Satisfaction with Performance Appraisal is the degree to which employees are satisfied with the perceived fairness in their performance appraisal. Since there is a positive relationship between satisfaction with performance appraisal and commitment, management of auditing firms will need to ensure that their performance appraisal systems is perceived by employees to be fair before they can expect higher commitment from their employees.
Size refers to the size of the firm and the scale of operations. As there is a negative relationship between size and commitment, it can thus be said that the bigger an auditing firm, the less committed are the firm’s employees to their organisation.
Organizational commitment is important to researchers and organizations because of the desire to retain a strong workforce. Researchers and practitioners are keenly interested in understanding the factors that influence an individual's decision to stay or leave an organization. While turnover is related to all three types of commitment, research suggests there may be unique relationships between the three types of commitment and other work-related outcomes. Affective commitment tends to be most highly related to these outcomes. A review of the research suggests that researchers have typically focused on organizational outcomes and correlates of commitment. However, more recently, researchers are beginning to examine more individual-level correlates of affective commitment like stress, well-being, and work-family conflict. This shift in focus is relevant to the current work, as work-life programs are often instituted to positively affect these individual-level constructs. Motivation and commitment are what make us strive to achievement. They give us the push, desire, and resolve to complete all of the other steps in the Goal process. This motivation can be obtained by developing a personal statement that creates a high level of emotion and energy that guarantees achievement. Zig Ziglar said that as a child he was kicked out of his local country club pool because he was not a member, in response he later made a goal that he would one day have a pool that is one foot bigger than that country club's pool. The motivation of being asked to leave the pool provided the necessary fuel for him to achieve this goal. Commitment is what sets us on direct course to reach our goals and creates costly negative consequences for failure. Making a commitment might be something like having invested your savings in your new business which you will lose if it fails. Motivation and commitment are specific to your situation and life and only you can form statements that will ensure you reach your goal the quickest.
Commitment and challenge were past motivators. Community and compassion are the future motivators. What attracts people to join is not what causes them to remain. A persons feelings about the organization changes over time. Marriage may serve as an example. A young couple is drawn together by emotions such as love at first. But over time, they are held together by commitment. Early membership in a congregation involves more of a feeling experience. These feelings matures over years into thinking or commitment. Older members respond more to commitment and challenge appeals. Commitment is something that develops over time. Younger people respond more to community appeals about belonging to something and caring about some issue. Read the following five ways of motivation. Use the right method for the right group.
Today, families are shattered by members in prison, drug abuse, violence and spiritual drifting. A sense of community and feeling of security is what people want. They are desperate to hear about belonging and caring. This will attract their involvement and lead them to commitment.
Compassion: Sharing with others, caring about others, giving something, loving, serving. (younger age group)
Community: Feeling that you have a place, belonging to something, family improvement, friends and sense of connection. (younger age group)
Challenge: Attain a goal, accomplish something, achievement. (older age group)
Reasonability: Data, logic, analysis, good sense. (older age group)
Commitment: Loyalty, duty, obligation, to give and keep one promise. (older age group)
"Motivation is a decision-making process, through which the individual chooses the desired outcomes and sets in motion the behaviour appropriate to them". It is often said that the best businesses have the best motivated workers. Why might this be important? Because well-motivated employees are usually characterised by: - Higher productivity (i.e. they produce more for a given level of resources than poorly-motivated workers);- Better quality work with less wastage;- A greater sense of urgency (things happen quicker - when they need to);- More employee feedback and suggestions made for improvements (motivated workers take more "ownership" of their work");- More feedback demanded from superiors and management;- Working at 80-95% of their ability。
McGregor developed two theories of human behaviour at work: Theory and X and Theory Y. He did not imply that workers would be one type or the other. Rather, he saw the two theories as two extremes - with a whole spectrum of possible behaviours in between. Theory X workers could be described as follows: - Individuals who dislike work and avoid it where possible;- Individuals who lack ambition, dislike responsibility and prefer to be led;- Individuals who desire security;The management implications for Theory X workers were that, to achieve organisational objectives, a business would need to impose a management system of coercion, control and punishment. Theory Y workers were characterised by McGregor as: - Consider effort at work as just like rest or play;- Ordinary people who do not dislike work. Depending on the working conditions, work could be considered a source of satisfaction or punishment;- Individuals who seek responsibility (if they are motivated0;The management implications for Theory X workers are that, to achieve organisational objectives, rewards of varying kinds are likely to be the most popular motivator. The challenge for management with Theory Y workers is to create a working environment (or culture) where workers can show and develop their creativity.
Maslow's Hierarchy of needs stresses personal growth and development. Goals are set to satisfy needs. Psychologist Abraham Maslow developed the Hierarchy of Needs to classify human needs into five general categories. Those needs that are higher in the hierarchy are considered more important, and cannot be satisfied unless the needs below them in the hierarchy are satisfied first. Understanding Maslow's Hierarchy of needs can help explain differences in behavior between individuals.
Commitment is related to labour turnover and productivity. If the employees usually leave, that means the company is not successful. Organizations has high level commitment means has low labour turnover. Productivity means how much employees make. If there is a high level of commitment, the employees will make more products than other competitors. Labour turnover refer to the movement of employees in and out of a business. However, the term is commonly used to refer only to wastage or the number of employees leaving. High labour turnover causes problems for business. It is costly, lower productivity and morale and lends to get worse if not dealt with.
To summarize the cognitive approaches, cognitive dissonance theory suggests that we will seek balance or homeostasis in our lives and will resist influences or expectations to change. How, then, does change or growth occur. One source, according to Piaget, is biological development. As we mature cognitively we will rework our thinking and organizations of knowledge (e.g., schemas, paradigms, explanations) to more accurately reflect our understanding of the world. One of those organizations involves our explanations or attributions of success or failure. After puberty, when biological change slows down considerably, it is very difficult to change these attributions. It requires a long-term program where constant feedback is given about how one's behavior is responsible for one's success.
Notice the relationship between William James' formula for (Self-esteem = Success / Pretensions) and the attribution and expectancy theories of motivation. If a person has an external attribution of success, self-concept is not likely to change as a result of success or failure because the person will attribute it to external factors. Likewise, if the person has an Internal/Ability explanation, his or her self-concept will be tied to learning to do a new activity quickly and easily (I do well because I'm naturally good at it). If failure or difficulty occurs, the person must quickly lower expectations in order to maintain self-esteem. However, if the person has a Internal/Effort explanation and high expectations for success, the person will persevere (i.e., stay motivated) in spite of temporary setbacks because one's self-esteem is not tied to immediate success.
Understanding commitment is complex. The workers are motivated by many factors such as money, benefits(holidays, company car, health insurance), intrinsic job satisfaction, status and social contact.