Employee Empowerment

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Introduction

Currently organizations are facing with an increasingly competitive global business climate. That pressurizes organizations to develop policies to enhance workplace commitment on the one hand, and leads employees to develop their skills on being spiritual by considering the goods of their organizations and leader/managers on the other by keeping themselves away from being involved in counterproductive work practices. Organizational commitment has been defined in number of different ways that have evolved throughout the years. Popular definitions have been proposed by Becker (1960) and Porter et al. (1974). Becker (1960) defined organizational commitment as a “tendency to engage in consistent lines of activity as the perceived cost of doing otherwise is greater” while Porter et al. (1974) described it as “the strength of an individual’s identification with and involvement in a particular organization.”

Allen and Mayer, 1990, (p.14) defined “…….A psychological state that binds the individual to the organization (i.e., makes turnover less likely)”. People having high level of organizational commitment are supposed to be highly productive at work with a superior wisdom of duty and devotion (Ulrich, 1998)

Organiatioanl commitment of individuals is one of the major concern for today’s HR mangers based on the strategic assosiation between Organiztioanl commitment and employee performance. Organizatioanl commitment is a complicated phnoemenan as it relies upon different factors for individuals at different hierachal level of the organization. It is therefore important for the mangers of an enterprise to cope with this challenge strategically.

Allen and Meyer (1990) suggest that commitment can take three different forms...

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...econd part explicitly describes the scheme of research methods, including data collection, measurements, and statistics. The third part gives the analysis results of the present study and corresponding discussion with some of the reasons and explanations. The final part concludes the findings of the study and points both theoretical and managerial contributions, and presents suggestions for future research and the limitations of the study.

De-Limitations of the Study

As all the variables of present study are directly related with human behavior and discovering human behavior is one of the complex tasks for HR manager. Highly competitive and turbulent upbringings in the business industry may restrict this study to generalize the consequences. Respondents usually do not response with full attention towards it. Time and cost is another limitation for this study.

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