Publicação
Linking organizational commitment and work engagement to employee performance
| Resumo: | The need for a strong organizational commitment and a high work engagement have been frequently labelled by organization as critical success factors to achieve higher performance. But are they in fact related to employee performance? And if so, do they have the same strength and intensity as performance predictors? In this study, we used a Work Engagement Scale, commitment scale and employee performance measured through an almost real performance measure, where employees were asked to indicate the latest year’s performance appraisal rating reported by their manager. Data analysed (N = 274 workers) first confirmed the existence of a positive relation between performance and effective commitment, normative commitment and work engagement with engagement showing a stronger association. Second, only work engagement was relevant to explain employee performance because commitment did not present significant predictor strength. An important implication of this study is that employers should assume the relevance of developing adequate and challenging work conditions, human resources practices and atmosphere so that employees can increase their passion for the work they are doing. Company leaders should self-address some related questions raised from this study: are some employees in the company engaged with their work but not committed to the organization? Committed to stay with the company but not engaged with their work? |
|---|---|
| Autores principais: | Cesário, Francisco José Santos |
| Outros Autores: | Chambel, Maria José |
| Assunto: | Inexistente |
| Ano: | 2017 |
| País: | Portugal |
| Tipo de documento: | artigo |
| Tipo de acesso: | acesso restrito |
| Instituição associada: | Ispa-Instituto Universitário |
| Idioma: | inglês |
| Origem: | Repositório do Ispa - Instituto Universitário |
| Resumo: | The need for a strong organizational commitment and a high work engagement have been frequently labelled by organization as critical success factors to achieve higher performance. But are they in fact related to employee performance? And if so, do they have the same strength and intensity as performance predictors? In this study, we used a Work Engagement Scale, commitment scale and employee performance measured through an almost real performance measure, where employees were asked to indicate the latest year’s performance appraisal rating reported by their manager. Data analysed (N = 274 workers) first confirmed the existence of a positive relation between performance and effective commitment, normative commitment and work engagement with engagement showing a stronger association. Second, only work engagement was relevant to explain employee performance because commitment did not present significant predictor strength. An important implication of this study is that employers should assume the relevance of developing adequate and challenging work conditions, human resources practices and atmosphere so that employees can increase their passion for the work they are doing. Company leaders should self-address some related questions raised from this study: are some employees in the company engaged with their work but not committed to the organization? Committed to stay with the company but not engaged with their work? |
|---|