Employee Perception On Commitment Oriented Work Systems Article

Employee Perception On Commitment Oriented Work Systems - obligate ExampleThe research attempted to identify the relationship between employee trust or loyalty to managers and employees in-role and extra-role performance in comparison with that of organizational commitment in the organizations. Due to the increased popularity of the idea of employee commitment, researchers in this study turned their attention to multiple commitments in that in addition to the organizations as a focal point of commitment, other important factors much(prenominal) as management, performance, and occupation were incorporated in the study. There are some(prenominal) theories included in this study. For instance, McGregors theoretical differentiation between theory X and theory Y has been applied. hypothesis X shows employees dislike wreak, lack motivation avoid extend and external motivation such as punishment is used as a way of motivation. This, in turn, results in poor performance. Theory Y, on the other hand, states that poor performance cannot be attributed to human nature but to an imperfect decease system. Therefore, managers should realize that employees want self-control, self-direction, seeks and accepts responsibility. In turn, Theory X calls for use of a commitment oriented work system. The theory advocates for a universal employee preference for autonomy, self-control, and responsibility. Thus, an effective commitment HR system should fit these assumptions rectify than the control HR system. The experimental design in this study relied on variables such type of work and type of contract. These variables were efficient in that they presented the relationship that exists in the workplace when an employee knows the kind of work he or she does. The problem with this design is that it relied more on primary data. In this case, the results cannot be effective since it involves individual response. In addition, validity was jeopardized by experimental procedures, pret esting and differential selection among employees of the organization.