Organizational Commitment and performance
Organizational commitment is an attitude related to job satisfaction that has received much
attention from researchers. Sajid A. and Siddiqui L., (2017) assert that commitment binds an
individual to a particular course of action that is relevant to specific targets. Subsequently,
organizational commitment is the relative strength of an employee’s identification and
involvement with a particular organization. Cesario and Chambel, (2017) asserts that
employee organizational commitment is a critical success factor for organizations seeking
higher performance. Organizational commitment forms a substantial part of an individual’s
psychological state since employees with higher organizational commitment tend to engage
in activities and behaviours that promote better employee Performance. Moreover, such
employees engage in citizenship activities in the workplace.
Organizational commitment can aid in predicting objectives and goals, help in enhancing
productivity and further bring down the level of absenteeism (Sajid A. and Siddiqui L, 2017).
Sajid A. and Siddiqui L., (2017) conducted a study to investigate the impact of organizational
commitment and job satisfaction amongst bank employees. The study concluded that
organizational commitment has significant positive correlation with job satisfaction among
the respondents. This implies that having committed employees in the workforce helps boost
the performance and productivity in the organization. Consequently, job satisfaction and
commitment are fundamental qualities for employees as they heighten organization
performance.
Imran et al. (2017) assert that organizational commitment is vital for organizational
competition and earnings within the dynamic international market. Moreover, employees who
are deemed to have increased emotional attachment to the company behave in a manner
consistent with the strategies and goals of the organization. Imran et al., (2017) assert that
cost of abandoning an organization and the benefits that long serving employees obtain exert
pressure on some employees to remain in the firm. Moreover, organizations investment in an
employee’s career development may force the individual to remain hence bringing about
normative commitment to the organization. Wombacher and Felfe, (2017) assert that
employees possessing team commitment and organizational commitment possess better
benefits to the management as they are more inclined to management of conflict in the
workplace. Such commitment increases the chances of integration in the workplace and
reduced conflict.
Job Satisfaction and Employee Performance
Job satisfaction is an important factor about employee’s performance and the predictors of
work behavior. The benefits of job satisfaction for an organization are to reduce complaints
and grievance regarding workers, better turnover and absenteeism and reducing cost of
training as termination of employees and also improved punctuality and work morale of the
workers Aftab (2012). The most important dependent variable in industrial and organizational
psychology is job performance. One of the major concerns of manufacturing companies has
focused on improving worker productivity, which is one of the job performance measures
(Borman, 2004).
According to Frye (2004), when you expect the best from your employees they will give you
their best. On the other hand, when you expect little from employees they will give you low
performance in return. Many people feel that they are not recognized or appreciated by their
employers for their hardwork and in turn they feel dissatisfied. Lack of communication and
feedback from employers cause employees to feel overlooked and inhibits them from
performing to the best of their ability. Employee satisfaction is one of the strategies managers
employ to enhance effective job performance among workers in the work place.
For effective work performance to thrive in the work place, job satisfaction has to be
managers’ top priority. With this global push, it was not surprising that soon after launching
the ERS in 2004, in the same year the Government introduced Results Based Management
(RBM) in the Public Service as a deliberate policy in order to improve performance, service
delivery and governance (GOK, 2004). Result Based Management (RBM) is a participatory
and team based management approach designed to achieve defined results by improving
planning, programming, management efficiency, effectiveness, accountability and
transparency (CIDA, 2000). The introduction and institutionalization of RBM concept in the
public service was aimed at refocusing the public servants mind-set on results in service
delivery to citizens.
RBM was therefore to help focus attention and resources on the achievement of definite
objectives and the targets prescribed in the Economic Recovery Strategy. The government has
put many strategies for improving performance while being silent on the job satisfaction of the
civil servants who are the implementers of those strategies. This has led to civil servant being
dissatisfied and thus the performance remaining low despite several strategies to improving
performance being in place.
