Exploring Employees’ Perceptions of Organizational Commitment and Performance a Qualitative Study Toward Developing a Sustainable Commitment Model

Abstract

This qualitative research study was conducted in order to determine how employees perceive their commitment to the organization and the effects of this perceived commitment on both individual and group performance. In addition to analyzing the results of a literature review, a sustainable model of commitment is developed to improve an organization's long-term performance. To gather information about employees' perceptions and experiences of their commitment to the organization, semi-structured interviews were conducted with employees from various departments, and focus group discussions were held. Specifically, the research examines how employees define organizational commitment, what meaning organizational commitment has for them in terms of their work performance, and what other aspects of an organization, such as leadership, working conditions, and organizational culture, positively or negatively impact an employee's commitment to the organization. The results show that employees view commitment as multidimensional; therefore, they consider it to have three components (affective, normative, and continuance), which reflect their loyalty, dedication, emotional bond, and sense of 'moral' obligation to their organization. Employees believe that their commitment to the organization improves their work performance through increased levels of intrinsic motivation, dependability, initiative and teamwork. Finally, the researchers used the data to develop a model of sustainable organizational commitment that includes affective, normative, and continuance commitment, as well as support structures and policies that create conditions for well-being, engagement, and high performance among employees. This model demonstrates the relationships among an individual's motivation, the relationships among individuals, and the structural support the organization provides to encourage long-term loyalty and organizational effectiveness. The study provides recommendations for leaders and human resource professionals to develop and implement policies and strategies that will not only foster lasting employee commitment but also enhance employee performance and support the organization's sustainability in an increasingly dynamic and competitive workplace.