Organizational leaders know that employee turnover negatively impacts an organization's finances and can be a result of a lack of employee commitment. Guided by Yukl's flexible leadership theory, this single case study was used to explore strategies that senior leaders have used to increase employee commitment and reduce employee turnover. Vice presidents and directors from a U.S. Fortune 500 financial firm in New Jersey participated in semistructured interviews. The 5 participants have implemented effective strategies to increase employee commitment and reduce employee turnover. Data collection comprised face-to-face interviews, review of company documentation, external website content, and member checking to explore effective strategies to increase employee commitment and reduce employee turnover. Data analysis involved organizing information and data and coding it appropriately corresponding to a 5-step data analysis process. Using thematic coding, data were organized into topics based on the conceptual framework of flexible leadership theory. Three primary themes emerged from data analysis: effective and truthful communication, effective leadership and feedback, and improving organizational atmosphere and work environment. Leaders can implement effective employee commitment strategies for increased trust and motivation to enhance productivity and performance in an organization and stimulate the economy. The implications of this study for positive social change include the potential to increase job satisfaction and reduce the unemployment rate.

A lack of research surrounding the contextual factors that either facilitate or impede the progress of developing learning capabilities in organizations suggests that researchers have yet to examine such issues. Indeed, despite a plethora of information on the trust, politics, and learning constructs, researchers have yet to explore these variables in conjunction with one another. While literature regarding organizational learning has grown substantially over the last decade, studies continue to investigate a common set of established factors that support the development of this practise. This study will explore the complex relationships between trust, politics, and learning, as well as the influence on building employee commitment and reducing turnover intentions. Results from the study provide the basis for the development of an integrative framework that illustrates how contextual factors influence organizational learning capability and in turn, the effects that developing learning capability can have on other organizational processes.

A lack of research surrounding the contextual factors that either facilitate or impede the progress of developing learning capabilities in organizations suggests that researchers have yet to examine such issues. Indeed, despite a plethora of information on the trust, politics, and learning constructs, researchers have yet to explore these variables in conjunction with one another. While literature regarding organizational learning has grown substantially over the last decade, studies continue to investigate a common set of established factors that support the development of this practise. This study will explore the complex relationships between trust, politics, and learning, as well as the influence on building employee commitment and reducing turnover intentions. Results from the study provide the basis for the development of an integrative framework that illustrates how contextual factors influence organizational learning capability and in turn, the effects that developing learning capability can have on other organizational processes.

UAB „Projektų gama“ - tai greitai auganti, konsultacines paslaugas teikianti organizacija, veikianti Lietuvos rinkoje. Šiuo metu įmonė vienija 33 pastovius darbuotojus. Įmonės struktūroje yra du skyriai: Investicinių projektų skyrius ir projektavimo skyrius. Per pastaruosius metus įmonės darbuotojų skaičiui ženkliai padidėjus, nesant personalo skyriui, įmonės viduje juntamas žemas darbuotojų lojalumas, bei nepasitenkinimas esama atlyginimų sistema. Šio darbo pagrindinis tikslas yra ištirti ryšį tarp darbuotojų nuostatų į esamą atlyginimų sistemą ir jų lojalumo. Todėl, pagrindiniam tikslui pasiekti buvo iškelti tokie uždaviniai: • Išanalizuoti esamą situaciją įmonėje apimančią įmonės vidinius ir išorinius veiksnius įtakojančius atlyginimų sistemą ir darbuotojų lojalumą; • Suformuluoti teorinį modelį, kuris atspindėtų atlyginimo sistemos ir darbuotojų lojalumo ryšį bei parengti tyrimo instrumentą; • Atlikti empirinį tyrimą siekiant išsiaiškinti darbuotojų nuostatas į atlyginimų sistemą įmonėje; • Parengti pasiūlymus siekiant padidinti darbuotojų lojalumą tobulinant atlyginimų sistemą. Pirmoje dalyje yra išanalizuoti UAB „Projektų gama“ įmonės dabartiniai personalo valdymo principai. Identifikuotos įmonės stipriosios ir silpnosios pusės. Situacijos analizėje atlikta konsultacinių paslaugų rinkos Lietuvoje analizė, kurios metu buvo išsiaiškintas rinkos dydis bei augimo tempai, identifikuotos pagrindinės konkurentų grupės, taip pat įvardinti esami ir būsimi sėkmės veiksniai... [toliau žr. visą tekstą] / JSC „Projektu gama“ is a quickly growing consulting company operating in the Lithuanian market. Currently the company is uniting 33 employees. The company has two departments – investment projects and projection. The number of employees has increased significantly in the past couple of years, yet the personnel department has not been formed. This led to low employee commitment and low satisfaction of current compensation system. The aim of this Final Bachelor’s thesis is to research the relation between the employee commitment and the satisfaction with the compensation system. Therefore the following goals were raised: • To analyze the present situation in company, covering the inside and outside factors, influencing the compensation system and employee commitment; • To form a theoretical model, which would show the relation between the compensation system and employee commitment, as well as to prepare the tool for research; • To perform an empirical research in order to find out the employees‘ view towards the compensation system; • To prepare solutions in order to increase employee commitment by improving the compensation system. The main principles of personnel management of JSC “Projektu gama” are analyzed in the first part of the paper including the strengths and weaknesses. The situation analysis covers the Lithuanian market research of consulting services. The empirical research was performed and described in part two. The aim of the research was to determine the... [to full text]

Employee commitment is a concept that seeks to capture the nature of the attachments formed by individuals to their employing organisations. Researchers such as Porter have attempted to identify what factors influence the formation of employee commitment in individuals and how employee commitment (once formed) influences important organisational consequences, particularly employee turnover and business success. In a highly committed workplace, employees understand and agree with the company's strategic goals, are clear about how their work fits into making those goals a reality, are motivated to go beyond narrow job definitions to meet those goals and are confident that their efforts will be recognised and rewarded by their peers, managers and the organisation as a whole. A workplace with committed employees exhibits an 'all for one, one for all' spirit that encompasses both their colleagues and customers - a place where employees do whatever is necessary to ensure the continuous high performance and success of their organisation. In today's business environment, it is imperative that organisations learn to attract, motivate and retain the key talent needed to meet aggressive business goals. Committed employees are more productive and work with a focus on quality to increase customer satisfaction and the profitability of their organisation. High employee commitment also leads to superior performance. Money certainly plays a part in reinforcing employee commitment, but it is clearly not enough in today's work environment. Praise and recognition also tend to build employee loyalty and commitment. People want to feel that they make a difference. The purpose of this study was to determine whether employee commitment is an imperative for business success or not. A literature study was conducted by combining the views of different authors. Following the literature study, a survey was conducted in order to determine employee commitment levels at a wholesale company in Gauteng. The information obtained was reviewed statistically. The key results of the research findings revealed that there is a strong relationship between employee commitment and business success. The employees at the company that was studied are highly committed, and stay at the company because they want to. These commitment levels indicate a workforce that is highly committed and the employees will think twice before they leave. In chapter one, a general introduction to the study will be given, providing aims, problem statements and a description of terms to be used in the study. In chapter two, an in depth literature study will be done and the different elements of employee commitment will be identified and its importance to an organisation. In chapter three, the empirical study and statistical analyses of the data undertaken will be discussed. In chapter four, current situations will be discussed in order to form a synthesis between the literature study and the survey results. In chapter five, conclusions are made, limitations of the current research are discussed and recommendations for future research are put forward. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

A lack of research surrounding the contextual factors that either facilitate or impede the progress of developing learning capabilities in organizations suggests that researchers have yet to examine such issues. Indeed, despite a plethora of information on the trust, politics, and learning constructs, researchers have yet to explore these variables in conjunction with one another. While literature regarding organizational learning has grown substantially over the last decade, studies continue to investigate a common set of established factors that support the development of this practise. This study will explore the complex relationships between trust, politics, and learning, as well as the influence on building employee commitment and reducing turnover intentions. Results from the study provide the basis for the development of an integrative framework that illustrates how contextual factors influence organizational learning capability and in turn, the effects that developing learning capability can have on other organizational processes.

Employee commitment is a concept that seeks to capture the nature of the attachments formed by individuals to their employing organisations. Researchers such as Porter have attempted to identify what factors influence the formation of employee commitment in individuals and how employee commitment (once formed) influences important organisational consequences, particularly employee turnover and business success. In a highly committed workplace, employees understand and agree with the company's strategic goals, are clear about how their work fits into making those goals a reality, are motivated to go beyond narrow job definitions to meet those goals and are confident that their efforts will be recognised and rewarded by their peers, managers and the organisation as a whole. A workplace with committed employees exhibits an 'all for one, one for all' spirit that encompasses both their colleagues and customers - a place where employees do whatever is necessary to ensure the continuous high performance and success of their organisation. In today's business environment, it is imperative that organisations learn to attract, motivate and retain the key talent needed to meet aggressive business goals. Committed employees are more productive and work with a focus on quality to increase customer satisfaction and the profitability of their organisation. High employee commitment also leads to superior performance. Money certainly plays a part in reinforcing employee commitment, but it is clearly not enough in today's work environment. Praise and recognition also tend to build employee loyalty and commitment. People want to feel that they make a difference. The purpose of this study was to determine whether employee commitment is an imperative for business success or not. A literature study was conducted by combining the views of different authors. Following the literature study, a survey was conducted in order to determine employee commitment levels at a wholesale company in Gauteng. The information obtained was reviewed statistically. The key results of the research findings revealed that there is a strong relationship between employee commitment and business success. The employees at the company that was studied are highly committed, and stay at the company because they want to. These commitment levels indicate a workforce that is highly committed and the employees will think twice before they leave. In chapter one, a general introduction to the study will be given, providing aims, problem statements and a description of terms to be used in the study. In chapter two, an in depth literature study will be done and the different elements of employee commitment will be identified and its importance to an organisation. In chapter three, the empirical study and statistical analyses of the data undertaken will be discussed. In chapter four, current situations will be discussed in order to form a synthesis between the literature study and the survey results. In chapter five, conclusions are made, limitations of the current research are discussed and recommendations for future research are put forward. / Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2011.

Purpose: The purpose of this study is to contribute to our knowledge of organizational change by investigating an employee perspective and comparing with the managerial perspective of department X at Scania. Theory: This study applies Kurt Lewin's three-step model for change. Then a model that illustrates employee commitment that is called the TRY-Change model. Finally the linear model of communication demonstrates that problems may occur due to lack of communication. Method: A qualitative method with a deductive approach has been used as this method was considered most appropriate for this study. Interviewers were chosen by a convenience selection. The primary data has been collected through semistructurated interviews and the secondary data consists of scientific articles and literature. Conclusions: The conclusions of the study shows that there are differences in how employees experienced the organizational change compared to the managers' experience. Employees did not think that they were involved and they also thought there was a lack of communication, something that the managers thought worked well.

A lack of research surrounding the contextual factors that either facilitate or impede the progress of developing learning capabilities in organizations suggests that researchers have yet to examine such issues. Indeed, despite a plethora of information on the trust, politics, and learning constructs, researchers have yet to explore these variables in conjunction with one another. While literature regarding organizational learning has grown substantially over the last decade, studies continue to investigate a common set of established factors that support the development of this practise. This study will explore the complex relationships between trust, politics, and learning, as well as the influence on building employee commitment and reducing turnover intentions. Results from the study provide the basis for the development of an integrative framework that illustrates how contextual factors influence organizational learning capability and in turn, the effects that developing learning capability can have on other organizational processes.

Veterans Affairs (VA) inconsistently distributes financial incentives, which might affect how VA employees perceived organizational justice, affecting employees’ job satisfaction and performance. The purpose of this qualitative transcendental phenomenological study was to explore the lived experiences of VA employees that informed their perceptions of their workplaces’ levels of organizational justice, their job satisfaction, and their performances due to inconsistent distribution of financial incentives by gathering data through interviews with 13 VA employees from the Southeastern United States. The research question concentrated on the lived experiences of VA employees with respect to the inconsistent distribution of financial incentives, and how these experiences shaped their perception of the level of organizational justice in their workplaces. The study was guided by the conceptual framework of social exchange theory, and data was analyzed per Moustakas 7-steps of data analysis. Four major themes emerged from the analysis of interview transcripts: financial incentives, fairness of financial incentives, organizational justice at the VA, and perceptions at VA. The study findings indicated that the allocation of financial incentives by the VA, based on performance appraisals—a product of supervisors, is skewed by supervisor’s relationship with employees, and negatively affects VA employees job satisfaction and commitment. The results of this study could contribute to positive social change by assisting managers and employees in rectifying the perception of the unfair distribution of financial incentives at the VA.