Developing commitment between managers and employees

Abstract

Examines the relationship of managerial strategy and organizational commitment among drivers working in the private bus industry. Investigates the dimensions of managerial strategy and organizational commitment. Data were collected by survey questionnaire. Demonstrates that managerial strategy plays a key integrative role in generating organizational commitment among bus drivers. Decentralized authority, participative management, and resource adequacy were the most relevant factors in the development of organizational commitment. Found that employees felt blocked in using their initiative, experienced a power distance between managers and drivers, and were not recognized for non‐driving activities. Suggests that managers and supervisors need to look at structures and processes which encourage participation and decentralized authority so that employees maintain involvement in their organizations.