1.
Employee Commitment
MGMT712
Managing Human Resources & Personnel
Psychology in Integrated Resorts
Date:
9-Nov-2017
Mentor:
Dr. Matthew Yap
Student:
MB 74686 CHOI Ka Heng, Suki
MB 74664 WANG Qian, Jessica
MB 74684 Zack FONG
MB 74628 Junying LIN, Jade

2.
Contents
•Part 01 / Introduction - What is Employee Commitment
•Part 02 / Precondition (Engagement)
•Part 03 / Types of Employee Commitment
•Part 04 / Measurement of Employee Commitment
•Part 05 / Maintaining Employee Commitment
•Part 06 / Employee Commitment in Macau Casino Industry
•Part 07 / Benefits of Employee Commitment
•Part 08 / Conclusion
•Part 09 / Encountered Challenges
•Part 10 / Referrences

3.
What is employee commitment
01

4.
•A sense of attachment (Employee Psychology)
•Resulting loyalty to an organization ( Employee
Behaviour)
Definition
(Source: http://www.mbabrief.com/what_is_employee_commitment.asp)

5.
02
Engagement

6.
Precondition – Employee Engagement
•Engagement Definition: high
affective commitment; Be willing to
work go beyond the duty.
•Engagement drives commitment
•Watch Video
(Source:http://www.mnestudies.com/human-resource/employee-engagement-
commitment)

7.
03
Types of employee
commitment

8.
Three Component Model of Commitment
Affective Commitment
Normative Commitment
Continuance
Commitment
(source：John Meyer and Natalie Allen, Three component model of commitment)

9.
Affective commitment
Affective commitment relates to how much employees want to stay at their
organisation. (Identify with the organisational goals, fit into the organisation,
satisfied with job.)
It means an affective emotional attachment towards an organisation.
(Source:https://www.effectory.com/knowledge/themes/employee-commitment-survey/)

10.
Normative commitment
Normative commitment relates to how much employees feel they should stay at
their organisation. ( Disastrous Consequences )
A moral obligation to remain with an organisation. (guilt )
(Source:https://www.mindtools.com/pages/article/three-component-model-
commitment.htm)

11.
Continuance commitment
•Fear of Loss
•Weigh up the pros and cons of leaving your organization.
•It relates to how much Employees feel the need to stay at their organisation
•The recognition of costs associated with leaving an organisation.
(Source:https://www.mindtools.com/pages/article/three-component-model-
commitment.htm)

12.
04
How to measure
employee commitment
？

13.
Employee Commitment Survey
•How the employees committed to the company
•What way they are committed ( Affective? Normative? )
Limitation:
•Hard to develop an effective questionnaire
•Employee may not be honest or cheat in the survey
•Not accurate and reliable result
(Source:https://www.effectory.com/knowledge/themes/employee-commitment-survey/ )

14.
Observation：360 Review
•Observation: Direct and Effective
•Attachment to Company: Can be perceived
360 Review：
•Feedback opportunity
•A group of coworkers to provide feedback
(Source:https://www.effectory.com/knowledge/themes/employee-commitment-survey/)

15.
(Source:https://www.effectory.com/knowledge/themes/employee-commitment-survey/)
Observation：360 Review
Advantages:
•Comprehensive and pertinent Information
Shortcoming:
•Personal opinions --> hard to avoid prejudice and bias
•Time and resource costly
•Upper level staffs → Authentic reviews from subordinates?

16.
05
Suggestions to maintain
employee commitment

17.
Fitting in
(Source:https://www.effectory.com/knowledge/themes/how-to-increase-employee-
commitment/https://c.edu.au/how-to-increase-your-employee-commitment-and-loyalty/ )
Fit In Well
Better Connection & Involvement
Remain with the organization
&
Be more responsible

18.
Clear Company Objective
•Help employees make better decisions at work
•Adapt their contribution to the collective goal
Involve Employee in Company-wide Decision
•Clarify employees thoughts and feelings
•Make employees feel valued and involved
•Help to ensure their support of the execution of decisions
Fitting in
(Source:https://www.effectory.com/knowledge/themes/how-to-increase-employee-
commitment/https://c.edu.au/how-to-increase-your-employee-commitment-and-loyalty/ )

19.
Encourage Team Bonding
•Encourage the development of a
more positive work environment and
productivity
•Enhance the overall well-being
Fitting in
(Source:https://www.effectory.com/knowledge/themes/how-to-increase-employee-
commitment/https://c.edu.au/how-to-increase-your-employee-commitment-and-loyalty/ )

20.
Development
Map up Career Plan
•Employee: See the prospective
=>More likely to stay longer with the
company and devote themselves
•Employer: Match employees’ role with
their future prospects
Create Learning Opportunity
•Employee who interested in advancement
=> Want to learn new things and create value in
their position
•Employer: Provide education opportunity
=>Make their employees’ professional
development a part of their personal goals and
objectives
source:https://www.capital.org/s/content/a0Y410000058FBdEAM/blog10-key-strategies-
to-increase-employee-commitment-and-retention )

21.
Communication
Communication
•Minimize misunderstanding
•Help to ensure the employees
are happy to work
Manager/Supervisor:
•Receive appropriate training in
management and people skill
(Source:https://www.capital.org/s/content/a0Y410000058FBdEAM/blog10-key-strategies-
to-increase-employee-commitment-and-retention )

22.
Communication
(Source:https://www.capital.org/s/content/a0Y410000058FBdEAM/blog10-key-strategies-
to-increase-employee-commitment-and-retention )
Provide Feedback:
What they are succeeding?
What requires more attention?
Ask for feedback:
What they want more?
What they want less?
Show they are listening

23.
Salary and Benefit
Fair and Competitive Salary
Stay informed on what other companies are paying
for similar work
Benefit
Offer benefit to employees when the company has
business growth
Recognition:
Take extra time and resource to recognize
employee publicly
A small recognition can go a long way to
retain an employee

24.
Work-life Enrichment
Work-Life conflict
•Multiple roles in their works and life
•If their work impose too many
demands and requirements, they may
not be capable with the roles in their
life.
Work- life enrichment
•Reasonable workload
•Leaves employee energized instead of
exhaustion
•Enhances their personal identity rather
than diminishes it
•Helps them not only to survive but
thrive in their life
(source:https://www.linkedin.com/pulse/employee-resource-groups-work-life-enrichment-sabatini-
fraone?trk=pulse-det-nav_art https://www.linkedin.com/pulse/employee-resource-groups-work-life-enrichment-
sabatini-fraone?trk=pulse-det-nav_art」)

25.
Work-life Enrichment
(source:https://www.linkedin.com/pulse/employee-resource-groups-work-life-enrichment-sabatini-
fraone?trk=pulse-det-nav_art https://www.linkedin.com/pulse/employee-resource-groups-work-life-enrichment-
sabatini-fraone?trk=pulse-det-nav_art」)
Positive effect on their life
Skill
Growth
Changing of
mood to be
positive

26.
06
Employee Commitment in
Macau Casino Industry

27.
Employee Commitment in
Macau Casino Industry
•The Gaming Industry amounted about 25% of Macau workforce -- (Chi &
Zheng, 2009)
•The Causal Order explains that employee commitment is interrelated with job
satisfaction & affect directly on turnover rate.
•Research indicates casino workers in Macau has higher commitment than other
industries.
2016 2017
Workforce in Gaming Industry 55,794 55,726
Total Resident Workforce 284,400 288,800
Percentage 19.61% 19.30%
Source: DSEC
(http://www.emeraldinsight.com/doi/full/10.1108/09596110910967809

28.
The Causal Order of
Satisfaction and Commitment
Currivan, D. B. (2000). The causal order of job satisfaction and organizational
commitment in models of employee turnover. Human Resource Management Review,
9(4), 495-524. http://dx.doi.org/10.1016/S1053-4822(99)00031-5

29.
High Job Satisfaction
= High Commitment
•Most of casino workers has high job satisfaction due to positive working
environment & satisfied salary.
•Research shows positive job satisfaction leads to positive commitment.
•Survey indicated half of casino workers are <5 years working experience; another
half are >5 years.
(Source: Relationships among Job Satisfaction, Organizational Commitment, and
Turnover Intention: Evidence from the Gambling Industry in Macau Jen Hung Wang1 ,
Kuan Chen Tsai2 , Luo Jia Ru Lei1 , Im Fan Chio1 , Sut Kam Lai1)

30.
High Commitment
= Low Turnover Tendency
•As casino workers are committed to the company, they have lower turnover tendency.
•Findings shows that employee >5 years working experience with current company has
much higher commitment and low tendency of leaving; <5 years working experience
has lower commitment and higher tendency of leaving.
•Background research shows that most of casino workers’ highest education level is
high-school graduates. Therefore indicating casino workers most likely will stay within
gambling industry instead of looking for job opportunities of other nature. This may
explain higher job commitment among casino workers.
(Source: Relationships among Job Satisfaction, Organizational Commitment, and
Turnover Intention: Evidence from the Gambling Industry in Macau Jen Hung Wang1 ,
Kuan Chen Tsai2 , Luo Jia Ru Lei1 , Im Fan Chio1 , Sut Kam Lai1)

31.
High Job Satisfaction
= High Turnover Tendency
•Research shows higher job satisfaction but is also proportional to high turnover
tendency, which is not consistent with the Causal Order.
•This may explain by abundant of job opportunities in Macau casino, higher pay
offered by other company attracts workers to leave their current job despite they are
satisfied and committed.—( Carsteon and Spector ,1987)
•Low promotion rate among casino workers is a contributing factor to high turnover
rate.
(Source: Relationships among Job Satisfaction, Organizational Commitment, and
Turnover Intention: Evidence from the Gambling Industry in Macau Jen Hung Wang1 ,
Kuan Chen Tsai2 , Luo Jia Ru Lei1 , Im Fan Chio1 , Sut Kam Lai1)

32.
The Derivative of Macau Casino Workers
in Job Satisfaction, Commitment,
Turnover
High Job Satisfaction = High Commitment
High Commitment = Low Turnover
High Job Satisfaction = High Turnover
(Source: Relationships among Job Satisfaction, Organizational Commitment, and
Turnover Intention: Evidence from the Gambling Industry in Macau Jen Hung Wang1 ,
Kuan Chen Tsai2 , Luo Jia Ru Lei1 , Im Fan Chio1 , Sut Kam Lai1)

33.
07
Benefits of
Employee Commitment

34.
Benefits of employee commitment
Benefits
$
1.
Increased job satisfaction
(Vandenberg & Lance 1992)
3.
Increased total return to shareholders
(Walker Information Inc., 2000)
4.
Increased sales
(Barber et al., 1999)
2.
Increased job performance
(Mathieu & Zajac, 1990)

35.
Benefits of employee commitment
1. Decreased employee turnover
(Cohen, 1991)
2. Decreased absenteeism
(Cohen, 1993, Barber et.al., 1999)
3. Decreased intention to leave
(Balfour & Wechsler, 1996)
4. Decreased intention to search for
alternative employers
(Cohen, 1993)
(source:http://www.gpmfirst.com/books/project-success/employee-commitment-and-
participation)

36.
08
Conclusion,
Encountered Challenges,
Q&A,
References

37.
Conclusion
◆Identify 3 types of employee commitment
◆Mention the survey and 360 review to measure employee commitment
◆Indicate to 5 ways to maintain high employee commitment
◆Share the short case about employee commitment of Macau casino industry
Employee commitment effects on employee performance, turnover and absence, and via
its influence on customer attitudes
Affective commitment - the most potential benefit for an organization
Commitment is a two way process – organization & employee

38.
Encountered challenges
•Limited Resources for the measurement of employee commitment.
•Spent long time to find the short case related to employee commitment
•Distinguish three types of employee commitment.
•Limited research within Casino industry on employee commitment.
•Difficulty of gathering for discussion among project members.
•Project members has different style of presentation & opinion.
•Blurred motion between employee commitment & engagement.

39.
Q & A？
？

40.
THANKS
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41.
Reference
Nik Penhale Smith (2016) “ How to Increase Employee commitment”
https://www.effectory.com/knowledge/themes/how-to-increase-employee-commitment/
Helen Sabell (2016) “How to Increase Employee Commitment and Loyalty”
https://collegeforadultlearning.edu.au/how-to-increase-your-employee-commitment-and-
loyalty/
Capital (2017) “10 Key Strategies to Increase Employee Commitment and Retention”
https://www.capital.org/s/content/a0Y410000058FBdEAM/blog10-key-strategies-to-
increase-employee-commitment-and-retention
Jennifer Fraone (2016)” Employee Resource Groups and Work-Life Enrichment”
https://www.linkedin.com/pulse/employee-resource-groups-work-life-enrichment-sabatini-
fraone?trk=pulse-det-nav_art」

42.
Reference
Meyer, J. P. (n.d.). Employee commitment: an introduction and roadmap. Handbook of
Employee Commitment, 3-12. doi:10.4337/9781784711740.00009 Employee Engagement
and Commitment. (n.d.). Retrieved November 01, 2017
http://www.mnestudies.com/human-resource/employee-engagement-commitment
Cohen A (1993), ‘Age and tenure in relation to organisational commitment: A meta-
analysis’, Basic and Applied Social Psychology, Vol. 14, pp. 143-159
6 Ways You Can Benefit From Employee Engagement. (2013, May 27). Retrieved October
23, 2017
https://explorance.com/2013/05/6-ways-you-can-benefit-from-employee-engagement-2/
Employee Commitment and Participation. (2015, March 30). Retrieved October 30, 2017
http://www.gpmfirst.com/books/project-success/employee-commitment-and-participation/

43.
Reference
Relationships among Job Satisfaction, Organizational Commitment, and Turnover
Intention:
https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&
ved=0ahUKEwiShtjX-
Z_XAhVBoZQKHcVlCHUQFggnMAA&url=http%3A%2F%2Fredfame.com%2Fjournal%2F
index.php%2Fbms%2Farticle%2Fview%2F1280&usg=AOvVaw3SJfqabY8pX-
1guWmbfUzq
Currivan, D. B. (2000). The causal order of job satisfaction and organizational
commitment in models of employee turnover. Human Resource Management Review,
http://www.sciencedirect.com/science/article/pii/S1053482299000315

44.
Mathieu J, Zajac D (1990), ‘A review and meta-analysis of the antecedents, correlates, and
consequences of organisational commitment’, Psychological Bulletin, Vol. 108, pp. 171-194
Vandenberg R, Lance C (1992), ‘Satisfaction and organisational commitment,’ Journal of
Management, Vol. 18, pp. 153-167
Barber L, Hayday S, Bevan S (1999), From people to profits, IES Report 355
Walker Information Inc (2000), Employee commitment and the bottom line: Ethical Issues in
the Employer-Employee Relationship, Work, USA.
Cohen A (1991), ‘Career stage as a moderator of the relationship between organisational
commitment and its outcomes: A meta-analysis’, Journal of Occupational Psychology, Vol.
64, pp. 253-268
Balfour D, Wechsler B (1996) ‘Organisational commitment: Antecedents and outcomes in
public organisations’, Public Productivity and Management Review, Vol. 29, pp. 256-277
Reference