Organizational commitment: Key strategies

Organizational commitment boosts employee morale, productivity, and reduces turnover, leading to a more effective business. Learn key strategies to foster commitment, including clear communication, job satisfaction, and fair compensation.

By Brad Nakase, Attorney

Email  |  Call (888) 600-8654

Have a quick question? I answered nearly 1500 FAQs.

What is organizational commitment?

Because committed employees experience a sense of belonging and are more motivated to work, businesses are able to function more effectively and accomplish their objectives. What is organizational commitment exactly, and how can your company encourage it?

The relationship or bond that workers have with their employer (the company) is referred to as organizational commitment. This explains a person’s emotional connection to the organization and draws on industrial-organizational psychology, or I/O psychology.

The degree of organizational commitment can be used to forecast performance, leadership distribution, and employee engagement and satisfaction.

An employee who has a strong sense of organizational commitment understands the company’s goals, buys into the company’s heart and future vision (both professionally and personally), feels like they belong, and is respected and fairly compensated for the work they do.

Employee morale, dedication, engagement, and productivity are likely to rise as a result, and there’s a greater likelihood that they’ll stay with the company longer. Given the increasingly competitive nature of businesses, organizational commitment is critical to keeping their top staff.

Committed workers are less likely to report absenteeism, behave more positively, and are more driven and determined.

How does employee engagement differ from organizational commitment?

Employee commitment and employee engagement are sometimes used interchangeably. However, there is one significant difference:

It is not a given that an employee who is engaged will also be committed. In a similar vein, an engaged employee is not automatically a committed one. Commitment is the amount of work that a person puts into their employment, whereas engagement is the degree to which an employee is happy in their position.

Which is, therefore, of greater importance?

Both of them are. Seeking a fine balance between commitment and engagement is one of the best things a company can do.

Organizational commitment and development

The goal of organizational development, a science-based process, is to improve an organization’s ability to adapt and become more efficient by creating and refining its various strategies, structures, and activities.

Increasing profitability or profit margins, customer happiness, cultural values, agility or adaptation, and market share are the typical goals of organizational growth. The main objective here is to increase an organization’s competitiveness and efficacy within its industry. A business that wants to be more effective needs to have engaged and dedicated staff members.

Organizational commitment types

The Three Component Model (TCM), which was first developed by Meyer and Allen in 1991, has three components, each of which represents a distinct psychological state.

There are three stages:

  • An affectionate commitment to your organization
  • Fear of loss
  • Feeling of duty to stick around
  1. Emotional dedication

The “desire” element of organizational commitment is known as affective commitment.

An employee exhibits a high degree of active dedication to the company when they are in this state. They contribute to meetings and conversations, are joyful and involved, and provide insightful opinions and recommendations. They take on these tasks in an effort to become essential members of the company.

At this point, there is a good possibility that the employee will stay with the company for a long period.

  1. Consistent commitment

When a worker considers the benefits and drawbacks of staying rather than quitting the company, they are demonstrating continuity commitment. Their first affection has turned into necessity, and there’s an anxiety of losing something at work.

They feel that abandoning the company would be expensive, and they have already expended a lot of time and energy on it, so they would prefer to stay. They have an emotional and mental bond with the organization.

The employee compares the advantages of quitting to the expenses, including lost pension accruals and friendships with coworkers. They also take into account the possibility of finding a job elsewhere and the personal upheaval that might result from quitting.

  1. Normative commitment

During the stage of normative commitment, the worker feels obligated to remain with the company.

They feel obligated to stay because it’s the “right” thing to do, regardless of whether they’re pleased or want to explore other options. This could be the result of multiple factors.

They consider the time and money the company has put into them, the additional pressure that comes from having family links to the business, or the fact that the company consistently recognizes and rewards steadfast dedication. They may also fear that the grass isn’t always greener on the other side and believe they have been treated fairly by the company.

An analysis of the three-component model

Numerous studies have found that although TCM can predict turnover, it does so by combining attitudes about a behavior (leaving or staying) with attitudes toward a target (the organization). Scholars contend that a more traditional interpretation of organizational commitment—that is, an attitude toward the organization—should guide future research.

A considerably more comprehensive model, the Attitude-behavior Model (1993), was later proposed by Alice Eagly and Shelly Chaiken. Nonetheless, the three-component model developed by Meyer and Allen is still recognized as the most effective model for organizational commitment.

A commitment model with five components

A five-component commitment model has been presented more recently. The two extra stages are forced commitment and habitual commitment.

Habitual commitment is the term used to describe the procedures and routines that workers grow accustomed to, leading to the development of a latent commitment to the company, or the attitude that “I’m here, but I don’t have a good reason to be here.”

When an employee feels forced to stay with their company—perhaps due to financial dependency or the belief that they have little prospect of obtaining work elsewhere—they are said to be in a forced commitment state. For example, “I have to be here even though I don’t want to.”

What makes organizational commitment essential?

Workers and their companies can gain much from organizational commitment, particularly affective commitment.

  1. Employee output

An employee that is dedicated to their company will have faith in the common objectives, vision, and mission of the business. This belief will boost the person’s motivation and productivity. They work harder to be self-reliant, set higher standards, and complete more tasks.

The commitment of an organization increases production. Moreover, dedicated workers positively impact their teammates’ and coworkers’ productivity. They want everyone working tirelessly to accomplish common objectives.

  1. Better performance within the organization

An employee’s capacity for cooperation, teamwork, and participation increases with their level of organizational commitment. Yet again, this raises the team’s spirits and increases productivity.

  1. Worker advocacy

A dedicated worker is more inclined to support the company because they share the same overarching goal. They have both personally and professionally embraced the organization’s objectives and core beliefs. This indicates that they actively back the company’s policies, services, and goods.

  1. Reduced absences

Compared to their peers, devoted workers are far less likely to report absenteeism. This is due to the fact that they are more likely to like going to work, finishing projects, reaching objectives, and contributing to the team.

  1. A decline in turnover

Even during the inevitable times of job unhappiness, employees are significantly less likely to consider quitting when they reach the point when they identify with the organization’s aims and values.

What factors determine the level of organizational commitment?

An employee’s organizational commitment can be influenced by various things.

  1. Satisfaction in one’s work

Employment satisfaction is the measure of an employee’s enjoyment of their job. Workers are more likely to feel more a part of their company when they enjoy what they do.

According to a study by Dirani and Kuchinke (2011), job satisfaction and commitment are strongly correlated, and satisfaction is a good predictor of organizational commitment.

Job discontent is actually one of the main reasons workers quit. Thus, making sure workers are content and loving their position should be a top concern in all businesses.

  1. Support from managers

A 2009 study by Hulpia et al. looked at the relationship between commitment and work satisfaction among teachers and the distribution of leadership and leadership support. The findings showed that increased organizational commitment was correlated with stronger cohesiveness and support from the leadership.

Well-supported workers are more likely to feel content at work, which boosts their motivation and productivity.

The study also demonstrated that rather than placing all of the leadership duties on one individual, managers who delegate authority to subordinates see an increase in commitment and job satisfaction.

  1. Role ambiguity and stress

Role stress is likely to occur when an employee has role ambiguity or conflicting requirements from managers, or when there is insufficient information to do a task. Stress can lower an employee’s performance, productivity, and contentment and raise the likelihood that they will leave the company.

When it comes to job happiness and organizational commitment, role stress and ambiguity nearly always have a negative effect.

  1. Empowering employees

In the workplace, empowerment is about enabling staff members to reach their goals, improving their sense of self-efficacy by minimizing their sense of helplessness, and boosting their level of dedication and motivation.

Two primary ideas underlie empowerment:

  • Structural empowerment refers to the ability to accomplish tasks and mobilize resources.
  • Psychological empowerment refers to how employees view their work and their roles within the organization on a psychological level.

According to a study by Ahmad et al. (2010), commitment and job satisfaction are positively correlated with empowerment.

  1. Employability and job insecurity

Workers with fixed-term contracts or anyone viewed as a “temporary” worker reported higher degrees of job insecurity than permanent employees, according to a 2009 De Cuyper research study.

Affective organizational commitment and job satisfaction are inversely correlated with job instability. Employees are more likely to become committed to their position and the company when they feel that their employment is secure in the long run.

What measures can HR take to strengthen organizational commitment?

It is known that increased job satisfaction leads to greater organizational commitment. So, what steps can HR do then to improve employee commitment and satisfaction?

  1. Encourage openness and concise communication

It is necessary to communicate the company’s objectives and vision to an employee in order for them to support it. This includes the function that employees will play both now and in the future, as well as how they fit into the larger scheme and how they might contribute.

Allowing staff members to take part in the expansion of the business increases their sense of ownership and alignment with the overarching goal. This entails being open about strategies and earnings (and losses). When a company acts in this way, it fosters trust, makes workers feel important, and raises the likelihood that they will perform better.

Employees may also make better judgments on a daily basis and collaborate more successfully within their team when goals and objectives are clear.

To do this, you can send out a newsletter to staff members with important updates, arrange monthly profit meetings, and make sure upper management is in agreement. In this manner, your company will be able to properly explain its aims to everyone.

  1. Make use of job design techniques to boost job satisfaction

The term “job design” describes the process of designing a position that both helps the company achieve its objectives and inspires and compensates its employees. Increased organizational commitment, decreased absenteeism and turnover rates, and better job satisfaction are all results of well-designed jobs.

Among the strategies used in job design are:

  • Rotating jobs gives workers greater variety and gives them the chance to work in different departments within the company.
  • Simplifying complicated activities and optimizing procedures is known as job simplification.
  • Job expansion refers to increasing the range of duties and prospects for growth and advancement.
  • Investing in team building and training can improve one’s job.
  • Job crafting refers to people actively making little adjustments to their jobs.

When you and your staff implement some of these techniques, the work will probably feel more fulfilling and exciting, and the staff member will feel more accountable and capable of doing their job duties.

  1. Encourage a welcoming atmosphere at work

Humans by nature need a sense of community and the ability to be respected and heard by others. Minorities are more likely to unintentionally be made to feel alienated and outsiders in larger organizations due to the presence of certain majority and minority groups.

A McKinsey survey found that 39% of participants chose not to accept a job offer because they thought the company didn’t foster an inclusive culture.

Employees are less likely to be engaged, content in their roles, and dedicated to the company if they don’t feel like they belong. On the other hand, workers are far more likely to flourish and be devoted at work when they feel valued, heard, and involved.

Here are a few strategies for encouraging an inclusive workplace culture:

  • Survey employees and take appropriate action based on the results.
  • Examine hiring and pay policies.
  • Reevaluate employee policies.
  • Include inclusivity in the onboarding procedure.
  • Examine how everyone is affected by everyday routines.
  1. Show that you are dedicated to the welfare of your staff.

It is evident when a company actually cares about the welfare of its workers or not. This ought to extend beyond safety and working conditions. Consider how you could improve the wellbeing of your staff.

An excellent place to start would be by conducting a poll to get direct input from staff members regarding how they think workplace wellness could be better. Wherever it is feasible, you may help in progressively introducing reoccurring issues.

Perhaps you could set up a café with reasonably priced nutritious food and beverages, or construct a break-out area for your staff. Perhaps you could make connections with nearby companies to set up special offers for particular goods and services (like a gym membership). You might also institute a policy whereby a manager follows up with an employee who consistently stays late to finish their task, asking why they’re putting in extra hours and offering suggestions on how to lighten their workload or expedite procedures if needed.

When you show that you genuinely care about the well-being of your staff, they will feel valued and their job happiness will probably increase.

  1. Assess the level of dedication within the company

Organizational commitment questionnaires (OCQ), first created by Porter et al. (1974) and then standardized by Mowday et al. (1979), are used to measure organizational commitment.

These days, a 24-item Alan and Meyer questionnaire is the most commonly used instrument to gauge organizational commitment (1990). The emotional commitment scale, continuation commitment scale, and normative commitment scale have eight items in each of the three stages. On a scale, participants are asked to score their emotions.

Among the statements were:

  • This organization holds a lot of personal significance for me.
  • I am currently motivated as much by necessity as by desire to continue working for this company.
  • I am loyal to this organization.

OCQs are a useful tool for assessing how content and dedicated staff members are to their work and company. Using the findings, you may develop targeted tactics to address issues inside the company and raise employee satisfaction levels overall.

  1. Aim for fairness and equality in compensation

According to a Payscale survey, 25% of participants stated that their main motivation for looking for work outside of their current company was the possibility of earning more money.

Employee satisfaction and team morale are likely to increase when they feel they are being fairly compensated for the job that they do.

However, this can also result in a negative work atmosphere, low motivation, and higher absenteeism if your staff believe they are being underpaid and mistreated.

Consider how you may engage your staff in productive dialogue around fairness and wage equity.

Calculate the current pay equity within the organization. Ask employees about their opinions by conducting a survey. Work on refining your compensation procedures in light of your findings, and be open and honest about your progress.

  1. Pay attention to staff development

One method to boost employee growth is through job design methods. However, there are numerous alternative approaches that may be taken to achieve this, which will boost competency and, in turn, increase commitment and job satisfaction.

Make sure you give staff members enough training and development opportunities as well as internal promotion possibilities to help them advance in their careers.

Provide ongoing chances for skill development to help staff feel more capable and secure in their roles at work, which will boost output.

Give employees regular, constructive feedback to help them see where they can improve and to recognize their accomplishments. Give them the chance to decide on and complete their own goals within the allotted time, and make sure they receive the right kind of challenges and rewards.

You may plan, carry out, and monitor all of the tasks listed above and more with the use of career pathing tools, for instance. Prioritizing the professional growth of your staff will undoubtedly result in a more capable workforce, more team spirit, and greater organizational commitment.

In sum

Employee commitment has numerous advantages. Because of this, every company needs to make sure that workers are content in their roles by encouraging devotion and putting in place a strong people strategy.

Employees that are dedicated to their work are more likely to be efficient, perform better, and stick with the company longer. As a result, they contribute to the success of the company and help it stay ahead of the competition in its industry.

This is the perfect opportunity to develop an organizational commitment plan if you don’t already have one.

Have a quick question? We answered nearly 2000 FAQs.

See all blogs: Business | Corporate | Employment Law

Most recent blogs:

Can Managers Receive Tips in California? No.

Can Managers Receive Tips in California? No. Under California law, a manager cannot take any part of a tip that's left for an employee. This means that you can't be forced to share your tips with the manager, supervisor, or owner of the business.  In California, when an employer or another supervisor or manager takes an employee's tips, it is considered a wage and hour violation.

Can Managers Take Tips In California?

No, in California, it is strictly prohibited for your manager to take tips that are intended for employees. California labor laws clearly state that tips are the sole property of the employees to whom they are given, and managers, supervisors, or employers cannot collect, share, or deduct any portion of these gratuities.

Lawyer Answers FAQ: California Lunch Break Law and Meal Break Law

Most California workers must receive the following breaks: An uninterrupted 30-minute unpaid meal break when working more than five hours in a day. As a general rule, and insofar as practicable, the rest break must be in the middle of each four-hour work period.

When did tips become taxable?

Tips became taxable in 1965 when legislation extending Social Security coverage to tips (for both taxation and the calculation of retirement benefits), required a tipped employee to report monthly all such tips received in one or more written statements furnished to his employer.
Is Job Abandonment Considered a Resignation in California

Is Job Abandonment Considered a Resignation in California?

Job abandonment in California is viewed as voluntary resignation when employees fail to notify their employer after extended absences. Employers should implement clear policies, address legitimate exceptions, and follow labor laws to manage job abandonment appropriately

California Lunch Break Law [2025]

This article answers common questions, such as "How many hours do you have to work to get a lunch break?" and "Can I work 6 hours without a lunch break in California?" Under California law, employees must be provided with no less than a thirty-minute lunch break when the work period is more than five hours. In California, an employer may not employ an employee for a work period of more than five hours per day without providing the employee with a lunch break.
Overtime - Understanding California’s laws and employee rights

Overtime: Understanding California’s laws and employee rights

California's overtime laws require non-exempt employees to receive extra pay for working over 8 hours a day or 40 hours a week. Employees must be compensated at 1.5 times their regular rate for hours beyond these limits and double pay for excessive hours on the 7th consecutive workday.

Why would someone ask for their personnel file?

Employees who believe they have been fired as a result of unlawful discrimination, retaliation, or harassment will often request their personnel file. Those files may contain information that helps you prove discrimination, harassment, or other civil rights violations.

Can You Refuse to Work If You Haven’t Been Paid?

Legally, you may have the right to refuse work if your employer hasn't paid you because it is constructive termination and wage theft by the employer. If your employer hasn't paid you, should should review your contract before not working.

What Happens If I Don’t Get Paid on Payday?

If you don't get paid on payday, contact an employment attorney immediately and ask for help getting the wages owed to you. Alternatively, if the regular payday for the last pay period an employee worked has passed and the employee has not been paid, contact the Department of Labor's Wage and Hour Division or the state labor department. 

How long can an employer not pay you?

Your employer must pay you on pay day if you did not resign or fired from your job. If you're fired from your job, you must be paid the same day. If you quit your job, you must be paid within 3 days. 

Do You Get Paid for Training? 

In California, employees are generally entitled to be paid for training as long as its job-related and mandated by the employer.

Is Unpaid Training Legal in California?

Yes, unpaid training is illegal in California. California employers must pay for mandatory training. Employees not paid for meetings or job training can sue for unpaid training.

Is It Illegal To Not Pay Overtime?

Yes, it is illegal for employer to not pay overtime. Overtime pay is 1.5 times an employee's regular rate of pay. Not all employees are eligible for overtime.
Is It Illegal to Work Seven Days a Week

Is It Illegal to Work Seven Days a Week?

Working seven days a week varies by state, with California laws addressing rest days and overtime pay rules. Employers must ensure compliance with labor laws to guarantee proper compensation and protect employee wellbeing.
How Many Hours per Week Is Considered Full Time

How Many Hours per Week Is Considered Full Time?

Find out what constitutes full-time employment, typical workweek lengths, and the benefits of full-time jobs, including health insurance and PTO. Learn how employers define full-time hours, overtime rules, and requirements for family leave under FMLA.

How To Report A Company Paying Employees Under The Table

If you are an employee being paid under the table, you can make a whistleblower report by contacting attorney Brad Nakase. Attorney Nakase does not charge an upfront fee and works on a contingency basis, collecting a percentage of the recovery. This ensures you can pursue your claim without financial barriers.

Contact our attorney.

Please tell us your story:

3 + 4 = ?