With respect to organizational commitments, organizational commitments refer to .

Answer]: Organizational commitment is the degree to which employees identify with the organization, dress up, and continue to actively participate in it, also known as organizational loyalty. Organizational commitment is an important indicator of whether an employee is willing to stay and work in the organization in the future.

In general, employees with high organizational commitment exhibit positive worker-modelling behaviors.

Organizational commitment is also known as "organizational belonging", "organizational loyalty", etc.

Organizational commitment generally refers to the strength of an individual's identification with and participation in an organization, which is different from the contract signed between an individual and the organization in terms of work tasks and professional roles, but is a "psychological contract", or "psychological contract".

For managers, understanding their employees' organizational commitments is essential for policy development and management improvement. A Watson Wyatt survey of 7,500 employees in the U.S. showed that companies with high employee commitments had a much larger overall return to shareholders over a three-year period (112) than companies with low employee commitments (76). It can be seen how important the commitment of employees to the organization is to the company.

So, how do you improve your employees' organizational commitment? There are the following management recommendations:

1 Chinese culture attaches great importance to the emotional experience component of experience, and in order to win the emotional commitment of employees, employees need to experience the care and favor of the organization in their work practice. Therefore, managers should start from the needs of employees, carefully design various policies for employees, create a suitable working environment, and create conditions for employees to be highly involved and strive to achieve organizational goals. For every contribution of employees, the company should give positive affirmation, and through a fair distribution and promotion system to give returns.

2. Do a good job in employee career management and establish an internal career development system. Provide more training and promotion space for the development of employees, meet the ideal commitment requirements of employees, establish employees' work vision, and help employees to achieve self-realization.

3. Trust management: To win the affection and loyalty of employees, they must be given trust. Managers should build a relationship of mutual trust with employees through honest and open communication, give employees a sense of belonging, and reduce the occurrence of undesirable behaviors through education and training, not through strict rules.

This eliminates the negative impact of employment instability on organizational commitment.

4 For employees with high turnover rates led by economic and opportunity commitments, targeted measures can be taken to retain needed talent based on their performance and organizational needs, while opportunity commitments can be allowed to drain naturally. Because it is also necessary for the company to maintain a certain percentage of talent turnover. When the overall level of employee commitment in an organization is low, it means a high risk of brain drain, requiring managers to be highly vigilant and reflective, and adjust management measures.

Trust is a word that I think everyone will be familiar with. But it's not an easy task to really do it. But as long as you stick to your promises, you are the right course of action!

Persistence is victory, and if you stick to your promise, you will win the victory!

What promise did the company give him, and since a person is so busy, why doesn't the company want to find someone for him?

So what are the promises, and why does the company feel so tired.

The three-factor organizational commitment model proposed by Meyer and Allen has had a wide impact and has become a widely accepted concept of organizational commitment in the West. However, organizational commitment, which is one of the attitudes towards work, is inevitably influenced by the organizational culture and social culture in which the members of the organization live. Cultural socialization has been shown to be a precursor to organizational commitment (Clugston, 2000).

Some cross-cultural studies have also shown that the connotation of organizational commitment may not be consistent between different countries due to cultural influences. So, how does Chinese culture, as a representative of Oriental culture, affect the organizational commitment of Chinese employees? At a time when the economic system is undergoing a fundamental transformation, how is the organizational commitment of Chinese employees performing?

This is an issue of great concern to Chinese and foreign managers and management scholars.

To this end, Chinese scholars Ling Wenyi, Zhang Zhican, Fang Liluo (1998, 2000, 2001) and others have conducted systematic research on the organizational commitment of employees in domestic enterprises. Using interviews, semi-open-ended questionnaires and structured questionnaires, they developed the "Chinese Employee Organizational Commitment Questionnaire" to explore the commitment structure of Chinese employees. The study found that there are five factors in the structural model of employee organizational commitment in China.

The organizational commitment structure of Chinese employees has the same emotional commitment factor and normative commitment factor as in the West, and its meaning is also consistent with Meyer and Allen's model. The significance of economic commitment and opportunity commitment is also reflected in the continuation commitment factor in the three-factor commitment model. However, the factor of ideal commitment is not addressed in the Western model.

The concept of organizational commitment was first proposed by Becker (1960). He defines commitment as the tendency to maintain "consistency of activity" resulting from a one-sided bet. In an organization, this unilateral input can refer to anything of value, such as:

Benefits, energy, skills that have been mastered that can only be used in a specific organization, etc. He believes that organizational commitment is a psychological phenomenon in which employees are forced to stay in the organization as their "unilateral investment" to the organization increases.

Since then, the concept of organizational commitment has attracted more and more attention, and scholars have come up with different views on it based on their respective studies.

Organizational commitment is also translated as "organizational belonging", "organizational loyalty", etc. Organizational commitment generally refers to the strength of an individual's identification with and participation in an organization. It is different from a contract between an individual and an organization regarding work tasks and professional roles, but rather a "psychological contract", or "psychological contract".

In organizational commitments, the individual determines the angle and degree of connection to the organization, especially those behaviors outside of professional roles that cannot be specified in formal contracts. Employees with high organizational commitment have a very strong sense of identity and belonging to the organization.

Answers]: a, c, d

This question examines the content of the organization's commitments. Organizational commitments include emotional commitments, continuing commitments, and normative commitments.

Organizational Commitment: Emotional Commitment, Ongoing Commitment, and ().

a.Normative commitments.

b.The system promises to fight the omen.

c.The benefit promised brother to sell the limbs.

Correct Answer: a