It is without a doubt that employees are one of the most vital components of any organization. Every business entity relies on the competencies and commitment of their employees for the realization of their visions and goals. Employees play an essential role in the existence and growth of organizations because through them; various business functions are executed effectively. For organizations to make sure that they hire and maintain the best human resource talents in different fields, they must heavily concentrate on the motivation of their employees and the management of their performance ( Iqbal et al., 2013, 1 ). Analysis of Target Corporation reveals that employee motivation and performance management is important because it makes it possible for employees to remain committed to their roles in organizations.
The Difference between Job Satisfaction and Organizational Commitment
Among the most discussed variables in organizational behavior are job satisfaction and organizational commitment. Both the variables are crucial in explaining the performance of organizations and which steps they can adapt so to ensure organizational success. Job satisfaction refers to the level of fulfillment that an employment position offers to an individual regarding need or wants ( Dyah, Endang & Khasbulloh, 2016, 2 ). Through job satisfaction, it is possible to determine how positively or negatively individuals feel about their jobs. The main determinants to the job satisfaction levels among employees include the treatment that management gives to its employees, the communication mechanism present in an organization, and an individual’s ability to carry out their roles effectively. Job satisfaction can exist in different levels with the main ones being effective job satisfaction and cognitive job satisfaction. Effective job satisfaction refers to an individual’s emotional attitude or feeling towards a job as a whole while cognitive job satisfaction is the feeling that employees have concerning an aspect of their job such as the number of benefits and pay ( Dyah, Endang & Khasbulloh, 2016, 2 ). Some benefits come with high job satisfaction rates among employees of any company. High job satisfaction rates increase employee productivity, customer satisfaction, and revenues. From the analysis of job satisfaction, it is one of the most critical variables in organizational theory.
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Organizational commitment, on the other hand, is the bond or attachment that employees have with their organizations ( Suwaryo, Daryanto, & Maulana, 2015, 3 ). Organizational commitment makes it possible for employees to feel valued and appreciated and in most cases, they offer their best abilities to make sure that the organization grows and expands towards the realization of its vision and mission. The different types of organizational commitment are an affective commitment, continuance commitment, and normative commitment. Affective commitment refers to how much an employee desires to continue working for a particular organization. Due to the affective commitment that employees have with their organizations, most of them do not see the need of moving to other opportunities. Continuance commitment is the employees’ need to stay and work at a particular organization, and it might be caused by different factors such as the lack of better alternatives and competitive remuneration. Another type of commitment is a normative commitment, and it is how much an employee feels that they should continue working for an organization ( Suwaryo, Daryanto, & Maulana, 2015, 3 ). In most cases, such employees think that leaving their organizations might have adverse effects on their lives.
From the analysis of both job satisfaction and organizational commitment, it is evident that job satisfaction is more strongly related to the performance of Target Corporation than organizational commitment. Through job satisfaction, target employees automatically develop bonds with the organization, leading to increased production and customer satisfaction levels.
The Application of Performance Theories and Performance Management Principles
To ascertain whether or not Target Corporation is the best employment destination for employees, it is important to analyze it using various performance management principles. Evaluation of Target Corporation reveals that it is determined to create the best working environment for its employees. Such an initiative makes it possible for employees to stay focused and work towards the attainment of set goals. One of the theories that play an essential role in the success of Target Corporation is the goal setting theory which argues that the goals set by employees play a significant role in their motivation ( Neubert & Dyck, 2016, 4) . Employees can create goals for themselves which work as their motivating factor due to the favorable environment created by Target Corporation.
Conclusion
Through employee motivation and performance management, employees can carry out their duties effectively. Job satisfaction is the level of fulfillment that an employment position offers to an individual regarding the need or want while organizational commitment is the bond or attachment that employees have with their organizations. Job satisfaction is the variable that plays a significant role in the performance of Target corporations as in most cases employees develop attachments with organizations after gaining job satisfaction. One of the theories that describe how Target Corporation attracts and retains employees is the goal-setting theory. Through the theory, employees can use the goals set as their motivating factors.
Sources
Iqbal, N., Ahmad, N., Haider, Z., Batool, Y. (2013). Impact of performance appraisal on employee's performance involving the moderating role of motivation. Arabian Journal of Business and Management Review (Oman Chapter), 3 (1), 37-56.
Dyah, S., Endang, S., & Khasbulloh, H. (2016). The impact of job satisfaction, organization commitment, organization citizenship behavior (OCB) on employees' performance. International Journal of Organizational Innovation (Online), 9 (2), 24-45.
Suwaryo, J., Daryanto, H. K., & Maulana, A. (2015). Organizational culture change and its effect on change readiness through organizational commitment. International Journal of Administrative Science & Organization, 22 (1), 68-78.
Neubert, M. J., & Dyck, B. (2016). Developing sustainable management theory: Goal-setting theory based on virtue. Management Decision, 54 (2), 304-320.
