Meyer and Allen created this model for two reasons: Meyer and Allen's research indicated that there are three "mind sets" which can characterize an employee's commitment to the organization.
This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization. These three types of commitment are not mutually exclusive.
You can experience all three, or two of the three, in varying degrees. Applying the Model By applying the Three Component Model, you can help your team develop greater positive, affective commitment. By doing this, your people are likely to feel an increased commitment to the team and organization, and they'll probably feel more positive and more motivated; and experience greater job satisfaction.
It's important to do your best to grow affective commitment, and reduce your team's reliance on continuance and normative commitment, so that you're leading a team of people who feel passionate for their roles.
Team members with only continuance and normative commitment may feel bored and unmotivated, and no leader wants a team with those attitudes! These team members might also block enthusiastic employees, or even lower the morale of the group.
To encourage positive changes, make sure that you're linking people's goals with those of the team or organization, using an approach like Management by Objectives. If appropriate, see whether you can better align your team's roles with their skills and interests, with techniques such as Job Crafting.
It's important to help people find purpose Remember that people are more likely to develop affective commitment if they experience positive emotions at work.
Doing what you can to help people flourish is a great way to encourage people to thrive, and to enjoy the work that they're doing. Make sure that you give praise regularly, and create a healthy workplaceso that people are happy and productive.
Managing Continuance and Normative Commitment In addition to helping people experience greater affective commitment, you can also use the model to carefully manage the amount of continuance and normative commitment that people may feel. You can reduce the dependency on continuance and normative commitments by being a better leader, by working on your general team management skillsand by thinking carefully about how your actions might influence your team members.
Clearly, it doesn't make sense to try to reduce continuance or normative commitment, however you should try not to rely on it, even if you're unable to achieve affective commitment at first.
You should work on ways to ensure that team members become happy and enjoy their work, without making them feel uncomfortable during the process.
Bear in mind, however, that people will likely experience continuance commitment at some point in their careers, because they'll feel that they need to stay in their job to receive pay and benefits.
And some people will likely feel a sense of normative commitment if their organization has invested a lot in their training and development, for example.
It's nice to have these types of commitment, however, they're a bonus, not something you should seek to create! Affection for your job affective commitment.
Fear of loss continuance commitment. Sense of obligation to stay normative commitment. You can use the model to help your people experience greater affective commitment, while making sure that you don't misuse continuance and normative commitment to keep people tied to your team or organization.
Your team will function best, and thrive, if you use your energy to grow affective commitment. This site teaches you the skills you need for a happy and successful career; and this is just one of many tools and resources that you'll find here at Mind Tools.
Subscribe to our free newsletteror join the Mind Tools Club and really supercharge your career!A leading model of organizational commitment is the 3-component model that argues that organizational commitment is a factor of three components that interact with each other.
Organizational commitment is defined as the degree of an individual’s relations and experiences as a sense of loyalty toward one’s organization.
Oct 14, · Organizational commitment is a concept that has to do with the degree of commitment and loyalty that employees exhibit toward employers. As part of this concept, determining the level of responsibility that employees feel toward an employer is important. Lesson: 30 POWER AND ORGANIZATIONAL POLITICS During discussions of leadership, the question often arises: "Why or how are leaders able to get.
organizational commitment (Moorman, Niehoff, & Organ, ), it seems logical that an organization with a committed force of workers may be better positioned than its competitors to meet the challenges posed by a dynamic marketplace.
significantly associated with organizational commitment, intrinsic satisfaction was significantly associated with organizational commitment, and extrinsic satisfaction was .