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Meyer
and Allen Model of Organizational Commitment: Measurement
Issues
-- Stephen Jaros
Meyer
and Allen's three-component model of organizational commitment
has become the dominant model for study of workplace commitment.
Given its widespread usage, analyzing the accuracy of the
scales developed to tap the construct is warranted. This paper
includes a critical analysis of the organizational commitment
framework proposed by Meyer and Allen and examines the validity
of its constituent subscales for the measurement of Affective
Commitment (AC), Normative Commitment (NC), and Continuance
Commitment (CC). It identifies the critical issues that need
to be addressed to enhance the accuracy and usefulness of
Meyer and Allen's model. It incorporates corresponding solutions
and proposes an enhanced model for the measurement of organizational
commitment.
© 2007 IUP . All Rights Reserved.
Psychological
Empowerment and Organizational Commitment
-- Y Rama Krishna
This
paper studies the validity and reliability of Menon's psychological
empowerment instrument in the Indian context. It examines
the relationship between individual dimensions of psychological
empowerment and affective and normative commitment. Empowered
employees are hypothesized to exhibit higher levels of commitment.
235 software programmers completed the Menon's psychological
empowerment and Meyer and Allen's commitment questionnaires.
Perceived Competence emerged as the most dominant factor of
psychological empowerment. Confirmatory Factor Analysis (CFA)
revalidated the framework proposed by Menon. Correlational
analysis has revealed significant and positive relationships
among the three components of psychological empowerment, affective
commitment, normative commitment, and perceived commitment
except that no significant relationship was found between
perceived competence and affective commitment.
© 2007 IUP . All Rights Reserved.
Empowerment:
A Comparative Study
-- K S
Gupta
The
concept and framework of empowerment have been explained through
`empowering factors' (respect for team members, attitude of
top management to human resources, open communication, opportunities
for the application of learning, organizational support for
innovation, responsive superior, opportunities for self-development,
low formalization, performance-linked feedback, and autonomy)
and `empowerment consequences' (self-efficacy, organizational
commitment, work environment satisfaction, role satisfaction,
and job involvement). Fifteen empowerment variables as mentioned
above were measured in two different kinds of organizations:
one a public sector manufacturing unit and the other an R&D
unit under the government. A comparative empowerment analysis
has been carried out in these two organizations. Recommendations
have been made for enhancing the empowerment of organizations.
© 2007 IUP . All Rights Reserved.
Job
Satisfaction: A Conceptual Framework
--
G Jegadeesan
People
in any organization manifest themselves not only through individual
sections but also through group interactions. When individuals
come to the workplace, they come with not only technical skills,
soft skills and knowledge but also with their personal feelings,
perceptions, desires, motives, attitudes and values. Therefore,
employee management in an organization means management of
not only technical skills but also other factors of human
resources. This paper outlines a conceptual framework of attitudes
of employees and how attitudinal changes lead to satisfaction
or dissatisfaction amongst employees. Negative attitudes of
employees can affect the effectiveness of an organization
to a considerable extent. It is a major concern for HR professionals
to keep employees satisfied with their job. In this paper,
the author suggests an analytical method to find out the sources
of dissatisfaction and formulate ways to avoid them.
© 2007 IUP . All Rights Reserved.
Organizational
Climate in Secondary Schools of Kerala
-- Susan Chirayath
The
organizational climate, in 105 secondary schools in Kerala
was studied using a modified form of Organizational Climate
Description Questionnaire (OCDQ). Eight climate dimensions—Esprit,
Disengagement, Hindrance, Intimacy, Aloofness, Consideration,
Thrust, and Production Emphasis—were measured to identify
the type of climate (Open, Autonomous, Control, Familiar,
Paternal, or Closed) prevailing in each school. The sample
was divided into four different categories on the basis of
(1) government-aided or private; (2) rural or urban; (3) boys,
girls, or co-education; and (4) large or small. Statistical
significance of differences in climate across different types
of schools were determined under each category. Based on the
findings recommendations have been made for enhancing the
climate of secondary schools in Kerala.
© 2007 IUP . All Rights Reserved.
Book
Review
Our
Iceberg is Melting: Changing and Succeeding Under Any Conditions
-- Authors:
John Kotter and Holger
Rathgeber Reviewed
by Nirali Parikh
Nothing
is permanent except change. This is true of the modern world,
where, a new invention can ruin one's business, if the organization
is not on its toes to expect the change and change itself
to fit into the new mould. But many a times the employees
resist change. This may result in lethal situations for the
company. The book, "Our Iceberg is Melting: Changing
and Succeeding Under Any Conditions", gives rich insights
into the organization to adapt and to help its people to the
new changes. The authors explain the whole gamut of "changing
and succeeding" with the help of eight simple steps finely
enlaced in a fable of penguins.
© 2006 John Kotter and Holger Rathgeber. All Rights Reserved.
IUP holds the copyright for the review.
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