2.1 Concept of Commitment and its Effect on Productivity
In general, commitment is defined as the psychological attachment
of workers to their workplaces (Becker, Billings, Eveleth, and Gilbert 1996,
Allen and Meyer, 1990, O’ Reilly and Chatman, 1986). In fact, few empirical
studies have examined a public sector employee’s commitment and its
relationship to productivity variables, such as extra-role behavior, desire to
remain, absenteeism, and willingness to support productivity improvement
strategies. Much of the literature regarding organizational performance and
productivity places the emphasis on securing the commitment of employees to
organizational goals and purposes (Balfour and Wechsler, 1991, 1996, Bass
1985).
Employee commitment literature is huge and most studies have
centered on organizational commitment and its relationship to job performance,
turnover intent, and other motivational outcomes. The common findings and
implications of those studies are that employee commitment is the key to
achieving productivity and performance in any organization (Mowday, Porter, and
Steers, 1982, Reichers, 1985, Becker, Billings Eveleth and Gilbert, 1996,
Becker, 1992; Meyer, Allen and Smith, 1993; Reichers, 1986, Lion, 1995, Balfour
and Weschler, 1991, 1996).
There have been numerous efforts to identify and divide the concept
of organizational commitment among organizational behavior scholars in both
public and private sectors, Mathieu and Zajac (1990) categorize the definition
of organizational commitment into three types: Attitudinal Commitment,
Calculative Commitment, and Normative Commitment. The most commonly studied
type of OC has been attitudinal commitment (Mowday, Steers, and Porter, 1979;
Steers, Mowday, & Boulian, 1974).
In the public sector, following O’Reilly and Chatman’s definition,
Balfour and Wechsler (1991, 1996) have tried to see organizational commitment
as multiple constructs: affiliation commitment (belongingness), compliance
commitment (exchange commitment), and identification commitment (value
congruence). Robertson and Tang (1995) also divide the concept of commitment
into two types.
(1) Identification or involvement commitment from an
organizational behavior perspective, and
(2) Exchange commitment from a rational choice perspective.
By using multiple dimensions of organizational commitment, they tried
to find out some meaningful relationships between multiple commitments and key
dependent variables. Those relationships, however, have varied with regard to
researchers, samples, and subjects. Studies have differed regarding whether or
not organizational commitment was positively associated with job satisfaction,
job performance, tenure, and educational attainment.
For example, Balfour and Wechsler (2001) found that organizational
commitment was significantly related to in-role behavior, while no connection
was found between organizational commitment and extra-role behavior. Six years
later, however, they revisited organizational commitment and found that
identification commitment was connected to extra-role behavior. In fact, there
have been some inconsistencies in the findings. In this regard, Lion (1995)
maintains that “researchers argued that the inconsistent findings are due to
the different definition and operationalizations of commitment used, and the
organizations and variables analyzed”.
A conventional view of commitment has exclusively focused on
commitment to organization. It should be noted, however, that, in contrast to
this conventional view, a number of researchers have begun to view employee
commitment as having multiple foci and bases (Becker, Randall, & Riegel,
1995; Reichers, 1985, 1986, Becker, 1992; Gorden, Philipot, Burt Thomposn, and
Spiller, 1980, Meyer, Allen, and Smith 1993).
Foci of commitment are the individuals and groups to whom an
employee is attached (Reichers, 1985). It has been found that employees could
be committed to such foci as professions (Morrow, 1983, Gouldon, 1958) and
unions (Gouldon, Beauvais, & Ladd, 1984), as well as commitment to
organizations (Mowday et al., 1982). In addition, recent research has pointed
out that workers could also be differentially committed to occupations, top
management, supervisors, co-workers, and customers (Becker, 1992, Meyer, Allen,
and Smith, 1993, Reichersi, 1986). Especially, Becker et al. (1996) pointed out
that in previous research, employee commitment and job performance are largely
unrelated as prior work has failed to distinguish among individual foci of
commitment. Based on their empirical findings, they argued that commitment to
supervisors was positively related to performance and was more strongly
associated with performance than was commitment to organization (Becker,
Billings, Eveleth, & Gilbert, 1996).
Becker (1992) also discovered that “commitment to top management,
supervisor, and work group were important determinants of top satisfaction,
intent to quit, and prosocial organizational behaviors over and above
commitment to an organization. In other words, it was found that commitment to
foci other than an employing organization, specifically to top management,
supervisors, and work groups, were negatively related to intent to quit and
positively related to satisfaction and prosocial organizational behaviors and
explained variance in these dependent variables over and above that explained
by commitment to organization” (p. 232).
It should be noted, therefore, that viewing employee commitment as
having multidimensional constructs helps explain more variance in key dependent
variables than does commitment to organization.
In relation to goal clarity, it has so often been hypothesized
that compared to private sector employees, public employees perceive their
organizations’ goals as less clear and less easy to measure (Dahl and Lindblom,
2003, Gortner, Nahler, and Nicholson, 1987, Lan and Rainey 1992). In other
words, private sector employees are higher on goal clarity than do public
sector employees. This is, in part, due to the absence of clear performance
measures, such as profits and sales, in the public sector (Boyatzis, 1982).
However, this hypothesis is very controversial. Unlike conventional wisdom,
recent studies indicate that public managers perceive greater clarity of
organizational goals and greater effectiveness in achieving those goals (Lan
& Rainey, 1992; Rainey, 1983 Rainey, Pandey, and Bozeman, 1975). With regard
to multiplicity of objectives, public organizations also have greater diversity
and multiplicity of objectives, as well as criteria and conflict among
objectives and products, compared to private ones (Banfield, 1975; Rainey,
Backoff, and Levine, 1976).
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