Mgb 200 - Meyer and Allen’s Model of Organisational Commitment

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Analysis

The theory and the relation it has with the case study will identify key issues of both the organisation NDI and Sure life poor approach with dealing with Claire.

NDI organisational behaviour occurred from not supporting Claire which tarnished Claire’s loyalty and high levels of affective commitment to the organisation and portrayed high levels of continuance commitment as she had an important role in the company with a beneficial salary (Meyer & Herscovitch, 2001). Claire worked for the company for 15 years where she successfully achieved managerial positions, Claire had high levels of affective commitment and strong psychological bond to the organisation, which caused her actions as both a worker and leader to create a strong culture. Claire portrayed strong loyalty to the company where she sacrificed her time with friends, family and the inability to be in a committed relationship due to her job being too demanding. With all the hard work and job satisfaction Claire had worked for the company, NDI did not support Claire when she came back to work after having kids. Even though Claire was employed with NDI for several years the company failed to support her, knowing of Claire credibility and the time and effort she sacrificed for the organisation, NDI failed to support with flexible working agreement for a manager who had extensive working experience within the organisation (Shore & Wayne, 1993). Claire emotionally felt let down and underappreciated with the company who couldn’t help her with her working arrangement, her high levels of affective commitment were affected were she possibly thought of the company as a second family resulting her loyalty for NDI being tarnished (Meyer, Stanley & Herscovitch, 2002). Low levels of continuance commitment to the organisation occurred where Claire had to find other companies who could support Claire with a flexible working hour.

Sure life organisational behaviour occurred from trust issues with the company who could not uphold their promise to Claire for a better working environment to suit her needs affecting Claire’s continuance commitment. Claire happily accepted a pay cut for the opportunity to work from home to be with her children, this did not affect Claire as she had expected and trusted the organisation that she would be able to balance her work and family commitments. The promise to Claire never occurred but instead, she felt betrayed as she was working long hours and was not given the opportunity to work from home. Resulting in the inability to balance work and family commitment it sadly compounded her health. Her affective commitment weakened dramatically by the increase levels of induced stressors and affected her job performance which also destroyed her trust with the organisation (Perry, 2004). There was problem with trust with Pete where he lacked confidence with Claire’s ability to be manager. There was distrust between the both and frustration Claire had expressed were the company did not oblige with their promise. Claire’s morals were affected and Pete did not value Claire. High levels of continuance commitment occurred where Claire’s difficulty of balancing the benefits and the financial loss led to less organisational behaviour (Baştug, Pala & Kumartaşl, 2016). She will have difficulties of finding other companies who could help with her dilemma, continuance commitment is important for Claire as she only been employed with surelife for a few months and would have difficulties finding other managerial positions who would support her needs, and being unemployed with two children was a huge fear for Claire (Allen, 1990).

Recommendations

There are two recommendations which identifies the importance of change of the organisational behaviour.

The first recommendation is trust, every single employee will emotionally feel obliged to work at a job satisfaction standard for the company if there is coherent trust with the organisation, trust takes time to develop and can be slow process, but most importantly it can be destroyed in a matter of seconds, if employees can’t trust the organisation to meet their needs, and if managers lack confidence and undermined employee’s abilities, it will in defiantly lead to major destruction within the organisation, causing dysfunction and eventually result in distrust throughout the entire company (Baştug, Pala & Kumartaşl, 2016). Organisations who apply the importance of trust throughout the company board statistically shows increased levels of affective and normative commitment by establishing cohesive long-term performance for the organisation success, and if the employee can trust the organisation the individuals will be more motivated and have a stronger connection on the working relationship with the company and managers in charge, if trust is incorporated the desires of the organisation will result in high levels of affective commitment (Vanhala, Heilmann & Salminen, 2016). Trust ensures all employees to portray high levels of affective and normative commitments towards the organisations driving factors to satisfy the requirements of the company (Vanhala, Heilmann & Salminen, 2016).

The second recommendation is loyalty and support, organisations who fulfil these important obligations in terms on how the employees are treated through fairness, culture acceptance, a gender equality workplace have been found to have higher levels of affective commitments and strong loyalty to the organisation (Pittinsky & Shih, 2005). The awareness to the employees that there are high levels of support for them within the organisation and the reinsurance of adequate needs of the employees of flexible working hours, and working arrangements of single parent’s lifestyle balance, this ensures all employees are treated equally which instils high levels of loyalty, employee involvement, and employees to seek organisational comprehension (McShane, Olekalns, & Travaglione, 2016). The importance of the success of the company to continue this throughout the entire tenure of each individual staff member as it ensures cohesive job satisfaction, strong psychological bond and the presence of strong work culture (Perry, 2004). Researchers have demonstrated the organisations who fundamentally practice these actions tends to relate to strong levels of overall loyalty to stay with the organisation until retirement (Perry, 2004).

It is important to the organisation to incorporate these measures to occur for the company’s financial growth as it is more expensive to hire and train new staff employees then it is retain, and the difficulties to secure effective commitment and loyalty to the company (Mercurio,