Dimensions of Employee Involvement. Reasons for Employee Commitment.

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Dimensions of Employee Involvement. Reasons for Employee Commitment.
Marten van der Zee, Student (University), Netherlands

According to the expectancy theory individuals have different sets of goals and can be motivated via these expectations. But according to Stephen P. Robbins and Timothy A. Judge, in their book 'Organizational Behavior' employee involvement is the situation in which the employee identifies himself with the organization and it's goals and wants to stay a member of the organization.
Employee involvement seems more or less a synonym of organizational commitment. Robbins and Judge give 3 dimensions of involvement of employees, which are almost identical to the three mind sets described by Meyer and Allen in the summary of organizational commitment:
1. Affective binding: an emotional attachment to the business and the employee believes in the values of it. An example could be the feeling of a volunteer working for Greenpeace.
2. Extrinsic (calculative) binding: the observed greater economic value to stay at a company than when an employee would leave. A person can feel connected because the employer pays well and a decrease of income would occur if he leaves the company.
3. Normative binding: an obligation to stay at a company for moral or ethic reasons. An employee that is a project leader of some important initiative could feel reluctant to leave his company, because he doesn't want to let his company down and doing so would make him feel like a deserter.
Do we all agree with these 3 bases for employee involvement? Or are we perhaps still missing one or two?

Dimensions of Employee Involvement
Deinnaboye Omieibi, Project Manager, Nigeria
I tried hard to find an alternative path to cause employee involvement, but to no avail.
My conclusion is that except if the employee is a slave or otherwise compelled by force to remain in the organization (which is unusual), his involvement will invariably fall into the three categories that you mentioned.

Dimension 2 of Employee Involvement is Most Important
Alex Halale, Manager, Zambia
I agree with these reasons for employee involvement and I think the second one is most important. This is so because most employees focus on meeting their basic needs out of the job they do.

A 4th Reason for Employee Involvement
Afari, Consultant, Iran
In addition to the above 3 dimensions, I think
4. Opportunity for learning / new challenges can be viewed as another basis for an employee to feel involved.

What is Behind Affective Binding
koech, Manager, Kenya
The emotional connection driven by values make employees remain committed and ensure the employer achieves excellence. Values drive these emotional aspects.

The Missing Element in Employee Involvement - Strategy?
Alan Kennedy, Strategy Consultant, Canada
It fascinates me that organizational behaviour is always kept so far removed from strategy and considered without reference to strategy.
Our research concludes there is a framework of 8 strategies common to all organizations, from for-profits to nonprofits and governments.
Management of each of these strategies; Mission; Risk, Growth, Financial Management; R&D/Technology; People; Marketing/Sales; and Service Delivery/Production/Manufacturing; requires a very specific set of skills and behaviours - which, of course, create a very specific culture.
For example, R&D/Technology is associated with "nerd-like" research obsessed behaviour; Finances with "bean counting"; Marketing with "Madison Avenue types"; Service Delivery with obsessive attention to detail; etc.
If all of this makes sense, it is easy to understand why some employees can feel as though they are a square peg in a round hole even though they really like the business and what it stands for (i.e. the Greenpeace example above).
I think these uncommitted / uninvolved employees are in the wrong strategy / function of the business given their personality type!
Perhaps this is a form of Affective Binding but I believe it is a separate dimension of employee involvement well worth exploring. More importantly, for me anyway, it brings organizational behaviour and strategy together. After all, that's what employees are doing day in and day out at work; implementing strategy.
If we look at the strategies we expect employees to implement, we can understand better the organizational behaviours they are expected to exhibit. Then, we are more likely to be able to staff the positions with folks who will be happy there.

Causes of Employee Involvement
f.g. adjei, Teacher, Ghana
The joy of work is behind the 1. affective or emotional binding.
The desire to achieve a level or position that will enhance one's social status is behind the 2. extrinsic or calculative binding.
This analysis into affective, normative and extrinsic binding of employees is useful.

Affective Binding ⇒ Employee Involvement
Albert Anthony D. Gavino, Analyst, Philippines
@koech: Affective binding causing employee involvement can also be achieved by involving employees in projects that will help serve the community or are of some importance to the system. Explaining this to them will give them a feeling or sense of responsibility towards their tasks and goals.


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