Modeling the enablers of organizational commitment

Organizational commitment (OC) has important implications for both individuals and organizational outcomes. This paper aims to present an approach to understand the dynamics between various enablers that help to improve OC in the organizations.

Using interpretive structural modelling, the research presents a hierarchy-based model and the mutual relationships among the enablers of OC in organizations.

The research shows that there exists a group of enablers having a high driving power and low dependence requiring maximum attention and of strategic importance, while another group consists of those variables that have high dependence and are the resultant actions.

This classification provides a useful tool to human resource managers to differentiate between independent and dependent variables and their mutual relationships which would help them to focus on those key variables that are most important for effective implementation of policies to improve OC in their organization.

This research assumes importance in context of countries in the gulf region which are developing economies dependent on large-scale expatriate workforce. Meeting governmental legislation alongside managing differences in culture, work attitude poses a challenge to human resource managers. The findings of this study would serve as a guide to these managers to frame effective policies related to OC.