Originality/Value Our research provides insights to an important field within quality management – how is the value of management commitment transmitted into methodologies?BackgroundCommon statements in quality management presentations are: - Leadership is necessary - It’s important for quality management to have engaged leaders and employees. One way of describing a quality management system is to see it as a combination of values, methodologies and tools. A question to study is which the methodologies and tools are that translate the leadership and employee commitment into action. The value of: “Committed leadership” is a core value in quality management. Another important value is: “Let everybody be committed”. These values could be seen as the values relating to human behaviour as in contrast to other values focusing on quality technology issues. The value of: “Let everybody be committed” tells us that it is important for employees to feel needed, to be able to take responsibility and to be informed – but how do these methodologies and tools look like? Purpose The purpose of this research is to carry out a critical analysis of the methodologies and tools that quality management proposes as support to the values of “Committed leadership” and “Let everybody be committed”. Methodology/Approach We have carried out a literature study of books commonly used in university courses in quality management. Focus has been on identifying methodologies that support the values “Committed leadership” and “Let everybody be committed”. We have also looked at other values and supporting methodologies and tools as defined in the “Corner stone model”, Bergman & Klefsjö (2003). Findings It seems that quality literature is not very clear on how to engage employees and how to motivate them. Preliminary findings indicate that quality management still is relying heavily on quality methodologies and tools supporting the value of decisions based on facts and the value on continuous improvement. Quality gurus like W.E. Deming and J.Juran have claimed that only 10-15% of the operational problems can be solved at the operational level with the rest being system and management problems. This could indicate that more focus should be on how employees can affect their work situation rather than teaching them quality tools. Quality methodologies and tools are only of help when management leads in such a way that employees are empowered and encouraged to do the right things willingly. When the literature for quality management is analysed we find that leadership issues are not taken up very much. Not more than about 2 – 5% of the pages in the literature deal with leadership. Also, focus of the parts dedicated to leadership is mostly on check lists for important things to do and to know as a leader – like motivation. But there is very little to read about in what way you can motivate your employees or how you can acquire the required leadership capability. Limitations The study is limited to the theories found in the most frequently used quality management literature in Sweden. Value The topic takes up important success factors for quality management – how to make practise out of the guiding values of management and employee commitment.

Thesis (Ph.D.)--University of Nevada, Reno, 2006. / "August, 2006." Includes bibliographical references (leaves 65-83). Library also has microfilm. Ann Arbor, Mich. : ProQuest Information and Learning Company, [2006]. 1 microfilm reel ; 35 mm. Online version available on the World Wide Web.

Thesis (M.A.) - Carleton University, 2006. / Includes bibliographical references (p. 53-60). Also available in electronic format on the Internet.

Thesis (M.Psych.Org.) - University of Queensland, 2006. / Includes bibliography.

Makt samt organisatoriskt commitment är två väsentliga begrepp gällande ett företags ledarskap och deras anställda. Ledarskapets kärna utgörs av den influens ledargestalten har över sina underordnade och begreppet makt ska för ledaren fungera som ett drivmedel gällande hens influens. Det gäller således för ledargestalter att tillämpa makten i syfte att influera sina anställda mot organisationens uppsatta mål. För att lyckas få de anställda att sträva efter samma mål som organisationen satt upp samtidigt som de ska arbeta för att få kompetent arbetskraft att stanna krävs det av ledaren att hen kan främja organisatoriskt commitment bland de anställda. Syftet med studien är därmed att utifrån positioneringsmakt och kunskapsmakt analysera hur ledare för ett konsultföretag skapar affektivt, kalkylerande och eller normativt commitment hos sina anställda. Då studien avser att inge en djup och grundlig förståelse gällande dess syfte tillämpas en fallstudiedesign med en kvalitativ forskningsstrategi samt en deduktiv ansats. Vidare ämnar studien undersöka ett specifikt fallföretag utifrån vilket studiens primärdata samlats in via tio intervjuer. Intervjuerna har fördelats på åtta av Crabats anställda konsulter, företagets VD samt företagets ägare. För att på ett djupare plan kunna presentera studiens problematisering har en teoretisk referensram utformats vilken behandlar studiens huvudbegrepp samt beskriver övriga relevanta begrepp inom ämnet. Det går inte genom studiens slutsatser att urskiljer vilken form av maktbas som främjar vilket commitment i fallföretaget. Dock går det att konstatera att fallföretaget tillämpar två maktbaser, kunskapsmakt samt positioneringsmakt, vilka i valt fallföretag sammantaget gynnar tre former av commitment, affektivt, normativt samt kalkylerande commitment. Då fallföretaget utgörs av majoriteten män hade det varit intressant om vidare forskning undersökte om ovannämnda maktbaser främjar andra former av commitment i en konsultverksamhet med en majoritet kvinnor. / Power and organisational commitment are two essential concepts regarding a corporation’s leadership and workforce. The core of leadership consists of the influence the leader has over the workforce and the concept of power is to work as a propellant regarding his or hers influence. It thus applies that the leader utilise the power to influence the workforce to work towards the organisation's goals. For the leader to achieve the above and at the same time strive to retain proficient labour it is vital that he or she can enable organisational commitment among the employees. The aim of the study is therefore to analyse how a leader within a consulting firm uses his or her power in order to generate organisational commitment. The study is intended to convey a deep and thorough understanding regarding its aim, therefore we applied a case study design with a qualitative research strategy and a deductive approach. Furthermore, the study intends to examine a specific case company from which the study's primary data has been obtained through interviews with the company’s employees, the company's president and the owner. To be able to present the reader with a deeper understanding regarding the study’s problem discussion a theoretical framework, which addresses the study's main concepts and describes other relevant concepts appropriate to the subject has been developed. We could not based on the study’s conclusions distinguish between which powerbase that benefits which form of organisational commitment. However, it is clear that the case company applies two forms of power bases, knowledge - and the positioning base of power which, in the selected case company collectively promotes three forms of commitment, affective, normative and calculating commitment. Since the case company’s employees are comprised by a majority of men, it would be interesting if further research investigated whether the above-mentioned power bases promotes other forms of commitment in a consultancy with a majority of women employed.

This study investigated differences in level of commitment between married and non-married individuals, effects of demographic variables by age, gender, parenting status, and ethnicity, and determines participant's awareness of and participation in the Oklahoma Marriage Initiative (OMI) were investigated. Students from a rural Oklahoma junior college completed the Perceptions of Commitment survey during spring 2004. Responses related to levels of commitment, social exchange theory, expectations, and communication were collected. T-test analysis revealed no differences in level of commitment for any of the variables investigated. Data revealed the majority of participants were unaware of OMI and had never attended a program and do not plan to in the future. Implications of this research may be useful to future investigators who are interested in the Perceptions of Commitment survey and those focusing on marriage education programs to meet the needs of targeted audiences.

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This dissertation investigates the determinants of career commitment in an organizational setting. It utilizes the results of a mailed survey sent to a sample of Salvation Army officers in the United States. A major portion of the work involves the examination of the commitment concept as a dependent variable. The emphasis is on social psychological predictors with a view to developing a predictive model suitable for screening and applicant evaluation. A path analytic strategy is employed to analyze the multivariate relationships. Included in the analysis is the decomposition of the effect of the predictors on the commitment variable. A reduced model emerges from the preliminary analysis and is itself subjected to analytic scrutiny. / Ph. D.

Committed employees are increasingly becoming a valued asset in organisations. For the purpose of this study employee commitment is viewed as commitment to the organisation as well as employees' commitment to their occupations. The purpose of the research was to determine whether there is a correlation between perceived self-efficacy and employee commitment in a South African sugar manufacturing company. Self-efficacy, a social cognition construct, which refers to a person's self-beliefs in his/her ability to perform specific tasks, has been shown to be a reliable predictor of both motivation and task performance and to influence personal goal setting. Despite this, little attention has been given to its organisational implications. The General Self-Efficacy Questionnaire (GSE), and an Employee Commitment (CM) questionnaire based on the Conversion Model were used as measuring tools. The results of this study indicate that there is a positive correlation between self-efficacy and employee commitment (Ambassador, Career oriented, Company oriented). Uncommitted employees show a lower level of self-efficacy. The implications of these results are discussed. Further research from a predictive validity perspective is suggested in order to substantiate the findings and to improve the generalisability thereof. / Industrial & Organisational Psychology / M.Com. (Industrial Psychology)