Empowering the workplace: a commitment cohesion exercise

Albert S. King (Professor of Management and Human Resources, Northern Illinois University, DeKalb, USA)

Career Development International

ISSN: 1362-0436

Publication date: 1 December 1996


Describes the commitment cohesion exercise, which is an instrument that increases the understanding of employees’ attraction to “the ideal” or empowered organization. Suggests that managers and supervisors will find the exercise instrumental in surveying quality of work‐life problems within their organizations. The exercise also measures employees’ perception of loyalty, values and organizational commitment. Three conditions, i.e. loyalty, values and commitment, influence empowerment structures within an organization. Discusses these conditions or components within the exercise and uses them to define an eight‐phase model which individuals pass in their decision to form and join “ideal” or empowered organizations. The exercise supports the notion of a stepwise movement from loyalty to value congruence (or agreement) to organizational commitment. It also demonstrates how progressive phases are associated with perceived quality of work life and connected to an empowered organization.



King, A. (1996), "Empowering the workplace: a commitment cohesion exercise", Career Development International, Vol. 1 No. 7, pp. 5-11. https://doi.org/10.1108/13620439610367252

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Copyright © 1996, MCB UP Limited

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