s j deen msw m phil ph d scholar madras school of social work casa major road egmore chennai 600008
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S.J.Deen MSW, M.Phil Ph.D Scholar Madras School of Social Work Casa Major Road, Egmore, Chennai-600008. ORGANISATIONAL VALUES & EMPLOYEE COMMITMENT. HRM is a function which is mainly concerned with people at work and with their relationship within the organization.

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s j deen msw m phil ph d scholar madras school of social work casa major road egmore chennai 600008
S.J.DeenMSW, M.Phil

Ph.D Scholar

Madras School of Social Work

Casa Major Road, Egmore, Chennai-600008



HRM is a function which is mainly concerned with people at work and with their relationship within the organization.

It is the resource which plans, allocates and provides for all other resources in organizations and in our day-to-day life.

main objectives

Human resource management is a technique, exercise to identify the available resources of a employee

make use of the identified human resources in a systematic way to achieve organisational goals.

Main objectives

Companies can seek to achieve organizational goals through a variety of human resource strategies and approaches.

One such approach, a commitment strategy,

Is an attempts to develop psychological connections between the company and employee as a means of achieving goals (Arthur, 1994; Scholl, 2003).

employee commitment

“Commitment is a force that binds an individual to a course of action that is of relevance to a particular target”.

Commitment is a psychological state that binds an individual to the organization. It refers to the likelihood that an individual will stick to the organization, feel psychologically attached to it, whether the job is satisfying or not.

Employee commitment
model of commitment

Affective Commitment

Normative Commitment

Continuance Commitment

Model of Commitment
affective commitment

Have you ever heard anybody saying that ‘ I work for this organization because people are great here and that the work is fun’...??

If yes, then that employee is emotionally attached to the workplace.

Individuals with affective commitment stay with the organizations because they want to.

Affective Commitment
normative commitment

The mindset that operates in this case is that of obligation.

  • Such individuals have internalized a set of norms concerning appropriate conduct. And, when they are recipient of benefits (personal favors etc), they experience a need to reciprocate. Individuals with normative commitment stay with organizations because they feel they should.
Normative Commitment
continuance commitment

If you have come across anyone saying ‘one of the reasons I continue working for this organization is that leaving this place would require considerable personal sacrifice – another organization may not match the overall benefits I have here’.

  • Individuals with such mindset stay with the organization because they need to.
Continuance Commitment

From the above information\'s it is clear that commitment play an significant role to achieve organisational goals.

But the question is that, how and what could influence to retain, sustain and enhance the employee commitment.???

factors can influence

The following factor can intervene

- Organisational Values

- HR practices

- Employees Family Friendly Policies

Factors can influence
organisational values

Beliefs, morals, principles and ethics are all words often used to describe values.

Ravasi and Schultz (2006) define ‘Organizational value as a set of shared mental assumptions that guide interpretation and action in organizations by defining appropriate behavior for various situations’.

organisational values
values and their significance

Any organisation which espouses particular values would underpin their Vision (M. Rokeach - 1973).

  • To construct attachment towards work and organisation among the employees
  • To create professional attachment among the employees
  • To raise motivational level among the employees
  • To provide a framework for how one treat another at work.
  • To provide a framework for how one treat their customers.
  • To provide a framework for achieving the vision and increasing the effectiveness of the organisation.
  • To create an environment conducive to job satisfaction as well as finding work, which is exciting and challenging.
Values and THEIR significance
dimensions of humanity values

Humanity values are the fundamental standards to understand and realize the efficacy of a workforce by providing basic human ideals.

These resources absorb an imperative role in creation of admirable exertion among the employees to perform skillfully to enhance their affective commitment level. Jaros et al - 1993

dimensions of vision values

Vision value is the key components of \'strategic planning\' for company’s future, include an understanding of the firm\'s vision, outlines what the organization wants to be, or how it wants the world in which it operates to be.

It should resonate with all members of the organization by providing values related to professional attachment and opportunity for organizational development. (Wiener - 1982).

Dimensions of VISION VALUES
dimensions of bottom line values

This is also most important organizational value, which motivate the employees by providing support for employees to balance the demands of work and home life. (Mayer and Schoorman - 1992).

conceptual model on organisational values

It is clear from the above discussion that, a company’s health determined through its energized workforce, who not only realize the mission of the organisation but also make strenuous efforts to achieve it.

This kind of work environment is possible, only when a company has sturdy organisational values.


The following can be hypothesized

Employees “Affective” commitment can be influenced by Humanity values.

Employee “Normative” commitment can be determined by Vision values.

The bottom line values are associated with employees Continuance Commitment.


To succeed in the face of increasing competition, a business needs improved productivity at all levels. This need requires the enthusiastic commitment of all employees that can only be achieved through better Organizational Values.


Therefore, with this theoretical background it may be concluded, that the treatment of employees, rather than rewards or the perceived fairness of the organizational system, may be more important in the manifestation of organizationally desirable behaviors.

If management applies procedures and treats employees fairly, they will directly influence employees’ commitment and organisational development.