Essay: Organizational Commitment

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[. . .] They admit, much like Swailes did, that it is very fleeting and difficult to make strong links between job performance and organizational commitment but they do make an effort to prove that there is indeed a link but they also make a strong effort (Riketta in particular) why it is hard to have one link to the other. In short, they state that while there is most certainly a causal effect between the two, being able to prove it and to prove the pathway from the cause to the effect is very complex and it thus very hard to explain and lay out in a way that is beyond reproach.

Even so, the two latter studies do show linkages between the causes and the effects and they do so in an analytical and meta-analytical way that shows statistical significance, even if is not all that strong. However, the absence of a proverbial smoking gun is not reason to say that no link exists. Indeed, none of the three studies states that is not a link and/or a separate/different theory because it's basically been decided that a strong sense of organizational commitment is created and bred by some behaviors over others. Of course, the good behaviors have a good effect in one way or another but the quantification and measurement of that effect can be hard to pull off and there are a ton of variables, feelings and people that make the measurement very hard to pull off.

For example, the alienating strategy is dismissed as a factor that can and should be paid attention to because such a strategy only works in prisons, military settings and such. Being coercive and authoritarian has no place in a regular government agency or a private business of any sort. One major reason is that is not necessary and another reason is that people will just quit and go to another employer because they are free to do so. Such an approach is different in militaries and prisons because the freedom to change employers/situations is strictly disallowed or is very restricted. However, the overall point is that acting in such a way is not acceptable in a regular business or public sector environment and there will be extremely negative consequences which stands in contrast to the good to great results that will result when best practices and habits are engaged in. Overall, it is clear that the main point to take from the three articles in concert is that attitude and looking at the right dimensions in the right way is the most effective way affect people's mindset's and performance and, as a general rule, a positive attitude plays a huge part in overall outcomes. A good attitude will not solve all operational maladies and it will not make it easier to manage and measure cause and effect, but a bad attitude is cancerous. This is said strongly in Harrison and to a lesser extent in RIketta and Swailes.

Conclusion

In the end, it is clear that several organizational practices have a good effect on organizational commitment and others have a bad effect. Either way, though, there is a time lag that occurs and the establishment and proving of casual relationships between one and another can be quite difficult. However, to dismiss the linkage just because of that is a bad idea, although it may be wiser when looking at other thoughts in the scholarly world, because there is little disagreement that the best practices cause good results and the poorer practices produce bad results. What will be key in future research is showing what works best and quickest as opposed to things that take longer to take effect, if have a long-term effect to speak of in the first place.

References

Harrison, D.A., Newman, D.A., & Roth, P.L. (2006). How important are job attitudes?

Meta-analytic comparisons of integrative behavioral outcomes and time sequences. Academy of Management Journal, 49(2), 305-325.

doi:10.5465/AMJ.2006.20786077

Riketta, M. (2008). The causal relation between job attitudes and performance: A meta-

analysis of panel studies. Journal of Applied Psychology, 93(2), 472-481.

doi:10.1037/0021-9010.93.2.472

Swailes, S. (2002). Organizational commitment: A critique of the… [END OF PREVIEW]

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