Which of the following is one of the three types of organizational commitment that focuses on personal and family issues more than the other two?

journal article

Social Science Quarterly

Vol. 91, No. 2 (JUNE 2010)

, pp. 511-530 (20 pages)

Published By: Wiley

https://www.jstor.org/stable/42956414

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Abstract

Objectives. A higher level of organizational commitment for older and more experienced workers has primarily been explained via exchange theory or a cohort effect. We use an agency-structure framework to explain that higher levels of commitment result from feelings of control in the workplace. Methods. We examine this framework using data from a survey of 400 unionized factory workers in the Midwest. Results. The relationship between organizational commitment and predictors is affected by worker career stage. Most significantly, the commitment for older and more experienced workers increases with high levels of autonomy, while the opposite is true for younger and less experienced workers. Conclusions. When workers experience greater control at the point of production, they express greater organizational commitment. Although empowering for older and experienced workers, having freedom at work can be threatening or destabilizing for the younger workers, who may prefer more guidance.

Journal Information

The Social Science Quarterly was founded as the Southwestern Political Science Quarterly in 1920. It was the first social science journal published in the United States by a regional social science organization. The interdisciplinary character of the journal was made explicit in 1923 when the journal became the Southwestern Political and Social Science Quarterly. Eight years later it was renamed Southwestern Social Science Quarterly. In 1968, as part of the decision to deemphasize the regional nature of the journal and stress its interdisciplinary social scientific aspect, the name of the journal was changed to Social Science Quarterly. Today the journal has international stature both in terms of its authors and its subscribers. The journal publishes research, theoretical essays, position papers, and book reviews by economists, geographers, historians, political scientists, sociologists, and other social scientists, but its preference is for papers which bridge two or more of these disciplines. By the late 1980s circulation for the publication was about 2,700.

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Wiley is a global provider of content and content-enabled workflow solutions in areas of scientific, technical, medical, and scholarly research; professional development; and education. Our core businesses produce scientific, technical, medical, and scholarly journals, reference works, books, database services, and advertising; professional books, subscription products, certification and training services and online applications; and education content and services including integrated online teaching and learning resources for undergraduate and graduate students and lifelong learners. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of information and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Wiley has published the works of more than 450 Nobel laureates in all categories: Literature, Economics, Physiology or Medicine, Physics, Chemistry, and Peace. Wiley has partnerships with many of the world’s leading societies and publishes over 1,500 peer-reviewed journals and 1,500+ new books annually in print and online, as well as databases, major reference works and laboratory protocols in STMS subjects. With a growing open access offering, Wiley is committed to the widest possible dissemination of and access to the content we publish and supports all sustainable models of access. Our online platform, Wiley Online Library (wileyonlinelibrary.com) is one of the world’s most extensive multidisciplinary collections of online resources, covering life, health, social and physical sciences, and humanities.

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9 MIN READ

Improving Commitment and Engagement

© iStockphoto
Massonstock

People who love their jobs are positively committed to their organizations.

Why do people commit to your organization?

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. So, how can you avoid this, but still help team members feel committed to your team, or organization, in a positive way?

In this article we'll explore three common types of commitment, how they impact your team members' motivation, and what changes you can make to improve team member engagement and loyalty in an effective and positive way.

About the Model

John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 "Human Resource Management Review." 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. [1]

The three components are:

1. Affection for your job ("affective commitment").
2. Fear of loss ("continuance commitment").
3. Sense of obligation to stay ("normative commitment").

You can use this model to increase commitment and engagement in your team, while also helping people to experience a greater feeling of well-being and job satisfaction.

Let's look at each of Meyer and Allen's three types of commitment in greater detail.

Affection for Your Job (Affective Commitment)

Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You'll most likely identify with the organization's goals and values, and you genuinely want to be there.

If you're enjoying your work, you're likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment.

Those who truly love what they do will likely be more motivated to progress within their organization, think creatively, and experiment with new ways of working.

Fear of Loss (Continuance Commitment)

This type of commitment occurs when you weigh up the pros and cons of leaving your organization. You may feel that you need to stay at your company because the loss you'd experience by leaving it is greater than the benefit you think you might gain in a new role.

These perceived losses, or "side bets," can be monetary (you'd lose salary and benefits); professional (you might lose seniority or role-related skills that you've spent years acquiring); or social (you'd lose friendships or allies).

The severity of these "losses" often increases with age and experience. You're more likely to experience continuance commitment if you're in an established, successful role, or if you've had several promotions within one organization.

Fear of losing your job may motivate you to finish your work on time and work well with others. But it can also hinder your motivation to learn and develop. For example, you might shy away from trying new things or thinking outside the box for fear of slipping up. Or you may stop going after promotions or new projects in case you rub people the wrong way and damage your reputation.

Sense of Obligation to Stay (Normative Commitment)

This type of commitment occurs when you feel a sense of obligation to your organization, even if you're unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization because it's the right thing to do.

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This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition.

This obligation can also result from your upbringing. For instance, your family might have stressed the importance of loyalty, above all else.

However, loyalty alone is not enough to motivate you to do a good job. You may lack drive to help your organization achieve its long-term goals. Or you might struggle to maintain strong relationships with co-workers because you resent them for keeping you from furthering your career.

Note:

These three types of commitment are not mutually exclusive. You can experience all three, or two of the three, in varying degrees.

Applying the Model

By applying the Three Component Model, you can help your team develop greater positive, affective commitment. By doing this, your people with likely feel more positive and+ motivated; and experience greater job satisfaction.

It's important to do your best to grow affective commitment, and reduce your team's reliance on continuance and normative commitment, so that you're leading a team of people who feel passionate for their roles.

Team members with only continuance and normative commitment may feel bored and unmotivated, and no leader wants a team with those attitudes! These team members might also block enthusiastic employees, or even lower the morale of the group.

Help people find purpose in their work. Make sure that you're linking people's goals with those of the team or organization, using an approach like Management by Objectives. If appropriate, see whether you can better align your team members' roles with their skills and interests, using techniques such as Job Crafting.

Remember that people are more likely to develop affective commitment if they experience positive emotions at work. Doing what you can to help people flourish is a great way to encourage people to thrive, and to enjoy the work that they're doing. Make sure that you give praise regularly, and create a healthy workplace, so that people are happy and productive.

Managing Continuance and Normative Commitment

In addition to helping people experience greater affective commitment, you can also use the model to carefully manage the amount of continuance and normative commitment that people may feel.

You can reduce the dependency on continuance and normative commitments by being a better leader, by working on your general team management skills, and by thinking carefully about how your actions might influence your team members.

Clearly, it doesn't make sense to try to reduce continuance or normative commitment, however you should try not to rely on it, even if you're unable to achieve affective commitment at first. You should work on ways to ensure that team members become happy and enjoy their work, without making them feel uncomfortable during the process.

Bear in mind, however, that people will likely experience continuance commitment at some point in their careers, because they'll feel that they need to stay in their job to receive pay and benefits. And some people will likely feel a sense of normative commitment if their organization has invested a lot in their training and development, for example. These types of commitment aren't something to fear, however, they're a bonus and not something you should seek to create!

Key Points

John Meyer and Natalie Allen developed the Three Component Model of Commitment, and published it in the 1991 "Human Resource Management Review." The model defines the three types of commitment as follows:

1. Affection for your job (affective commitment).
2. Fear of loss (continuance commitment).
3. Sense of obligation to stay (normative commitment).

You can use the model to help your people experience greater affective commitment, thereby boosting their motivation and job satisfaction. But it's vital not to misuse continuance and normative commitment to keep people tied to your team or organization. Your team will function best, and thrive, if you use your energy to grow affective commitment.

What are the 3 types of organizational commitment?

Which of the following is one of the three types of organizational commitment that focuses on personal and family issues?

Which type of organizational commitment is present in a wish to stay with the organization out of feelings of obligation?

What is commitment in an organization?