good managers should be concerned for the employees reporting to them. Managers make the work challenging and interesting to raise employee satisfaction. The level of satisfaction progressively increases in job enrichment. Managers must be able to infer the Employee’s commitment to others by careful observation and interpretation while doing their jobs.
Employees work in a group either created formally or informally in the workplace. The level of satisfaction is high such groups are cohesive. Good relations with fellow employees and superiors enhance satisfaction. It should be cordial in any workplace. Employees derive satisfaction from interpersonal interaction. The workplace becomes satisfying leading to Employees’ commitment.
For citing this article use:
- Jaya Gani, S. (2016). Impact of organizational development on commitment of employees a study with reference to it companies in Chennai city.
