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ORGANIZATIONAL
COMMITMENT
Please
note: This competency profile will be revised to be consistent
with the Alberta
public service competency model.
COMPETENCY
DESCRIPTION
Below
is a description of the competency as well as behaviours
typically demonstrated by high performers in each classification.
Organizational
Commitment: Aligning behaviour with
department values, principles and goals.
Behaviours:
|
Administrative
Support
|
Professional
|
Managers
|
Executive
Managers
|
| Actively
supports the organization. |
Anticipates
and meets organizational needs. |
Takes
tough stands. |
Focuses
on long term good of organization. |
| Respects
and accepts what the organization defines as important. Makes
choices and sets priorities to meet the organization's
needs and fit the organization's mission. Explains
to clients, partners and stakeholders the context
for departmental actions. Cooperates to achieve
organizational objectives. |
Speaks
up when a problem exists and offers solutions. Willingly
moves outside the boundaries of his/her job description
if necessary to meet organizational and client needs. Takes
calculated risks where needed and offers ideas and
suggestions to "fill the void". Shows initiative. |
Stands
by decisions that are perceived to be a benefit to
the organization even if they are unpopular and controversial. |
Demonstrates
willingness to sacrifice own unit's short term good
for the long term good of the organization. Asks
others to make sacrifices in order to meet the larger
organization's entire needs. |
DEVELOPING
COMPETENCE IN ORGANIZATIONAL COMMITMENT
- TIPS FOR STAFF
| Behaviour |
Ideas
for On-the-Job Competency Development
|
| Actively
supports the organization. |
- Ensure
you clearly understand the organization's priorities
by reviewing written materials such as business
plans and annual reports or by talking with your
supervisor or another informed individual.
- Review
your performance plan with your supervisor to
ensure your individual actions align with organization
goals and objectives.
- Write
down your five most important responsibilities,
describe characteristics of superior performance
and set personal standards for yourself in each
area.
|
| Anticipates
and meets organizational needs. |
- Show
initiative by suggesting new ways to save money
or to make processes more effective or efficient
for your organization.
- Talk
with your manager about your desire to broaden
the range of your responsibilities and offer
possible options.
- Watch
for opportunities to do what you can to help
your fellow employees and your organization's
leaders.
- Talk
with your supervisor when you see a problem area
that you could recommend a solution to.
|
| Takes
tough stands. |
- Volunteer
to participate in unpopular projects which are
of long term benefit to the organization.
- Support
organizational decisions even if they are unpopular.
|
| Focuses
on long term good of organization. |
- Identify
issues critical to your organization's success
in the future and develop expertise in those
areas. Talk with your human resource contact
for ideas on how you can best gain the expertise.
- Consider
seeking out a coach from another department to
gain a broader perspective of government.
|
DEVELOPING
COMPETENCE IN ORGANIZATIONAL COMMITMENT
- TIPS FOR SUPERVISORS
| Type
of Support |
Ideas
for
Developing Staff
|
| Coaching |
- Ensure
you have a clear understanding of the organization's
priorities, and share that information with your
staff.
- Ensure
employee performance plans align with organization
plans and objectives.
- Keep
staff up to date on emerging issues and the organization's
progress on goals.
- Help
employees see the value of their contribution,
particularly when a project fails, or the work
is not considered a preferred assignment.
|
| Role
Modeling |
Support
organizational decisions, even if they are seen as
unpopular. |
PREPARING
FOR AN INTERVIEW
- POSSIBLE QUESTIONS
-
Describe
a situation in which you identified a problem or issue
you knew would be controversial within your organization? How
did you handle the situation?
-
Describe
a situation in which you were required to stand behind
an organizational decision that was unpopular or controversial. How
did you handle it?
-
Describe
a situation in which you were asked to sacrifice your
own unit's short term good for the longer term good
of your organization. How did you handle it?
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