Essays on Performance Management Buy-in Methods Coursework

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The paper "Performance Management Buy-in Methods" is an outstanding example of management coursework.   The changing world demands more productivity and efficiency from businesses more than in any other historical time. Businesses need to increase performance for them to be ahead of competitors. Organizations are employing people with advanced professional and technical skills who cannot be under totalitarian management. It has been understood that the employees’ commitment and ability have the greatest impact on productivity and efficiency. As such, managers should develop strategies to increase employee engagement in their organizations (Markos & Sridevi, 2010, 89).

This paper will discuss the measures that an organization can take to increase employee commitment and participation (‘ buy-in’ ). A firm can increase employee engagement by focusing on all three types of commitment. Affective commitment involves the involvement with, attachment to and identification with the organization. This relationship is only seen in those employees who stay in the organization because they want to. Continuance commitment involves awareness with the consequences of leaving the organization. In this relationship, the employees stay in the organization because they need to. Finally, normative commitment involves the obligation on them to stay.

In this relationship, the employees stay because they ought to (Brown & Wiswell, 2003, 30). To give the employees an opportunity to contribute and have a chance to be themselves, an organization should ensure that the employees understand and appreciate the meaningfulness of their work. Employers who find meaning in their work are more likely to look for development and promotion opportunities. The employees then share the value-meaning alignment, purpose and meaning at work (Markos & Sridevi, 2010, 91). Affective commitment refers to the willingness of the employees to stay in the organization.

Employees develop strong affective commitment when they contribute and share values with the organization. The employees develop loyalty and they become less opportunistic (Brown, McHardy, McNabb & Taylor, 2011, 3). Supervisory trust, job satisfaction and job involvement are positively related to organizational commitment and participation. These factors also have a negative relationship with employee turnover. Employees who do not intend to leave are the ones that are most committed (Brown & Wiswell, 2003, 28). Employees also desire to be given an opportunity to grow and develop for them to be satisfied with their work (Markos & Sridevi, 2010, 91).

This can help create organizational trust among employees. Employees who have organizational trust develop support and confidence in their employers. Employees believe that the employer is trustworthy and straightforward and ready to follow through on his promises (Brown, McHardy, McNabb & Taylor, 2011, 6). Employees who have trust in their leaders are less likely to lose commitment in cases of negative feedback. Negative feedback that is accompanied by encouragement and clarification rather than disapproval and reprimand is more effective at enhancing employee commitment (Brown & Wiswell, 2003, 86). The management should involve the employees in roles such as decision making.

This creates a sense of feeling involved or valued. Employees who feel valued are more likely to be committed to their organizations. To achieve this, the management can also give the employees an opportunity to voice their ideas, show concern for the well-being and health of the employees and give them a chance to develop and grow themselves and their jobs (Markos & Sridevi, 2010, 91).

Employee participation is positively related to commitment. Company policies that change the personality characteristics of the employees can be used to increase effective commitment through job satisfaction (Brown, McHardy, McNabb & Taylor, 2011, 5).

References

Bakken, E., 2006. Learning to Delegate. Ceridian Corporation. Available at [Accessed 26 August 2015].

Brown, B. & Wiswell, A., 2003. Employees’ Organizational Commitment and Their Perception of Supervisors’ Relations-Oriented and Task-Oriented Leadership Behaviors. VT, pp. 1-89. [Online] Available at [Accessed 25 August 2015].

Brown, S., McHardy, J., McNabb, R. & Taylor, K., 2011. Workplace Performance, Worker Commitment and Loyalty. IZA, pp.1-25. [Online] Available at [Accessed 25 August 2015].

International Labour office, 2010. A Skilled Workforce for Strong, Sustainable and Balanced Growth. International Labour Organization, Available at: [Accessed 26 August 2015].

Markos, S. & Sridevi, M., 2010. Employee Engagement: The Key to Improving Performance. International Journal of Business and Management, 5(12). Available at [Accessed 25 August 2015].

Saari, L. and Judge, T., 2004. Employee Attitudes and Job Satisfaction. 1st ed. [ebook] New York: IBM Corporation, pp.396-404. Available at: [Accessed 26 Aug. 2015].

Teamwork: Success through People, nd, 6-7). ACAS, pp.1-23 Available at: [Accessed 26 August 2015

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