{"id":62157,"date":"2022-08-08T02:00:00","date_gmt":"2022-08-08T02:00:00","guid":{"rendered":"https:\/\/www.talogy.com\/?p=62157"},"modified":"2026-04-02T08:56:33","modified_gmt":"2026-04-02T08:56:33","slug":"how-to-establish-organisational-commitment-among-new-employees-in-a-remote-world","status":"publish","type":"post","link":"https:\/\/talogy.com\/en-ae\/blog\/how-to-establish-organisational-commitment-among-new-employees-in-a-remote-world\/","title":{"rendered":"How to establish organisational commitment among new employees in a remote world"},"content":{"rendered":"\n

As an employee, beginning a new position remotely can come with added challenges when compared to the traditional in-office start. It may be more difficult to establish rapport among your new colleagues or to develop a sense of organisational commitment. Ironically, it may be harder to feel at home in your workplace when your workplace is actually<\/em> your home. It is important not only for the individual to establish a sense of belonging to their organisation and a positive mindset but also for the organisation to establish and maintain employee engagement<\/a> and to increase retention rates.

I found myself in this situation \u2013 a new hire in a remote position \u2013 and it reminded me of the common theory known as the Three Component Model of Commitment<\/a>. This theory, developed by John Meyer and Natalie Allen, details that organisational commitment is a psychological state and can be broken into three parts: affective commitment, continuance commitment, and normative commitment. For each of these parts, there are factors an organisation should consider in today’s world of work where remote and hybrid arrangements are common.

Here are a few ways that organisations can address each component of the model to establish that commitment from employees even if they never step foot in a traditional office.<\/p>\n\n\n\n

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  1. Affective commitment: I want to stay.<\/strong><\/li>\n\n\n\n
  2. Continuance commitment:<\/strong> I don’t want to leave.<\/li>\n\n\n\n
  3. Normative commitment:<\/strong> I should stay.<\/li>\n<\/ol>\n\n\n\n

    It can be challenging for new employees like me to feel as though they belong in an organisation that they’ve never visited in person or met peers face-to-face. The onus therefore falls upon the company and its leaders to establish organisational commitment among those new employees<\/a> no matter how many miles stand between them and the main office. Take the steps to ensure all employees \u2013 both new and tenured \u2013 feel comfortable and as though they belong.<\/p>\n\n\n\n

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    Leading remote teams: new trends and challenges for managers<\/h4>\n\n\n\n

    Remote work is expected to continue to rise even after the recent pandemic subsides.<\/h5>\n\n\n\n

    Three out of four CEOs recently surveyed indicated they will not bring all employees back on site (Gartner, 2020). With this shift, managers will need to understand how to work remotely themselves, as well as how to lead a team with less structure, fewer opportunities to communicate, and collaboration enabled by technology. Managers are uniquely positioned to help people realise the benefits of remote work by adapting their leadership style to mitigate the potential pitfalls. This whitepaper takes a closer look at how organisations can focus on hiring and developing managers with the key competencies proven to be most necessary for success when leading highly efficient and productive remote teams.<\/p>\n\n\n\n