Meyer and Allen's (1991) third component of organisational commitment surmises that nurses with strong normative commitment are connected to the organisation by feelings of obligation and duty.
To investigate the effects of job satisfaction, perceived organisational support, leadership behaviour and level of education on the long-term care nurses' levels of organisational commitment, Yoon and Thye's (2002).
The purpose of this study focused on the predictive effects of job satisfaction, perceived organisational support, transformational leadership behaviour and level of education on the degree of organisational commitment among registered and licensed practical nurses in South Florida's long-term facilities using standardised instruments validated in previous research.
These feelings led to problems that caused low morale, lack of job satisfaction and the perception of very little or no organisational support (Wynd 2003; Grau et al 1991).
Studies have found strong positive relationships between organisational commitment and desirable work outcomes such as performance, adaptability and job satisfaction (Allen 2003; Allen and Meyer 1990a, 1996; Chen and Francesco 2003; Cheng and Stockdale 2003; Meryer et al 1993; Powell and Meyer 2004; Vandenberghe 2003).
Her tertiary studies have been in behavioural science and organisational
communication, and she is currently completing an MBA.
the identification of values that stakeholders will deem positive and the successful communication of those values to the stakeholder groups (by managing the organisational image)
ensuring the performance of the company fulfills those values so that stakeholders' experiences of the company equal the identity claims (by managing the organisational performance)
managing reputation: Organisational reputation is formed by stakeholders reassessing their "image" of an organisation based on the individual's experiences of its operations.
Thus the organisational identity should be the same for each audience.
Thus the effective management of brand and reputation needs a central function driving the organisation's strategy by identifying the organisational identity that will fulfil business objectives.
The process embarked upon follows a standard organisational development procedure in terms of diagnosis, planning implementation and evaluation.
The research model was specifically for ABSA's needs, applying standard communication and organisational development theory.
In terms of attitudinal and behavioural norms affecting the organisational communication climate, successes include:
Variables needing attention through communication and intervention include leadership styles, organisational pride and internal customer relations.