Page 36 - ASBIRES-2017_Preceedings

A STUDY ON ORGANIZATIONAL COMMITMENT OF NON-MANAGERIAL EMPLOYEES AND
WASTAGE AT THE CEYLON ELECTRICITY BOARD
 Affective commitment
 Continuance commitment
 Normative commitment
Affective commitment or how much
an employee actually likes or feels part of an
organization has a tremendous effect on
employee and organizational performance
(Adler & Corson, 2003). Affective
commitment of an employee is directly
proportional to positive work experience.
Thus, management policies and
strategies that make proper strength and
weakness assessments of employees and
create situations and workflows where the
maximum number of employees
individually experience positive work
experiences, help to build a successful
organization. Continuance commitment is
also driven to a great extent by
organizational culture, and when an
employee finds an organization to be
positive and supportive, he/she will have a
higher degree of continuance commitment.
Important organizational factors like
employee loyalty and employee retention
are components of continuance
commitment.
Normative commitment builds upon
duties and values, and the degree to which
an employee stays in an organization out of
a sense of obligation (Meyer & Allen,
1984).
Testing the “side-bet theory” of
organizational commitment. The CEB is the
largest electricity company in Sri Lanka,
with a market share of nearly 100 percent
and it controls all major functions of
electricity generation, transmission,
distribution and retailing in Sri Lanka.
Product or service of any organization
should meet or exceed customer
expectation. In the case of CEB, it has the
monopoly to supply electricity in Sri Lanka
and the consumers have to obtain electricity
power from the CEB whether they like or
not. Although the private sector participates
in generating electricity power, the CEB has
the monopoly for transmission and
26
distribution of electricity. The losses can be
occurred when generating, transmitting or
distributing electricity by the CEB. There
are two types of transmission and
distribution losses:
-Technical losses
-Non-technical losses
This study considers the technical
losses, which are caused by energy
dissipated in the conductors, equipment used
in transmission lines, transformers, sub-
transmission lines, distribution lines and
magnetic losses in transformers.
The technical losses are as follows:
 Relatively long overhead power lines
 Non-standard (Illegal) connections
 The capacity of transformers not
matching the demand
 Losses caused by continuous load in
measuring elements and control
elements
 Losses caused by contact resistance,
 aging and outdated equipment , and
 High percentage of auxiliary (own)
consumption (Electric Power
Systems Research, 2010)
The main objectives of the study are to
identify the level of organizational
commitment of non-managerial employee
and to construct a model to forecast
electricity wastage at CEB.
2 LITREATURE REVIEW
The concept of organizational
commitment has grown in popularity in the
literature on industrial and organizational
psychology (Adler & Cohen, 2003). Early
studies on organizational commitment
viewed the concept as a single dimension,
based on an attitudinal perspective,
embracing identification, involvement and
loyalty (Porter, Steers, Mowday & Boulian,
1974). According to Porter et al. (1974), an
attitudinal perspective refers to the
psychological attachment or affective
commitment formed by an employee in
relation to his identification and
involvement with the respective