HR Management: Building Commitment in Employees

As competition increases in the workplace, many employees targeted by competitors are often the most talented. Human resources managers employ varied measures to retain and attract talented workers. However, irrespective of the measures an organization takes to retain its employees, a high staff turnover will always be recorded.. While improved salaries or benefits are a significant focus of workers, the majority of employees will exit an organization due to the inability to understand their expected deliverables and the timelines they are judged from. 

Making employees understand what is expected of them builds commitment in an organization. Pousa and Mathieu (2015) aver that, irrespective of how difficult an assignment is, employees will always attempt to manage their work within reasonable timelines. Employees build commitment when they understand their objectives. Therefore, satisfaction is improved when workers meet objectives and embark on challenging assignments.

Quality supervision plays a critical role in an organization. . Employees with effective supervisors tend to stay longer in a company (Pousa and Mathieu, 2015). Supervision systems help an employee to work well by clarifying the expectations and sharing feedback for the previous assignment managed by the workers. Accordingly, employees also feel secure with their assignments since they verify every operational step before proceeding to the more complex ones.

Talented employees are keen on managing operational processes. Understanding their work ranges and being able to verify through discussions and quality dialogues maintains them in the company. Close supervision has significant advantages, including mentorship, which might encourage workers to remain focused and reduce turnover.



Pousa, C., & Mathieu, A. (2015). Is managerial coaching a source of competitive advantage? Promoting employee self-regulation through coaching. An International Journal of Theory, Research, and Practice, vol. 8, no. 1, pp. 20-35.

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