The paper “ Relationship between Organisation Commitment and Organisational Performance” is a great variant of the literature review on human resources. Organizational commitment can be defined as the attachment of an employee towards the organization. The level of attachment of the employee results and determines the level of commitment an employee has towards the organization. It is imperative to note that attachment towards an object is a psychological occurrence and therefore organizational commitment can be perceived as the psychological attachment an individual employee has towards the organization (Abraham, 1999, p.
441-455). Peter F. Drucker once noted that “ unless a commitment is made, there are only promises and hopes; but no plans” . This means that organizational commitment is an important element of organizational success. Walton (1985) postulated a definition of organizational commitment by looking at three important aspects which include; internalization, compliance, and identification. According to Walton, internalization refers to the effort by the employee to grasp and understand the processes that take place in the organization in order to change or renovate such processes for the sake of making the organization better off.
Walton defined compliance as sticking to the set rules and regulations that define the organizational processes and identification was defined as the feeling of belonging to the organization. Walton held that unless the employee is committed to the organization through the three aspects mentioned above, then the employee works half-heartedly and the likelihood of the employee resigning or moving out from the organization is high (Walton, 1985, p. 23). The development of the aspect of organizational commitment has its roots in two schools of thought that relates to human resource management.
The two schools of thought include the ‘ hard school’ and the ‘ soft school’ . The hard school of thought is based on Taylorism. This was the popular human resource management approach in the 1980s where people were regarded as resources to be utilized for the success of the organization without the need to consider the satisfaction of the employees.
Abraham, R. 1999, The impact of emotional dissonance on organizational commitment and intention to turnover. Journal of Psychology, 133, 441–455
Bowling, N. 2007, Is the Job Satisfaction-Job Performance Relationship Spurious: A Meta-Analytic Examination. Journal of Vocational Behavior, 71, 167-185
Coulter, M. & Robbins, S. 2005, Management, Prentice Hall, Upper Saddle River, N.J.
Feng, M., Terviosky, M. & Samson, D. 2008, “Relationship of ISO 9001:2000 quality system certification with operational and business performance”, Journal of manufacturing technology, vol.19, no.1, pp. 22-37.
Hackman, J. & Oldham, G. 1976, 'Motivation through the design of work: Test of a Theory”, Organizational Behavior and Human Performance, [Online], vol. 16, no. 2, pp. 250-279.
Huselid, A. 1995, The Impact of HRM Practices on Turnover, productivity and corporate financial performance, Academy of Management Journal, vol.38.
Kidron, A. 1996. Work values and organisational commitment, Academy of Management Journal, 21, 239-247.
Lydka, H. 1994, Organisational commitment, Henley Management College.
Meyer, J. & Allen, N. 1997, Commitment in the workplace: theory, research and application, Sage Publications, Thousand Oaks, CA.
Meyer, J., & Allen, N. 1991,"A three-component conceptualization of organizational commitment: Some methodological considerations", Human Resource Management Review, 1, pp. 61-98.
Patchen, 1970, Participation, Achievement and Involvement on the job, Academy of Management Journal, 23, 89-122.
Richard et al. 2009, Measuring Organizational Performance: Towards Methodological Best Practice. Journal of Management.
Walton, E. 1985. “From Control to Commitment in the workplace”. Harvard Business Review.