At FMC Aberdeen with a family-oriented culture employees are more likely to be committed. By giving the employees the chance to participate in decision making (be self-directed) Aberdeen captures the hearts of its people and in this way they are able to stay at the organization (Cohen, 1993). FMC Green River sees that increasing employees’ commitment to the organization is through payment of good salaries. This is possible but not at all times because employees have other needs apart from money such as feeling respected and secure in the organization.
It is possible for both the two companies to use the two methods interchangeably. Employees at Green River can be empowered to make decisions at work place and also at Aberdeen workers can be given pay rises in order to increase their commitment to their respective companies. To maximize employee commitment both the companies can also consider putting their people first by providing safe working environment, giving employees challenging responsibilities which are practically achievable, and providing enjoyable work place.
At both the facilities, these recommendations shall be implemented in consideration of the current safety situation, financial resources available, impact of changes existing norms within the organizations. Job satisfaction FMC Aberdeen appears to
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At Green River job satisfaction is achieved through payment of good salaries as well as right to belong to a staff employees union which can fight for their rights. The use of a trade union to contribute to job satisfaction may not be applicable in a facility like FMC Aberdeen which deals with manufacture of weapons. This is because such organizations are closely related to armed forces which are not allowed to join trade unions. Employee recognition can be put into practice in FMC Green River because it can be readily applicable.
Other approaches towards achievement of job satisfaction are interesting and challenging roles, respect of employee’s expertise and opinion, an environment that allows employees to do their job (“Job Redesign, A Guide for Managers”). These recommendations are applicable in both facilities. To implement new job satisfaction strategies the organizations should plan for the changes and see how they will fit into the facility’s operations and resultant effects.