Linked In What is employee commitment? Employee commitment can take different forms.
The Importance of Employee Commitment As many companies are finding out, the old adage that "a good man or woman is hard to find" is becoming increasingly true and government predictions suggest that even in times of high unemployment, the dearth of skilled employees is only going to get worse.
Factors such as a changing economy and an aging workforce can join together to create an employment environment where competent employees who are unhappy in their current situations are motivated to find a new place to "hang their hats. Not surprising, however, the degree of commitment between employees and employers is directly linked to the level of job satisfaction expressed by employees.
As in any marriage, trust, security and the knowledge that your needs and opinions are being considered are among the traits that keep commitment strong. At work, these qualities can be even more important than the value of monetary compensation and rewards - in fact, emotional rewards can actually have a larger impact than monetary rewards on overall employee satisfaction.
In other words, although employees might leave one job for another with better pay, their cause for leaving might not be salary at all but a myriad of other reasons - often more than likely having to do with mistrust of the company, feeling unappreciated, not respected or not recognized for the time and effort they have put into their work.
The primary implication is to emphasize the importance of employee-employer relations and the need for organizations to really demonstrate that they are serious about their workers. Can Employers Increase Employee Commitment? There is substantial research indicating that employers can favorably influence how their employees feel by taking positive steps to create a work environment that indicates, by action, that the employee is valued.
The following specific factors and initiatives have been shown to positively affect employee satisfaction: Clearly stated guidelines defining appropriate work behavior and job requirements. Supportive communications with immediate supervisors and senior management.
The quality of the supervisory relationship. Favorable developmental training and experiences. Clearly-defined career goals and paths. Frequent recognition, both formal and informal. Fair and objective feedback on performance, provided on a regularly-scheduled basis.
Personal and family-oriented policies and actions. Sufficiency of pay, benefits and rewards. Such combinations are not easily created and need to be carefully nurtured if the organization is to continue to thrive. The importance of these factors and policies are the basis behind Insightlink's 4Cs model of employee satisfactionwith the four key drivers being Commitment, Culture, Communications and Compensation.
Why Focus on Employee Commitment? Adopting a deliberate focus on Commitment requires organizations to recognize the fundamental role that employees play in the success of the organization. This means thinking beyond the traditional emphasis on physical and investment capital and incorporating the value of "human capital" into the calculation of success, especially with the development of the knowledge economy.
Commitment is one of the factors that can help "inoculate" an organization against turnover, at a time when there is an increasing need for companies to find and hold onto their most talented employees.
These days, the success of an organization is even more dependent on having a stable and committed workforce whose contributions coalesce into productive group actions.
An important contributor to this need is the fact that it is becoming more difficult to replace employees because their knowledge and skills are often more refined and specialized than in the past. Finding and keeping good employees in this environment is imperative but it is not going to be easy - according to Insightlink's Employee Norms forthree-in-ten employees do not expect to stay at their current organization for more than 2 years.
As noted earlier, although six-in-ten employees see themselves as being generally committed to their organizations, almost the same proportion do not believe that their organization is committed to them.
In order to achieve and maintain success, organizations need to recognize the following three components of building and managing a truly committed workforce: Attracting qualified employees Developing those employees over time Building a bond of trust and commitment with those employees Organizations necessarily need to establish a "reservoir" of prospective, talented employees and a very important element of this is how attractive the organization is as a "mate" building on the notion of a "marriage" between employers and employees.
The organization's reputation, to those outside of the organization as well as inside it, has a vital impact over its ability to continually attract talented employees. It is very well established that, if an organization treats employees well, they will give back as much or more in terms of both physical and emotional commitment.
Corporate respect for employees is manifested in a wide variety of ways, including fairness in the application of company policies, opportunities for growth and development, recognition of employee needs and a clean, safe working environment.
A good relationship is exciting and it develops and grows. There is camaraderie around shared values and interests and the enduring sense that each will "be there" for the other when needed. Organizations that are able to create commitment among their employees realize that commitment is ultimately personal.
This is the hard part of commitment that has profound implications for corporate conduct.
It requires consistency in action at the same time as recognizing the need for flexibility and requires making decisions about what employees are prepared and not prepared to do.
It requires the patient and concerted attention of the whole organization. Some of the essentials for building commitment include communicating with employees in an honest and open way, realistically assessing their capacity to engage in various initiatives, giving worthwhile feedback, making effective decisions and taking chances.
Every organization needs to enhance the capabilities of its workforce over time, which is why many organizations offer both formal and informal training.While commitment refers to employee's satisfaction as well as identification with the organization, employee engagement goes a step further, and involves the employee making discretionary efforts.
Employers and Employees - Making the Marriage Work: The Importance of Employee Commitment As many companies are finding out, the old adage that "a good man (or woman) is hard to find" is becoming increasingly true and government predictions suggest that even in times of high unemployment, the dearth of skilled employees is only going to get worse.
Getting commitment is an elusive aspect to managing people. As easy it is to obtain it can also be lost. Gaining or losing employee commitment, . Definition: Employee Commitment is the psychological attachment and the resulting loyalty of an employee to an organization.
According to Kanter ('68) there are 3 types of EC: Continuance, Cohesion and Control Commitment. According to Meyer and Allen () there are 3 mindsets for an employee to be commited to an organization.
According to the SHRM Foundation, employee commitment involves the organization energizing employees by engaging with them and ensuring that the employees believe in the organization's goals and know that they are a key part of accomplishing these goals.
An employee with greater organizational commitment has a greater chance of contributing to organizational success and will also experience higher levels of job satisfaction. High levels of job satisfaction, in turn, reduces employee turnover and increases the organization's ability to recruit and retain talent.