A commitment strategy will be based on the high commitment model described in
Chapter 7. It will aim to develop commitment using, as appropriate, approaches such
as those described below. When formulating the strategy, account should be taken of
the reservations expressed earlier in this chapter, and too much should not be
expected from it. The aim will be to increase identification with the organization,
develop feelings of loyalty among its employees, provide a context within which
motivation and therefore performance will increase, and reduce employee turnover.
Steps to create commitment will be concerned with both strategic goals and values. They may include initiatives to increase involvement and ‘ownership’, communication, leadership development, developing a sense of excitement in the job, and developing various HR policy and practice initiatives.
Developing Ownership
A sense of belonging is enhanced if there is a feeling of ‘ownership’ among employees, not just in the literal sense of owning shares (although this can help) but in the sense of believing they are genuinely accepted by management as key stakeholders in the organization. This concept of ‘ownership’ extends to participating in decisions on new developments and changes in working practices that affect the individuals concerned. They should be involved in making those decisions, and feel that their ideas have been listened to and that they have contributed to the outcome.
Communication Programmes
It may seem to be strikingly obvious that commitment will only be gained if people understand what they are expected to commit to, but managements too often fail to pay sufficient attention to delivering the message in terms that recognize that the frame of reference for those who receive it is likely to be quite different from their own. Management’s expectations will not necessarily coincide with those of employees. Pluralism prevails. And in delivering the message, the use of different and complementary channels of communication such as newsletters, briefing groups, videos and notice boards is often neglected.
Leadership Development
Commitment is enhanced if managers can gain the confidence and respect of their teams, and development programmes to improve the quality of leadership should form an important part of any strategy for increasing commitment. Management training can also be focused on increasing the competence of managers in specific areas of their responsibility for gaining commitment, such as performance management.
Steps to create commitment will be concerned with both strategic goals and values. They may include initiatives to increase involvement and ‘ownership’, communication, leadership development, developing a sense of excitement in the job, and developing various HR policy and practice initiatives.
Developing Ownership
A sense of belonging is enhanced if there is a feeling of ‘ownership’ among employees, not just in the literal sense of owning shares (although this can help) but in the sense of believing they are genuinely accepted by management as key stakeholders in the organization. This concept of ‘ownership’ extends to participating in decisions on new developments and changes in working practices that affect the individuals concerned. They should be involved in making those decisions, and feel that their ideas have been listened to and that they have contributed to the outcome.
Communication Programmes
It may seem to be strikingly obvious that commitment will only be gained if people understand what they are expected to commit to, but managements too often fail to pay sufficient attention to delivering the message in terms that recognize that the frame of reference for those who receive it is likely to be quite different from their own. Management’s expectations will not necessarily coincide with those of employees. Pluralism prevails. And in delivering the message, the use of different and complementary channels of communication such as newsletters, briefing groups, videos and notice boards is often neglected.
Leadership Development
Commitment is enhanced if managers can gain the confidence and respect of their teams, and development programmes to improve the quality of leadership should form an important part of any strategy for increasing commitment. Management training can also be focused on increasing the competence of managers in specific areas of their responsibility for gaining commitment, such as performance management.
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