Unless commitment is made, there are only promises and hopes; but no plans
Organizational leadership needs to create the understanding that it is only an employee’s total commitment that will get translated into greater productivity and a very high level of quality service, which ultimately affects the bottom-line. The depth of the commitment of team members to work together effectively to accomplish the goals of the team can be considered as a critical factor in team success & the relationships team members develop out of this commitment are key in team building. Before developing a team takes into consideration whether your team members want to participate on the team; do they perceive that they had a choice about working on a particular team. To know employee’s commitment does not force anyone to join a team, rather recommend a voluntary participation. Even participation on a mandatory team garners more commitment when the employees on the team are empowered to set direction, establish goals, and make choices. They need to understand where their team mission falls in the bigger organizational scheme, the overall leadership vision. Almost everyone likes some form of recognition. Make sure recognition is available at successful milestones.
Seven key factors & percent impact of each factor[/b][/b]
Trust in senior leadership (14%)
Chance to use skills on the job (14%)
Job security (11%)
Competitiveness of rewards (11%)
Quality of company’s products/services (10%)
Absence of work-related stress (7%)
Honesty and integrity of company’s business conduct (7%).
All other factors put together accounted for the rest of 26 percent
Things that should take into consideration while dealing with employees and getting more and more commitment level in the organization. [/b][/b]
Quality of immediate, middle and top leadership
Clarity in vision, mission and strategies of a firm
People’s trust in established systems and structures
Conducive and participatory work atmosphere
Good compensation package
Performance based promotions
Efficient communication systems
Good training and development facilities
A sense of involvement—inviting the suggestions to improve the efficiency levels
A good employee appraisal system
The corporate culture or financial rewards will not make your team successful.
Strong relationships are vital in today's economy.
Simple rewards earn big returns
Praise and recognition must be specific to have impact.
What can one do to get known to your staff to develop their commitment skills?
It is necessary to get known of the employees in the organization, get them known as human beings, which will develop mutual relations among them.
Everyone should genuinely participate in the problem solving session. Be aware of the changes in the environment.
When staff members bring problems to your attention, it is absolutely essential that you listen attentively and genuinely express empathy and compassion. By placing yourself in their situation and responding accordingly, you convincingly demonstrate that you care about them.
Factors that affect commitment are
Satisfaction with supervision
Satisfaction with co-workers
Train first-level supervisors to be visible and alert to teams' needs
Pay attention to production procedures and technical and team training for employees
Resource-related role conflict: the ability of employees to access the tools they need to perform the job as requested.
Task interdependence: the degree to which team members rely on one another to complete work assignments.
Inters ender conflict: the degree to which employees receive conflicting orders or requests from superiors or co-workers, or orders that conflict with company policy, ethical standards or legal requirements
Willingness to help was positively influenced by both organizational and team commitment. We hypothesized that team commitment would positively influence willingness to help, because of a desire of those committed to their team to put forth effort on its behalf. However, the data indicate that the path from organizational commitment to willingness to help does not differ significantly from the path from team commitment to willingness to help