Organizational Commitment

The claim that fair treatment breeds organizational commitment has been supported in several studies and is recognized in a reciprocal exchange relationship. Evidence supports a link between lower commitment where there are perceived inequities from procedural justice and distributive justice leading to an increase in negative employee attitudes, such as intentions to leave the organization. However, where positive expectations of the newly-emerging organization are experienced and subsequently fulfilled, employees are more likely to form an emotional attachment (affective commitment) to the organization and identify with its goals and objectives; outcomes that leaders of integration will aim to inspire. The close relationship between commitment and the psychological state of identity, experienced where an employee shares the values of the organization and aligns with its objectives, are also discussed along with different frameworks of organizational commitment. The socialization process can be a critical aspect of forming prosocial behaviors for employees of the newly-merged entity and thereby encouraging an alignment of values, emotional attachment to the organization, and commitment to change. In this chapter, I discuss the processes involved in developing commitment and the forces that will have an impact, including its other reciprocal relationships with perceived organizational support and social exchange interactions between leaders and members. Once again, I draw from the running case study for practical observations.