Organizational Commitment:A Concept Analysis

George A. Zangaro, RN, MS, CNS

TOPIC.

The nursing shortage and organizational

commitment.
PURPOSE.

George A. Zangaro, XN, M S , CNS,is a Lieutenant, United States Navy, Bethesda, M D , and a doctoral student, University of Maryland School of Nursing, Baltimore.
T h e healthcare system in the United States has been changing rapidly over the past few years. Currently, a nursing shortage is plaguing this country. Employee commitment to the organization is a crucial issue in today's healthcare market. Knowing the facts about the concept of organizational commitment can help to eliminate weaknesses in the theoretical structure guiding nursing practice. My interest in this concept was triggered by allegations from nurses in the baby-boomer era that there is a lack of organizational commitment among Generation X nurses. Dictionary Definitions

To clarify the meaning of the concept

of organizational commitment in the nursing

1iterature.
SOURCES OF INFORMATION.

C I N M L , Medline,

and applied social sciences literature.

CONCLUSIONS.

Assessing commitment levels

among nursing staff is imperative for nurse managers to better understand what motivates this new generation of nurses. B y improving communication among staff nurses, nurse managers have the potential to stabilize their organizations during the current nursing
s hortage.
Search terms: Concept analysis, commitment,
Merriam- Webstev (1999) defines commitment as: "(a) an act of committing to a charge or trust: as (1)a consignment to a penal or mental institution, (2) an act of referring a matter to a legislative committee; 6) an agreement or pledge to do something in the future: (1)an engagement to assume a financial obligation at a future date, (2) something pledged, and (3) the state or an instance of being obligated or emotionally impelled (p. 231). From these definitions commitment can be defined as the act of pledging or promising to f u l f i l lan obligation to someone or something at a future date. Additionally, a person who is committed to an organization should then be dedicated and have a strong belief in the organization's goals and values (Porter, Steers, Mowday, & Boulian, 1974).
Literature Review Research on commitment dates back to the 1950s. The work of Becker (19601, Etzioni (19611, Kanter (1968), and Saunders (1956) are among the oldest studies that have set the pace for research data to be collected on commitment. However, it was not until the 1970s that research
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organizational commitment

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data on commitment began to appear in the literature (Gardner, 1992). Over the past 30 years commitment has been operationalized in terms of careers, organizations, norms, identification, morals, work, jobs, job involvement, security, side-bets, affect, and other conceptually related variables (Reilly & Orsak, 1991). Social and behavioral scientists have completed the majority of research on the concept of organizationalcommitment. The studies have focused primarily on the effect of organizational commitment on employee turnover (Cohen, 1993; Ingersoll, Kirsch, Merk, ,& Lightfoot, 2000; Mowday, Steers, & Porter, 1979; Reilly & Orsak; Rusbult & Farrell, 1983). Since the 1970s, two views of the concept of commitment have dominated the literature. The first view refers to organizational commitment as a behavior. In the behavioral approach, the focus of the research is on overt manifestations of commitment. An employee becomes committed to an organization because of sunk costs (e.g., fringe benefits, salary as a function of age or tenure), and it is too costly for the person to leave (Blau & Boal, 1987). This approach is evident in works by Becker (1960) and Salancik (1977). The second view refers to organizational commitment as an attitudinal approach, wherein organizational commitment is defined as a state in which an employee identifies with a particular organization and its goals, and he/she wishes to maintain membership in the organization in order to facilitate its goals (Blau & Boal, 1987, p. 290). The works of Etzioni (1961) and Kanter (1968) incorporatethis approach. The most widely accepted conceptualizationof organizational commitment is by Mowday et al. (1979).These authors define organizationalcommitment as the relative strength of an individuals identification with and involvement in a particular organization that is characterized by three factors: (1)a strong belief in and acceptance of the organizations goals and values, (2) a willingness to exert considerable effort on behalf of the organization, and (3)a strong desire to maintain membership in the organization. This definition does not exclude the possibility that a person is committed to other aspects of the enNursing Forum Volume 36, No. 2, April-June,2001

vironment, such as family and friends. Additionally, it does indicate that an employee who is committed to an organization will display all three of these attributes. As well, the employee who is not committed to an organization will not display these attributes, and an organization can then predict turnover based on the measurement of an employees attitude.

Mowday et al. (1979) define organizational commitment as the relative strength of an individuals identification.

Etzioni (1961) determined that there are three dimensions to organizational commitment-moral involvement, calculative involvement, and alienative involvement-each representing an individuals response to organizational power. Moral involvement is defined as a positive orientation of high density. This is based on an employees internalization and identification with organizational goals. Calculative involvement, defined as either a negative or a positive orientation of low intensity, is a commitment or attachment to an organization based on an employee receiving inducements from the organization that match his or her contributions. Alienative involvement is an intensely negative attachment to the organization, described by Etzioni as analogous to inmates in a prison, people in concentration camps, and enlisted men in basic training. These are situations in which individuals perceive a lack of control or the ability to change their environment. These people remain in the organization only because they feel they have no other options. Each dimension represents a possible description of an individuals attachment to an organization. More recently, Penley and Gould (1988) developed a multidimensional approach to understanding organizational commitment. Their work corresponds closely to
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Organizational Commitment:A Concept Analysis

Etzionis approach of defining organizational commitment as three separate dimensions. Like Etzioni, Penley and Gould have identified three dimensions of organizational commitment: moral commitment, calculative commitment, and alienative commitment. Penley and Gould (1988) state there are two predominant views of organizational commitment: instrumental and affective. The instrumental view relates to the system of compensation and rewards received an individual in return for that persons accomplishments within an organization. The affective view goes well beyond the instrumental view in that it relates to a persons level of emotional attachment and personal sense of obligation to f u l f i l l duties within an organization. Calculative commitment is treated as the instrumental form of organizational commitment, and moral and alienative commitment are treated as affective forms of organizational commitment. Penley and G o d d s research provides empirical evidence that these three types of commitment exist in an organization and that employees possess a mixtureof commitment types.

component (commitment based on the costs that an employee associates with leaving an organization); and the normative component (an employees feelings of obligation to remain with an organization). Allen and Meyers model provides a comprehensive insight into the l i n k between employees and organizations. This model will delineate whether an employee wants to, needs to, or should remain with an organization. Several studies in the nursing literature address the organizational commitment of nursing professionals. McNeese-Smith (1997) examined the influence of manager behavior on nurses job satisfaction, productivity, and commitment. There has been a considerable amount of research conducted on factors that may be related to commitment (Brewer & Lok, 1995; Ingersoll et al., 2000; Lee & Henderson, 1996; McCloskey & McCain, 1987; McNeese-Smith, 1995; McNeese-Smith & van Servellen, 2000; Wilson & Laschinger, 1994). However, according to Tumulty, Jernigan, and Kohut (1995), Few studies have sought to evaluate forms of commitment among nurses or the factors that contribute to commitment forms (p. 62). Defining Attributes

An alienatively committed employee perceives a lack of control over his internal organizational environment and an absence of alternatives for organizational commitment.
Analysis of the literature in nursing and other disciplines has resulted in the determination that the model developed by Penley and Gould (1988) provides a comprehensive view of the concept of organizational commitment. Their definition of organizational commitment provides the most useful information in relation to the aim of this conceptual analysis. The defining attributes are morally committed, calculatively committed, and alienatively committed. The combinations of commitment types that an employee may encounter in an organization depend on the organizations culture, the leadership style of its managers, and the preferred personalities through the organizations philosophy and criteria for hiring. A morally committed employee has accepted and can identify with an organizations goals and values. The typical morally committed employee is dedicated to an
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Allen and Meyer (1990) provide empirical support that organizational commitment is a multidimensional concept. Their model of organizational commitment consists of three components: the affective component (an employees emotional attachment to, identification with, and involvement in, an organization); the continuance
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organization and has a personal responsibility to assist the organization in achieving success. A calculatively committed employee exchanges his contributions for inducements provided by an organization. He puts forth his best effort only when he is noticed by influential people within the organization. These influential people are in a position to provide recognition, personal rewards, or whatever personal needs the calculatively committed employee is looking to fulfill. An alienatively committed employee perceives a lack of control over his internal organizationalenvironment and perceives an absence of alternatives for organizational commitment. The alienatively committed employee feels trapped in the organization, would like to walk out and never come back, or feels that his actions will have little or no impact on the organization. Model Case Major Mary Moral is a 35-year-old registered nurse on active duty in the United States Army who is working in the intensive care unit (ICU) at a major medical facility. She is married to a doctor who is also on active duty in the United States Army and has a 10-year-old son and a 7-year-old daughter. Major Moral is very involved in her community doing volunteer work to support the needy. One afternoon, her supervisor asked for a volunteer from the ICU to go on a humanitarian mission. This volunteer would be living in a tent and be gone between 3 to 12 months on this mission. Major Moral volunteered without hesitation. She was instructed to be ready to go by noon the next day. She came to the hospital the next day and left for her mission. Major Mary Moral is a good example of a morally committed employee who has accepted and identified with the goals and values of the Army Nurse Corps. She has placed the goals and values of the organization ahead of her own goals and values. Major Moral represents a dedicated and committed officer and nurse who has accepted a challenge without hesitation and is attempting to assist the organization in the successful achievement of its goals.
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Contrary Case Mr. A1 Lyon, 24 years old, just graduated from nursing school and had been looking for a job. He interviewed with several different hospitals, but also interviewed for jobs outside of nursing. Mr. Lyon decided to take a job at a local community hospital as a registered nurse on a surgical floor. He really had no interest in the job, but wanted to do something so he decided to take this opporhnity. He went to work and hated his job; he told patients how horribly his supervisor had been treating the staff and he warned his friends not to go to this hospital for care. Approximately 1month later, Mr. Lyon was offered a job at one of the other hospitals at which he interviewed. Mr. Lyon accepted the position and started the following day without providing any notice at the hospital where he worked initially. Mr. Lyon is an example of the complete opposite of Major Moral. Mr. Lyon is not interested in understanding or pursuing the goals, values, and needs of the organization. He also has no interest in his own personal goals, values, and needs as they relate to the organization. He possesses no commitment at any level of Penley and Goulds model (i.e., moral, calculative, or alienative). Mr. Lyon, as with most people in this category, is more destructive to the organization than are individuals with the lowest levels of commitment. Borderline Case Mr. Cal Smith is a 30-year-old staff nurse who currently works on a medical/surgical unit at a large medical facility. Because of his credentials and superior performance, he has been asked by senior management to manage a wound care c h c at the facility. This new position would be a promotion and would also increase his levels of accountability and responsibility. Mr. Smith asked for a few days to think it over, and the management gave him 1 week. During this time, he sees an advertisement in the newspaper for a similar position at another local hospital. He decides to inquire about this new position and learns he is a strong candidate. He
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Organizational Commitment: A Concept Analysis

begins calculating which organization would more readily fulfill his personal, financial, and career goals. During this process, he continually notifies each manager of the offers made by the other manager in order to maximize the fulfillmentof his personal goals.

When an organization communicates honestly and openly, builds a trusting relationship, and offers a sense of belonging to the employee, the organization will increase the likelihood of retaining a morally committed employee.

Mr. Smith represents the calculatively committed employee. He is interested in knowing what he will get back from each organization if he accepts the position. He realizes that being selected by senior management at his current job is an honor and that a successful wound care clinic could lead to an additional promotion. He may have an opportunity to gain visibility from his senior management or receive additional compensation.

ual. This can only be accomplished through effective communication. Loyalty and motivation are also concepts related to commitment. These concepts contain some of the defining attributes of organizational commitment, but not all of them. The American Heritage College Dictionary (2000) defines loyalty as feelings of devoted attachment and affection (p. 804). The commonality noted between commitment and loyalty is that they both involve an attachment to something. The sigruficant difference is that loyalty is more one-sided than commitment: A person who demonstrates loyalty to another party does not necessarily receive anything in return from the other party. In this sense loyalty is more closely associated with power and esteem (Mekwa, Uys, & Vermaak, 1992). Motivation is derived from the word motive that Merriam-Webster (1999) defines as a need or desire that causes a person to act (p. 59). Motivation is similar to all forms of commitment in that it is goal-directed behavior associated with a pledge or promise to fulfill an obligation. However, motivation differs from commitment in that it is more closely associated with self-gratification: once goals have been reached, the behavior stops (Mekwa et al., 1992). This is similar to the calculative form of commitment. Antecedents The antecedents most commonly identified within various studies on organizational commitment include personal characteristics,work experiences, and job characteristics (Allen & Meyer, 1990; Brewer & Lok, 1995; Lee & Henderson, 1996; Steers, 1977; Williams & Hazer, 1986). Personal characteristics are those variables that define the individual, such as age, education, and need for achievement. Work experiences describe experiences related to group attitudes and perceptions of personal investment in and worth to an organization. Job characteristicsinclude job challenge, opportunities for social interaction, and feedback concerning an employees work performance. Communication is an essential theme common to all these antecedents.When an individual comes to an orgaNursing Forum Volume 36, No. 2, April-June,2001

Related Concepts The concept of communicationis an essential component in achieving organizational commitment. It is important to note that this communicationmust be bidirectional-that is, information must continually flow between employees and organizational management to nurture high levels of commitment. Whereas individuals must clearly understand the goals, values, and needs of the organization, the organization must also clearly understand the goals, values, and needs of the individ18

nization for an interview, the employer must clearly communicate the goals and values of the organization to the prospective employee. Individuals who come to an organization have specific needs, goals, and skills and expect to use their abilities to meet organizational goals as well as their own basic needs. Organizations should focus on clearly defining an employees role and providing an employee with challenging and meaningful experiences to increase attachment and commitment to the organization. When an organization communicates honestly and openly, builds a trusting relationship, and offers a sense of belonging to the employee, the organization will increase the likelihood of retaining a morally committed employee. Consequences The consequences to organizational commitment include retention, attendance, and job productivity. If an employee is morally committed to an organization, the following can be expected: increased likellhood of retention, consistent attendance, and increased productivity (Cohen, 1993; McNeese-Smith, 1995; Price & Mueller, 1986; Reilly & Orsak, 1991; Sorrentino, 1992). Retention of employees is the most important and researched consequence. In todays healthcare market, nursing is tasked with maintaining high quality care at reduced costs. The inability to retain staff has an adverse affect on the budget and the quality of care provided to patients. Patients who are not satisfied will be likely to go elsewhere for their health care. Losing market share can result in the closure of tertiary care fackties. Not empowering, challenging, and giving staff opportunities to excel professionally will have a negative imf employees are not pact on organizational commitment. I committed to an organization, retention will decrease, absenteeism will increase, and productivity will decrease. Empirical Referents Currently, there are many different research instruments in the literature that have been used to meaNursing Forum Volume 36, No. 2, April-June,2001

sure organizational commitment. The Organizational Commitment Questionnaire developed by Mowday et al. (1979) is the most widely known instrument used today. This 15-item questionnaire measures the three aspects of these scientists definition of organizational commitment. The instruments available to measure this construct are as diverse as the definitions. In order to develop a theoretically complete definition of organizational commitment and idenbfy factors that motivate individuals to be committed to an organization, a grounded theory approach is recommended. Grounded theory allows the researcher to inductively explore and describe the concept in a naturalistic setting such as a hospital, outpatient clinic, or nursing home. This provides an in-depth review of the attitudes, behaviors, and practices of individuals while they are functioning in a real-life environment. Once the data from this qualitative analysis of the concept is complete, a deductive approach can be applied to test the theory empirically. Theoretical Framework The theoretical framework used in this concept analysis of organizational commitment is Maslows hierarchy of needs (1954). Maslow developed a humanistic theory of motivation through his hierarchy of human needs. He posited that individuals seek to meet a hierarchy of needs in order to obtain goals that are determined by their needs. He organized these needs into a five-level hierarchy. All levels build on previous levels; that is, one cannot move to a higher level in the hierarchy until all needs at the present level are met. The first level includes physiological needs such as food, shelter, and protection from personal harm. The second level includes the need for safety. The third level includes the need to belong to a social group. The fourth level includes self-esteem and status needs. In order to reach the fifth-level need of selfactualization, the individual must first have satisfied all the basic needs for everyday living-that is, all needs within the first four levels of the hierarchy must have been met. The person who reaches the fifth level is
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Organizational Commitment: A Concept Analysis

healthy physiologically and is able to fully realize his own potential (Sullivan & Decker, 1992). Table 1 depicts the application of Maslows theory to organizational commitment in nursing. The antecedents of organizational commitment identified as personal characteristics, work experiences, and job characteristics parallel the needs identified in Maslows hierarchy. The variables of each antecedent contribute to a nurses commitment to the organization. If nurses needs are satisfied they will feel comfortable in their relationship with the organization and competent in their role as nurses. Therefore, the nurse is self-actualized since his or her physiological needs and professional need for security, socialization, and esteem are met.

making a career commitment in this field, and the shortage will continue to grow.

With an emerging national nursing shortage it is extremely important for nurse executives to identify strategies to increase retention of nurses.

Implications for Nursing

With an emerging national nursing shortage it is extremely important for nurse executives to identdy strategies to increase retention of nurses. Nursing executives need to examine the factors that motivate employees to maintain organizational commitment so they will be able to retain nurses and reduce turnover rates in their organization. Additionally, if nurses are leaving the profession due to dissatisfaction with their professional achievements, they are not likely to provide a positive image of nursing to the community at large. This will result in fewer people entering the nursing profession and

Table 1. Maslows Hierarchy Compared to Nurses Needs

Needs of the Nurse
Adequate pay Clean safe working environment Individual attention Achievement of goals and personal growth and development

Corresponding Need Level in Maslows Hierarchy

Level 1:Physiologicalneed Level 2: Need for safety Level 3: Need for belonging Level 4: Self-esteem

Future research should be considered in the area of generational dlfferences among nurses born in the babyboomer era (1943-1960) and the so-called Generation X era (1960-1980) (Zemke, Raines, & Filipczak, 2000). To baby boomers, the need to excel in the workplace almost always takes precedence over family needs. Conversely, Generation X places a higher value on family needs over career fulfillment (Zemke et al.). Baby boomers must understand that traditional organizational models cannot easily be applied to Generation X. Nurse executives who are from the baby-boomer era should try to understand what commitment means to the Xers and attempt to develop innovative ways to motivate them. Trying to identify what motivates Generation X nurses to be committed to the organization will be a major step in retaining and increasing productivity of nurses. Change is difficult, but if the baby-boomer generation is willing to redefine organizational commitment with Generation X, nursing can excel in this evolving healthcare market. Early experiences in an individuals employment can have a major impact on the development of an employees commitment. Future research that examines how a nurse is socialized into an organization would be beneficial in determining how this affects organizational commitment. When a nurse applies for a job, the interview process should include a clear definition of the goals of the organization. However, it should also inNursing Forum Volume 36, No. 2, April-June,2001

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clude focused questions that ask the prospective employee to identrfy personal goals. If the hiring manager finds that the individuals goals are not congruent with the organizations goals, the manager should consider not hiring the person. If goals are congruent and the individual is hired, it is important for the manager to understand that at this point only a potential for organizational commitment exists. The new employee must then be provided with a professionally stimulating work environment, a sense of belonging, and an acknowledgement of personal accomplishments. Only when these elements are provided will the nurse become self-actualized. The self-actualized or professionally actualized nurse is likely to be morally committed to the organization. Finally, the identification of a nurses level of commitment can be a valuable tool for nursing. If a manager knows that a nurse is calculatively committed to the organization, he or she may need to focus on more tangible rewards for this individual. Nurses in this category would be very appreciative of time-off awards, pay increases, or promotions based on performance. These nurses are typically more interested in their personal goals than in the goals of the organization.When an alienatively committed nurse is identified, the organization must prevent that individual from infusing this attitude to other nurses, especially to new graduate nurses. Consistent discipline, policy enforcement, and communication will be the key to successwith this level of commitment.
Conclusion

tion of the Department of the Navy, Department of Defense, or the US. government. Author contact: gzangaro@aol.com, with a copy to the Editor: Juall46@bellatlantic.net
References
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American Heritage College Dictionary (3rd ed.). (2000). Boston: Houghton Mifflin.
(1960). Notes on the concept of commitment. American Becker, H.S. Journal of Sociology, 66,32-42. Blau, G.J., & Boal, K.B. (1987). Conceptualizing how job involvement and organizational commitment affect turnover and absenteeism. Academy of Management Review, 12,288-300. Brewer, A.M., & Lok, I? (1995). Managerial strategy and nursing commitment in Australian hospitals.Journal of Advanced Nursing, 21,789-99. Cohen, A. (1993). Organizational commitment and turnover: A metaanalysis. Academy of Management Journal,36,1140-1157. Etzioni, A. (1961).A comparative analysis of complex organizations. Glencoe, Ny. Free Press. Gardner, D.L. (1992). Career commitment in nursing. Journal of Professional Nursing, 8, 155- 160. Ingersoll, G.L., Kirsch, J.C., Merk, S.E., & Lightfoot, J. (2000). Relationship of organizational culture and readiness for change to employee commitment to the organization.Journal of Nursing Administration,
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Kanter, R. (1968). Commitment and social organization: A study of commitment mechanisms in utopian communities. American Sociological Review, 33,499-517. Lee, V., & Henderson, M. (1996). Occupational stress and organizational commitment in nurse administrators. Journal of Nursing Administration,26(5),21 -28. Maslow, A. (1954).Motivation and personality. New York Harper & Row. McCloskey, J.C., & McCain, B.E. (1987). Satisfaction,commitment and professionalismof newly employed nurses. Image, 19,20-24. McNeese-Smith, D.K. (1995).Job satisfaction, productivity, and organizational commitment: The result of leadership. lournu1 of Nursing Adminis tration, 25(9),17-26. McNeese-Smith, D.K. (1997). The influence of manager behavior on nurses job satisfaction, productivity, and commitment. Journal of Nursing Administration, 27(9),47-55.

This conceptual analysis of organizational commitment presents a clear understanding of the concept. It is clear that nurse managers must communicate effectively with employees to better understand their needs and educate employees regarding the organizations needs. Nurse managers must also mentor employees to increase retention and commitment to the organization.
Editors note: The views expressed in this article are those of the author and do not necessarily reflect the official policy or posi-

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Organizational Commitment: A Concept Analysis

McNeese-Smith, D.K., & van Servellen, G. (2000). Age, developmental, and job stage influences on nurse outcomes. Outcomes Management for Nursing Practice, 4,97- 104.

Saunders, D.R. (1956). Moderator variables in prediction. Educational and Psychological Measurement, 26,209-222. Sorrentino, E.A. (1992). The effect of head nurse behaviors on nurse job satisfactionand performance. Hospital Health Services Administration,
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39,311 -330.

Steers, R.M. (1977). Antecedents and outcomes of organizational commitment. Administrative Science Quarterly, 22,46 -56. Sullivan, E.J., & Decker, P.J. (1992). Effective management in nursing (3rd ed.). Redwood City, CA Addison Wesley. Tumulty, G., Jernigan, LE., & Kohut, G. (1995). Reconceptualizingorganizational commitment. Journal of Nursing Administration, 25(1),
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Williams, L.J., & Hazer, J.T. (1986). Antecedents and consequences of satisfaction and commitment in turnover models: A reanalysis using latent variable structural equation methods. Journal of Applied Psychology, 72,219-231. Wilson, B., & Laschinger, H.K. (1994). Staff nurse perception of job empowerment and organizational commitment. Journal of Nursing Administration, 24(4S), 39 -47. Zemke, R., Raines, C., & Filipczak, B. (2000). Generations at work: Managing the clash of veterans, boomers, xers, and nexters in your workplace. New York American Management Association.

Rusbult, C.E., & Farrell, D. (1983). A longitudinal test of the investment model: The impact on job satisfaction, job commitment, and turnover of variations in rewards, costs, alternatives, and investments. Journal of Applied Psychology, 68,429-438. Salancik, G.R. (1977). Commitment and the control of organizational behavior and belief. In B.M. Staw & G.R. Salancik (Eds.), N m directions in organizational behavior (pp. 1-54), Chicago: St. Clair Press.

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