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组织承诺的分类
The classification of organizational commitment

欧米茄的情况(亚当·斯密和Littlewood)描述一个有严重问题的组织与组织行为相关。该公司未能与员工沟通，也没有任何价值,这显然对有效运行业务是有害的。根据这种情况,这导致缺勤率和流动率很高的专业人员。这些问题和其他一些问题在组织行为领域的科学研究和理论参考中将被讨论。惠廷顿和埃文斯提出,为员工创造一个具有挑战性的和有意义的环境是新世纪”的战略要求(2005 , p 114). 在欧米茄中,缺勤率和高周转率的缺乏是由于缺乏沟通和员工缺乏动力。这杆形式缺乏承诺向公司和较低的工作满意度。

组织承诺在三个不同的标准中被分类。情感认同可以参考对环境有一个肯定的认识的员工。因此他们更愿意留在组织,继续承诺是指那些认为离开的成本大于收益,和规范承诺是指那些仍然因为他们觉得有义务这样做(艾伦和迈耶斯,1990)。欧米茄案例中描述的员工通常有高水平的描述情感的承诺。很少有证据证明这些员工高在继续承诺和规范承诺。进一步在meta分析的一项研究中表示,感情承诺与员工流动率低、旷工(梅耶el al 2002)。最近meta-analytical研究显示,员工更大的感情承诺将表现更好的未来(Riketta,2008)。然而由于相关设计的研究在这一领域必须敦促谨慎过于强调这种关系。

The Omega case (Adam Smith and Littlewood) describes an organization with serious issues that relate to organizational behaviour. The company fails to communicate with its employees and also does not place any value on them, which is clearly pernicious to the effective running of the business. According to this case , this has led to absenteeism and high turnover rate among the professional staff. These and other issues within the field of organizational behaviour will be discussed with reference to scientific research and theory. Whittington and Evans propose that creating a challenging and meaningful environment for employees is the strategic imperative of the new millennium'(2005 , p 114). In the case of Omega, the lack of absenteeism and high turnover rate is due to lack of communication and lack of motivation for its employees. This stem forms their lack of commitment towards the company and low job satisfaction.

Organizational commitment has been classified in three distinct stands. Affective commitment can be refer to employees who have a affirmative view of the environment and therefore prefer to stay in the organization, continuance commitment refers to those who perceive the cost of leaving are outweigh the benefits, and normative commitment refers to those who remain because they feel obligated to do so (Allen and Meyers, 1990). The employees described in the Omega case are generally described to have high levels of affective commitment. There is very little evidence that proves those employees are high on continuance commitment or normative commitment. Further more in a meta analytical study stated that affective commitment is related to low job turnover and absenteeism (Meyer el al 2002). The recent meta-analytical study revealed that employees with greater affective commitment would perform much better in future (Riketta, 2008). However due to associated design of studies in this area caution must be urged in placing too much emphasis on this relationship.

Maslow's theory addresses issues of human needs from a certain job which are personality based and psychological. Unlike the issues of organizational commitment, it is possible to study Maslow's theory and job performance. 'Indeed , the general idea behind Maslow's theory seems to be supported, such as the distinction between deficiency needs and growth needs.' (1986, p.78). in Omega, we observe that the company 52% of the employees would prefer joining a job that would offer them 10% increase in their existing salary. This states that the employees were not happy with their current wages, but they employees were mainly not satisfies because 91% of them did not hold any company shares and for 89% of them found that money wasn't the most important aspect of their job. Wages