Lecture Notes Factors that Influence Compensation
Policy Compensation policy addresses the broad issues on of compensation, that serve to guide the
organization on how to remain competitive in the market, practice equity and transparence and pay
structure to be adopted by the organization (Armstrong, 2009). The policy developed and adopted by
the organization is influenced by a host of internal and external factors which the organization must
evaluate before adopting a comprehensive policy.
Organisational Objectives and Strategy
Organizational objectives and the strategy influence compensation policy because compensation and
reward strategy are aligned to organizational objectives. Avariet.at (2011) provides that organizations
adopt strategic compensation practices as motivation tool which inspires the employees towards
achievement of organizational objectives. Strategic fit created between compensation policy and
organization objective have broad implications.
The compensation policy is influenced by various changes arising out of strategy implementation and
the changes in the industry (Martochio, 2009). Gaver et al. (1995) uses vision as a strategy and posits
that the vision pursued by the organization influences compensation policy adopted. Organization with
are vision of growth pursue a compensation policy which is long-term compared to non- growth
organization which have a short term policy.
Organizations with growth vision are investment ventures usually listed in security markets where
objective is growth of shareholders wealth. Non growth organizations are like government departments,
parastatals, NGO or church based organizations. Growth based firms will have 19 compensation policy
packaged in performance awards, stock option grants and restricted stock grants while non- growth
based organizations will apply a compensation policy that is largely based on fixed salary and
allowances. The long term incentive reduces agency cost associated with manager-shareholder’s
information asymmetry (Yandori et al, 2003).
HR Strategies and Practices
HR strategy and practices in the organization influence compensation policy of the organization
contemporary. Contemporary HR strategies of skills retention, attraction and talent management pursue
a compensation policy different from a conventional HR strategy and practices which are profit and
production oriented (Pare et al, 2007).
Contemporary HR strategies pursue intrinsic compensation policy which focuses more on benefits as
opposed to salary payment. Intrinsic compensation provides a long term relationship and commitment
while extrinsic compensation has an exchange effect (Meyar& Becker, 2004). High involvement HR
strategy will develop compensation policy that are participative, open or discussed during job evaluation
and performance appraisals. Performance based or pay- skill- performance HR strategies will advocate
for compensation policy which are aligned to training, skills and performance (chew & Chen, 2008).
Market and the Industry
Market and Industrial practice influence compensation policy of an organization because there is perfect
competition for human capital with similarity in skills and competencies (Armstrong, 2007). The relative
importance that an organization attaches to external competitiveness will influence the degree to which
organizations compensation policy is influenced by market and industrial practice (Anvari et al, 2011).
Organization operating on similar market segment and pursuing similar objectives and strategy will be
guided by the prism of “equal employer” and adopt compensation policies based on market leadership
and similar to those of their direct competitors.
The policy serves to prevent “poaching” of valued employees by the competitors in the market. It’s also
a staff retention strategy which makes competitors to be less attractive in the perception of the
employees. Branding of the organization can employ compensation policy because the policy is
perceived to indicate healthy financial position, high value towards employees, recognition of skills and
competencies and equity. Organizations pursuing branding based compensation policy are noted to
engage in recruitment practices of head hunting and flashy advertisements which a pegged to a high
salary level currently earned by applicants (Meyer & Allen, 2007).
Compensation policy therefore serves to position the organization in a market niche. Market positioning
of the organization as the most preferred employer will adopt compensation policies which are above
the market rates or above those of competitors in order to absorb high and potential employees (Zacher
et al, 2005)
Trade Unions and Government Policy
Yandori et al. (2003) posits that trade unions are a part of market and industry because they are guided
by similar principals and market conditions when negotiating for collective bargaining agreements (CBA).
Trade unions resort to joint negotiations for organizations in the industry in order to enhance their
bargaining power by taking a common stand for the whole industry. Compensation policies are
therefore influenced by trade union actions which require that firms construct a compensation policy
which is aligned to industrial practice.
Government fixes minimum wage guidelines to be followed by organizations in the market. The wage
guidelines require that the organizations make compliance and observe the regulations in statutory
deductions. Government benefits guidelines on social security, health and pensions are enforced by
authorities which formed by Acts of Parliament. National Social Security Fund (NSSF) enforces
compliance on social security; National Hospital Insurance Fund (NHIF) enforces social health benefits
while Retirement Benefits Authority (RBA) enforces pension policy. Non-compliance results to heavy fine
and litigations.
The government also provides policies, arbitration mechanisms and legal systems in case of
compensation disputes which serve to influence compensation policy. Industrial court solves
compensation disputes and its rulings bind the actions of organizations in compensation management.
Factors that Influence Employee Commitment
Employee commitment is influenced by factors internal and external to the organization. Pare et.al
(2007) posit that human resource practices by an organization influence employee commitment. High
involvement HR practices of recognition and empowerment, equity in rewards, training and competence
development, psychological contract and information sharing influences both affective and continuous
commitment (McElvoy, 2001).
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
HR strategy and practices in the organization influence compensation policy of the organization
contemporary. Contemporary HR strategies of skills retention, attraction and talent management pursue
a compensation policy different from a conventional HR strategy and practices which are profit and
production oriented (Pare et al, 2007).
Contemporary HR strategies pursue intrinsic compensation policy which focuses more on benefits as
opposed to salary payment. Intrinsic compensation provides a long term relationship and commitment
while extrinsic compensation has an exchange effect (Meyar& Becker, 2004). High involvement HR
strategy will develop compensation policy that are participative, open or discussed during job evaluation
and performance appraisals. Performance based or pay- skill- performance HR strategies will advocate
for compensation policy which are aligned to training, skills and performance (chew & Chen, 2008).
Market and the Industry practice
Market and Industrial practice influence compensation policy of an organization because there is perfect
competition for human capital with similarity in skills and competencies (Armstrong, 2007). The relative
importance that an organization attaches to external competitiveness will influence the degree to which
organizations compensation policy is influenced by market and industrial practice (Anvari et al, 2011).
Organization operating on similar market segment and pursuing similar objectives and strategy will be
guided by the prism of “equal employer” and adopt compensation policies based on market leadership
and similar to those of their direct competitors.
The policy serves to prevent “poaching” of valued employees by the competitors in the market. It’s also
a staff retention strategy which makes competitors to be less attractive in the perception of the
employees. Branding of the organization can employ compensation policy because the policy is
perceived to indicate healthy financial position, high value towards employees, recognition of skills and
competencies and equity. Organizations pursuing branding based compensation policy are noted to
engage in recruitment practices of head hunting and flashy advertisements which a pegged to a high
salary level currently earned by applicants (Meyer & Allen, 2007).
Compensation policy therefore serves to position the organization in a market niche. Market positioning
of the organization as the most preferred employer will adopt compensation policies which are above
the market rates or above those of competitors in order to absorb high and potential employees (Zacher
et al, 2005)
Government fixes minimum wage
Yandori et al. (2003) posits that trade unions are a part of market and industry because they are guided
by similar principals and market conditions when negotiating for collective bargaining agreements (CBA).
Trade unions resort to joint negotiations for organizations in the industry in order to enhance their
bargaining power by taking a common stand for the whole industry. Compensation policies are
therefore influenced by trade union actions which require that firms construct a compensation policy
which is aligned to industrial practice.
Government fixes minimum wage guidelines to be followed by organizations in the market. The wage
guidelines require that the organizations make compliance and observe the regulations in statutory
deductions. Government benefits guidelines on social security, health and pensions are enforced by
authorities which formed by Acts of Parliament. National Social Security Fund (NSSF) enforces
compliance on social security; National Hospital Insurance Fund (NHIF) enforces social health benefits
while Retirement Benefits Authority (RBA) enforces pension policy. Non-compliance results to heavy fine
and litigations.
The government also provides policies, arbitration mechanisms and legal systems in case of
compensation disputes which serve to influence compensation policy. Industrial court solves
compensation disputes and its rulings bind the actions of organizations in compensation management.
Factors that Influence Employee Commitment
Employee commitment is influenced by factors internal and external to the organization. Pare et.al
(2007) posit that human resource practices by an organization influence employee commitment. High
involvement HR practices of recognition and empowerment, equity in rewards, training and competence
development, psychological contract and information sharing influences both affective and continuous
commitment (McElvoy, 2001).
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
Empowerment and Recognition
Empowerment provides greater responsibility to employees, allows discretion and autonomy in the
work hence fostering sense of support, trust, intrinsic motivation, hence attachment to the organization
(Appelbaum et.al, 2000). Competency development programs in job rotation and training and
development provides a signal to the employee that management is willing to invest in them.
Reciprocity occurs whereby employees in turn develop a sense of positive attitude and commitment
towards organization and work (Cohen, 2003).
Information sharing on organizational financial position, strategy and operations helps employee to
understand goals and values of the organization, creates sense of trust and feeling of the organization,
creates a sense of trust and feeling of importance to the organization (Meyer & Allen, 2007) Fair
organizational rewards in compensation conditions, performance evaluation and job assignments signals
perceived equity by the employees who in turn reciprocates with a high commitment.
Equity
Anvari et.al (2011) posits that strategic compensation practices influence organizational commitment.
Strategic compensation practices means aligning organization’s compensation policy to the objectives
and strategy of the organization (Armstrong, 2000). Organization undertaking strategic compensation
policy provides competitive compensation in the market, exhibit pay differential among jobs, have
intrinsic and extrinsic compensation that are viewed by employee to be four and have flexibility in
compensation practice (Martocchio, 2009) strategic compensation led to perceived establishment of
psychological contract which in turn leads to high affective organizational commitment (Anvari et al,
2011).
Psychological Contact
Psychological contracts positively influence employee commitments when they are met by the
organization (Anvari et al 2011). Psychological contract are a belief of reciprocating obligations between
employee and employer in exchange relationship (Rousseau, 1989). Employment contract is compared
on a set of unwritten beliefs by the employee about what he/she is supposed to receive in the working
relationship and what the organization expects from the employee in reciprocity. Addae et al. (2006)
enlist that employee expects recognition, respect, appreciation, esteem and worth, trust and increased
responsibility while organization expects commitment citizenship, loyalty and trust in the psychological
contract. The extent to which the organization fulfill its obligations in the psychological contract will
determine how affective and continuance commitment and create a feeling of indebtness by the
employee leading to reciprocity (kwon, 2001).
Training and Development
Training and career development are important human capital investmentsthat results to organizational
improvement. Chew and Chen (2008) suggests that training and career development when integrated
with pay for- knowledge plan results to increased motivational and a higher commitment to work and
organization.
Training and development enhances job specific skills, improves job performance and capabilities
thereby laying a foundation for career development. Employees interpret that the organization/ by
investing in them has high trust and confidence in their work and stay thereby developing more
commitment to the organization. Wiens-Thers (2001) has observed that progressive firms that have
strategic compensations and innovative work processes enhance growth in knowledge by developing
elaborate programs.
Personal- Organizational Fit
Person-organization fit (P-O fit) influences commitment when there is cognizance between the values,
beliefs and goals of the employee and that of the organization (Lauver et al, 2001) Employees values
may include empowerment or autonomy job, risk tolerance, trust and innovativeness. Goals include
career growth, skills development, promotion and compensation and benefits. A positive attitude
towards the organization and work develops when the organization provides a strategic fit that aligns to
the inspirations of the employment (Erdogan et al, 2005).
Such a fit is initially ignited during recruitment whereby recruiters focus on careful selection of suitable
potential employees, whose needs and aspiration are addressed by the job or there is a P-Ofit. The fit
shift to the employee that work meaningful and that the organization is committed to this welfare,
hence creation of indebtness that is filled by reciprocity through increased commitment (Kristof- Brown
et al, 2005). Jobs characteristics contribute to P-O fit and employee commitment where there is
interpreted meaning of the job by an employee. Martochio (2009) provides that job environment or
work redesign results to task identity, skill variety and task significance which enable employees to
experience meaningful of work, responsibility and knowledge of outcomes which result to intrinsic
motivation and an increase in employee commitment.
