Motivation and Performance Management
Motivation and Performance Management
The organizational commitment just as it sounds is the linkage established between an individual and the organization they work. It is the weight of the relative strength of a person’s involvement and identification with a specified group Nelson, D. L., & Quick, J. C. (2009). Organizational commitment exhibits in a person by their acceptance and active trust on the goals of the firm. The belief translates to readiness and willingness of the individual to exert extra efforts on behalf of the company. Organizational commitments also come by the strong urge to retain the membership of the firm. According to Nelson, D. L., & Quick, J. C. (2009) job satisfaction though being a construct that highly correlates to organizational commitment is clearly distinct from the organizational commitment. Job satisfaction reads as an aspect of organizational commitment in various researchers and scholarly articles because of the correlation. However, the two aspects can also adopt a perception as distinct paradigms in the organization.
Job satisfaction is the level on which an employee develops a positive or a negative attitude towards their job in an organization. Job satisfaction is primarily a reaction to the multiple aspects and conditions of the job. These elements include factors such as the payment, the working conditions and environment, and especially the work itself. Job satisfaction differs from organizational commitment in that it mostly relies on the individual’s evaluative reactions and attitudes towards their job.
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Organization commitment is the general or the global aspect of the organization as a whole. Job satisfaction focuses on personal aspects of the work. Organizational commitment focuses on the broader dimensions of the organization such as goals, values, and mission of the organization Nelson, D. L., & Quick, J. C. (2009).
In the case of Kimberly Clarkson Incorporation, the firm is more inclined to organizational commitment. Kimberley Clarkson has an overall job strategy that focuses on hiring recruitment and retaining of the top brains in the workforce industry. The focus is on having the team that run the company efficiently and helps in achieving the organizational goals as well their personal, professional goals. Kimberly Clarkson does not in this broader aspect rule out the aspects of personal motivation in the organization. The incorporation has taken into deep consideration the monetary and non-monetary aspects of the employee motivation. This objective is with the broader perspective of the organizational commitment.
Kimberley Clarkson Incorporation has a well inclusive system that computes the salary and wages of the workforce. The system enables to match the company ability to pay the salary to the employee factors such as the living standards, the cost of life, and their level of expertise. Kimberly Clarkson since its inception in 1820 still registers as a company that does not undervalue the aspect of bonuses, individual incentives to the outstanding employees. Overall, the incorporation has been on the forefront on ensuring monetary aspect of motivation plays for both the advantage of the corporation and the individual professionals.
The company’s focus on the non-monetary motivational factors is exemplary. The firm involves the entire department in the enterprise decisions to boost the motivation of all the departments. Other facets of non-monetary motivation in Kimberly Clarkson Incorporation include. The job security for the employees of the firm is not questionable; Joe Walters who has been working with Kimberly Clarkson for seven years in various stores cites it as being the best place to work.
The corporation has also ensured continuous training of the employees to cut on redundancy and increase the sense of belonging and thus motivation.
Nelson, D. L., & Quick, J. C. (2009). Organizational behavior: Science, the real world, and you. Mason, OH: Southwestern Cengage Learning.
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