The Three Component Model of CommitmentImproving Commitment and Engagement
Have you ever thought about why people might become emotionally committed to your organization?
Some people are committed to their jobs because they love what they
do, or because their goals align with those of the company. Others
might stay because they fear what they could lose if they leave. Still
others might stay because they feel obligated to the company, or to
their manager.
Clearly, some of these types of commitment can have a negative effect on a person's well-being, self-respect, and job satisfaction. So, how can you avoid this, but still help team members feel committed to your team, or organization, in a positive way?
In this article we'll explore three common types of commitment, and we'll look at how you can make changes to improve team member engagement and loyalty in an effective and positive way.
About the Model
John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 "Human Resource Management Review." The model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for.
The three components are:
Affection for your job ("affective commitment").
Fear of loss ("continuance commitment").
Sense of obligation to stay ("normative commitment").
You can use this model to increase commitment and engagement in your team, while also helping people to experience a greater feeling of well-being and job satisfaction.
Let's look at each of Meyer and Allen's three types of commitment in greater detail.
Affection For Your Job (Affective Commitment)
Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You'll most likely identify with the organization's goals and values, and you genuinely want to be there.
If you're enjoying your work, you're likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment.
Fear of Loss (Continuance Commitment)
This type of commitment occurs when you weigh up the pros and cons of leaving your organization. You may feel that you need to stay at your company, because the loss you'd experience by leaving it is greater than the benefit you think you might gain in a new role.
These perceived losses, or "side bets," can be monetary (you'd lose salary and benefits); professional (you might lose seniority or role-related skills that you've spent years acquiring); or social (you'd lose friendships or allies).
The severity of these "losses" often increases with age and experience. You're more likely to experience continuance commitment if you're in an established, successful role, or if you've had several promotions within one organization.
Sense of Obligation to Stay (Normative Commitment)
This type of commitment occurs when you feel a sense of obligation to your organization, even if you're unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because it's the right thing to do.
This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition.
This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization.
http://www.mindtools.com/pages/article/three-component-model-commitment.htm
Clearly, some of these types of commitment can have a negative effect on a person's well-being, self-respect, and job satisfaction. So, how can you avoid this, but still help team members feel committed to your team, or organization, in a positive way?
In this article we'll explore three common types of commitment, and we'll look at how you can make changes to improve team member engagement and loyalty in an effective and positive way.
About the Model
John Meyer and Natalie Allen developed their Three Component Model of Commitment and published it in the 1991 "Human Resource Management Review." The model explains that commitment to an organization is a psychological state, and that it has three distinct components that affect how employees feel about the organization that they work for.
The three components are:
Affection for your job ("affective commitment").
Fear of loss ("continuance commitment").
Sense of obligation to stay ("normative commitment").
You can use this model to increase commitment and engagement in your team, while also helping people to experience a greater feeling of well-being and job satisfaction.
Let's look at each of Meyer and Allen's three types of commitment in greater detail.
Affection For Your Job (Affective Commitment)
Affection for your job occurs when you feel a strong emotional attachment to your organization, and to the work that you do. You'll most likely identify with the organization's goals and values, and you genuinely want to be there.
If you're enjoying your work, you're likely to feel good, and be satisfied with your job. In turn, this increased job satisfaction is likely to add to your feeling of affective commitment.
Fear of Loss (Continuance Commitment)
This type of commitment occurs when you weigh up the pros and cons of leaving your organization. You may feel that you need to stay at your company, because the loss you'd experience by leaving it is greater than the benefit you think you might gain in a new role.
These perceived losses, or "side bets," can be monetary (you'd lose salary and benefits); professional (you might lose seniority or role-related skills that you've spent years acquiring); or social (you'd lose friendships or allies).
The severity of these "losses" often increases with age and experience. You're more likely to experience continuance commitment if you're in an established, successful role, or if you've had several promotions within one organization.
Sense of Obligation to Stay (Normative Commitment)
This type of commitment occurs when you feel a sense of obligation to your organization, even if you're unhappy in your role, or even if you want to pursue better opportunities. You feel that you should stay with your organization, because it's the right thing to do.
This sense of obligation can stem from several factors. You might feel that you should remain with your organization because it has invested money or time in your training. Or perhaps it provided a reward in advance, such as paying for your college tuition.
This obligation can also result from your upbringing. For instance, your family might have stressed that you should stay loyal to your organization.
http://www.mindtools.com/pages/article/three-component-model-commitment.htm
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