Relevance of organisational commitment

The focus point of modern-day organisations has shifted from manufacturing to service delivery, technology and attracting the knowledgeable worker (Drucker, 1999). Factors such as recessions and globalisation have forced organisations to discover methods which outsmart the opposition in order to stay sustainably competitive. According to Drucker (1999), it can be accomplished through the knowledgeable worker. Peters (1993) stated that modern- day organisations are developing a preference for brains over brawn. This phenomenon is also visible in the participating retail group. When the participating organisation first started employing code 14 drivers, the requirements only focused on the applicants ability to handle the truck; whereas the current requirements are broader and at a much higher level. Applicants are now evaluated on practical skills and intellectual abilities. The reason for this change was due to certain responsibilities of junior management being given to the drivers. An example of the shifting responsibilities is the completion of trip sheets, which requires the capability to read and write. This process allows the drivers more responsibility and enhances the productivity of the logistic department.

The concept of organisational commitment was first utilised to assist human resources in the management of hierarchical organisational structures (Döckel, 2003). This type of organisational structure is not as popular in modern-day businesses. The relevance of organisational commitment is not depleted, though, as it is still utilised to increase productivity in different types of organisational structures. According to Drucker (1999), due to the employment of the knowledgeable worker, organisations are not relying as much on formal rules and regulations, but rather on organisational commitment that will guide acceptable behaviours and enhance personal productivity levels.

Meyer and Allen (1997) have argued that organisational commitment will still be relevant for decades due to the continuing existence of organisations. Meyer and Allen (1997) further state that, even though the modern-day organisation is becoming leaner, people will still form the core of any organisation. Döckel (2003) argues that organisational commitment is still relevant in the twenty-first century, as employees low on organisational commitment still divert their commitment to other activities, such as withdrawal behaviours. This statement is

supported by the findings of this study as significant predictive relationships were establish between low organisational commitment and turnover intention. It is for this reason that the concept of organisational commitment is still relevant in the modern-day workplace.

In view of high driver turnover, the skills shortage, and the impact that these factors have on productivity, this study encourages all transport industries to evaluate the policies in place, or develop policies if none exist, to develop commitment within the organisation.

6.2.1. Development of organisational commitment

Meyer and Allen (1997) have proposed the argument that organisational commitment can take on different forms and that the key differences refer to the mindsets of individuals in terms of what organisational commitment means. Meyer and Allen (1997) stated that the reason for distinguishing among the different forms of organisational commitment was that they contained different implications for actions and these mindsets revealed three distinguishable aspects, namely affective connection to the organisation, obligation to stay, and perceived cost of parting.

Affective commitment can be defined as a positive affection toward an organisation, revealed in a desire to see the organisation succeed and being proud to be associated with the group (Cohen, 2003). The second mindset is continuance commitment. This element refers to the employee’s knowledge of the costs involved in leaving the organisation (Meyer & Allen, 1997). The final mindset of commitment is termed normative commitment and is defined by Meyer and Allen (1997) as a sense of responsibility to persist in employment with a particular organisation.

Meyer and Herscovitch (2001) state that a distinction must be made between the three mindsets of organisational commitment when attempting to develop a workforces’ organisational commitment. Meyer and Herscovitch (2001) recommend that any attempt made to develop organisational commitment must be rooted in one of the three mindsets.

In the following section, the discussion centres on the development of affective, normative and continuance commitment.

6.2.2 The development of affective, normative and continuance commitment

Meyer and Herscovitch (2001) proposed the following two ideas to enhance the mindset of desire (affective commitment). Firstly, management must involve the employee in decision making with reference to their department. Secondly, a culture of acknowledging value-added work must be adopted. Meyer and Allen (1997) suggested the adoption of a more universal appeal, such as fostering an environment where employees are supported and treated fairly. It must be noted that affective commitment cannot be achieved through monetary incentives, as the mindset of desire develops on the basis of psychologically rewarding experiences (Meyer & Allen, 1997)

Organisations in the road freight industry can enhance drivers’ affective commitment by informing the employee of future business plans and problems that the industry has to face, such as petrol price increases. By sharing the news, the employee will feel part of the organisation, as they come to share in the achievements and the struggles of the organisation.

Meyer and Herscovitch (2001) stated that:

...the mindset of perceived cost (continuance commitment) develops when an individual recognises that he or she stands to lose investments, and/or perceives that there are no alternatives other than to pursue a course of action of relevance to a particular target (p. 316).

This type of commitment develops due to any life event increasing the cost involved in parting from the organisation and is dependent on external factors. The study therefore does not discuss any recommendations for the development of continuance commitment.

The development of normative commitment takes place during the first few weeks of employment. Wiener (1982) explained that normative commitment is established on the basis of stresses a newcomer experiences during the induction and socialising process. This type of commitment is strongly rooted in the social contract which is also established during the first few weeks of employment. Meyer, Allen and Topolnytsky (1998), however, argue that the development of normative commitment is determined by the degree to which the employee feels in debt to the organisation. The arguments are summarised by Meyer and Herscovitch (2001) in stating that “…the mindset of obligation (normative commitment) develops as a result of the internalisation of norms through socialisation, the receipt of benefits that induces a need to reciprocate, and/or acceptance of the terms of a psychological contract” (p. 316).

Organisations in the road freight industry can enhance a driver’s normative commitment by ensuring clarity regarding the social contract from the first day of employment. Secondly, the induction programme must be developed to inform the driver of the employer’s expectations. The induction programme should also allow for socialisation. This can be achieved by matching the new employee with a driver of the same age and/or background who will guide the process of on-the-job training

The development of normative and affective commitment is of great relevance to organisations as it will not only enhance work behaviours such as job performance, work attendance and organisational citizenship, but also decrease turnover rate.