Antecedents and Consequences of Organizational Commitment
Organizational commitment is affected by various variables ranging from individual, group work, and managerial levels. Mathieu and Zajac indicated a positive correlation between organization obligation and individual, work, and leadership features. On the other hand, organizational obligation correlates negatively to vagueness, struggle, and overload of the role. The strongly related aspects, except personal skills, can be controlled by management to ensure organizations’ commitment development. Researchers Meyer and Allen argued that employees’ good working experiences indicated that they are treated well, supported, and treasured their inputs to the organization. The researchers used two themes; the level of organizational support and equality to its employees, the individual’s capabilities, and significance. Employees’ support and equality should not be limited to reflection in general rules but should also be demonstrated daily by managers while interacting with their employees. Managers can achieve personal significance and competence by clearly indicating employees’ roles and how they affect the long term goals.
Kent and Sullivan argued that the previous researchers, Meyer, Allen, Chase, Moritz, Feltz, and Sullivan’s findings were similar in the organizational obligation perspectives. Therefore, employees who feel capable have a higher probability of being more committed to their organizations. To enhance this, organizations should emphasize their efforts in nurturing employees’ self-efficiency in specific tasks.