ment has an affective component (very similar to the one
cesses of employment regulation, downsizing, company
described by Porter), due to the emotional tie that the in-
relocations, mergers and acquisitions. From this point of
dividual establishes with the organization; secondly, it has
view, it is difficult for workers to become committed when
a component of continuity, bearing in mind the costs that
the organization shows so little commitment to them. For
(depending on the individual) would be involved in leaving
these authors, organizational commitment is somewhat
the organization; and finally, there is the normative com-
more akin to the situation in days gone by, when people
mitment, based on the individual’s feeling of moral obli-
would work in the same organization all their working life
gation towards the organization.
and ‘ according to Richard Mowday ‘ the organization was
Meyer and Allen’s model establishes the fact that an employee’s commitment to his/her organization can reflect
perhaps a bit clearer and less confused, so the individual knew what he/she was committed to.
varying degrees of all three components: an individual
In my experience, organizational commitment is a ques-
can feel a strong emotional tie and, simultaneously, the
tion of great interest to those who manage organizations
obligation to stay in the organization. A second individual
in our environment and also to employees. For me, this
can feel very satisfied working in his/her organization,
was ratified by the reply received in recent months from
whilst at the same time recognizing that it would be very
a study of doctors’ organizational commitment to hospi-
difficult for him/her to leave it ‘ for example from an eco-
tals. Gaining a deeper insight into the ties between indi-
nomic point of view, due to the level or security of his/her
viduals and organizations should, in the end, allow us to
income. Finally, some individuals may only develop a con-
progress in the management of human resources and of
tinuity commitment and remain in the organization be-
potential talent. All in all, it should contribute towards im-
cause they have no other professional options or because
proving the management of our institutions.
they consider they have contributed a lot and by leaving the company would lose all this investment (time, effort, etc.). The last case is also representative of an individual who is committed to his/her organization, but, due to the nature of his/her commitment, the consequences will not be as positive for the organization as those of the first two cases.
Manel Peiró is the director of the Health Care Management (DSIS) programme and professor at ESADE’s Institute of Public Management (IDGP).
Researchers have tried to discover what leads an individual to develop a specific commitment pattern. They study what are known as antecedents of organizational commitment. In fact, the list of possible determinants that has described is so long that one author referred to it as the ‘laundry list’. Of all the described antecedents, there is one so important that it stands out from a management point of view: the perceived organizational support, which is basically the organization’s commitment to its employees. This cause could contribute to developing the employees’ commitment, because individuals usually respect the principle of reciprocity. Thus, if employees perceive that the organization is concerned about them, in theory they will display similar behaviour towards the organization and try to give back what they have received. Some authors, however, question the relevance of organizational commitment in a context dominated by proManagement of public organisations | 37