Job Satisfaction and Organizational Commitment
Job satisfaction and organizational commitment are closely linked to each other, but they differ from each other. Job satisfaction refers to the affective attachment of oneself to the job viewed either in its entirely i.e. global satisfaction or with respect to specific aspect like facet satisfaction (e.g. employee’s perspective of quality of supervision). On the other side, organizational commitment is the emotional response to a favorable appraisal of the work environment (Stewart, 2008).
Usually, job satisfaction leads to organizational commitment (Stewart, 2008). BMW is considered as the top employer in the U.S. due to high level of satisfied employees. There is high level job satisfaction and organizational commitment to the company. Both are linked to the performance of the company that can be ascertained by the motivational factors and performance management principles used by the company.
Motivational Factors and Performance Management Principles for Job Satisfaction and Organizational Commitment
The company uses intrinsic and extrinsic motivational factors as part of self-determination theory (Nakata, 2006) to increase the involvement factors of the employees in work and to be committed to organization. The motivational factors and performance management principles lead to job satisfaction and influence employees to put extra effort to achieve ultimate objectives. One of the motivational and performance management practices used by the company is remuneration (BMW, 2016).
Performance-related pay is offered to employees. Along with holiday pay, special allowances are provided. In addition, they are provided with the opportunity to participate in success of the company through profit-sharing. In addition, the company offers bonus to employees in response of their performance. One of the examples of the bonus is that in 2010 the company paid its German workers a bonus of 1000 Euros to reward the commitment and performance during economic crisis. The company stated that the payment is made as employees stood up for the company with stamina and commitment (Pinnington & Edwards, 2000). Moreover, the employees have opportunity to drive their own BMW or MINI on easy terms. Career development is a key factor of company’s efforts to enhance performance. The company helps employees in their career through qualifying of roles and international assignment. Furthermore, vocational training is provided with professional development programmes like project management, personal development training like moderation and intercultural programmes (BMW, 2016).
Another motivational factor like intrinsic factor includes work-life balance. The company offers flexible working time models and assists in child care. In addition, the company offers health and fitness facilities and leisure activities. Furthermore, the company offers the employee with the diversified working culture through training of different cultures and through team building. In addition, job rotation and job enrichment are the key performance management practices used by the company. In turn, the performance of employees increase and their commitment level to achievement of goals identified by management is increased. It can be ascertained by the factor that the company is regarded as the top employer as described earlier (BMW, 2016).
References
BMW. (2016). Working at the BMW Group. Retrieved from: https://www.bmwgroup.com/en/careers/working-at-the-bmw-group.html
Nakata, Y. (2006). Motivation and experience in foreign language learning. USA: Peter Lang.
Pinnington, A., & Edwards, T. (2000). Introduction to human resource management (pp. 160-162). USA: Oxford University Press.
Stewart, G. L. (2008). The relationship of emotional intelligence to job satisfaction and organization commitment. USA: ProQuest.
