Women and girls are often overlooked or undervalued though they make up half of the world’s population and their voices are critical to global prosperity and peace. Unfortunately, social, legal, and financial barriers still hold many of them back. Recently, a high-level roundtable discussion brought together an amazing group of Read more…
Employees committed to their organizations are more likely to contribute better and remain
longer with their companies. This study examines how to build such organizational
commitment through job characteristics, leadership and empowerment.
This exploratory research seeks to identify the relationships between the leadership, empowerment and commitment within the integrated model of competing values framework (CVF) of organisational culture. A conceptual model which relates the constructs to commitment is developed. The study attempts to use a social constructionist approach and scenario planning, which falls under the broader realm of qualitative analysis. Hypothetical cases are used to develop two scenarios.
The role of job characteristics, leadership complexity and psychological empowerment in building affective commitment
Employees who are committed to their organizations take more initiative, engage in broader roles and contribute better. When employees have an emotional attachment to and identify with the organization, they are said to have affective commitment. It is the type of commitment that makes employees want to stay with an organization. Affective commitment has many benefits including work performance and retention. Therefore, it is very advantageous to understand how to elicit affective commitment.