The concept of organizational commitment plays an important part in HRM philosophy.
As Guest (1987) has suggested, HRM policies are designed to ‘maximise organizational
integration, employee commitment, flexibility and quality of work’. The
next five sections of this chapter consider the meaning and significance of organizational
commitment, the problems associated with the concept, factors affecting
commitment, developing a commitment strategy, and measuring commitment.
Organizational commitment is the relative strength of the individual’s identification with, and involvement in, a particular organization. It consists of three factors:
● a strong desire to remain a member of the organization;
● a strong belief in, and acceptance of, the values and goals of the organization;
● 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 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.
Organizational commitment is the relative strength of the individual’s identification with, and involvement in, a particular organization. It consists of three factors:
● a strong desire to remain a member of the organization;
● a strong belief in, and acceptance of, the values and goals of the organization;
● 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 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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