Affective commitment involves the desire or want to remain at an organization. I contribute this to a person who understands the organization’s goal and mission and wants to be a part of the

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Affective commitment involves the desire or want to remain at an organization. I contribute this to a person who understands the organization’s goal and mission and wants to be a part of the process to help the organization succeed. They love the organization, are happy in the role that they have, and have the desire to stay. The benefit is that you have an employee who truly wants to be there and will do their best to ensure the organization’s success.
Continuance commitment involves a person needing to stay at the organization as the costs are higher to leave versus staying. The person may be unhappy with the organization and have sought other employment opportunities but found that the options are few, require skills they do not possess, or the pay is lower. The benefit is keeping a staff member and knowing that your organization may offer a competitive salary.
In normative commitment, the person may not be happy but feel obligated to stay. . An example could be that an employee got the position at the company even though they had no previous experience. The company took a chance on them, or perhaps the other staff members appeared overworked. The employee does not want to leave their colleagues struggling. The benefit is that you have employees loyal to your organization or organizational tasks.
Emotions and stress can affect commitment in that an employee who had affective commitment could become unhappy, maybe because the organization’s mission changed or there was new leadership that came in and wanted to change the organization’s direction in a way that the employee is not pleased with. These changes could cause that affective employee to become stressed, and the desire for the organization changes to a dislike. The employee that once had affective commitment begins to have a continuance commitment and wants to leave but does not find comparable pay and then maybe has a normative commitment because there was a project or team assignment they were working on attempting to complete. They feel obligated to complete the task.
I would encourage my staff to be “in touch” with their emotions by encouraging them to put time into their schedule to do a weekly journal reflection. They could share those reflections at rounding or staff meetings if they felt comfortable. I stress the importance of self-care. Let the staff know that you must listen to the signs your body is giving you when you feel overwhelmed and stressed, set boundaries, and make a point to take time off to recharge. I also keep an open-door policy. If you need to chat about an issue, if my door is open, you are welcome to come in for a conversation or a listening session.

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