AN ASSESSMENT OF DEMOGRAPHIC FACTORS AFFECTING ORGANIZATIONAL COMMITMENT AMONG SHIFT WORKERS IN INDIA
2015; University of Split, Faculty of Economics; Volume: 20; Issue: 1 Linguagem: Inglês
ISSN
1846-3363
Autores Tópico(s)Management Theory and Practice
ResumoThe aim of this study is to assess the organizational commitment among shift workers in ferroalloy industries of Odisha, India. Odisha is an under-developed state of India having full of natural resources. Many industries, particularly based on ferroalloys, have been set up in Odisha. Organisational commitment has been always major issue in all types of organizations. To establish possible relationship between organisational commitment and important demographic variable (e.g age, marital status, tenure, job level and gender), cross-sectional survey was conducted using convenience sample of 240 shift workers at five ferroalloy companies in Odisha. It is believed that this study can add new understanding that can be used to improve the organizational practices in developing countries, such as India.1. INTRODUCTIONOver the years, the concept of Organizational Commitment (OC) has become popular among the researchers of organizational and industrial psychology (Cohen, 2003). OC is psychological construct that has been described and operationalized for more than decade. Early studies viewed the concept as single dimension based on attitudinal identification, involvement and loyalty (Ashforth et al., 2008). Meyer et al. (2001) broadly defined the commitment as force that guides course of action towards one or more targets. It has been theorized that the commitment is multidimensional construct. The antecedents, correlates and consequences of commitment vary among different dimensions. In other words, organizational commitment is employee's commitment to the organization. It has two facets, namely the organization's perspective and the employee's perspective. Commitments develop naturally and can be in the form of the nature of the relationship between an employee and the or the relationship to variety of entities in the organization. Commitment can be observed as an attitude or mindset (attitudinal commitment), where commitment arises due to the convergence of goals, values and develops prospectively. Commitment can be behavioral, where it develops post membership, which facilitates the rationalization of continuance in an organization. Organizational commitment has also been defined as a psychological state that characterizes an employee's relationship with an and has implications for the decision to continue membership of the organization (Meyer & Allen, 1991). There are three components of organizational commitment:1. Affective commitment which refers to the employee's identification or strong emotional attachment and involvement in the organization;2. Continuance commitment which refers to an awareness of the costs associated with leaving the organization;3. Normative commitment which reflects an obligation to continue belonging to the organization.Usually, commitment is viewed as the commitment to an represented by the top management and its goals and values (Meyer & Allen, 1997). Organizations can be viewed as coalition of nested groups (Lawler, 1992). The commitment can therefore represent multiple entities. This multiple entities framework is useful, if the intention is to measure commitment of set of groups in an organization. Organizational commitment as construct is distinct from other important organizational constructs such as: job involvement, work ethic, work group attachment etc. (Meyer, Allen & Smith, 1993). Moreover, commitment to an has been found to be related to variety of organizational outcomes such as: increased employee performance and job satisfaction, reduced turnover and withdrawal cognition, lower absenteeism rate and increased organizational citizenship behavior (Fornes, Rocco, & Wollard, 2008; Meyer & al., 2002, Trunk et al., 2013, Babnik et al., 2014).Organizational commitment is an important issue in today's highly competitive business environment. Business firms increasingly rely on their human capital (knowledge workforce) to give them sustainable competitive edge by being able to respond, adapt or change to keep pace with rapid technological advancements, education advancements, workforce diversity, organizational restructuring and the new ways of doing business. …
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