Chapter Six. Commitment and Engagement—Not Morale or Satisfaction
WHEN PEOPLE ARE ASKED, “What do you do?” they might say:
“I’m a software engineer,” or
“I’m in finance,” or
“I’m a professor.”
Or they might reply:
“I’m with Qualcomm,” or
“I’m with CitiCorp,” or
“I’m with the University of Michigan.”
If they answer by naming the organization where they work, chances are good that part of their identity and self-esteem comes from belonging to that organization. Their answer is a manifestation of commitment, one of the most critical elements for long-term organizational success.
When the organization they work for is a vital part of their sense of self, people are really involved—they are committed to that organization. Being part of that organization gives ...
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