The strength of normative organizational commitment is influenced by accepted rules about reciprocal obligation between the organization and its members (Suliman & Iles, 2000). The reciprocal obligation is based on the social exchange theory, which suggests that a person receiving a benefit is under a strong normative obligation or rule to repay the benefit in some way (McDonald & Makin, 2000). This implies that individuals often feel an obligation to repay the organization for investing in them, for example through training and development. Meyer and Allen (1991) argue that “this moral obligation arises either through the process of socialization within the society or the organization”. In either case it is based on a norm of reciprocity, in other words if the employee receives a benefit, it places him or
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As can be seen in the figure, it consists of three interdependent pillars. These three pillars represent employees’ sense of belongingness to the organization, their sense of excitement in their job and their confidence on the management/leadership.
Quoting Martins and Nicholls, Mullins (1999) view commitment of employees at work as encapsulating different elements. Such commitment entails things as using time constructively, attention to detail, making that extra effort, committed workforce accepting change, co-operation with others, self-development, respecting trust, pride in abilities, seeking improvements and giving loyal support. Based on case studies that focused on employee commitment of 14 British companies, including Jaguar, Royal Bank of Scotland, British Steel, Pilkingtons, Rothmans, Raleigh, and Schweppes, Martin and Nicholls formulated a model of commitment based on three major pillars, each with three factors. Let us look at these pillars one by
As can be seen in the figure, it consists of three interdependent pillars. These three pillars represent employees’ sense of belongingness to the organization, their sense of excitement in their job and their confidence on the management/leadership.
Quoting Martins and Nicholls, Mullins (1999) view commitment of employees at work as encapsulating different elements. Such commitment entails things as using time constructively, attention to detail, making that extra effort, committed workforce accepting change, co-operation with others, self-development, respecting trust, pride in abilities, seeking improvements and giving loyal support. Based on case studies that focused on employee commitment of 14 British companies, including Jaguar, Royal Bank of Scotland, British Steel, Pilkingtons, Rothmans, Raleigh, and Schweppes, Martin and Nicholls formulated a model of commitment based on three major pillars, each with three factors. Let us look at these pillars one by