What Is Organizational Commitment?

Organizational commitment is an individual's identification and trust in the goals and values of the organization, and the positive emotional experience it brings. It is an important employee attitude variable that has a significant impact on job performance. American sociologist Howard S. Becker first proposed it in 1960. In 1991, John P. Meyer and Natalie J. Allen proposed a three-component model, which was divided into emotional commitment, continuous commitment, and normative commitment. Emotional commitment manifests itself in the recognition and acceptance of organizational goals and values, and has a positive impact on job performance. Continuous commitment manifests itself as individuals are aware of the sunk costs as their investment in the organization increases, and are willing to stay in the organization. Recognize the responsibility of employees to stay in the organization by agreeing to the general ethical standards of the work they do. Some scholars believe that emotional commitment is an attitude component of the organization and an indicator that reflects the connotation of the concept; continuous commitment and normative commitment belong to the behavior category and can effectively predict the employee's departure behavior. ^[1]

Organizational commitment

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Organizational commitment is an individual's identification and trust in the goals and values of the organization, and the positive emotional experience it brings. It is an important employee attitude variable that has a significant impact on job performance. American sociologist Howard S. Becker first proposed it in 1960. In 1991, John P. Meyer and Natalie J. Allen proposed a three-component model, which was divided into emotional commitment, continuous commitment, and normative commitment. Emotional commitment manifests itself in the recognition and acceptance of organizational goals and values, and has a positive impact on job performance. Continuous commitment manifests itself as individuals are aware of the sunk costs as their investment in the organization increases, and are therefore willing to stay in the organization; standardize commitment performance Recognize the responsibility of employees to stay in the organization by agreeing to the general ethical standards of the work they do. Some scholars believe that emotional commitment is an attitude component of the organization and an indicator that reflects the connotation of the concept; continuous commitment and normative commitment belong to the behavior category and can effectively predict the employee's departure behavior. ^[1]

Canadian Scholar

The three-factor organizational commitment model proposed by Meyer and Allen has had a wide range of influences and has become a widely accepted concept of organizational commitment in the West. However, organizational commitment as one of the work attitudes is bound to be influenced by the organizational culture and social culture of the members. Some scholars have confirmed that cultural socialization is an antecedent variable of organizational commitment (Clugston, 2000).

Some cross-cultural studies have also shown that due to cultural influences, the content of organizational commitments may not be consistent between different countries. So, what impact does Chinese culture, as a representative of Eastern culture, have on the organizational commitment of Chinese employees? Today, the economic system is undergoing a fundamental transformation. How is the performance of Chinese employees' organizational commitment? This is the Chinese and foreign managers and

For managers, understanding the organizational commitment of employees is critical to policy development and management improvement. A survey of 7,500 U.S. employees in the United States by Watson Wyatt revealed that companies with high-commitment employees have greater returns to shareholders (112%) in three years than companies with low levels of employee commitment (76%) (Whitener , 2001). This shows how important employees' commitment to the organization is to the company. So, how to improve the organizational commitment of Chinese employees? We have the following management suggestions:

1. Chinese culture attaches importance to the emotional experience component of experience. In order to win the emotional commitment of employees, employees need to experience the care and favor of the organization in their work practices. Therefore, managers should start from the needs of employees, carefully design policies for employees, create a suitable working environment, and create conditions for employees to be highly involved and strive to achieve organizational goals. The company must give positive affirmation to every employee's contribution, and reward it through a fair distribution and promotion system.

2. Do a good job of employee career management and establish a career development system within the organization. Provide more training and promotion space for the development of employees, meet the ideal commitment requirements of employees, establish employees' vision of work, and help employees achieve self-realization.

3 Trust management: To win the feelings and loyalty of employees, trust must be given to employees. Managers should establish honesty and open communication with employees, establish a trusting relationship with employees, and give employees a sense of belonging, not through strict rules but through education and training to reduce the occurrence of undesired behavior in the organization. This eliminates the negative effects of employment instability on organizational commitment.

4 Through the application of the "Chinese Employee Organizational Commitment Questionnaire" to investigate the organizational commitment of employees to understand the status and level of employee commitment. Each employee's organizational commitment has the above five commitment factors, but their respective levels are different, and only one or two of the commitment factors dominate. Among them, the turnover rate of employees led by economic and opportunity commitment is high. For this kind of employees, according to their performance and organizational needs, targeted measures can be taken to retain the talent they need, and opportunity promisers can let them lose. Because maintaining a certain rate of talent turnover is also necessary for the company. When the overall level of employee commitment in the organization is low, it means a high risk of brain drain, requiring managers to be highly alert and reflective, and to adjust management measures.