International Journal of Management (IJM)

Volume 7, Issue 3, March-April 2016, pp.298305, Article ID: IJM_07_03_028

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ISSN Print: 0976-6502 and ISSN Online: 0976-6510
IAEME Publication

ENHANCING ORGANISATIONAL
COMMITMENT THROUGH WORKPLACE
RELATIONSHIPS
Dr. Ruchi Sharma
Associate Professor, Jagran Lakecity University, Madhya Pradesh
ABSTRACT
As organizations consists of groups of people working towards common
goal so when a person starts working in an organization the workplace
relationships s/he develops with colleagues helps her/him in adjusting in
her/his role and with the organization. Workplace relationships are unique
interpersonal relationships and have significant impact on the success of the
employee as well as on the success of the organization. The present study
focuses on the impact of workplace relationships on the organizational
commitment. The commitment of the employee depends on his/her positive
working experiences in the organization. These experiences help in developing
the feeling of attachment or identification with the organization. For the
success of the organization healthy working relationships among employees
and their commitment towards organization are significant. This paper
identifies the role of healthy workplace relationships in enhancing
organizational commitment among the employees. The committed employee is
more determined in work and shows high productivity thus ensuring
organizational success.
Key words: Organisational Commitment, Organizational Identification,
Organizational Success, Teamwork, Workplace Relationship
Cite this Article: Dr. Ruchi Sharma. Enhancing Organisational Commitment
through Workplace Relationships. International Journal of Management, 7(3),
2016, pp. 298305.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=7&IType=3

1. INTRODUCTION
An organization is built upon working relationships which provides help and
cooperation to complete work (Schein, 2009; Lazega, 2001). The relationships at
workplace build a sense of common identity through which people are able to relate to
each other (Sharma, 2015). Klinger (1977) states that for many people relationships
matters the most in life as they believe that these relationships makes life meaningful.
In the opinion of Baumeister & Leary (1995) relationships fulfill the human need of

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Enhancing Organisational Commitment Through Workplace Relationships

belongingness. Although some studies have been done on workplace relationships and
organizational commitment but yet this area needs to be explored more as it is critical
to understand the most important resource of the organization and that is its
employees. The workplace relationships are based on mutual expectations (Gabarro,
1987), loyalty and shared understanding (Reis & Shaver, 1988). In the opinion of
Teboul & Cole (2005) individuals explore before forming work relationships.
Employees seek to initiate relationships with the people who are similar to them ( Sias
& Cahill, 1998) and also to those who could be beneficial to them( Teboul & Cole,
2005). Workplace relationships develop and grow stronger as individuals work
together by meeting each others expectations and exchanging information and play
important role in forming individuals organizational lives (Ballinger & Rockmann,
2010). According to Sparrowe & Liden(2005) workplace relationships are a source of
influence. Workplace relationships acts as social support and helps in achieving
professional goals ( Briscoe & Kellog, 2011; Lazega, 2001) and thus lead to
development of more cohesive work groups in which employees develop sense of
belongingness and commitment towards the organization.

2. SIGNIFICANCE OF ORGANIZATIONAL COMMITMENT

Employees attachment towards the organization can be referred as organizational
commitment. According to Porter (1974) organizational commitment is the extent to
which employees willingly accepts the goals and values of the organization and have
the desire to remain the organization. In the opinion of Buchanan (1974)
organizational commitment is defined as the emotional commitment of the employee
in order to achieve the organizational objectives. According to Wiener (1982)
organizational commitment refers to the aggregate internalized normative demands
to perform in a manner which meets organizational objectives and interests. Marthis
and Jackson (2000) states that employee commitment is the extent to which
employees stay with the organizations and they are serious about the organizational
objectives. Organizational commitment is a state in which an employee identify self
with the organization and its goals and maintain his membership in the organization
(Robbins,2005).Thus organizational commitment refers to the individuals dedication
or the feeling of oneness (organizational identification) to the organization.
Organizational commitment of employees is linked to working relationships.
Workplace exhibits a patterned series of relationships which exists between people.
Employees working relationships and employees organizational commitment is
significant for the success of the organization and to face the challenges from external
environment. According to Mowday et. al (1982) organizational commitment is the
relative strength of an individuals identification with and involvement in a particular
organization and can be characterized by a strong belief in and acceptance of the
organizations goals and values, willingness to exert considerable effort on behalf of
the organization and a strong desire to maintain membership of the organization.
Meyer and Allen (1991) states that employees showing high organizational
commitment are emotionally attached and identify themselves with their workplace
.A committed employee develops emotional attachment towards the organization and
is concerned about meeting the organizational goals.

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Dr. Ruchi Sharma

3. POSITIVE ASPECTS OF HEALTHY WORKPLACE

RELATIONSHIPS
Employees perception of social support from team members is positively related to
organizational commitment (Cordrey, et al., 1991; Cohen & Bailey, 1997; Parris,
2003). Although in the definitions of teams interdependency or collective
responsibility around tasks is highlighted (Katzenbach & Smith, 1993; Glassop, 2002;
Devine, 2002) but at the same time from employees perspective the social dimension
plays important role in assessing their own relationship or identification with the
organization. According to Mason & Griffen (2003) the social integration or cohesion
positively affects the employees attitude towards work or the organization. Trust and
cooperation are positively related to attitudinal commitment (Costa, 2003).Social
Exchange theory explains about the impact of different workplace exchange
relationships on employees and also on the organization. These relationships are of
various types like team or group relationships or supervisory relationships. In the
opinion of Randall (1990) the supervisory relationship has direct impact on
organizational commitment. If employees have healthy supervisory relationship then
they feel more committed to the organization (Benkhoff, 1997). Healthy workplace
relationships results into effective teamwork among the employees. Teams are
formally established group of employees working together to accomplish a common
goal. Team work benefits the organization as a team of employees is more productive
than a single employee (Salas et al 2005). A team can effectively work if team
members are inclined to work in collaboration instead of working in their own
individual way (Sharma, 2015). Internal team social relations are vital for the
teamwork. Internal team social relations refer to the provision of social support, unity,
mutual respect, harmony, feeling of communication without hesitation, etc. Mutual
trust, respect, social reciprocity of resources, support and participation in decision
making are the predictable results of successful social relationship (Mueller & Lee,
2002). These relationships are significant as they help in goal accomplishment and
career satisfaction.

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Enhancing Organisational Commitment Through Workplace Relationships

4. CONCEPTUAL MODEL

Workplace
relationships

Employee
satisfaction and
Organizational
success

Team work

Organizational
Commitment

Organizational
belongingness

Organizational
identification
Figure 1 A conceptual model of enhancing organizational commitment through workplace
relationships

The proposed model highlights as how healthy workplace relationships results

into developing an atmosphere for effective teamwork which enhances the
belongingness of employees to the organization. The feeling of sense of
belongingness results in the development of the organizational identification among
the employees. Organizational identification is the identification or alignment of self
to the organization interests or values. It results into the feeling of emotional
attachment and positive emotions towards the organization and as this feeling of
identifying self with the organization develops it results in developing a committed
workforce ensuring employee satisfaction and organizational success and it again
leads to strengthening of healthy workplace relationships.
According to Rasmussen & Jeppesen (2006) teamwork in organizations includes
employees in assisting and supporting each other or doing complementary tasks
teamwork results in increased organizational commitment among the employees and
lower turnover intentions. According to Mathieu & Zajac (1990) if the employees find
value through work relationships then they also shows commitment to the
organization. Cordial relations among team members results in good team work
which has positive impact on employees commitment to the organization (Mitchell,
Holtom, Lee, Sablynski, & Erez, 2001). The most successful organizations are those

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that can create and maintain high productivity teams. High productive teams improve
the quality of work by encouraging innovation and it also increases employee
motivation and commitment.
If the work relationships are based on mutual respect among employees then it
results in the commitment of employees towards the organization. Employees having
high level of commitment demonstrate higher performance and productivity and
contribute positively to the organization. Researchers have shown that there is
positive correlation between organizational commitment and low turnover, low
absenteeism, high morale, job performance, satisfaction and productivity. In the
opinion of Saal & Knight (1987) the employees having high level of commitment take
greater efforts to work and perform and willingly invest their resources in the
organization. Committed employees tend to be innovative and creative. According to
Morrow (1993) committed employees are innovative oriented they focus on the ways
for improving their performance. Morrow (1993) states that, in the organization if the
employees are having low level of commitment then they become unproductive and
start demonstrating the characteristics of loafing in the organization. Morrow (1993)
further explains that low level of commitment is also one of the major causes of high
rate of staff turnover and absenteeism. Cohen (2003) has also discussed about the
impact of lack of organizational commitment resulting into employee absenteeism,
turnover, reduced effort expenditure, theft, job dissatisfaction and unwillingness to
relocate. For a stable and productive workforce organizational commitment is
essential (Morrow, 1993).
In the opinion of Meyer & Allen (1991) highly committed employees do not
leave the organization but tend to take the challenging work activities. According to
Cohen (2003) organizations in which the members have high level of commitment
displays higher performance and productivity and has low level of absenteeism. In the
opinion of Luthans and Fred (2006) organizational commitment is the desire to be a
member of an organization and not to complain about their organization. Committed
employees show positive intentions to work for the organization and they think very
less about quitting the organization (Hunt and Morgan 1994). High commitment is
associated with low turnover intentions (Meyer et al. 2002).Thus committed
workforce creativity and innovation results in making organizational development
initiatives successful( Walton, 1985).
Organizational success requires more qualified and talented workforce but
committed workers are the true assets of an organization. The three component model
given by Meyer and Allen (1991) discusses that there are three components of
commitment: Affective commitment, Continuance commitment and Normative
commitment. According to Meyer and Allen, the affective commitment refers to the
employees emotional attachment to, identification with and involvement in the
organization. The continuance commitment refers to the awareness of cost associated
with leaving the organization and the normative commitment refers to the perceived
obligation to stay in the organization. Meyer and Allen further explain that
affectively and normatively committed members are more likely to maintain
organizational membership and show their contribution towards the organizational
success than continuance committed members. Kitchard and Strawser (2001) states
that satisfied employees develop high affective commitment for their organization.

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Enhancing Organisational Commitment Through Workplace Relationships

5. CONCLUSION
In the opinion of Williams & Anderson (1991) organizational commitment among
employees results in the feelings of affiliation and organizational identification which
results in enhancing organizational efficiency and effectiveness. Thus the
performance of the workers play vital role in determining the success of the
organization. Brooke, Russell and Price (1988) state that employee commitment and
attachment to the organization can be increased through efforts made to improve the
organizations social atmosphere and sense of purpose. Employees accessibility for
organizational, supervisor or colleagues support determines the effectiveness of
workplace relationships. Both the organization and employees are benefitted by
effective relationships as the effective relationships results into exchange of resources,
knowledge and emotional support which are required to deal the challenges of job.
Human beings constantly seek to maintain lasting and significant interpersonal
relationships (Lawrence & Nohria, 2002). If at workplace good relationships exist
among employees then it leads to the development of mutual understanding which not
only benefits the individuals but also to the organization. Thus organizations depend
on the committed employees for achieving success in the current competitive scenario
and healthy workplace relationships plays significant role in developing committed
workforce.

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