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Much of the research presenting strong evidence of success with high-commitment management practices may be due to confounding variables. An example of this can be seen in research by Burton and O'Reilly, [ 31 ] who suggested that the benefits seen from high-commitment practices may not be due to the practices themselves, but may result from an ...
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Normative commitment in employees is also high where employees regularly see visible examples of the employer being committed to employee well-being. An employee with greater organizational commitment has a greater chance of contributing to organizational success and will also experience higher levels of job satisfaction.
For example, it can be more effective when applied to smaller, privately held firms than complex organizations based on its outreach effect with members of the organization. [23] However, it can be concluded that transformational leadership has a positive effect on organizational effectiveness.
In this case, there may be a clash between the short-term motivation to seek immediate physical gratification and the long-term motivation to preserve and nurture a successful marriage built on trust and commitment. [93] Another example is the long-term motivation to stay healthy in contrast to the short-term motivation to smoke a cigarette. [94]
In 1993, Schmidt et al. proposed a bridge between the pre-existing concept of 'job satisfaction' and employee engagement with the definition: "an employee's involvement with, commitment to, and satisfaction with work. Employee engagement is a part of employee retention."
These success factors are interdependent. For example, the expected outcomes of goals are positively influenced when employees are involved in the goal setting process. Not only does participation increase commitment in attaining the goals that are set, participation influences self-efficacy as well.
Proactivity is about taking responsibility for one's reaction to one's own experiences, taking the initiative to respond positively and improve the situation. Covey postulates, in a discussion of the work of psychiatrist Viktor Frankl, that between stimulus and response lies a person's ability to choose how to react, and that nothing can hurt a person without the person's consent.