Commitment is a highly debated topic at the business and academic level. I know
defined as the psychological bond that unites employees with the organization and
is an important factor in the issue of staff retention and the desire of employees
collaborators to contribute towards the achievement of organizational objectives.
However, it is not a simple concept. His nature changes
depending on where it originates from in the person.
According to the studies of two of the most renowned authors in the study
organizational commitment, Meyer and Allen, this concept is made up of three
components: affective (wanting to be in the organization), continuity
(need to be in the organization) and normative (feeling a moral obligation to
be in the organization).

Of the three components, continuity is the one with the greatest care in the

Need to be in the organization

The so-called continuity commitment is one that is based on costs
to leave the organization. It is when the permanence in the organization continues
either because of not having other work alternatives, or because of the cost of abandoning it.
The collaborator can see as a “sacrifice” to remain in the organization, to
despite the fact that you no longer feel comfortable, due to the loss of benefits considered
as important, such as seniority, salary, benefits, benefits,
recognition, status, interpersonal relationships among others.
On the other hand, the collaborator can continue in the organization because they feel that they invested
too many resources in your work, such as time and effort. This can do it
feeling trapped, generating stress and anguish in the person.
The person then, makes a personal evaluation, conscious or unconscious,
how much should you leave the organization as well as the risks involved
for your own well-being.
As can be seen, your organization may have a high level of
commitment and this is reflected in the work environment measurements. However, okay
It is worth delving a little deeper into this important topic to determine whether
collaborators are actually there because they want to be, or because they need it.

From needing to wanting

If you think that in your organization there are collaborators whose commitment is based
mostly in need, no need to be alarmed. They can be carried out
strategies to cultivate affective commitment in people and want
belong to it.

Considering that the collaborator makes an evaluation of tangible benefits,
suggest actions that directly involve leaders with their leadership teams

See people beyond being collaborators: Recognize the effort
beyond what is required, your contributions and ideas, as well as that touch
unique that each person contributes to the work team.

Inspire and model: Make the organizational philosophy yours by acting in a
congruent. Inspire through example and live the organizational values.

Encourage focus on goal achievement: Support your team
increasing your level of competence by focusing on achieving goals.

Take care of the team’s microclimate: Make sure you form a microclimate
positive that generates positive experiences within the organization.

Empowerment: Provides a degree of autonomy to employees so that they
a sense of accomplishment and self-efficacy is fostered. Get them involved so they can
intervene and present their ideas and opinions, for example, to other teams and
leaders outside their own work area.

Job Enrichment: Beyond the Job Description
tries to fit together with the person, tasks, processes or activities that
maintain a degree of personalization based on your strengths.

Support: Go beyond being a boss and try to be a mentor who they can
learn, and a coach they can count on in positive or

To promote emotional ties to the organization, no great
resources, but listening carefully to what people are saying.

How does your commitment speak and what does it tell you specifically?
Do they want or need to be in the organization?