The study broke engagement into two components, rational and
emotional. It said rational commitment is based on
professional, developmental and financial needs and is the
most fundamental employee-employer bond, but that emotional
commitment is needed to improve organizational performance
and employee “discretionary effort.”
Emotional commitment, according to CLC, is based on the
extent to which employees identify with the missions,
processes and organizational culture.
MSPB said, “emotional commitment to the job, organization,
team, and manager has greater impact than any form of
rational commitment.”
It said managers play the most important role in securing
that emotional commitment, enabling commitment to the job,
team and organization through feedback, development,
problem solving, and rewards and recognition.
MSPB recommended securing the rational needs of workers,
then “leveraging managerial behaviors to increase emotional
commitment.”
