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• W338144423 abstract "The purpose of this paper is to present a typology workplace commitment of workplace commitment illustrating levels, elements, and antecedents of organizational and individual commitment. This typology focuses on elements that can be manipulated by the human resource development (HRD) researcher and practitioner to affect organizational performance. Performance improvement in an organization goes beyond the commonly accepted principles of good management and effective leadership by engaging the emotional commitment of the employee (Katzenbach, 2000). Commitment is the differentiating factor between top performing companies and those of average performance (Katzenbach, 2000). Emotionally engaged employees are more productive and more customer-focused. High-levels of employee commitment are positively correlated with superior financial performance in organizations demonstrated by significant increases in operating and net profit margin (International Survey Research, 2001; Gallup, 2002; Watson Wyatt Global Consulting, 2003). Individuals and teams that are committed to the values and goals of an organization have a higher morale and lower turnover, increased job satisfaction, and increased productivity (Cohen, 2003; Meyer & Allen, 1997; Mowday, Porter, & Steers, 1982). Gallup (2002) estimates that employees uncommitted to their work and organization cost the U.S. economy up to $350 billion per year. More than a third of employees worldwide admit to having low levels of commitment to the job and the company and instead are more committed to their careers (TNS Worldwide, 2002). Only one in twelve (8%) are “company-oriented” employees, predominantly committed to their company (TNS Worldwide, 2002). Levels of employee commitment in the USA are significantly lower than half of the world’s other major economies, placing USA companies at a disadvantage when competing in the global marketplace (International Survey Research, 2001). By understanding when and how commitments develop and how they shape attitude and behavior, organizations will be able to manage it more effectively (Meyer & Allen, 1997), and create a positive environment that sustains commitment. The purpose of this paper is to develop a typology that helps HRD practitioners understand and increase commitment. Conceptual Framework Since organization and management science emerged in the early 1900s, an evolution has occurred in concepts about the nature and functions of organizations and the criteria for organizational effectiveness (Katzenbach, 2000). There are numerous ways to conceptualize and model an organization, with profound consequences for effectiveness criteria. How an organization is designed and how it functions have important implications for how processes and people are managed and motivated. Toward the early 1970s, organizational theorists began questioning behaviorist models like Taylorism (Taylor, 1911), bureaucracy (Weber, 1946), and administrative control (Simon, 1957). Such rigid programs could easily become maladaptive, giving rise to a trained incompetence that would contribute to both ineffective and inefficient organizational performance." @default.
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• W338144423 date "2013-01-01" @default.
• W338144423 modified "2023-09-26" @default.
• W338144423 title "A Typology of Workplace Commitment Elements and Antecedents Affecting Organizational Effectiveness" @default.
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