Organizational Commitment and Engagement in Two Finnish Energy Sector Organizations

Abstract

This study was conducted to show a novel way to analyze organizational commitment and engagement levels in organizations and to compare the results of two Finnish organizations operating in the energy sector. Employees estimate the truth value of statements with regard to their own organization at a given moment in time. The employees also specify how they would like the situation represented by the statements to be in the future. In this study, we requested participation from a total of 90 senior salaried employees from two companies in the spring of 2014. In the end, we obtained 54 responses in total, giving us a response rate of 88% for Company A and 25% for Company B. On the basis of the responses, a collective understanding of each organization was first defined, and then a comparison was made between these two organizations. The results of these comparisons show that there are similarities between the companies, even though the degree of affective commitment was significantly higher in one of the companies. However, both companies had similar focus points and priorities in the current state, target state, and proactive vision. On the other hand, the study also discovered that there were major differences regarding some of the evaluated features, as expected. As a result of the analysis, important areas of development were observed in both companies.

Safety Culture and Collective Commitment in Organizational Context

“…The Organizational Commitment/Engagement model, contains 59 features which are assessed with 237 statements. These features are categorized under relevant constructs, such as work motivation, job satisfaction, person-organization fit, perceptions of organizational support, and turnover intentions [15]. All the identified categories are grouped under the three main dimensions of organizational commitment-affective, continuance, and normative (cf.…”

“…By using statements employees evaluate themselves in current time and they also evaluate the level they wish or target for future. For example, they evaluate themselves regarding how engaged or motivated they are in the different aspects of their work and how committed they are to their organization [15]. The evaluation is made using the Internet-based Evolute assessment system [17,18], in which the respondent compares the statement to linguistic labels on a continuous scale, meaning that there is a nonnumerical scale for answering each statement.…”

Exploring neural networks in the analysis of variables that affect the employee turnover in the organization

“…[5][6][7][8][9][10] In this field of knowledge the research lines are diverse, from very general topics such as organizational behavior to more specific ones such as leadership, group work, culture, values or the commitment, and communication. [11][12][13][14][15][16][17][18][19][20] Within this wide spectrum of research, several focus on the analysis of the effects of HRM on the results of the organization, mainly in relation to staff turnover, commitment, quality, and the results. [21][22][23][24] Similarly, specifically within the investigations related to the employee turnover at work, multiple analytical approaches are also distinguished, some are focused on evaluating the impacts of employee turnover; others instead seek to determine which variables directly or indirectly influence the employee turnover.…”