Comparing Continuance Commitment in a Project Orientated Organization.

Abstract

Organizational commitment is recognised as having a positive relationship with employee retention and performance, yet the nature of commitment in a project-orientated organization is unknown. Project orientated organizations are complicated by temporary teams, varying workloads and inability to guarantee future projects. To date, research in project orientated organizations treats employees as an homogenous body. Adopting a case study methodology, this research explored organizational commitment within a project organization, comparing staff within the organization. Employees were asked to complete an online instrument measuring affective, normative and continuance commitment. Analysis compared results from project managers, project staff and support staff. The research found that project managers reported stronger affective commitment; support staff reported the strongest normative and continuance commitment. The concept of self-investment by employees in the organization is explored as a possible cause of high continuance commitment amongst support staff. Project organizations can use this information to enhance their management of employees. It is important for an organization with project and non-project employees to understand and meet the needs of different roles. The research concludes that the projectification of organizations has wider human resource management and productivity implications and requires further investigation.