Organizational commitment

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Organizational commitment (dt. Warranty obligation , commitment , dedication ) refers to the extent of identifying a person with an organization .

description

The identification of, for example, an employee with his company can take place in three ways:

  • Affective : Emotional connection to an organization; A strong affective commitment is expressed in such a way that the organization has great personal importance for the employee and that the employee therefore wants to be part of it in the future.
  • Normative : Acceptance of the organizational values ​​as well as the experienced obligation of the employee to remain in the organization due to "investments that the organization makes for the employee (e.g. training and further education)". Obligation for ethical and moral reasons.
  • Imputed or continuation-related commitment: Switching costs when leaving the organization (what is the expected value of remaining in an organization?) Also referred to as the rational level of organizational commitment.

meaning

Relevant studies show positive connections between commitment and performance, motivation and presence at the workplace; There are negative correlations between commitment and stress, the intention to leave the company and actually leaving the company. Here the great importance of commitment becomes clear. However, only 11% of employees surveyed by the Gallup polling institute consider themselves to be emotionally attached to their organization.

Measurement

The "Organizational Commitment Questionnaire - OCQ" is a classic short questionnaire to record the commitment. On a seven-fold graduated response scale from “strongly disagree” to “strongly agree”, employees rate 15 statements u. a. to loyalty and commitment . In the Allen and Meyer (1990) questionnaire, statements to be assessed are assigned to one of the three commitment components (affective, normative, continuation-related).

criticism

William W. Bartley criticizes commitment as a justificatory adherence to the existing. There is a widespread metacontext that is defined by commitment as a method and that only represents positions and institutions in order to maintain them. This is irrational; Bartley speaks disparagingly of the "escape into commitment". Rational, on the other hand, is a metacontext that seeks to create new positions and institutions and to improve existing ones.

literature

  • J. Felfe: Employee loyalty . Hogrefe, Göttingen 2008.
  • M. Meifert: Employee loyalty . An empirical analysis of company trainers in large German companies. Dissertation. Munich / Mering 2005.

Web links

Wiktionary: Commitment  - explanations of meanings, word origins, synonyms, translations

Individual evidence

  1. ^ R. van Dick: Commitment and identification with organizations . Hogrefe, Göttingen 2004.
  2. ^ R. van Dick: Commitment and identification with organizations . Hogrefe, Göttingen 2004, p. 17.
  3. ^ NJ Allen, JP Meyer: The Measurement and Antecedents of Affective, Continuance and Normative Commitment to the Organization. In: Journal of Occupational Psychology . 63, 1990, pp. 1-18.
  4. ^ A. Cooper-Hakim, C. Viswesvaran: The construct of work commitment: Testing an integrative framework. In: Psychological Bulletin. 131, 2005, pp. 241-259.
  5. ^ JE Mathieu, DM Zajac: A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. In: Psychological Bulletin. 108, 1990, pp. 171-194.
  6. ^ Gallup: press release. Only 11% of employees in Germany are fully committed to their employer. Consulting firm Gallup publishes Engagement Index 2009. Gallup, Potsdam 2010.
  7. ^ LW Porter, RM Steers, RT Mowday, PV Boulian: Organizational commitment, job satisfaction, and turnover among psychiatric technicians. In: Journal of Applied Psychology. 59, 1974, pp. 603-609.
  8. ^ William W. Bartley: Escape into engagement. Mohr Siebeck, 1987.