INFLUENCE OF EMPLOYEE COMMITMENT ON ORGANIZATIONAL PERFORMANCE
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INFLUENCE OF EMPLOYEE COMMITMENT ON ORGANIZATIONAL PERFORMANCE
Chapter one
1.0INTRODUCTION
1.1 Background of the Study
Today, every organisation must have a high level of employee dedication in order to achieve long-term success. Employees now behave like entrepreneurs when working in a team, with each member attempting to outperform the others. These things boost their level of dedication to the organisation, which improves the organization’s performance.
In the past, organisations provided job security to their employees to increase their dedication to the organisation and productivity. A higher level of employee dedication in the organisation for particular projects or the business is regarded as a primary cause of improved organisational performance, which leads to organisational success.
Employee commitment is one component of employee-organization linkages that has gotten a lot of attention from managers and behavioural scientists alike. The concept’s popularity is growing as a result of the perceived influence organisational commitment has on employees and organisational performance.
Employees in modern organisations are increasingly required to demonstrate effort, motivation, and initiative. An organization’s success is determined not only by how it develops the greatest human competencies, but also by how it fosters commitment to the organisation.
Organisational commitment is an important topic in the study of organisational behaviour. This is due in part to the large number of studies that have discovered links between organisational commitment and attitudes and behaviours in the workplace.
Nowadays, et al. (1994) describe commitment as “the relative strength of an individual’s identification with and involvement in a particular organisation”. They mentioned three characteristics of commitment.
According to Bateman and Strasser, organisational commitment is defined as “multidimensional in nature, involving an employee’s loyalty to the organisation, willingness to exert effort on behalf of the organisation, degree of goal and value congruency with the organisation, and desire to maintain membership” (p. 95).
Nowday, Steers, and Porter (1979) defined commitment-related attitudes and behaviours. Porter et al. (1974) Schultz describe three essential components of organisational commitment as “a strong belief in and acceptance of the organization’s goals
a willingness to exert considerable effort on behalf of the organisation, and a definite desire to maintain organisational membership.” Porter et al.
(1974, 1976; Koch and Steers, 1978; Angle and Perry, 1981). Furthermore, Batemen and Strasser (1984) state that the reasons for studying organisational commitment are related to “(a) employee behaviours and performance effectiveness
(b) attitudinal, affective, and cognitive constructs such as job satisfaction, (c) characteristics of the employee’s job and role, such as responsibility, and (d) personal characteristics of the employee such as age, job tenure” (p. 95-96).
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