In this chapter the topics of organizational commitment and job engagement are
examined. They are important because independently or in association with one
another, they can significantly affect organizational performance. But there is some
confusion about their respective meanings, and the chapter starts by examining these.
THE CONCEPTS OF COMMITMENT AND ENGAGEMENT
Commitment and engagement are closely related concepts. In fact, some people use the terms interchangeably or refer to engagement as an alternative, more up-to-date and, maybe, a more sophisticated term for commitment. The various definitions available of commitment and engagement do not help. The Oxford English Dictionary states that someone is committed when they are morally dedicated (to doctrine or cause), while someone is engaged when they are employed busily
The meaning of organizational commitment
As defined by Porter et al (1974), commitment refers to attachment and loyalty. It is the relative strength of the individual’s identification with, and involvement in, a particular organization. It consists of three factors:
1. A strong desire to remain a member of the organization.
2. A strong belief in, and acceptance of, the values and goals of the organization.
3. A readiness to exert considerable effort on behalf of the organization.
An alternative, although closely related, definition of commitment emphasizes the importance of behaviour in creating commitment. As Salancik (1977) put it: ‘Commitment is a state of being in which an individual becomes bound by his (sic) actions to beliefs that sustain his activities and his own involvement.’ Three features of behaviour are important in binding individuals to their acts: the visibility of the acts, the extent to which the outcomes are irrevocable, and the degree to which the person undertakes the action voluntarily. Commitment, according to Salancik, can be increased and harnessed ‘to obtain support for organizational ends and interests’ through such ploys as participation in decisions about actions.
THE CONCEPTS OF COMMITMENT AND ENGAGEMENT
Commitment and engagement are closely related concepts. In fact, some people use the terms interchangeably or refer to engagement as an alternative, more up-to-date and, maybe, a more sophisticated term for commitment. The various definitions available of commitment and engagement do not help. The Oxford English Dictionary states that someone is committed when they are morally dedicated (to doctrine or cause), while someone is engaged when they are employed busily
The meaning of organizational commitment
As defined by Porter et al (1974), commitment refers to attachment and loyalty. It is the relative strength of the individual’s identification with, and involvement in, a particular organization. It consists of three factors:
1. A strong desire to remain a member of the organization.
2. A strong belief in, and acceptance of, the values and goals of the organization.
3. A readiness to exert considerable effort on behalf of the organization.
An alternative, although closely related, definition of commitment emphasizes the importance of behaviour in creating commitment. As Salancik (1977) put it: ‘Commitment is a state of being in which an individual becomes bound by his (sic) actions to beliefs that sustain his activities and his own involvement.’ Three features of behaviour are important in binding individuals to their acts: the visibility of the acts, the extent to which the outcomes are irrevocable, and the degree to which the person undertakes the action voluntarily. Commitment, according to Salancik, can be increased and harnessed ‘to obtain support for organizational ends and interests’ through such ploys as participation in decisions about actions.
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