Commitment to the company

Jan 21 2018



Keywords: lloyds worker commitment, work life equilibrium employee commitment, employee dedication turnoverc

In the organisation that is being discussed a study showed that the determination of the organisation can be declining, and perceived pressure to function long hours is increasing. Furthermore, many employees report too little organisational support and complications in balancing work and home responsibilities.

All these factors can lead to large absenteeism, turnover and the lack of interest to improve skills and understanding within the organisation.

A discussion will be placed forward to examine the potential factors behind these problems, what influence it has upon the organisation and recommendations will be suggested to address these problems.

The organisation is discovering that its employees are lacking commitment; this is often caused by insufficient job satisfaction and inspiration. Employees can experience disconnected with the organisation because they are doing a similar thing everyday and they haven't any real suggestions in how issues are done. However, an employee who has got responsibility within the organisation and may help to make decisions without consulting anyone else can feel crucial and included within the organisation. This is often resolved by empowerment, this is often thought as "providing the means by which subordinates can exercise electric power over their doing work lives. Whereas delegation may provide the power for a subordinate to carry out specific jobs, empowerment is even more all embracing. It implies a degree of self-regulation; the freedom to choose how to proceed and how to do it" (Lines, 2000:87). Employees may feel that they have no real determination to the organisation because they don't have any duties. Empowerment can transform that by giving the worker the perception of having power and input. This can benefit the worker and the organisation because they'll feel more motivated which encourages commitment, risk taking and innovation (Thomas, 1990). Research has proven that empowerment has a radical effect on just how persons work, with improved job satisfaction, overall performance, decreased turnover and improved loyalty and commitment. With this, increased inspiration and feeling of well being the employee would want to be more involved in the organisation by developing their expertise within and making efficient work.

Thomas (1990) declares that if you have an absence of supervision, employees demonstrate flexibility on controlling their individual job accomplishment, initiation of innovative duties and resilience to obstacles and sustaining inspiration in the face of problems. These are symptoms of motivated behaviour, because they are being trusted to begin their focus on their very own and make decisions.

However, there can be some problems with empowerment such as if there are no real suggestions in what the employee can and cannot perform. The employee must also make it happen too by having the desire for increased control, having great beliefs and trust, the co-operation of others and a willingness to take chances. Without these factors, empowerment can be quite a complete waste of period and resources. It has also been discovered that having a strict ambiance, negative conversation with or from management can negatively effect empowerment (Siegal, 2000). These challenges can be overcome by having an authentic job preview, job design and style, training and good communication abilities. An additional resource that can be utilised is focus/discussion groupings and employee surveys to find out if empowerment works well. It's important that employees understand the goals of senior management plus they believe that they can all work together to attain the same targets to allow them to be willing and in a position to take empowered actions (Siegal, 2000).

Thomas and Velthouse's version depicted empowerment as based on four cognitions: impression, competence, meaningfulness and choice.

"Impact was the amount to which behaviour sometimes appears as 'making a difference' regarding accomplishing the objective of the duty. Competence was the amount to which an individual can perform task actions skilfully. Meaningfulness includes the individual's intrinsic caring about a given task. Choice consists of causal responsibility for a individuals actions" (Siegal, 2000:668). The model implies that the employee will need to have each one of these traits to succeed at becoming empowered and reap the benefits of it. Effective empowerment needs people to make good decisions about their work, and then take the appropriate actions to carry out those decisions; poor communications and network systems could inhibit empowerment.

From looking at offering personnel with empowerment, this will solve the lack of commitment concern towards the organisation if it is properly planned and executed with the proper training and communication. Those that thrive on being in control of their work will reap the benefits of this technique as it offers them a meaning to going to work every day.

Employees needing a stability between their home and work life need to seek overall flexibility from an organisation to allow them to handle their other obligations like children and family. This is the case in the organisation as it will not provide its personnel with an satisfactory work-life balance. This is often thought as "meeting demands in a single domain (e.g. do the job) helps it be difficult to meet demands in the additional (e.g. residence)" (Beauregard, 2006). This balance is indeed relevant today because extra women take part in the work force which means those employees with kids need their companies to be versatile to allow them to manage their home responsibilities. A CIPD survey showed that increasingly more people need to juggle responsibilities at home and in the workplace so when employees are asked about work, both concerns that emerge most frequently are long hours and strength. (

As the quantity of dual career family members has increased, there is definitely more pressure put after employers to implement advantages to help employees balance job and family issues. Research has shown that work-life programs enhance morale, attendance, productivity and recruitment (Casper, 2004). Those organisations offering work-life benefits benefit from their employees feeling as if their employers are concerned about their welfare and are supportive of their requirements. "Perceived organisational support is defined as a worldwide impression employees hold an organisation values them and cares about their well-getting, and is definitely postulated to create interpersonal exchange in a way that perceived support from the organisation increases organisational attachment" (Casper, 2004:2). Out of this, we can look at that if an organisation offers support and benefits to its personnel, they are more than likely in order to reduce absenteeism plus they feel more appreciated in the workplace. Examples of what employers can provide include career breaks, prolonged maternity and paternity leave, compressed weeks, decreased hours and task share schemes. The implementation of work-life plans are regarded as a fitness of culture change ( Managers believe of the business advantages of adopting a work-life harmony as it provides an improved culture and produces better results, as the employees are happier and under less pressure from their duties.

There could be some downsides to adaptable working from the point of view that those that choose never to take up the choice feel as though they are completing the work that others have gone so they can balance their house and work life. A feeling of disgruntlement could be felt by those still left at work at six o'clock on a Friday night. However, this could be avoided if proper planning and preparation is completed before such benefits can be found.

A case study on Lloyds TSB shows what sort of work-life balance can be achieved in practice. Lloyds TSB introduced a flexible performing scheme which enabled its employees to discuss with their supervisor working schedules that could suit both company and the employee. They created a compressed fortnight where workers can work nine days out of every ten, a concern and response booklet was handed to all or any employees to be sure that everything was obviously understood and staff were pleased to support the theory. The scheme was designed so that there were no gaps in delivering a good service to its buyers and every worker has an important purpose to perform ( With this sort of preparation, as demonstrated by Lloyds TSB, offering flexible performing can provide employees with job satisfaction and they'll feel under much less pressure when juggling their home and work obligations. With various flexible choices it draws in managers and males to have up the offer, not simply married women with kids. This demonstrates there are equal thoughts between individuals that there is a need for more flexible working time to be accessible so a better culture can be made up of a wholesome balance between work and home life.

Another problem within the organisation that's becoming apparent is the culture of working extended hours. Working long hours is becoming more common with British workers working a few of the longest hours in European countries. A high proportion of UK workers work more afterward ten hours in addition to their contracted hours. This is simply not an occasional effort to cope with emergencies or peak periods, but rather a normal event (employment- National data shows that over 25 % of UK regular employees work more than 48 hours per week, which is longer than the Working Time Directive (WTD) weekly functioning hours limit.

The significant reasons for working such long hours are due to work pressure due to heavier workloads, increasingly demanding customers (specifically increased expectation of 24 hours per day service), increased competition, fewer staff and tighter budgets. As well, managers put pressure on the employees to work long hours to achieve their goals. Companies can implement a long hours culture where it is interpreted that as demonstrating commitment. Job insecurity and individuals feeling the need to prove their indispensability can be an issue for a few employees.

Working long hours can have effects on both organisation and on the average person. For a while working extended hours, it gets the task done in time for any deadlines and deals with any emergencies that require to be seen to. However, in the long term, it can impact employees' health and well being and also effecting their satisfaction at the job which reflects after their job performance.

Other impacts on the individual of working long hours include adverse impacts on associations, families, sociable lives and community actions and reduced occupations for individuals, particularly people that have caring responsibilities who could be unable or unwilling to do the job long hours.

Employers will face consequences in addition to the individual for working extended hours such as increased sickness, low morale and high turnover, lower productivity and greater health threats (

A survey executed by the CIPD confirmed that the main reason for working long hours was workload. The survey also showed that several in four respondents reported some sort of negative effect on health, a lot more than two out of five respondents reported a poor impact on their relationships & most respondents reported unwanted effects on the job performance. An assessment from medical and Safety Executive concluded that "there is some data that working long hours can lead to anxiety or mental ill-health and wellbeing" ( From these sources, it shows that there are mainly unwanted effects that result from working long hours.

Companies have to break the extended hours culture by recognising that it is not successful in the long-term and look at how it could impact the company. From this they can create a strategy to break the long performing hours culture. For example, 'go home on time' days to improve awareness of the problem, introduce training and development programmes to boost time control and delegation ( These initiatives display that management does not expect employees to get in early and stay at the job until late. This reduces the pressure put after employees and therefore will reduce their stress levels.

The report also shows absenteeism and turnover is normally increasing, this demonstrates so much pressure is being put upon the personnel that they feel they can not work and conclude leaving the organisation. One of many adverse influences of the is stress. Tension is a way to obtain tension and frustration and can arise through a number of influences, including specific, organisational and environmental factors (Mullins, 1996). A certain amount of stress can be quite a good thing as it promotes a high degree of performance; however, it is also potentially unsafe. "Stress can bring about difficulties in interaction and interpersonal relationships and have an adverse effect on morale, performance and efficiency at work, and health" (Mullins, 1996:527).

Absenteeism and turnover can be extremely problematic for any organisation as a result of the time and expense of replacing staff and covering for them if they are off sick. Companies need to monitor these levels; otherwise, it could become very costly for them. Sickness absence can be an problem of growing concern among companies in the UK due to changing legislation, improved competitive pressures and greater knowing of the costs incurred therefore of absence ( A study suggests that between 2 and 16% of total annual salary bills may be spent by companies absence. High absenteeism sometimes appears mostly in careers where there is little skill involved and insufficient involvement, this suggests that employees are unmotivated and dissatisfied with their task.

Employees are likewise unwilling to have up opportunities on training courses because they are not committed to the organisation. This lack of commitment shows that they don't plan on staying with the organisation for very long.

To reduce these concerns strategies have to be in destination to make workers feel valued rather than under pressure to operate over their contracted time. There could be issues to employee additional staff to help with heavy workloads, even if it is merely on a temporary basis. There will be fewer personnel leaving the organisation, fewer being off sick and also more willingness to go on training courses to enhance their skills.

The organisation must address these issues of commitment, long hours, support and the work-life balance otherwise their challenges of turnover, training and absenteeism will persist to become a problem. As already mentioned there are many ways that the business can resolve these challenges.

Employees feel even more motivated and have job satisfaction when they have responsibility and so are in control of how each goes about their work; this is when empowerment becomes successful in an organisation. It provides the employee to create decisions for themselves and experience as though the certainly are a significant person in the team. As study has shown this will also help with the organisations excessive absenteeism and commitment complications as employees want to come quickly to work as they get pleasure from what they do.

The work-life balance is becoming more important to employees as they have other commitments beyond work like looking after children and elderly family members. Organisations have to offer support and provide some kind of flexible working to enable them to fulfil their obligations beyond work. This allows them to feel as if they are being reinforced by their employer in dealing with both their home and work responsibilities.

The long hours culture has turned into a major problem in the UK as companies are putting pressure on their employees that results will only be performed if extra function is put in. This culture as well puts the concept across that promotion will only be achieved if extra hours are placed in at the office. This puts a whole lot of stress onto workers as they feel as though they have to work an excess of hours to become recognised for doing very good work. Those who are unable to stay late or can be found in early because of other duties feel at a drawback as they are struggling to work the extended hours that's expected. This culture needs to be changed by companies and applied by the managers and performing by case in point. Having days where staff need to go on time is merely one way to encourage all employees to go back home. This change in tradition will have an effect on absenteeism and turnover as staff will feel under less pressure.

The absenteeism, high turnover and unwillingness to partake in training courses are all related to the lack of support from the organisation for the staff' welfare. Once all of the above have been attended to then these elements will enhance the overall way of life within the organisation.

To sum up the organisation must be more aware of its employees' needs and offer help and support where necessary. With appropriate research into what the staff want the organisation will be able to keep its employees faithful and focused on the organisation in addition to avoid creating a lifestyle where long hours may be the norm.

These changes would lead to the creation of a far more loyal, committed and successful team.

Question 2

theories certainly are a means where we generate expectations about the world; frequently they are

derived from what we've perceived to have happened before and therefore they influence

how we set about future interactions with this world. Furthermore, theory is obviously enmeshed used since explanation allows prediction which allows control (Gill and Johnson, 2002, pp. 32-33).

The relationship of firm theory, and its subject matter is always problematic. For the reason that its subject matter includes knowledgeable beings who are self-aware, aware of others' behaviour and who've the power of sensory perception and so are with the capacity of feeling. Because social research theory attempts to understand and explain all areas of human behaviour, incorporating organizational phenomena, an integral issue is definitely that those theories can result upon and change the very behaviour that constitutes the interpersonal scientist's focus precisely because those theories happen to be irrevocably component and parcel of that human domain, they are created by it, they happen to be investigated in it, they are disseminated in it plus they can transform it!

In contrast, for healthy researchers who investigate the behaviour of physical, nonsentient

phenomena, their romantic relationship with those phenomena isn't problematic in these

respects. people evidently do have subjective capacities, and they be capable of attempt

to purposively and self-consciously modify their behaviours in the light of knowledge

that provides been disseminated to them by cultural scientists or other folks. To place it bluntly,

social science's theoretical analyses and interpretation of human being behaviour are constantly

fed back into that which they are about, the social world.

the social world is a domain in which the

same process of theoretical analysis and interpretation also take place, albeit usually

in a fewer rigorous fashion, through the actions of what we sometimes make reference to as common

sense. Hence, the cultural globe can and does remedy back unpredictable ways

as people employ theory to conceptualise and describe their experiences. Of

course, such processes might undermine, enhance or certainly remain indifferent to the

explanatory electric power of the social technology theory.

People can and carry out read social science theory and in the light of this knowledge,

change what they carry out. Hence, the dual hermeneutic is a concept that has at its

heart the partnership between social research theory and the every day practices of

human agents. Consequently, Giddens claims, social science

must have an inherently evaluative and normative marriage to social switch and development

through its criticism of the taken-for-granted beliefs of actors that are encoded into

and expressed within their everyday social practices.

As we've argued, social scientists' research of actors' social practices is constantly

disseminated, into what it is about. Their analyses can therefore

change their subject matter if actors subsequently opt to incorporate those criticisms

within their private understanding and practices. For example, people might begin

to use social researchers' analyses to understand their own behaviour and that of other

people. In doing this, they could change their individual behaviours and try to influence

the behaviour of others in particular directions. This

issue has important outcomes for a subject such as for example organization theory. Not only

does organization theory try to describe and describe the institutional forms that

organizations take, it could also have the effect of being a dynamic agent that participates

in changing and creating those organizational forms through its own dissemination

in, and effects upon, the social environment. This paradox is definitely illustrated by Figure 1

Hence, the dual hermeneutic raises two units of issues.

1. The ways in which social science-derived business theories, through their

social dissemination, can influence: the creation, repair and development

of institutions and the routine practices of their participants; the type of that

membership; the relations between those associates (e.g., the various types of

managers and their hierarchical relations with various kinds of subordinates).

2. The ways that organizational people deploy theory from many sources in

understanding and almost developing, retaining and changing their agencies;

the ways in which these everyday social operations and practices exert

influence after the development of public scientists' theories about organizations.

Undoubtedly, it is difficult to separate both of these sets of issues because of the reciprocal

relationship between social science theory and the interpersonal practice processes

those theories are about, as illustrated in Number 1. On the other hand, for our purpose

here, the two tips on how to write a conclusion for a research paper issues raise significant queries about how organization theory

is designed and how it really is communicated to, disseminated to and used by various

organizational audiences. Moreover, in addition, it raises questions about how precisely what is going

on in organizations is manufactured available to organization theorists and for wider public


Figure 1:The Double hermeneutic

McAuley.J-Duberley.J & Johnson.P , Organizational Theory, (2007), Pearson Education Limited, P, 19.

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