Personali juhtimine ja organisatsiooni käitumine inglise keeles (0)

Work as a calling and organisational commitment
Organisational commitment
Definition
Multiple definitions of organisational commitment are found in the literature . There is some of them.
In organisational behavior and industrial and organisational psychology, organisational commitment is the individual 's psychological attachment to the organisation . Organisational commitment predicts work variables such as turnover, organisational citizenship behavior, and job performance .
In Business Dictionary is written that organisational commitment is a strength of the feeling of responsibility that an employee has towards the mission of the organisation.
Porter et al further describes organisational commitment as an attachment to the organisation, characterised by an intention to remain in it; an identification with the values and goals of the organisation; and a willingness to exert extra effort on its behalf.
Another perspective on organisational commitment is the “exchanged-based definition” or "side-bet" theory. This theory holds that individuals are committed to the organisation as far as they hold their positions, irrespective of the stressful conditions they experience. However , should they be given alternative benefits, they will be willing to leave the organisation.
Mowday, Porter and Steers support the “side-bet” theory by describing organisational commitment as a behaviour "relating to the process by which individuals become locked into a certain organisation and how they deal with this problem.
Wiener and Vardi describe organisational commitment as behavioural intention or reaction, determined by the individual's perception of the normative pressure.
Meyer and Allen discribes organisational commitment as a psychological state that characterises organisational members ' relationship with the organisation and has implications for the decision to continue or discontinue membership in the organisation.
Effects
Organisational commitment can have either a negative or a positive effect on the organization.
The negative effect implies that the level of organisational commitment is low. Employees with a low level of organisational commitment tend to be unproductive and some become loafers at work. In some cases the high rate of staff turnover and absenteeism are associated with the low level of organisational commitment. Sometimes, when organizational commitment is over-commitment it may cause neurotic compulsion to succeed, extreme high level of energy, overly loyal employees. On the other hand, when commitment is under-commitment it may cause fear of success or failure, chronic and persistent procrastination.
Organisations whose members have higher levels of commitment show higher performance and productivity and lower levels of absenteeism and tardiness. This implies that employees with a high level of commitment tend to take greater efforts to perform and invest their resources in the organisation. Other positive effects of organisational commitment include feelings of affiliation, attachment and citizenship behaviour, which tend to improve organisational efficiency and effectiveness (Williams & Anderson ). Affectively and normatively committed members are more likely to maintain organisational membership and contribute to the success of the organisation than continuance-committed members (Meyer & Allen).
Example
One example of organisational (job) commitmet. About this happening I read in the Internet , in one russian information web-site. The article name was “ Dogs job commitment”. Police officers of the Moscow Underground had to restore at work a retired patrol dog. Dog named Chuck has shown an incredible commitment to work. Not resigned to the fact that he was sent to deserved rest , he escaped from the owner , and came alone to overstep on duty, just at that undeground station, where he worked half of his life. Chuck is 15 years old and 8 years his worked at the underground station.
Work as calling
Definition
As the empirical investigation of calling has grown , a variety of definitions have been proposed for the construct . Across definitions, a calling is typically viewed as a job that provides personal meaning/ purpose and that is used to serve others (Dik & Duffy).
Traditionally, calling was a term used in a religious context with the implication that one was “called” by God or a higher power to engage in work that led to fulfillment of a larger purpose (Hardy).
More recently, source conceptualizations of calling have broadened to include concepts such as calling arising from a sense of destiny (e.g., what one is meant to do) or a perfect fit (e.g., a career that is an ideal match for one’s skills , interests, and values) (Bunderson & Thompson ; Dobrow & Tosti-Kharas).
Others define calling as a career that arises from an external source (e.g., God, societal need, family legacy) that contributes to a sense of meaning/purpose and that is used to serve others in some capacity.
Calling – a set of innate talents, abilities, interests, and professional inclinations.
Effects
People with a stronger sense of “calling” are less likely to think about quitting, are willing to sacrifise for their work. Also, they are more satisfied for their work and are less flexible about changing their job assignment. In professions that are traditionally associated with a high sense of calling – teaching and nursing , for example – there are high rates of burnout . Without work-identity flexibility, individuals with callings have more difficulty adapting to the natural changes and stressors in their profession, their work environment and their personal lives . From a co- worker ’s perspective, colleagues who look at work as a calling might alienate themselves from the rest of their office mates. What is more, having a broad sense of purpose attached to work can lead individuals to feel disillusioned with the organization they work for – either because the organization is not supporting their sense of calling, or because the firm might be undermining the individual’s vision for successfully enacting their calling.
Example
Zookeepers. Prof . Jeff Thompson from Brigham Young University conducted research about work as a calling through the Zoo. Results shown that: average income is under 25000$ per year ; about 63% rely on another source of income; about 73% of Zookeepers have a bachelor’s degree or higher; nearly half of 1330 keepers surveyed volunteered for at least a year before getting hired . Summarizing all this, only 6,5% are seriously thinking of leaving the profession.
Some qoutes from interviews with keepers: “There’s not much taht they could do to get me to quit ”; “I can’t think what would cause me to leave”; I don’t think there’s anything they could do to me that would make me leave”. How they explain their choise: “It's a calling for me just because my whole life I've just been interested in animals animals. So looking back I should have known at
some time I would be working with animals …”. About payment – “We had at least one person on food stamps. We have a lot of people working two jobs . I know of one keeper here working three jobs to make ends meet.” And the last, about balance - “Working here at the zoo has cost me a marriage.”
Conclusion
In my opinion, the main difference between work as a calling and organisational commitment is that calling is something what going from inside of you, and organisational commitment can be stimulated by employers, company, etc.
References

Business Dictionary Online, Organizational Commitment - http://www.businessdictionary.com/definition/organizational-commitment.html

Wikipedia, Organizational Commitment - http://en.wikipedia.org/wiki/Organizational_commitment

Cohen, A., Commitment Before and After: An Evaluation and Reconceptualization of Organizational Commitment, Human Resource Management Review 17, (2007): 336-354 - http://poli.haifa.ac.il/~acohen/docs/52.pdf

Stephen Jaros, Meyer and Allen Model of OrganizationalCommitment: Measurement Issues - http://stevejaros.com/wp-content/uploads/2009/08/Jaros-ICFAI-2007-Meyer-and-Allen1.pdf

Brian McMahon, ORGANIZATIONAL COMMITMENT, RELATIONSHIP COMMITMENT AND THEIR ASSOCIATION WITH ATTACHMENT STYLE AND LOCUS OF CONTROL, Georgia Institute of Technology , May 2007 - https://smartech.gatech.edu/bitstream/handle/1853/14502/mcmahon_brian_200705_mast.pdf;jsessionid=8B625216C9A6C7F4A904D0412BF482E3.smart2?sequence=1

Research: Viewing work as a “calling” may have negative repercussions - http://news.illinois.edu/news/12/0326callings_TeresaCardador.html

Jeff Thompson, Work as a Calling: Bliss , Burdens, and a Stroll through the Zoo - http://www.ucma-utah.org/pdf/WorkAsaCalling.pdf

Ryan D. Duffy, Blake A. Allan, Kelsey L. Autin, and Elizabeth M. Bott, Calling and Life Satisfaction: It’s Not About Having It, It’s About Living It