Research Study on Organizational Commitment

IntroductionOrganizational commitment is an organizational member’s psychological connection or feeling of belongingness to the organization CITATION Edu15 l 1033 (Educational Portal). This commitment to an organization creates a feeling of passionate affection within a stakeholder of an organization, creating a desire for that / those individual(s) to do anything necessary for the organization to succeed. Organizational commitment is an indispensably huge role that determines whether a stakeholder will remain at the organization willingly, if given a choice. This is a determinant as to whether this individual will produce at the top of his skill index to ensure that the organization moves much closer, or in the direction of its goals.

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According to the three- component model (TCM), the organizational commitment is made up of three unique components. These are affective commitment, continuance commitment and normative commitment.

Affective commitment encompasses the love for your career or job. This happens when one has a strong feeling of emotional attachment to their organization or company, and zealously works to promote the interests of that organization. These people have internalized the organization’s values, vision and goals, and have a sincere feeling of wanting to work for the organization for a longer period CITATION Min151 l 1033 (Mind Tools). This happens when the employee is happy at their workplace. There are factors that will normally contribute to this affection. Some of the reasons include freedom of thought and innovation, appreciably good salary, better employee terms among other things that could make employees feel that they are important and are valued by their employer. Whatever these reasons are, this affection is imperative to the organizational success.

Hypothesis: Employees who are treated in a respectful manner in an ethics based organization are more likely to be happier than employees that belong to a profit oriented organization.

Continuous commitment is an express fear of loss. This kind of commitment comes by when employees measures up the advantages and disadvantages of being at the organization compared to their exit CITATION Min151 l 1033 (Mind Tools). This comes as a result of a realization that staying at your current position in your company has better terms or benefits than leaving the company. For instance, if one wanted to move from one company or organization, they will not only consider monetary benefits, but a number of other parameters. These parameters include employee terms of welfare, available position of responsibility within the new organization, among other benefits one stands to lose or gain. Another reason could be completely unrelated to profession; one could be attached to their friends at the organization, that moving from the organization is a risk of breaking these bonds. The relentlessness of the continuance commitment increases with advancement of age and professional responsibility. Those who are so advanced in both of these factors will feel a certain kind of inertial force that hardly allows them to leave.

Hypothesis: People who have successively progressed up the ladder within an organization, and / or age feel the severity of continuance commitment the most.

Normative Commitment is the sense of obligation that one feels for an organization. Some people feel that it is the right thing to do, for them to belong to the organization they do belong to. This sense of belongingness occurs even when one is not happy with their position. They are often held back from pursuing even better opportunities CITATION Min151 l 1033 (Mind Tools). This feeling could arise from an array of reasons. A great example is a son working at their father’s firm, He will get a kind of virtual family pressure to weigh the burdens of the organization in order to make it successful. Even if there existed better opportunities, this son will turn them down for the sake of keeping their parents happy. Another scenario that could occur is when a wife works for an organization within a region. The job she does could only be offered by only her current company within the whole region or even country. Due to her domestic responsibilities, she cannot leave to pursue her career interests in another region of the country. This sense of obligation could drain the company of energy because normally, there is no zeal to work, but one will only perform at an average.

Hypothesis: more married people will tend to work for a certain firm on a normative commitment basis than the single professionals.

All the above forms of commitment are segments of organizational employee response due to certain organizational behaviors. The underlying fact is that employees have their personal needs, and will tend to place these interests first. When these interests are well provided for, the employees will automatically feel appreciated and will tend to happily offer service to the organization. As it has been stressed before, happy employees make more productive and successful companies CITATION And14 l 1033 (Oswald, Proto, & Sgroi, 2014). On a practical scale, companies like Google have benefited from employee first approach. The company has invested a lot in employee support and satisfaction while allowing for imagination, creativity and innovation CITATION Kel14 l 1033 (Parkes-Harrison-Warwick, 2014).

Some companies have got it right while others are yet to get it right. We carried a research into the various aspects that contribute to this phenomenon of organizational commitment. We use different techniques to measure or research into different Organizational behavior, including self-reporting scales, behavioral observation and organizational records analysis such as performance appraisal forms, time card data, absenteeism rates, productivity indices

In this research, we use the self-reporting scales. Self-report study involves use of questionnaires, surveys or polls that let respondents respond to questions in a manner the respondents choose. This kind of survey is focused on extracting information from participants about their attitudes, feelings and beliefs on certain topics. It could be a form of interview, provision of answers to open and closed questions, rating scales, fixed choice questions among others.

Reliability on these methods is dependent upon their consistence in providing similar results if used repeatedly in similar circumstances. Validity of the response is also a matter of concern. Especially for questionnaires, respondents may or may not give accurate or sincere answers to certain questions depending on the parameters provided. For example, Anonymous questionnaires or response forms are more likely to produce valid answers.

In this survey, we carried a survey in which we asked various questions related to the hypotheses stated in within this document. We adopted the anonymous response questionnaire system to enhance validity of our research. We asked them to rate different departments, work conditions and parameters. The respondents were to respond to questions regarding the hypotheses. They were requested to rate the questions on four guided answers: Strongly agree, Agree, strongly disagree, and agree. Our respondents were 30 employees of different organizations.


        We set ourselves to find out the validity of three hypotheses regarding the tenets of organizational commitment. These hypotheses stated as follow:

Hypothesis 1: Employees who feel appreciated are happy and are more likely to be affectively committed to an organization

Hypothesis 2: older employees and those who get promoted are likely to stay within an organization out of continuance commitment

Hypothesis 3: most married people are normatively committed to organizations.

The validity of our hypotheses had some concurrence with our respondents. However, what the survey disqualified is the sense of promotion as a determining factor to employee continuance commitment. Instead, the people who got promoted in organizations were the productive cream of the organization. This means that they felt a conviction to work for the organization. Such people were comfortably placed within the category of affective commitment.


        The survey conducted was successfully concluded and in our finding, hypothesis 1 was completely valid as most people agreed with it. Hypothesis 2 produced mixed reactions. Most agreed that older people were committed to the organization due to continuance commitment. Hypothesis 3 was completely valid as most people agreed with this hypothesis. All respondents had their reasons, as evident on their additional comments, including fear of family strain and divorce for the third hypothesis.

References BIBLIOGRAPHY l 1033 Educational Portal. (n.d.). Organizational Commitment: Definition, Theory & Types. Retrieved January 28, 2015, from Educational Portal:

Mind Tools. (n.d.). The Three Component Model of Commitment. Retrieved January 28, 2015, from Mind Tools:

Oswald, A. J., Proto, E., & Sgroi, a. D. (2014, february 10). Happiness and Productivity. Retrieved January 28, 2015, from

Parkes-Harrison-Warwick, K. (2014, March 21). Google is right: We work better when we’re happy. Retrieved jaanuary 28, 2015, from

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