ORGANISATIONAL COMMITMENT AT WORKPLACE

LITERATURE REVIEW
INTRODUCTION

Organisation Commitment Organizational commitment in recent years has become an important concept in organizational research and in the understanding of employees' behaviour in the workplace. It reflects the extent to which employees identify with an organization and are committed to its goals. A meta-analysis of 68 studies and 35,282 individuals revealed a strong relationship between organizational commitment and job satisfaction (Tett and Meyer, 1993). However, another study showed that only 38 per cent of employees feel any long-term commitment to their organization (Today, 1995). Yet greater organizational commitment can aid higher productivity (Mathieu and Zajac, 1990) Since the 1960s employee commitment continues to be one of the most exciting issues for both managers and researchers. The term commitment enjoys an increasing vogue in sociological discussion. It is used in analyses of both individual and organizational behaviour. It is used in a descriptive concept to mark out forms of action characteristic of particular kinds of behaviour of individuals and groups (Becker,1960). Organizational commitment in the fields of Organizational Behaviour and Industrial/Organizational Psychology is, in a general sense, the employee's psychological attachment to the organization. It can be defined as an employee's feelings about their job, and Organizational Identification, defined as the degree to which an employee experiences a 'sense of oneness' with their organization.

Because the term has been used to express a varied assortment of ideas, it is fruitless to speculate on its real meaning. The sociologists argue that commitment and the authority that organizations have over members is rooted in the nature of employee involvement in the organization. In this case involvement can take one of the three forms ie, moral involvement, calculative involvement or alienative involvement. Organizational researchers and social psychologists view commitment quite differently. Organizational researchers study attitudinal commitment, focusing on how employees identify with the goals and values of the organization. This is commitment viewed primarily from the standpoint of the organization. Social psychologists study behavioral commitment, focusing on how a person's behaviour serves to bind him to the organization. Once behaviour shows commitment, people must adjust their attitudes accordingly, which then influence their subsequent behaviour. Thus a cycle begins: behaviour shapes attitudes and the shaped attitudes in turn shape behaviour. The major driving force behind this continuous recognition of commitment in the management literature over more than three decades is that it is often seen as the key to business success (Benkhoff, 1997). More recently, some researchers (e.g. Baruch, 1998), have started doubting the viability and suitability of organizational commitment (OC) to todays fast changing environment in the West. On the contrary, other researchers argue that one of the key year 2000 issues is organizational commitment. The recent perspective of multidimensional organizational commitment is taking over from the one-dimensional approach that has dominated management research for more than three decades. Studies involving a variety of professions, including research scientists and engineers (Steers, 1977), employees in nursing departments (Curry et al., 1986), clergy (Baack et al., 1993), and police officers (Dunham et al., 1994), have shown that a range of variables are related to organizational commitment. These variables include organizational characteristics, job characteristics, and demographic characteristics. One commonly used definition of organizational commitment was developed by Porter et al. (1974). Organizational commitment is defined as the relative strength of an individuals identification with and involvement in a particular organization. Mowday, Porter, and Steers(1982), affective organizational commitment can be characterized by three related 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.

Murray, Gregoire, & Downey, 1991: The counterpart to affective organizational commitment is continuance organizational commitment, which considers the idea that individuals do not leave a company for fear of losing their benefits, taking a pay cut, and not being able to find another job. Hunt, Chonko and Wood,1985: organizational commitment was defined as a strong desire to remain a member of a particular organization, given opportunities to change jobs. O'Reilly and Chatman,1986: attempted to clarify the construct of organizational commitment, focusing on the bases of the employee's psychological attachment to the organization. They distinguished three bases of commitment--compliance, identification and internalization--and suggested that these three bases of commitment `may represent separate dimensions of commitment. Maume,2006: Organizational Commitment is typically measured by items tapping respondents willingness to work hard to improve their companies, the fit between the firms and the workers values, reluctance to leave, and loyalty toward or pride taken in working for their employers. Organizational commitment, as an attitude, has been defined as the relative strength of an individuals identification with, and involvement in, a particular organization (Mowday et al., 1979; Allan and Meyer, 1990). This definition, reflecting an individuals affective commitment, represents a major approach to the study of organizational commitment (Meyer et al., 2002), and appears to be the most desired form of commitment. Employees with strong organizational commitment continue employment with the organization because they want to do so (Ghani et al., 2004). In order to achieve organizational commitment, employers need to help their employees value involvement in the organization. The more the employees value being part of the organization, the more likely they are to stay with the organization. Early research considered organizational commitment to be a construct with a single dimension; however, it is now widely accepted as being multi-dimensional (Meyer & Allen, 1997). In other words, more than one form of attachment exists to describe the nature of this psychological tie or mindset.Many factors influence employee commitment. These include commitment to the manager,

occupation, profession, or career (Meyer & Allen, 1997). Organizational commitment focuses on employees commitment to the organization. In 1984, Meyer and Allen proposed a bi-dimensional conceptualization of organizational commitment that drew on these early works, labelling the former view as affective and the latter as continuance commitment. In 1990, they added a third component, namely, normative commitment (Allen and Meyer, 1990). Originally introduced by Weiner and Vardi (1980), normative commitment refers to feelings of obligation to stay with an organization because of the belief that it is the right thing to do. Meyer and Allen (1991) argued that common to these approaches is the view that commitment is a psychological state that (a)characterizes the employees relationship with the organization and (b) has implications for the decision to continue or discontinue membership in the organization. Meyer and Allen (1991) further argued

that affective, continuance and normative commitment are components, rather than types, of commitment as an employees relationship with an organization might reflect varying degrees of all three. Beyond this, however, the nature of these psychological states differs and the three components of commitment are argued to develop from different antecedents and to have different implications for job-related outcomes other than turnover (for a review, see Allen and Meyer, 1996; Meyer and Allen, 1997). Affective commitment develops mainly from positive work experiences, such as job satisfaction and organizational fairness, and is associated with desirable outcomes, such as higher levels of organizational citizenship behaviours and lower levels of withdrawal behaviours like absenteeism and tardiness. Continuance commitment, on the other hand, has been shown to have two primary antecedents: lack of job alternatives and side-bets, that is, anything that increases the cost of quitting, such as investments in the organization in terms of time, money and effort. Continuance commitment as such represents a need to stay with the organization and is not related to positive organizational or individual outcomes. Finally, normative commitment is argued to develop from organizational commitment norms that develop pre-entry (through familial and cultural socialization) or post-entry (through organizational socialization) and appears to be predictive of positive outcomes, not as strongly as affective commitment (Wasti, 2002).

Theoretical Background

Interest in organizational commitment has led to the development of several instruments to measure the construct. Morrow (1983) noted that there were some 25 concepts and measures related to commitment, and Sutton and Harrison (1993) called for a moratorium on developing additional measures until existing ones could be further analyzed and tested. One of the major models of organizational

commitment is that Developed by Meyer and Allen (1991), which conceptualizes organizational commitment in terms of three distinct dimensions: affective, continuance, and normative. Affective commitment For several authors, the term commitment is used to describe an affective orientation toward the organization. Kanter (1968), for example, defined what she called "cohesion commitment" as the attachment of an individual's fund of affectivity and emotion to the group. Likewise, Buchanan (1974) described commitment as a partisan, affective attachment to the goals and values, and to the organization for its own sake, apart from its purely instrumental worth. Porter and his associates (Mowday, Steers and Porter, 1979; Porter, Crampon and Smith, 1976; Porter, Steers, Mowday and Boulian, 1974) described commitment as the relative strength of an individual's identification with and involvement in a particular organization. It is a "partisan affective attachment to the goals and values of an organization apart from its instrumental worth" (Popper and Lipshitz, 1992). Employees who are affectively committed to an organization remain with it because they want to do so (Meyer, Allen and Gellatly, 1990). Continuance Commitment For Stebbins (1970), continuance commitment was the awareness of the impossibility of choosing a different social identity because of the immense penalties involved in making the switch. Still others have used the term "calculative" to describe commitment based on a consideration of the costs and benefits associated with organizational membership that is unrelated to affect (Etzioni, 1975; Hrebiniak and Alutto, 1972; Stevens, Beyer and Trice, 1978). Finally, Farrell and Rusbult (1981) suggested that commitment is related to the probability that an employee will leave his job and involves feelings of psychological attachment which is

independent of affect. Meyer and Allen (1991) suggested that recognition of the costs ssociated with leaving the organization is a conscious psychological state that is shaped by

environmental conditions (e.g. the existence of side bets) and has implications for behaviour (e.g. continued employment with the organization). Employees wise primary link to the organization is based on continuance commitment remain because they need to do so (Meyer and Allen,1991). Normative Commitment Finally, a less common, but equally viable, approach has been to view commitment as an obligation to remain with the organization. Marsh and Mannari (1977), for example, described the employee with "lifetime commitment" as one who considers it morally right to stay in the company, regardless of how much status enhancement or satisfaction the firm gives over the years. In a similar vein, Wiener (1982) defined commitment as the totality of internalized normative pressures to act in a way which meets organizational goals and interests and suggested that individuals exhibit these behaviours solely because they believe it is the right and moral thing to do. Normative commitment is characterized by feelings of loyalty to a particular organization resulting from the internalization of normative pressures on the individual (Popper and Lipshitz,1992). Employees with a high level of normative commitment feel they ought to remain with the organization (Meyer and Allen, 1991). In arguing for their framework, Meyer & Allen (1991) contended that affective, continuance, and normative commitment were components rather than types because employees could have varying degrees of all three. For example, one employee might feel both a strong attachment to an organization and a sense of obligation to remain. A second employee might enjoy working for the organization but also recognize that leaving would be very difficult from an economic standpoint. Finally, a third employee might experience a considerable degree of desire, need, and obligation to remain with the current employer (Meyer & Allen, 1997, p. 13) Even though the authors present this argument, they do not imply that there is a rationale for summing all the scales to obtain an overall score for organizational commitment. Consequently, for this research, the different scales will be referred to as types rather than components

PROBLEM FORMULATION

i)

TITLE OF THE STUDY :

To study the level of organisational commitment among Big Bazaar employees

ii)

BACKGROUND OF THE STUDY

Organizational commitment in recent years has become an important concept in

organizational research and in the understanding of employees' behaviour in the workplace. It reflects the extent to which employees identify with an organization and are committed to its goals. A meta-analysis of 68 studies and 35,282 individuals revealed a strong relationship between organizational commitment and job satisfaction (Tett and Meyer, 1993). However, another study showed that only 38 per cent of employees feel any long-term commitment to their organization (Today, 1995). Yet greater organizational commitment can aid higher productivity (Mathieu and Zajac, 1990). Interest in organizational commitment has led to the development of several instruments to measure the construct. Morrow (1983) noted that there were some 25 concepts and measures related to commitment, and Sutton and Harrison (1993) called for a moratorium on developing additional measures until existing ones could be further analyzed and tested. One of the major models of organizational commitment is that Developed by Meyer and Allen (1991), which conceptualizes organizational commitment in terms of three distinct dimensions: affective, continuance, and normative.

iii) STATEMENT OF THE PROBLEM

Employees are one of the most important determinants and leading factors that determine the success of an organization in a competitive environment. This is especially true for service organizations that rely heavily on their good behavioural employees to provide friendly and courteous services to their customers in this

competitive environment. For keeping their customers happy and satisfied, the organization should have highly committed employees. With the increasing levels of development, the working environment has also become more competitive. In order to survive in this competitive environment, an organization should have highly committed employees.

IV) RELEVANCE OF THE STUDY The research helps the organization in understanding the importance of organizational commitment of the employees in achieving its goals. Organizational Commitment is highly valuable. This is because a highly committed employee will identify with the goals and values of the organization, has a stronger desire to belong to the organization and is willing to display greater organizational citizenship behaviour. Highly committed employees wish to remain associated with the organisation and advance organisational goals, and are therefore less likely to leave. A committed employee will be more eager about his job and more motivated to dedicate a lot of time and effort to accomplish the tasks required.

RESEARCH PROCESS

Objective of the Study To study the level of Organizational Commitment among big Bazaar employees,KSRTC Specific Objective of the Study 1) To measure organizational commitment. 2) To study the relationship between the personal factors of the employee (Age, Experience, Gender etc.)

Research Design Type of research: Descriptive Research Data Collection: Primary data- Questionnaire Secondary data- daily interaction,websites, reference books Sampling: Sampling Design- convenient sampling Population- Employees of Big Bazaar,KSRTC Sample Unit- shop floor employees & Managers Sample size- 100 employees Tools for data collection: Organizational commitment: Organizational Commitment Questionnaire developed by Meyer, Allen, and Smith (1993) is used to assess organizational commitment. Tools for Data Analysis: Percentage Method

Limitations of the study o Errors due to the bias of respondents cannot be ruled out in this study. o Reluctance of the employees to disclose the facts. o Reluctance of employees to co-operate. o The validity of the study depends upon the information gathered through primary data collection techniques. o Human nature is very dynamic and thus the level of organizational commitment may vary from time to time. o Findings of the study cannot be generalized as it is specific to Big Bazaar KSRTC

PRESENTATION AND ANALYSIS OF DATA

The data analysis is done by considering the different dimensions of commitment coined by Allen and Mayer. They are Affective Normative & continuous The population includes 1. Band 1 employee (team member & team leader) 2. Band 2 employees (DM, ADM &SM) 3. Support function (HR, Maintenance and CSD) (Includes both males and females)

Sample Size

CATEGORY

NUMBER OF RESPONDENTS

Band 1 Band 2 Support function

75 15 10

TOTAL

100

AFFECTIVE COMMITMENT:

Q1. I would be happy to spend the rest of my career with this organisation

FACTOR

NUMBER OF RESPONDENTS 50 0 15 35

PERCENTAGE (%) 50% 0 15% 35%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 10% Agree 15%

Strongly Agree 75%

ANALYSIS 86% of the employees strongly agree with the statement,7% agrees with the statement only 7% strongly disagree with the statement

Q2: I enjoy discussing my organisation with people outside it

FACTOR NUMBER OF RESPONDENTS 15 0 35 50 PERCENTAGE (%) 15% 0 35% 50%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 15%

Strongly Agree 50% Agree 35%

ANALYSIS 50% of the population strongly agrees with the statement & only 15% strongly disagree with the given statement

Q3. I feel as if this organisations problems are my own

FACTOR

NUMBER OF RESPONDENTS 25 33 30 10

PERCENTAGE (%) 25% 33% 30% 10%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 10%

Strongly Disagree 25%

Agree 30%

Disagree 33% Neutral 2%

ANALYSIS 25% of the respondents strongly disagreed with the statement & 33% disagreed with it .while 10% strongly agreed with the given statement.

Q4: I do not think I could become as attached to another organisation as I am to this one
FACTOR NUMBER OF RESPONDENTS 10 5 20 65 PERCENTAGE (%) 10% 5% 20% 65%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 10% Disagree 5%

Strongly Agree 65%

Agree 20%

ANALYSIS 65% of the employees have strongly agreed with the statement while only 10 % of the employee strongly disagreed with the statement.

Q5. I feel as a part of the family at my organisation

FACTOR NUMBER OF RESPONDENTS 10 0 5 85 PERCENTAGE (%) 10% 0% 5% 85%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 10% Agree 5%

Strongly Agree 85%

ANALYSIS 85% of the population strongly agreed with the statement and only 10% of the population disagreed with the given statement.

Q6: I feel emotionally attached to this organisation

FACTOR NUMBER OF RESPONDENTS 40 5 20 35 PERCENTAGE (%) 40% 5% 20% 35%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 35%

Strongly Disagree 40%

Agree 20%

Disagree 5%

ANALYSIS 35% of the population is emotionally attached to the organisation while 40% have strongly disagreed with it.

Q7: This organisation has a personal meaning for me

FACTOR NUMBER OF RESPONDENTS 10 4 20 60 PERCENTAGE (%) 10% 4% 20% 60%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree Disagree 10% 4% Neutral 6%

Strongly Agree 60%

Agree 20%

ANALYSIS 60% of the respondents strongly agrees that they have a personal meaning to this organisation but only 10% strongly disagrees that they dont have a personel meaning to this organisation.

Q8: I feel a strong sense of belonging to my organisation

FACTOR NUMBER OF RESPONDENTS 10 5 10 75 PERCENTAGE (%) 10% 5% 10% 75%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 10% Disagree 5% Agree 10% Strongly Agree 75%

ANALYSIS 75% of the population feels a strong sense of belongingness and only 10% disagree with the statement.

CONTINUANCE COMMITMENT

Q9: It would be hard for me to leave my organisation right now, even if I want to
FACTOR NUMBER OF RESPONDENTS 35 15 20 25 PERCENTAGE (%) 35% 15% 20% 25%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 26%

Strongly Disagree 37%

Agree 21%

Disagree 16%

ANALYSIS 37% of the employees strongly disagree with the statement and only 26% agrees with the given statement

Q10: My life would be disrupted if I decided I want to leave my organisation now

FACTOR NUMBER OF RESPONDENTS 20 5 20 55 PERCENTAGE (%) 20% 5% 20% 55%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 20% Strongly Agree 55%

Disagree 5%

Agree 20%

ANALYSIS 55% of the population strongly agreed with the mentioned statement, 20% strongly disagreed with it

Q11: I am afraid of what might happen if I quit my job without having another one

line up

FACTOR

NUMBER OF RESPONDENTS 10 5 20 65

PERCENTAGE (%) 10% 5% 20% 65%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 10% Disagree 5% Strongly Agree 65%

Agree 20%

ANALYSIS 65% strongly agreed with the statement and Only 10% disagreed with it

Q12: It would be costly for me to leave my organisation right now

FACTOR

NUMBER OF RESPONDENTS 14 12 24 60

PERCENTAGE (%) 14% 12% 24% 60%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 54%

Strongly Disagree 13% Disagree 11%

Agree 22%

ANALYSIS 54% of the employees strongly agrees with the statement and only 13% strongly disagrees with it.

Q 13: Right now staying with my organisation is a matter of necessity than desire

FACTOR

NUMBER OF RESPONDENTS 10 2 18 70

PERCENTAGE (%) 10% 2% 18% 70%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 10% Disagree 2% Agree 18% Strongly Agree 70%

ANALYSIS Majority of the population accepted that it is a matter of necessity than desire and only 10% disagreed with it

Q14: I feel I have little option to consider leaving this organisation

FACTOR NUMBER OF RESPONDENTS 50 25 5 20 PERCENTAGE (%) 50% 25% 5% 20%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 20% Agree 5%

Disagree 25%

Strongly Disagree 50%

ANALYSIS 50% of them strongly disagreed with the statement,20% of them strongly agreed with it

Q15: One of the serious consequences of leaving this organisation would be scarcity available alternatives
FACTOR NUMBER OF RESPONDENTS 70 12 18 0 PERCENTAGE (%) 70% 12% 18% 0%

of

Strongly Disagree Disagree Agree Strongly Agree

Agree 18%

Disagree 12% Strongly Disagree 70%

ANALYSIS 70 % of the population strongly disagreed with the fact

Q16: One of the major reasons I continue to work for this organisation is that leaving would require personnel sacrifice; another organisation may not match the overall benefits I have here
FACTOR NUMBER OF RESPONDENTS 34 5 17 44 PERCENTAGE (%) 34% 5% 17% 44%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 44%

Strongly Disagree 34%

Agree 17%

Disagree 5%

ANALYSIS: 44% strongly agrees with the statement and 34% strongly disagrees

NORMATIVE COMMITMENT:

Q17: I think people these days move from organisation to organisation too often
FACTOR NUMBER OF RESPONDENTS 10 2 28 60 PERCENTAGE (%) 10% 2% 28% 60%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 60%

Strongly Disagree 10% Disagree 2%

Agree 28%

ANALYSIS: Majority of the population strongly agreed with the statement

Q18: I believe that a person must always be loyal to his/her organisation

FACTOR NUMBER OF RESPONDENTS 53 4 0 43 PERCENTAGE (%) 53% 4% 0% 43%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 43% Disagree 4%

Strongly Disagree 53%

ANALYSIS: 53% strongly disagree with the specified statement

Q19: Jumping from organisation to organisation seems to be unethical to me

FACTOR NUMBER OF RESPONDENTS 10 5 20 65 PERCENTAGE (%) 10% 5% 20% 65%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 10% Disagree 5%

Strongly Agree 65%

Agree 20%

ANALYSIS: 65% strongly agree with the statement, 10% strongly disagreed with it

Q20: I believe that loyalty is important and therefore I feel strong sense of moral obligation to remain
FACTOR NUMBER OF RESPONDENTS 20 5 30 45 PERCENTAGE (%) 20% 5% 30% 45%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 20%

Disagree 5%

Strongly Agree 45%

Agree 30%

ANALYSIS: 45% strongly agreed with the statement and only 20% sttrongly disagreed with it

Q21: If I got another offer for a better job elsewhere, I would not feel it was right to my organisation
FACTOR NUMBER OF RESPONDENTS 38 21 20 21 PERCENTAGE (%) 38% 21% 20% 21%

leave

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 21% Strongly Disagree 38%

Agree 20% Disagree 21%

ANALYSIS: 38% of the population strongly disagreed with the statement

Q22: I was taught to believe in the value of remaining loyal to the organisation
FACTOR NUMBER OF RESPONDENTS 30 15 25 30 PERCENTAGE (%) 30% 15% 25% 30%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 30%

Strongly Disagree 30%

Agree 25%

Disagree 15%

ANALYSIS: 30% of the population strongly agreed with the statement, while 30% strongly disagreed

Q23: Things were better in the days when people stayed in one organisation for careers
FACTOR NUMBER OF RESPONDENTS 52 2 36 10 PERCENTAGE (%) 52% 2% 36% 10%

most of their

Strongly Disagree Disagree Agree Strongly Agree

Strongly Agree 10%

Agree 36%

Strongly Disagree 52% Disagree 2%

ANALYSIS: 52% of the population strongly disagree with the above statement , 36% of trhe population agrees with it

Q24. I think wanting to be a company man or company woman is sensible

FACTOR NUMBER OF RESPONDENTS 10 5 20 65 PERCENTAGE (%) 10% 5% 20% 65%

Strongly Disagree Disagree Agree Strongly Agree

Strongly Disagree 10% Disagree 5% Agree 20%

Strongly Agree 65%

ANALYSIS: 65%strongly agreed with the statement ,10% disagreed with it

ANALYSIS OF DEMOGRAPHIC DETAILS TABLE 1 Table showing the age of the respondents

Age 21-30

Number of Respondents 68

Percentage (%) 68%

31-40

32

32%

CHART 1 Chart showing the age of the respondents

32% 68%

Inference: 68% of the respondents were in the age group of 21-30, 32% of them were of the agegroup 31-40

TABLE 2 Table showing the experience of the respondents Experience Below 1yr 1-2yrs Above 3yrs Number of Respondents 23 57 20 Percentage (%) 23% 57% 20%

Chart showing the experience of the respondents

20%

23%

Below 1yr

57%

Inference: 57% of the employees have 1-2years experience and 23% of them have more than 3 years experience. Only 20% of them have less than 1 year of experience

FINDINGS AND SUGGESTIONS

FINDINGS
There is a low level of affective commitment among the shop floor employees There is low level of normative commitment among the total population Employees with more than 3years of experience shows high level of effective commitment The continuance commitment is seen highly among the employees of experience between 2-3 years It has been found out that there are two factors that majorly influence continuance commitment they are the cost of leaving and the availability of alternative

SUGGESTION
The awareness of performance based promotion should be created Salary mismatch between the experienced and the new member should be avoided Fun at work culture helps to increase the commitment level among employees Information sharing and employee participation in decision making helps to increase the commitment level

Providing nonfinancial benefit can also help in increasing the commitment level Providing the necessary freedom in their work can help to increase the commitment towards work and organisation

CONCLUSIONS

CONCLUSIONS
The study is conducted to analyse the level of the employees commitment in Big Bazaar,KSRTC Bangalore. It has been found out that the Band 2 employees that is the officers shows a high level of affective commitment while compared with the Band1 employees. It also been found out that there is a high level of continuance commitment among the Band 2 employees and it is found out that generally there is low level of normative commitment among the population. Employees with strong organizational commitment continue employment with the organization because they want to do so. In order to achieve organizational commitment, employers need to help their employees value involvement in the organization. The more the employees value being part of the organization, the more likely they are to stay with the organization. Organizational Commitment is highly valuable. This is because a highly committed employee will identify with the goals and values of the organization, has a stronger desire to belong to the organization and is willing to display greater organizational citizenship behaviour. Highly committed employees wish to remain associated with the organisation and advance organisational goals, and are therefore less likely to leave. A committed employee will be more eager about his job and more motivated to dedicate a lot of time and effort to accomplish the tasks required. With the increasing levels of development, the working environment has also become more competitive. In order to survive in this competitive environment, an organization should have highly committed employees.