Published Paper Details:

Employees’ organizational commitment is an important issue, because it may be used to predict employees’ performance, absenteeism and other behaviors (Dordevic, 2004; Bishop & Scott, 1997). Employees commitment to an organization has been defined in a variety of ways including an attitude or an orientation that links the identity of the person to the organization, a process by which the goals of the organization and those of the individual become congruent, an involvement with a particular organization, the perceived rewards associated with continued participation in an organization, the cost associated with leaving and normative pressures to act in a way that meets organizational goals (Meyer & Allen, 1997). These definitions reflect three broad themes: commitment reflecting an affective orientation toward the organization, recognition of costs associated with leaving the organization and a moral obligation to remain with an organization. So, three types of organizational commitment are affective, continuance and normative organization commitment. If employees are committed to their organizations, they expect their organization to be committed to them (Dordevic, 2004). Employee engagement is a strong predictor of positive organizational performance clearly showing the two way relationship between employer and employee compared to three earlier constructs: job satisfaction, employee commitment and organizational citizenship behavior (Markos & Sridevi, 2009).