Management Commitment


                Management commitment is a term that may hold various definitions.  The reason for this is that managers are perceived differently.  Most employees have direct relationships with managers.  The manager’s resolve, charisma, along with leadership and traits of an educator may define them.  That same manager in the eyes of company officers may be defined as trustworthy, reliable, steadfast, or exemplary.  It is when you combine these perceptions that you see a manager’s commitment, which is “the attitude that promotes and motivates innovative organizational culture as well as individual learning that presents initial steps toward organizational learning” (Turulja & Balgoric, 2018). 


                The selected study focus’ on organizational learning that is conceptualized as a multi-dimensional construct of managerial commitment, shared vision, openness, experimentation, and dialogue (Turulja & Balgoric, 2018).  The study methodology consisted of a questionnaire that was mailed to mid-level managers of small, medium, and large companies in Bosnia and Herzegovina. The study did not mention any power-distance relationship concerns between employees and management.  The study had two hypotheses’; 1. Organizational Learning positively influences organization business performance. 2. Knowledge management capability positively influences organizational business performance.  The conclusion of the study confirmed that shared values and openness facilitated organizational learning.  Interestingly, manager commitment and openness did not elicit the same results (Turulja & Balgoric, 2018). 


                The interesting aspect of this article is that employee growth or organizational learning and knowledge management seemed to be independent of managerial commitment and influence.  These results are impactful as management may be able to create conducive environments to promote behaviors that are independent of direct management and supervision.  This is not to suggest that the influence of manager’s commitment is negligible, but to propose that management efforts can be re-directed from a direct function to more of a supportive function.  If employees tend to thrive more if provided the tools to initiate and propagate knowledge enhancement, then it should result in higher employee job satisfaction.  These perspectives if measured by the employees, could have been more evidentiary if the study included questionnaires given to employees.   Employee feedback could result in more qualitative results.  The conclusions that were anticipated in the original hypotheses were lost in the results.  A measurement of organizational learning to business performance seemed elusive.

                Manager commitment is a multifaceted dimension as illustrated by this study.  Where direct managerial involvement may be beneficial under certain circumstances, other business environments may excel with the managers commitment to develop individual learning and growth by offering the avenues for those goals.  Being an effective manager requires one to have the ability to adapt and respond to employees, environment, and higher officers.


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Turulja, L., & Bajgorić, N. (2018). Knowing Means Existing: Organizational Learning Dimensions and Knowledge Management Capability, Business Systems Research Journal, 9(1), 1-18. doi:

              Henriques, I., & Sadorsky, P. (1999). The Relationship between Environmental Commitment and Managerial Perceptions of Stakeholder Importance. The Academy of Management Journal, 42(1), 87-99. Retrieved August 10, 2020, from

             Greasley, K., & Edwards, P. (2015). When do health and well-being interventions work? Managerial commitment and context. Economic and Industrial Democracy, 36(2), 355–377.


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