Employee commitment refers to the psychological affection to the firm or organization (Kumar & Pansari, 2015).

Employee Commitment, Motivation and Cultural Intelligence

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nIntroduction

nLeadership is regarded as the key factor in employees commitment and motivation in different organizations. The failures or success of any organization depends on the manner in which leadership influence commitment and satisfaction of employees. Employee commitment refers to the psychological affection to the firm or organization (Kumar & Pansari, 2015). Most importantly, studies have indicated that this is important to the organization because it affects job performance, organizational behaviour and turnover. moreover, leaders with high levels of cultural intelligence facilitates the employees performance and satisfaction by being considerate of the effects of cultural values a persons introduced to the workplace (Petrie, 2011). Cultural intelligence also plays a crucial part in recognition of weaknesses of the diverse individuals represented by culturally different employees.

nEmployee Commitment

nA study by Petrie, (2011) noted that employee commitment is considered a core prerequisite for the efficient implementation of operational processes, projects and the positive execution of firms transformation programs. Specifically, employee commitment inspires workers to contribute fully in their daily duties and efforts as well as defending the company. Furthermore, committed workers attend their responsibilities and obligations regularly and support the objectives and goals of the organization. They are able to stick with the company in bad and good times. Therefore, scholars imply that committed workers are devoted and loyal to the organization and project team they work for (Petrie, 2011). Employee commitment is believed to be emotional attachment of the workers to the firm hence he/she is able to identify himself or herself with the company. Moreover, it promotes robust desire to safeguard membership with the firm. According to Al-Asfour & Lettau, (2014), employee commitment has positive effect on the job performance because it reduces turnover, lateness and absenteeism. Consequently, having committed workers assigned to a program team has possibly favourable consequences for firm and project performance (Al-Asfour & Lettau, 2014).

nA study conducted by Mencl & Lester, (2014) noted that one of the greatest challenges that leaders in an organization face is the way to sustain engaged and happy employees. Moreover, ensuring organizational commitment among the employees should be a priority. Committed workers facilitate high productivity and more profits. On the other hand, workers possess the same enthusiasm to change as their professional and personal situation adapt to their needs in their professional career (Mencl & Lester, 2014). Therefore, employee commitment is vital as it help to retain top talents. Precisely, by engaging in these activities it enables the worker to feel motivated and valued and hence become a loyal asset of the organization (Petrie, 2011).

nKumar & Pansari, (2015) suggested that one of the major activities of enhancing employees commitment is by establishing the professional growth opportunities. Workers are attracted to an organisation, which offer a chance for them to have a favourable impact on firm and professional growth in their career. Most workers are determined to establish a psychological attachment with the company by creating strategies to improve and adapt to their position. In fact, workers are satisfied when they recognize the opportunities for growth and progression (Kumar & Pansari, 2015). Therefore, organizational leaders should collaborate with their workers to facilitate their career growth. For instance, the managers need to have consistent meeting with their workers to understand how they view they work and determine where they need capacity building (Al-Asfour & Lettau, 2014). Finally, the managers must have open communication and should promote team bonding.

nNatalie Allen and John Meyer formulated a Model of Employee Commitment, which describes that organizational commitment is a psychological act, which comprises three different components that influence the manner in which workers feel about their company (Kumar & Pansari, 2015). The three elements include Affective commitment, Continuance commitment, and normative commitment. Firstly, affective commitment refers to the affection for the employee job, which takes place when a person feels a robust emotional bond to the firm, and his/her work. Therefore, they are more likely to recognize with the values and goals of the organization hence want to remain with the firm (Petrie, 2011). If the workers are happy and enjoy their work, they become satisfied. Subsequently, job satisfaction increases their sense of affective commitment.

nSecondly, continuance commitment refers to the fear of loss which takes place when an employee asses the cons and pros of quitting the firm (Sarros, Luca, Densten & Santora, 2014). Workers feel the need to remain in the company since the loss they would experience by quitting is more than the benefit they believe they might acquire in a new job. Some of these professed losses can be monetary such as benefits and salary, social losses such as allies or friendships and professional including seniority (Al-Asfour & Lettau, 2014). The magnitude of these losses normally rises with experience and age. A worker is more likely to suffer from continuance commitment if he/she has a successful and established role or has benefited from several promotions within a firm (Petrie, 2011). Thirdly, normative commitment refers to instances when an employee have a feeling of obligation to remain in a firm even in circumstances when he/she is unhappy at work or is determined to get better opportunities. In such instances, they feel to remain with their firm since it is the appropriate thing to do (Sarros, Luca, Densten & Santora, 2014).

nCultural Intelligence or Cultural Dimensions

nThe globalization of trade has made the operation of business to be more competitive, dynamic and complex hence the capacity to run efficiently in diverse cultural setting is more crucial for companies. Therefore, employees who display high sense of Cultural Intelligence (CQ) have higher chances of success (Anvari, et al, 2014). More importantly, workers who hold a high value of cultural intelligence are able to reduce knowledge and division gaps among employees in a firm. In this way, they play a crucial part in educating their colleagues about various cultures hence transferring information between unrelated groups. Furthermore, they assist in establishment of interpersonal links and promote better interpersonal associations among workers from multiple cultures. A study conducted by Chen, et al, (2011) noted that culturally intelligent workers also hold the ability to initiate creativity and innovation because of their capacity to incorporate different resources. Similarly, they assist the organization to maximally utilize various opinions and insights from a multicultural labour force that exist in the company (Chen, et al, 2011). Such capacity goes beyond the normal intelligent, having social skills or being emotionally competent.

nCultural Dimensions model comprises of three interactive elements of cultural intelligence among employees in an organization. It comprises of cultural metacognition, cross-cultural skills and cultural knowledge (Chen, Liu & Portnoy, 2012). Various scholars have asserted that all these elements of Cultural Dimensions model can be established in several ways, they do not function in isolation from one another. Firstly, Cultural Knowledge encompasses the process and content of other cultures (Anvari, et al, 2014). Therefore, it indicates when and how individuals express differences with one another and the way to provide feedback to juniors.

nThe model points out that an employee can acquire cultural knowledge via several channels such as books, movies, newspapers, interacting with individual from another culture and visiting another country. The learning experience can be maximized when the individual is mindful in the learning process especially by keenly recognizing the special features of the new culture and analysing the reasons why it is unique and ways to uses this information in the future (Chen, et al, 2011). Secondly, cross-cultural skills involve a wide range of skills beneficial for intercultural success. Some of the skills needed in this process include adaptability, tolerance, relational skills and empathy. For instance, relational skills entails whether an individual enjoys interacting and talking with persons from different cultures while tolerance necessitates whether he/she is capable to endure unanticipated changes, ambiguities and uncertainties in an intercultural encounter (Chen, Liu & Portnoy, 2012). Such skills can be established via working or studying in a different culture since the skills are practiced via trial and error.

nThirdly, Cultural Metacognition refers to the control over and information of a person learning and thinking activities in a certain areas of cultural strategies and experience (Chen, et al, 2011). It also means that an employee is culturally mindful hence, he/she is conversant of the cultural setting, wilfully examines the interactive circumstances and develops course of actions for various cultural situations (Anvari, et al, 2014).

nEmployee Motivation

nEmployee motivation is an important component in any organization because it helps to enhance creativity, commitment and energy levels of workers in a company. Development of strategies to motivate employees is challenging task among most managers. A wide range of employee motivation models have been proposed to enhance the employee empowerment and incentives provisions (Robbins & Judge, 2012). One of the most commonly used models is the four-drive model. In 2002, Nohria and Lawrence developed this model aiming to explain the workers motivation.

nMoreover, it is a holistic process of studying the motivation of the workers beyond their earning structure in the corporate world. The model comprises of four fundamental drives, which include the drive to Define & Defend, to be Challenged & Comprehend, to Bond & Belong and to Acquire & Achieve. Every drive is crucial if the organizational management is to know how to motivate its human resource (Robbins & Judge, 2012). The first drive of Achieve & Acquire is normally satisfied via introduction of Reward System in the company. It explicitly connects rewards to employees achievements. The Bond & Belong drive is mostly achieved via the culture of the organization such as teamwork, friendship and collaboration (Robbins & Judge, 2012).

nOn the other hand, the Challenge & Comprehend drive is accomplished via the Organizational and Job Structure especially the job roles within the firm, which stimulates them to deal with the challenge at hand. Finally, the Define & Defend drive is normally achieved when the workers have a sense of connection and alignment to the firm. It can be met via organizational reputation and management structures of performance (Chen, Liu & Portnoy, 2012). Additionally this can be accomplished by positive reputation and robust vision in the marketplace. Most of researches suggest that the majority of corporations concentrate on the drive to Acquire & Achieve, which involves incentives and base pay and forget the other three, which are also important (Robbins & Judge, 2012).

nHigh-Level Analysis of Current or Past Workplace

nMultiple generations and cultural differences present many kinds of advantages and challenges in the workplaces. Multi-generations and multicultural workforce comprises of workers with a broad range of age difference, race, national origin and culture (Al-Asfour & Lettau, 2014). Some of the advantages associated with this kind of setting include, different insights and broader coverage (Anvari, et al, 2014). Multicultural and multi-generational workforces are beneficial because it promotes different insights from the employees on challenges and issues. Mencl & Lester, (2014) noted that individuals from diverse cultural settings introduce their own special cultural skills and experiences to the daily challenges they encounter in their organizations, which tends to permit for a better final resolution (Mencl & Lester, 2014). Secondly, multicultural workforces offer a wider coverage to the company in the international marketplaces. Al-Asfour & Lettau, (2014) argued that a firm that runs in ten nations could meet the needs of different markets better if it hire workers conversant with them. The capacity to correctly write and speak the language, overwhelm barriers in the new culture, which helps to understand the needs and wants of their customers (Al-Asfour & Lettau, 2014).

nHowever, multicultural workforce is associated with different challenges. Firstly, it increases the likelihood of discrimination. Workers with diverse traits are able to initiate prejudices against one another. Consequently, it creates cultural differences ad conflicts, which hampers the success of the business. Secondly, multiculturalism negatively influences internal communication of the firm because of distinguishing cultural barriers and languages. Miscommunication has a potential to lead to low morale among workers (Al-Asfour & Lettau, 2014).

nIdeas for a Topic of Study

nThe ideas of how a leader should use psycholinguistic framework through their language to motivate employees is most interesting. It comprises of three types of language in communication. Firstly, leaders should have the perlocutionary language, which helps to minimize uncertainties and gives direction (Sarros, et al, 2014). Secondly, locutionary language should be used to describe the values, structure and culture of the organization. Thirdly, empathetic language should be used to promote interpersonal relationships and human bonding such as tributes for good job in the organization.

nReflection

nThe assignment and readings explores the importance of employee motivation, cultural intelligence and commitment in an organization.

nConclusion

nLeadership influences commitment and satisfaction of employees. Employee commitment inspires workers to contribute fully in their daily duties and efforts as well as defending the company. Committed workers are devoted and loyal to the organization hence they identify themselves with the organization (Mencl & Lester, 2014). Moreover, it is associated with positive effect on the job performance because it reduces turnover, lateness and absenteeism. On the other hand, workers who hold a high value of cultural intelligence are able to reduce knowledge and division gaps among employees in a firm (Chen, et al, 2011). Subsequently, they play a crucial part in educating their colleagues about various cultures hence transferring information between unrelated groups. In terms of employee motivation, the four-drive model is a holistic process of exploring the motivation of the workers beyond their earning structure.

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nReferences

nAl-Asfour, A., & Lettau, L. (2014). Strategies for leadership styles for multi-generational workforce. Journal of Leadership, Accountability and Ethics, 11(2), 58.

nAnvari, R., Irum, S., Ashfaq, M., & Atiyaye, D. M. (2014). The impact of leader’s cultural intelligence on organizational commitment. Asian Social Science, 10(17), 45.

nC. Sarros, J., Luca, E., Densten, I., & C. Santora, J. (2014). Leaders and their use of motivating language. Leadership & Organization Development Journal, 35(3), 226-240.

nChen, A. S. Y., Lin, Y. C., & Sawangpattanakul, A. (2011). The relationship between cultural intelligence and performance with the mediating effect of culture shock: A case from Philippine laborers in Taiwan. International Journal of Intercultural Relations, 35(2), 246-258.

nChen, X. P., Liu, D., & Portnoy, R. (2012). A multilevel investigation of motivational cultural intelligence, organizational diversity climate, and cultural sales: evidence from US real estate firms. Journal of applied psychology, 97(1), 93.

nKumar, V., & Pansari, A. (2015). Measuring the benefits of employee engagement. MIT Sloan Management Review, 56(4), 67.

nMencl, J., & Lester, S. W. (2014). More alike than different: What generations value and how the values affect employee workplace perceptions. Journal of Leadership & Organizational Studies, 21(3), 257-272.

nPetrie, N. (2011). Future trends in leadership development. Center for Creative Leadership white paper.

nRobbins, S. P., & Judge, T. (2012). Essentials of organizational behavior. Essex: Pearson.