Committed employees are much less likely to leave their jobs and they are less likely to be absent from work.
Once employees identify with the goals and values of the organization, they are less likely to leave, even when they experience periods of job dissatisfaction. More committed employees perform better and they usually expend more effort to find creative ways to be productive. They set more ambitious goals when they participate in goal setting.
Finally, committed employees adopt the goals and values of the organization in personal terms. This means that committed employees are strong advocates for the products, services and policies of their employers. Clearly, many of these valuable outcomes are at risk in organizations that attempt to improve their competitiveness by downsizing rather than by making investments in training and development to deepen employees’ job skills.
The questions many have is "How Can Managers Raise Organizational Commitment and Job Involvement?"
1. Demonstrate that they honestly care about their employees’ welfare. Often, managers are too busy to demonstrate much concern for employee welfare beyond creating safe working conditions. Both commitment and involvement depend on a durable strong, positive personal connection between the employee and the firm’s actions. If these actions address employee welfare in conjunction with challenging tasks and participation, commitment and involvement will both form.
2. Create opportunities for employees to achieve their personal goals. If a competent employee wants more responsibility, perhaps to increase his chances for promotion, the manager should redesign the employee’s job to make it more meaningful and challenging.
3. Modify jobs so employees can experience more intrinsic rewards. Many employees want more personal control over their work. An effective manager provides opportunities for employees to participate in decision-making to fulfil these needs.
4. Find ways to reward and interact with employees regularly. If managers are unavailable when employees encounter task problems, then both work attitudes are less likely to form. Further, if managers only appear when problems surface, employees come to associate them with negative outcomes like punishment and criticism; neither of which obtains commitment and involvement.
5. Set goals with employees and be sure that some of them are personal development goals valued by the employees. Not only should managers explain the importance of goals, but they should actively encourage the development of managerial competence in their subordinates.
Once employees identify with the goals and values of the organization, they are less likely to leave, even when they experience periods of job dissatisfaction. More committed employees perform better and they usually expend more effort to find creative ways to be productive. They set more ambitious goals when they participate in goal setting.
Finally, committed employees adopt the goals and values of the organization in personal terms. This means that committed employees are strong advocates for the products, services and policies of their employers. Clearly, many of these valuable outcomes are at risk in organizations that attempt to improve their competitiveness by downsizing rather than by making investments in training and development to deepen employees’ job skills.
The questions many have is "How Can Managers Raise Organizational Commitment and Job Involvement?"
1. Demonstrate that they honestly care about their employees’ welfare. Often, managers are too busy to demonstrate much concern for employee welfare beyond creating safe working conditions. Both commitment and involvement depend on a durable strong, positive personal connection between the employee and the firm’s actions. If these actions address employee welfare in conjunction with challenging tasks and participation, commitment and involvement will both form.
2. Create opportunities for employees to achieve their personal goals. If a competent employee wants more responsibility, perhaps to increase his chances for promotion, the manager should redesign the employee’s job to make it more meaningful and challenging.
3. Modify jobs so employees can experience more intrinsic rewards. Many employees want more personal control over their work. An effective manager provides opportunities for employees to participate in decision-making to fulfil these needs.
4. Find ways to reward and interact with employees regularly. If managers are unavailable when employees encounter task problems, then both work attitudes are less likely to form. Further, if managers only appear when problems surface, employees come to associate them with negative outcomes like punishment and criticism; neither of which obtains commitment and involvement.
5. Set goals with employees and be sure that some of them are personal development goals valued by the employees. Not only should managers explain the importance of goals, but they should actively encourage the development of managerial competence in their subordinates.
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