In the circumstances where the manager has to deal with the present day dynamic
business world, he cannot afford to spend so much time on just one aspect of the
management. Instead of opting for such adhoc patterns to keep the staff motivated the
learning organization resolve to devising some permanent solutions. The learning
organizations’ strategy insist on inculcating the feeling of ownership among the
employees, which will keep them motivated as long as they stay with the organization.
Mowday, Parter and Steer (1982 quoted in Eugene, 2000) defined organizational
commitment as the relative strength of individual identification with and involvement in
an organization. According to Eugene-
Organizational commitment arises when the employee strongly identifies
with the organization, agrees with its objectives and value systems, and is
willing to expend effort on its behalf. (2000, p.282)Mathis and Jackson (2004) have defined organizational commitment as the degree
to which employees believe in and accept organizational goals and desire to remain with
their organization. They further add that people who are relatively more satisfied with
their job tends to stay for a longer period with their organization. Fulmer expresses this as
“The cause of job dissatisfaction is uncertainty about what is expected” (1987).
Organizational commitment reduces turn over and absenteeism (Eugene, 2000;
Mathis and Jackson, 2004). In this respect, Newstorm has given similar comments that
“Organizationally committed employees will usually have good attendance records,
demonstrate a willing adherence to company policies, and have lower turnover rates.
(2007)
According to Armstrong (2006) organizational commitment is based on three major
factors:
- A strong desire to be the member of the organization
- A strong belief in an acceptance of, the values and goals of the organization
- Willingness to exert considerable effort on part of the organization.