1. The Three Component Model of
Commitment of Employee’s in an
Organization
The basic three components are:
1. Affective Commitment ("Affection foryour job ").
2. Continuance Commitment ("Fear of loss ").
3. Normative Commitment ("Sense of obligation to stay ").
1. Affectionforyour job occurs when you feel a strong emotional attachment to your
organization, and to the work that you do. You'll most likely identify with the
organization's goals and values, and you genuinely want to be there.
If you're enjoying your work, you're likely to feel good, and be satisfied with your job.
In turn, this increased job satisfactionis likely to add to your feeling of affective
commitment.
2. This type of commitment occurs when you weigh up the pros and cons of leaving
your organization. You may feel that you need to stay at your company, because the
loss you'd experience by leaving it is greater than the benefit you think you might
gain in a new role.
These perceived losses, or"side bets," canbe monetary (you'd lose salary and
benefits); professional (you might lose seniority or role-related skills that you've
spent years acquiring); or social (you'd lose friendships or allies).
The severity of these "losses" oftenincreases with age and experience. You're more
likely to experience continuance commitment if you're in an established, successful
role, or if you've had several promotions within one organization.
3. This type of commitment occurs when you feel a sense of obligation to your
organization, even if you're unhappy in your role, or even if you want to pursue

2. better opportunities. You feel that you should stay with your organization, because
it's the right thing to do.
This obligation can also result from your upbringing. For instance, your family might
have stressed that you should stay loyal to your organization.
Applying the Model
By applying the Three Component Model, you canhelp your team develop greater
positive, affective commitment. By doing this, your people are likely to feel an
increased commitment to the team and organization, and they'll probably feel more
positive and more motivated; and experience greater job satisfaction.
It's important to do your best to grow affective commitment, and reduce your team's
reliance on continuance and normative commitment, so that you're leading a team
of people who feel passionate fortheir roles.
Team members with only continuance and normative commitment may feel bored
and unmotivated, and no leader wants a team with those attitudes! These team
members might also block enthusiastic employees, oreven lower the morale of the
group.
To encourage positive changes, make sure that you're linking people's goals with
those of the team or organization, using an approach like Management by
Objectives. If appropriate, see whether you can better align your team's roles with
their skills and interests, with techniques such as Job Crafting. It's important to help
people find purpose in their work.
Remember that people are more likely to develop affective commitment if they
experience positive at work. Doing what you can to help people flourish is a great
way to encourage people to thrive, and to enjoy the work that they're doing. Make
sure that you give praise regularly, and create a healthy workplace, so that people are
happy and productive.

3. Ways to Minimize Withdrawal Behaviors
of Employees in an Organization
No Manager, Co-founder,or CEO wants to lose their best talent to be withdrawn
from their company. However, most don’t know that their employee is leaving until
it is too late.
Below are few ways to prevent withdrawals of employees ina company.
1. Be Realistic When Assigning Tasks. Delegate an amount of work that is
challenging, but not overwhelming.
2. Follow the Passion. Ensure that eachmember of your team is in the position they
feel most passionate about. Create new positions orbe willing to move skilled
employees to different positions if they feel more passionate about them.
3. Allow Side Projects. Allow your employees to spend some time working on a
work-related side project that they feel passionate about. Some of Google’s most
innovative ideas came froman employee’s side project.
4. Schedule Breaks. Allow and encourage your employees to have a full one hour
lunch as well as 15 minute breaks throughout the day. They should use the time to
take a walk, socialize, make personal phone calls, orstretch.
5. Be Flexible. When a deadline or goal is unrealistic, change it so it is attainable. If
someone who is assigned a task isn’t the right person forthe job, re-assign it.
6. Don’t Spread Your Team Too Thin. Reduce the number of parallel tasks that an
individual or team is working on. Ensure that they are not overwhelmed with their
to-do list.
7. Define Concrete Roles. Ensure that each team member has a specific job
description, understands their role, and is aware of their expected contribution to
the company.
8. Equip Your Team With Proper Tools. Set your employees up forsuccess with the
right tools to execute flawlessly.

4. 9. Train Your Team Well. Ensure that they know their job and they know it well.
10. Provide Ample Support. Managers should spend time listening to and addressing
employees’ concerns.
11. Give Them a Treat. Surprise your team with a treat you know they will love after
a tough week or meeting a stressful goal. Mix it up with food,gift certificates,
allowing them to leave early, orhaving a party at work.
12. Stock Your Kitchen Well. Take a lesson from the Google playbook and make your
workplace feel a little like home. Make sure that your team is well fed and revved
up!
13. Be Hands On. Spend time getting to know each employee on a personal level.
Take them out to lunch individually and talk about non-business related topics.
14. A Team That Plays Together Stays Together. Build team morale, inclusiveness,
and job satisfactionby scheduling company activities like snowboarding, go-kart
racing, laser tag, or kickball. Be creative and make it fun!
15. Don’t Tolerate Cattiness. Address any behavior that is not in line with the
company value of supportiveness immediately.
16. Be Fair. Always make sure that decisions are fair and ethical. Never ask an
employee to complete a task that may challenge their values or elicit ethical
concerns.
“Employee withdrawal behavior is a common phenomenon that no one is immune to. It is important
to structure your work environment so that every employee feels happy and motivated and has the
tools and support they need to succeed. Because the last thing you want is the stressed out,
disgruntled employee stealing the company credit card and going on a binge in Vocations.”