ORGANISATIONAL COMMITMENT Sample Clauses

ORGANISATIONAL COMMITMENT. An ACT member organisation endorsement of the Code and its Appendix means that the ACT Voting Member supports ALL principles, even if the organisation is not involved in all areas of sectoral work.

ORGANISATIONAL COMMITMENT. The WYC Community Team person, in conjunction with senior staff, have key roles in developing staff understanding of the goals of the WYC. Senior staff have a particular role to ensure up-to-date data input, analysis and feedback within their organisation in relation to WYC performance indicators in order to monitor progress over time. Participating organisations will commit to a program of staff development which will improve understanding of the goals of the WYC and which will lead a review of staff roles and reporting in order to achieve these goals. Principle 1 Purpose of Collection of Personal Information Limits the information which can be collected by WYC members to that which is relevant to a function or activity of the member in relation to the WYC. The onus is placed on the collector to justify why certain information is being collected. Principle 2

ORGANISATIONAL COMMITMENT. Epworth is a world class health care provider. It has a clear vision and a set of values and behaviours to guide its operation to ensure the achievement of high-quality care and services for patients and families. All Employees and Epworth will uphold the vision, values and behaviours and will endeavour to give full effect to these in their dealings and in the performance of their duties. Each new Employee will receive a copy of the values and behaviours statement.

ORGANISATIONAL COMMITMENT. Organisational commitment is a key factor in management and organisation research (Lok et al., 2005) and it has been defined by researchers in different ways. The Organisational Commitment Questionnaire (OCQ) (Xxxxxx et al., 1974), which is a commonly used tool to measure organisational commitment (Reichers, 1985), refers to organisational commitment as the extent to which a person identifies strongly with and belongs to a particular organisation (Xxxxxx et al., 1974; Xxxxxx et al., 1982; Xxxxxx et al., 1979). Xxxxxx et al. (1999) propose the same definition for group commitment as for in-group identification: the level of importance for employees in terms of strong ties with group members. Xxxxxx (1982), who follows the identification approach, defined organisational commitment as internalised motives to achieve organisational aims and interests. He argued that identification is a part of commitment. According to these definitions, there are three characteristics that are embedded in organisational commitment: a strong belief in and adoption of organisational orientation and values, a desire to put in effort to represent the organisation and a willingness to keep membership (Xxxxxx et al., 1974; Xxxxxx et al., 1979; see also Xxxxxx et al., 1982). However, these definitions are problematic because they do not distinguish identification from commitment. Some definitions are the same as the definition of organisational identification (x.x. Xxxxxx et al., 1999) (Xxxxxxxx and Xxxx, 1989) whereas others conceptualize organisational commitment regarding identification (x.x. Xxxxxx et al., 1974; Xxxxxx et al., 1979; Xxxxxx et al., 1982) (Xxxxxxx and Xxxxx, 2005). In fact, identification and commitment are different (Xxxxxxxx et al., 2003). Mael and Xxxxxxx’x study (1992) suggests that although organisational identification is correlated with organisational commitment, they are two distinct constructs. The authors point out that organisational identification is a cognitive perception, while organisational commitment is an affective construct, which significantly overlaps with job satisfaction, organisational satisfaction and job involvement (Xxxx and Xxxxxxx, 1992). Individuals commit to an organisation and internalise organisational goals and values through identification (Ashforth and Xxxx, 1989). Therefore, organisational commitment is the totality of the affection and behaviour an employee shows to an organisation, resulting from organisational identification....