Comparative Aspects of Commitment Behaviors

The “Comparative Aspects of Commitment Behaviors” fgure shows in more detail ten aspects that highlight different commitment behaviors. Yet another way to summarize this is the following:

Contractor A contractor (1) demonstrates focus on personal needs for being professional, (2) makes personal sacrifices for personal development, (3) expects compensation according to a professional scale, (4) keeps track of time and expects direct compensation, (5) identifies with profession more than company, and (6) builds a career based on providing professional services.

Employee An employee (1) demonstrates need for affiliation with people as a main orientation of work, (2) makes personal sacrifices in order to get the job done in their area, (3) feels responsible and accountable for performing defined job requirements, (4) does what’s necessary to keep their job or get promoted, (5) expects rewards from management and loyalty from others at work, and (6) thinks of self as part of the company; thinks of the company as part of self.

Steward A steward (1) demonstrates equal concern for the company’s people and companies other assets, (2) makes substantial sacrifice of personal needs to accomplish business goals, (3) feels fully responsible for people and operations in his or her domain of the business, (4) spends the time needed to accomplish goals for the business, (5) thinks in terms of the organization as a collective unit, (6) demonstrates he/she is most concerned about the stability of the business, (7) expects others to take full responsibility and be accountable for their role in the business, and (8) identifies personal excellence by level of responsibility taken in the company.

Partner A partner (1) demonstrates most concern for the business financials, (2) is willing to do whatever is needed to support the company growth, (3) feels responsible for how the business is run as well as what it produces, (4) thinks in terms of the company as a machine or an organism, in and of itself, (5) strives for business success above all else, and (6) expects sacrifice from others for the sake of the business.

The preceding shows the upsides of each role. There are however dark sides of each category too. These are:

Contractor A contractor (1) may have an unreliable commitment to the company,(2) lack by-in to company mission, vision, (3) have no strong need to find a place within the organization, and (4) lack a company affiliation.

Employee An employee (1) may have a limited sense of responsibility to the company, (2) some employees don’t want to be empowered, they want direction, (3) have a limited view of job and function, (4) expect job security and company loyalty, and (5) put labor issues before company needs.

Steward A steward (1) may abuse power, (2) puts company stability in front of staff development, (3) driven by financials, (4) overcommitted in time and responsibility, and (5) have difficulty balancing job, family, and personal life.

Partner A partner (1) doesn’t see the boundaries between job, family, and personal life, (2) has a tendency to control rather than manage people, (3) expects sacrifices without assessing other persons commitment, (4) creates unrealistic standards of excellence, and (5) takes responsibility for areas outside of job assignments and alienates individuals.

By additionally characterizing members of an innovation organization by their level of commitment helps in human resorts planning when it comes to signing people to projects and programs. Commitment behaviors correlate to motivation as assessed with the Keys Survey described in Chapter 10 but tend to have long periodicity whereas motivation can change daily and weekly.