Organisation behaviour

Answer

Strategies for Building Organizational Change: Literature Review
Introduction
What is organization behavior? It is the application and study of how individuals, together with groups as well act and behave in an organization. Several factors enhance and determine the relationship that takes place between the employee and the organization. It is essential to note that their relationship level and terms may determine if the employee will remain or will decide to leave the organization. This is dependent on a number of factors from both aspects, of the employee and that of the organization.
Organizational Commitment
Organizational commitment gives numerous benefits to not only individuals, but institution and organizations as well, explaining why it has continued to attract huge attention for many decades, to the practitioners in association with the researchers in general. What is commitment? It is an imperative feature that remains significant for survival and effective running of an organization. Some researchers have indicated there exists a very positive and important relationship that occurs between the employees and the organizational commitment aspects that improve the efficiency of the institution or organization. For instance, Jha & Pandey (2015) implied in their research that in the organizational commitment, there is positive correlation that happens between the employees and their organization capability to change and adapt to the unforeseeable events likely to occur in the future. On the other side, according to Bartol, 1979 defines commitment as the strength that is associated with and employee together with his/her connection, activities, and contribution to the particular organization. Besides that, recent credible information has argued that commitment is connected with behavioral attitudes that happen towards the following aspects: place of work, intent to leaving/quitting the organization, and nationality behavior. On the other side, some argue that commitment is a feature that is measurable in loyalty aspects of the employee to the attached organization. Therefore, this statement justifies clearly that any employee who happens to criticize the organization he/she works for, then is not committed to the organization in any way.
The Urge for Better Mechanisms of Developing Organization Commitment
Most organizations in the world are always looking at procedures of coming up with exceptional employment practices that will enable them to keep their employees, and encourage the employees to commit to the organization in higher rates. Nevertheless, this is not the norm nowadays since the modern workforce is becoming less traditional and in turn becoming evolving and emergent as well. In this scenario, the evolving and emergent behavior is mainly driven and dependent on availability of opportunities, while the less traditional argues that tenure dictates growth in the end (Pradhan, & Pradhan, 2015: p230). Therefore, this means that organization have to be more evolving and emergent by enhancing provision of growth opportunities so that they can manage to maintain their workforce from leaving the organization. Besides that, it is imperative to note that a literature review of the organizational commitment has implied that outcomes of commitment that include turnover of the employees, nationality and performance features have established fairly well. Nevertheless, there exists a speckled and inconsistent relationship between the organization commitment on one side and its experiences on the other. Moreover, very little attention and research has been enhanced in organizational process literature, which offers the development platform for organizational commitment.
Despite the numerous organizational commitment research conducted in the last few decades, most variables featured in the research as the most likely antecedents in association with organization commitment have been deemed to be based in nature as transactional. For instance, the OC mechanisms that are connected with important quid pro quo features, and referred to as the ‘transactional’ in nature include components such as assessment together with promotion, recruiting and selecting, and finally, reimbursement and welfares (Ployhart, 2015: p344). On the other side, some OC antecedents are classified to as being the developmental component including design and scope of the assigned work, participation, training, in association with development. Therefore, in the above scenario, the main emphasize is that on the commitment aspects, whereby an employee has a mandate to exchange his/her input with the incentive that the organization has to provide, thereby playing a significant role in the numerous mechanisms and outcomes of the organizational commitment antecedents. This means that there will be less effect in association to employees’ commitment more so among the knowledge workers because the variables coming from the instrumental view of commitment (Sharma & Sinha, 2015: p81). Therefore, employees have a tendency of enhancing their commitment levels in any organization that they remark and believe there is learning opportunities in the particular organization.
Any organizations that are committed to development of their employees, their welfare, and acknowledge the urge for their actualization always have a likelihood of having employees who are committed to the organization. According to research done by, Jha & Pandey (2015), it shows the importance of having to understand the organizational commitment not only from the learning aspects, but also from the development perspective. On the contrary, very few studies have ventured on discovering more prospects that show the linkage commitment and learning. Only very few experimental studies have been performed to establish a better understanding of the significant relationships of knowledge sharing, commitment aspects, and organizational commitment. Therefore, the current research normally tries to relate and understand the literature review that occurs between the diverse aspects of organizational learning mechanisms and the organizational commitment.
Theories (Approaches) of Organizational Commitment
The Attitudinal Commitment Approach
This approach is the most common and used by the researchers working on the organizational commitment (Chan, Nadler, & Hargis, 2015: p30). It is based on a mechanism whereby all the positive spirits and attitudes of the employee in an organization leads and improves their commitment. It is imperative to note that these moods and attitudes come from combining diverse work experiences, perception of employees on organization, and the individual traits. Therefore, in the attitudinal approach, there is dependency on the three-aspect model in association with commitment that includes the Herscovitch, Stanley, and Topolnytsky. The three-aspect model explains the three most imperative components of commitment that include the following; the affective, the normative, and the continuance components. It is significant to note that all the above commitment components have common similarity in that describe commitment as a mechanism associated with emotional state. First, determining the relationship and connection of the employee and organization, and secondly, plays a critical role on the final decision in whether one remains an organizational member or not (Ployhart, 2015: p344). However, the commitment components are different despite share common aspects such as job involvement and satisfaction as well.
Conclusion
In organization behavior, it is vital to note that organizational commitment remains inevitable. However, organizational commitment is now a matter of urgency not only to the employees, but also to the organization as well. That is why the most committed individuals are deemed to have motivation necessary for exerting the high energy rates mainly on behalf of the organization. For instance, one key reason for the relatively high level of interests in the organizational commitment is mainly due to exceptional relationship with the outcome of organizations such as the turnover levels, reduced absenteeism, and exquisite performance as well. Therefore, organizational commitment is very essential to both the employees and organization as well.