Question

First, define and describe the three types of organizational commitment according to Meyer and Allen (1991). Second, drawing on either self-determination theory or social exchange theory, briefly describe how individuals may develop a sense of organizational commitment. Finally, identify the four proximal influences on organizational commitment according to Meyer.

Answer 1

Allen and Meyer came up with the three types of organizational commitment that people have and what is also called a three-component model of organizational commitment. The three types of organizational commitment according to Meyer and Allen are affective, continuance, and normative.

• Affective commitment is the level of commitment that an individual possesses towards the organization which may be in the form of emotional attachment, involvement, or identification. Allen and Meyer said that to have an affective commitment towards an organization, it takes sum total of three factors which are (1) the development of psychological affliction with an organization (2) association with that group or organization; and (3) the wish to continue your membership with the same organization.
• Continuance commitment is the type of organizational commitment that says that the more time a person spends with the organization, the more committed they remain to the organization. This type of commitment draws heavily from Becker’s side-bet theory that says that when an employee spends a great deal of time with the organization, he tends to build the next level commitment with the organization which an employee finds to costly to forgo.
• Normative commitment is that type of commitment or what is also called an obligation on the part of the employee which makes an employee to continue his association and employment with the organization. Allen and Meyer (1990) said that those employees who score high on this type of commitment feel that that it is worthwhile to continue their association with the organization because they feel that they are morally obliged to do so because the employer has invested so much in them.

Social exchange theory and organizational commitment.

Social exchanges because of their nature of indulging in unspecified exchanges, people in these exchanges do not know whether the other party will respect the long run, so in a way they develop a cynical attitude.  Therefore, social exchanges involve a great deal of vulnerability but as the relations mature social exchange relations demonstrate a great deal of trust. Mutual, balanced, and beneficial exchanges ultimately enhance trust and build loyalty and commitment among the parties involved. Employees always take it as a quid pro quo approach wherein they feel that they give a commitment to employees who they feel takes care of their needs.

Empirical research suggests how positive and high-degree social exchanges generate higher organizational commitment and even motivates employees to perform beyond their duties which gets translated into organizational citizenship behaviors (OCBs). High-quality social exchanges heighten the level of organizational commitment and make employees more devoted to organizational causes and goals.

Proximal influences on organizational commitment are:

• Demographic factors. Age, gender, education, and marital status are the major influencers on the organizational commitment.
• Job satisfaction of employees. Allen and Meyer said that old workers or tenured folks have more job satisfaction because they possess attitudinal commitment.
• Style of leadership.
• Organizational climate or structure

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