УДК 159.9

Approaches to increase the commitment of the organization's staff

Зиман Марина Алексеевна – магистр психологии Дальневосточного федерального университета

Abstract: The article focuses on a theoretical study examining the issue of employees' commitment to their organization. Nowadays much attention is drawn to the investigation of organizational behavior of employees, commitment to the job and organization, involvement in work, their interest in achieving significant results and their responsibility for the results of their work. Today employees are treated as a factor of competitive ability and their commitment to the organization as competitive advantage. The relevance of the topic of investigation is determined by the necessity of search for the newest management techniques which would provide effective coordination influence in the condition of changing work relationship. The problem of commitment is one of the most relevant and important in psychology of management. Managers see reinforcement of personnel commitment as effective tool of raising company`s performance. A qualified employee is a competitive advantage of the company. An organization benefits from the situation when an employee identifies himself with the organization, shares the goals and values of the organization and is loyal in case of crisis. Brie analysis of approaches to the formation of the commitment of employees is presented in this article. It can be useful for the CEOs of various companies and organizations, managers of different levels, employees, students and post graduates.

Keywords: approaches, professionalism, separation of values, training, development, group membership, promotion, intangible methods.

The success of the company is determined not only by the professionalism of employees, but also by their attitude to business. And increasingly, owners, CEOs of various companies pay attention to the factors that contribute to increasing the commitment of employees of the organization: 1) demographic factors and 2) organizational factors [10].

Demographic factors: gender, age, marital status, level of education, work experience. Numerous studies have shown that a number of demographic variables are associated with employee commitment.

 Age has been found to be a positive predictor of employee adherence. As the researchers suggested: when the employee become older than fewer alternative options they have. The older employee is more supportive to his organization. (Mathieu, Zajac).

 In addition, the researchers note that older employees may be more committed because they have closer social connections, investments and they have their history in their organization. (Dunhametal).

A number of studies have reported that women are more committed than men. Researchers attribute this to the fact that women have to overcome more obstacles and difficulties than men in order to make a career in the organization (Mathieu, Zajac, M.I. Magura, etc.).

Organizational factors:

• separation of values. O'Malley argues that organizations need to pay more attention to meeting the social needs of employees. He emphasizes that employees want to be in an environment that helps them feel comfortable and this is possible as long as employees share the goals and values of the organization;
• justification of expectations. Some researchers have concluded that employees are more committed if they find a match between what a person looks for at work and what the job provides him, when the work motivation of employees meets their expectations before hiring (Dawis, Wanousetal);
• training and development. In some studies, it was found that commitment was related to employees' perception of organizational learning efforts, providing employees with learning and development opportunities. Training is an important part of increasing commitment (Gaertner, Nollen);
• relationship with managers and management. The quality of the relationship between managers and their employees is related to the development of commitment. Several studies have found significant positive associations between these two variables, i.e., employees who have a good relationship with their immediate supervisors have greater commitment (Green, Nystrom; Settoon; Witman et al.).

Day by day employees contact with their line managers about their work, the manager sets objective goals and objectives and effective communication is a key component of ensuring the individual effectiveness (Barber). In fact, leaders are the key to building commitment in an organization, with poor management, the level of commitment is greatly reduced:

• attitude with colleagues. While emotional attachment to colleagues in the workplace is an important element of commitment, it is not sufficient on its own. This important aspect, however, should not be ignored. It is necessary to maintain a favorable psychological climate in the team, positive contacts with colleagues.

If colleagues do not have the opportunity to interact usefully, then it is unlikely that employees will have strong feelings of belonging that can connect employees with the organization.

Organizations that want to build a high level of commitment should look for ways to build this through group activities both at work and outside of it (Baumeister, Leary).

• group membership. The level of organizational commitment of employees depends not only on meeting social communication needs, but also on belonging and a sense of collective identity that distinguishes the group from other organizations (Hogg);
• organizational fairness and trust. Meyer argues that employees evaluate their work experience in terms of fairness and the awareness that the organization cares about the well-being of employees. It is important for an employee to feel the care of the company, to understand whether organizational actions are fair to employees (Meyer).

The results of the research show that the commitment of employees to the organization increases when the employer creates a favorable environment for employees, employee well-being programs (Well-being programs).

These programs are aimed at improving the mental and physical well-being of employees, as well as their level of satisfaction (McFarlin, Sweeney).

Organizational fairness is related to the concept of trust. Organizations that care about the health and safety of employees feel a greater commitment from their employees. The trust of the employees of the company in which they work also provides organizational flexibility.

According to Kramer, trust can encourage the adoption of organizational initiatives. In addition, when there is trust in the organization, the employee obeys the decisions of authoritative persons, managers:

• promotion, career growth. Policies and practices regarding an employee's career advancement can also influence an organization's commitment. For example, in its research, Schwarzwaldetal found that adherence was higher among employees whose organizations chose to promote employees from their internal job market; the organization gives its employees the opportunity for professional growth within the company;
• job satisfaction. Meta-analyses show that employees who enjoy the work they do work harder and stay longer with their employers than employees who don't (Muchinsky);
• fair pay and remuneration. It is important for organizations to structure the relationship economy in a way that does not hinder commitment. One of the reasons why an employee stays in the organization is economic sense.

In the article "Formation of the employee commitment" M. Ziman stated that decent wages make it expedient to continue the employment relationship, because there is mutual dependence. One of the approaches to increasing staff commitment is to match values: to search for and select people to work in the organization whose motivational profiles correlate with the motivational profile of the company. Recently, more and more employers realize that employees should have values, value orientations that correspond to the values of the company. A higher level of commitment to the organization will be among those employees whose values are compatible with the values of the organization [10].

The author of the work "Formation of the employee commitment" (M. Ziman) said that the opposite approach is labor motivation and labor values: to motivate and stimulate the activities of personnel, to take purposeful actions to develop the commitment of employees of the organization. Employee loyalty can be ensured and increased through tangible and intangible methods.

Material methods of increasing loyalty: bonuses; participation in the company's profits; provision of loans, concessional lending; partial or full payment for tuition and training; social package, payment for mobile services and gyms.

 Intangible methods of increasing loyalty: career advancement; comfortable working environment; correct attitude to personnel on the part of the management of the organization; a sense of the significance of the position held [10].

“Professional perspective, the possibility of professional growth and professional self-realization, the opportunity to improve their skills and move up the career ladder, the demand for professional skills and knowledge possessed by employees form a high commitment of employees of the organization” [10].

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