In order for organizations to compete in the competitive business world, organizations are focusing on recruiting top talent. And retain talented employees who are connected with work and the organization to stay with the organization.
In a war of talent with high skills This made psychologists and administrators interested in the survey.Psychological factors affecting employee engagement and loyalty to the organizationThis will allow the organization to retain talented people with skills and abilities.
From the study of human resource practices and organizational characteristics that affect organizational commitment. possessiveness (Psychological ownership) that employees have to the organization.classified as an important psychological factor that affect positive attitudes and behaviors which will lead to increased organizational effectiveness and promoting employee retention with the organization. The question is what is ownership and how does it work? How is it important to keep employees with the organization?
Ownership is different from having employees take ownership of the organization through shareholding. Although many organizations aim to increase the incentives for employees to stay with the organization by using rewards or external incentives such as granting employees the right to own shares of the organization. But many studies have found that The granting of shareholding rights does not create a sense of ownership in the mind. Or make employees feel truly attached to the organization.
Ownership is the state in which a person feels about a specific goal or object. Both objective and non-objective, such as performance, tasks, tools, organizations, or ideas that are part of that goal or object, he shares ownership. must also be responsible
That sense of belonging makes employees feel good. and feel that they have potential and abilities which will make them want to continue with the organization
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The reason that motivates people to want a sense of belonging is to satisfy three basic needs:
- Self-efficacy needs (self-efficacy)
That is to say, the motivation that makes people want to own or own is the desire to control things. The person’s control of things through ownership brings happiness and makes people aware of their personal abilities. Therefore, the organization wants to encourage employees to have ownership of the organization. Employees should be encouraged to practice managing or controlling the various workplace environments, both physical and working with other employees.
- Identification Requirements (self-identity)
Employees take ownership of things at work to help them identify themselves. to show who you are What kind of person are you and what is your role in others? Through interactions with the organization, duties or career goals, the organization must ensure that all employees have clear and appropriate career goals. know what the organization expects of them
- The need for shelter (having a home)
This includes psychosomatic needs in addition to physical needs. When employees feel part of the organization It will lead to a spirit of ownership to the organization, so the organization must be aware of the social needs of employees as well.
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How can the organization support it so that employees have more ownership towards the organization in order to keep talented people with the organization?
- Target control of ownership should be encouraged.
Putting employees in control of the things they do at work increases their sense of ownership. Employees who begin to realize or believe that they can control an object or thing will feel more like it is a part of themselves.
Therefore, organizations can support members in the organization to have the opportunity to manage and control various factors in work, such as work design, it is one of the important factors. That makes people feel that they have more control over things. It can be seen that any task or task is complex. Requires more self-management The more it reflects control over things, leading to a sense of ownership of the goal or thing.
- Making employees know more goals or things in their work
that a person has a deep knowledge of something We tend to blend in with that. By providing more information about tasks, goals, or things at work, employees have a deeper knowledge of those things, which in turn leads to the development of a stronger sense of belonging to the organization. Employees are more likely to connect themselves to things on the job. due to participation or proactively associated with it
There are many processes in which an organization can encourage its members to become more aware of their goals, tasks, projects, and teams. goals and performance They tend to know more details about the organization. This will help foster a sense of belonging to the organization.
However, providing information alone may not be enough to develop a sense of belonging. The intensity of the link between employees and goals. Relies on frequent interactions for long periods of time.
- Investing in the goals of the job
Whether it’s an investment in terms of effort, energy, time and attention to anything. This results in employees becoming involved with the object and developing a sense of belonging.
Organizations can support many opportunities for members. By investing in a variety of areas, such as tasks, projects, products, reports, or teams, that foster a sense of ownership of those goals, employees can develop a sense of ownership of the work they do, the machines, and the productivity they produce. his labor Investments in labor can take many forms: time, skill, mind, intellect, or physical and mental. As a result, the employee may begin to feel that the goal is caused by him.
some organizational activities Conducive to investment in manual labor, such as tasks that are not routine tasks that are complicated, allowing employees to make their own decisions. He had to work hard on ideas. different specialized knowledge Individual working style: Engineers may feel that they own the product or the products they design. Investors or entrepreneurs feel ownership of the organization they co-founded. and scholars may feel a strong sense of ownership of the academic output they achieve.
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The result of employees having a sense of belonging to the organization.
a sense of belonging to the organization can result in positive attitudes and behaviors as follows:
- Make employees feel more committed to the organization (organizational commitment)
For example, they feel that the organization’s problems are similar to their own problems. want to continue with the organization because it feels that it is a responsibility to reward organizations that provide opportunities or benefits to them
- Responsibility for performing duties (accountability)
That is, if employees feel ownership of the organization. He dared to protest. or challenging executives to explain things that have been decided for the long-term benefits of the organization
- Lead to more job satisfaction
- More efficient performancedue to more labor and responsibility in the work
- Increase work behavior beyond the next roleatFor example, to cooperate in work other than assigned for the benefit of the organization or the team.
- Willing to continue with the organization
In conclusion, it is to help keep talented people with that organization. If that person lacks a sense of belonging to the organization He often abandoned the organization. Strategies for retaining talent with traditional organizations that often focus on increasing welfare. various benefits, external incentives Became a way that is not very effective.
According to research and surveys of practices in that organization, it was found that Creating a sense of belonging to an organization clearly plays an important role in this day and age. Management must understand that keeping top talent at the organization does not require only tangible external factors such as money or welfare. Psychological factors should be emphasized and not overlooked as well.