Classroom discussion B

11 Jul Classroom discussion B

Commitment is an attitude that correlates strongly with job satisfaction. In addition, commitment, like satisfaction, relates to turnover and other employee outcomes. Because there are patterns of commitment, organizations can use these data to take steps to increase employee commitment, thereby increasing positive employee behaviors and decreasing negative employee behaviors.

For this Discussion, review this week’s media in the Learning Resources. Select two Walden Sports employees to use for this Discussion and consider how they differ in their commitment to the organization. Then consider positive and negative consequences of each employee’s organizational commitment.

With these thoughts in mind:

Post the names of the two Walden Sports employees you selected and explain how they differ in their commitment to the organization. In your analysis, explain how they differ or are similar on all three components of organizational commitment. Finally, explain one potential positive consequence and one potential negative consequence of each employee’s organizational commitment.

Example:

Post by Day 4 the names of the two Walden Sports employees you selected and explain how they differ in their commitment to the organization. In your analysis, explain how they differ or are similar on all three components of organizational commitment. Finally, explain one potential positive consequence and one potential negative consequence of each employee’s organizational commitment.

Burt and Stacey

Although Burt may have some gripes about Walden Sports, his reasons for staying far outweigh any notions he may have for leaving. Clearly, Burt is vested in the organization. He has been with the company for more than 12 years, and he has his sights set on retirement (Laureate Education, Inc., 2012). He may joke about being old; however, Burt is not willing to do anything to jeopardize his pay or savings plan (Laureate Education, Inc., 2012).

Stacey, on the other hand, joined Walden Sports straight out of college 8 years ago (Laureate Education, Inc., 2012). She started out in sales and has since been promoted into HR (Laureate Education, Inc., 2012). As a company, Walden Sports has taken chances on Stacey by investing in her as an individual as well as her professional growth. Due to a company incentive program, Stacey feels a sense of obligation to stay with the company (Laureate Education, Inc., 2012).

Components of organizational commitment

Some people are committed to their jobs because they love what they do, or because their goals align with those of the company. Others might stay because they fear what they could lose if they leave. Still others might stay because they feel obligated to the company, or to their manager. Clearly, some of these types of commitment can have a negative effect on a person’s well-being, self-respect, and job satisfaction.

Meyer and Allen (1991) developed the Three Component Model of Commitment. The model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for (Meyer & Allen, 1991). The authors argue three components are 1) Affection for your job (affective commitment), 2) Fear of loss (continuance commitment), and 3) Sense of obligation to stay (normative commitment).

Bergman (2006) hypothesizes affection for your job happens when you feel a strong emotional attachment to your organization, and to the work that you do. The author purports you will most likely identify with the organization’s goals and values, and you genuinely want to be there. Neither Burt nor Stacey seems to have an affective commitment.

Meyer and Allen (1991) posit continuance commitment occurs when you weigh up the pros and cons of leaving your organization. The authors maintain you may feel that you need to stay at your company, because the loss you would experience by leaving it is greater than the benefit you think you might gain in a new role. Burt is more likely to experience continuance commitment due to his age and experience. His perceived losses include his salary and savings plan.

Bergman (2006) postulates normative commitment takes place when you feel a sense of obligation to your organization, even if you are unhappy in your role, or even if you want to pursue better opportunities. According to the author, you feel that you should stay with your organization, because it is the right thing to do. Since Walden Sports invested money by paying off Stacey’s college loans, she may be experiencing normative commitment.

One potential positive consequence and one potential negative consequence

One potential positive consequence of Burt and Stacey’s organizational commitment is keeping them tied to the company. One potential negative consequence is relying too much on continuance and normative commitment without helping people achieve affective commitment (Becker, 1992).

References

Becker, T. E. (1992). Foci and bases of commitment: Are they distinctions

worth making? Academy of Management Journal, 35(1), 232–244.   Retrieved from the Walden Library databases.

Bergman, M. E. (2006). The relationship between affective and normative   commitment: Review and research agenda. Journal of   Organizational Behavior, 27(5), 645–663. Retrieved from the Walden Library databases.

Laureate Education, Inc. (Executive Producer). (2012). Organizational

  commitment. Baltimore, MD: Author.

Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of

organizational commitment. Human Resource Management

  Review, 1(1), 61–89.

Retrieved from the Walden Library databases.

Readings

· Becker, T. E. (1992). Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 35(1), 232–244. Retrieved from the Walden Library databases.

· Becker, T. E., & Billings, R. S. (1993). Profiles of commitment: An empirical test. Journal of Organizational Behavior, 14(2), 177–190. Retrieved from the Walden Library databases.

· Bergman, M. E. (2006). The relationship between affective and normative commitment: Review and research agenda. Journal of Organizational Behavior, 27(5), 645–663. Retrieved from the Walden Library databases.

· Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171–194. Retrieved from the Walden Library databases.

· Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. Retrieved from the Walden Library databases.

· Meyer, J. P., Allen, N. J., & Topolnytsky, L. (1998). Commitment in a changing world of work. Canadian Psychology, 39(1–2),83–93. Retrieved from the Walden Library databases.

· Meyer, J. P., Becker, T. E., & Van Dick, R. (2006). Social identities and commitments at work: Toward an integrative model. Journal of Organizational Behavior, 27(5), 665–683. Retrieved from the Walden Library databases.

· Reichers, A. E. (1985). A review and reconceptualization of organizational commitment. Academy of Management Review, 10(3), 465–476. Retrieved from the Walden Library databases.

TRANSCRIPT FOR ASSIGNMENT

Focus GroupProgram Transcript

MALE SPEAKER: Alrighty, let’s go ahead and get started. I want to thank you all for taking time away from your work and joining me here this afternoon. As you know, my firm has been hired by your CEO, Benjamin Jones, to take the temperature of the company and give him some recommendations on how we can make this a better place to work. We’re meeting with you all in small groups just like this to hear your concerns, but above all, your thoughts on how to make things better.

You can rest assured, though, that everything you tell me will be confidential and will only be reported to Mr. Jones as a part of general recommendations at the end of my firm’s assessment. So please feel free to speak candidly. So why don’t we start the process off by going around the room. Just say your name and how long you’ve been with Walden Sports. We’ll start here.

BURT: Well, I’m Burt. You all know me. I’ve been in charge of the fishing department since Ben opened the first shop 12 years ago.

MALE SPEAKER: Thanks, Burt. KIM: Oh hi, I’m Kim. I’ve been with the company for about six years now in the shipping department.

MARTIN: I’m Martin. Hard to believe, but I’ve been almost 10 years now. Five of which underneath Burt there in the fishing department. Now I just try to keep the warehouse running smoothly.

JULIET: Hi, my name is Juliet. And I work up in payroll. So I think everyone here will thank me for making sure you’ve all gotten paid the last four years.

BURT: Oh, so you’re the one to blame for those measly checks, huh?

JULIET: Yep, been skimming a little off the top of yours for years now.

STACEY: Hi, I’m Stacey. I started working on the sales floor during college eight years ago. And now, I work up in HR.

MALE SPEAKER: Thank you very much. Seems like we have a pretty seasoned group here which is fantastic. So I want to start this process off by taking out the dirty laundry, as it were. It’s come to my attention that there is a certain level of employee dissatisfaction, and I want to get a sense of what that looks like here. So let’s just open it up to the whole table. If you have been dissatisfied with your job here at Walden Sports, why don’t you shed some light on why it is that you stay?

©2012 Laureate Education, Inc.

BURT: Well, I’ve been here so long it don’t seem to make any sense to look for anything else. I mean, I’d like to. But I may be 10 years away from retirement now, and no one wants to hire an old guy like me. And heck, even if they did, I can’t risk taking any kind of pay cut and throwing off my savings plan. No sir, I’ve got to stay put.

MALE SPEAKER: I see. Anyone else?

STACEY: Well, I have to admit that I’ve had the desire to start looking for jobs elsewhere for a while now. But Walden just finished paying off my college loans as part of an incentive program, so I, sort of, feel obligated to stay.

MALE SPEAKER: You know, you wouldn’t be the first person to do it, but I can see how that might make you feel uncomfortable. What about you, Kim? Have you ever thought about leaving? KIM: I don’t know. I mean, yes. I’ve been looking at job listings for a while now, but I think I’ve decided to give up the search.

MALE SPEAKER: Why is that?

KIM: There’s no jobs out there. I look every day but come up with nothing. It’s hopeless, so I guess I’m stuck here.

MALE SPEAKER: I’m sorry to hear that, Kim. But I’ve run into a lot of people lately who are in the same boat as you. What about you, Martin? Juliet? Have you looked for another job but run into road blocks like Kim has?

MARTIN: Well I haven’t actually done any job searching yet, but more and more I find my commitment to the company slipping. I mean, I love my coworkers and my supervisor has done so much for me over the years, I just don’t feel like anybody above them cares about me. I mean, it used to be that we felt like we were a part of the success of the company. And the executives would come down and make sure that we have the resources that we needed to do our job. But now, it just seems like they nickel and dime us to death, and I can’t get excited about working here anymore.

JULIET: You know, it’s actually the opposite for me. I still enjoy the day to day work, but ever since the merger with the travel agency, I feel like I’m out of touch with everyone. That so many new people came in and everything got so corporatized that I just don’t feel like we’re all one big happy family anymore. Sorry. Which is how it used to be. It’s become a lifeless office to work in, and I honestly find it really depressing.

MALE SPEAKER: Yeah, I understand. I’m really sorry to hear that. Sounds like there are some big changes that need to be made in order to make this a better

©2012 Laureate Education, Inc.

place to work. But you know what? We’re going to work very hard to make that happen. I promise.

© 2012 Laureate Education, Inc.

©2012 Laureate Education, Inc.