Engagement is seen as an attitude towards the organization that links the individual's identity to the entity. According to Meyer and Allen (1991) commitment is a psychological state that characterizes the employee's relationship with the organization and has implications on the decision to continue being part of the organization. Meyer and Allen (1997) extended the meaning of commitment to refer to the employee's emotional attachment, identification and involvement in the organization, and the employee's feeling of obligation to remain with the organization by taking into consideration the costs that the employee associates with leaving him. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essay Although there appears to be little consensus on the precise meaning of commitment, Meyer and Allen (1997) argue that the various definitions reflect three broad propositions. These propositions indicate that commitment can be seen as: the reflection of an affective orientation towards the organization; recognition of costs associated with leaving the organization; the reflection of a moral obligation to remain in the organization. The various definitions of commitment share a common proposition, in that commitment is considered a bond or link between the individual and the organization. Definitions differ in terms of how this bond is believed to have developed. For example, some researchers refer to attitudinal commitment. This is defined as the relative strength of a person's identification with and involvement in a particular organization. Conceptually, these researchers characterized commitment based on at least three factors: strong trust and acceptance of the organization's goals and values; willingness to make considerable efforts on behalf of the organization; strong desire to maintain membership in the organization. A second form of commitment is called computation commitment. Computational commitment is defined as a structural event that occurs as a result of individual-organizational transactions and alternatives in side bets over time. Through calculative commitment, individuals become attached to an organization because they have invested in the organization (e.g., a pension plan) and cannot afford to part with it. Other types of commitment have emerged, including normative commitment, which describes a process through which organizational actions, such as selection, socialization, and procedures, as well as individual predispositions, such as loyalty attitudes, lead to the development of commitment . According to O'Reilly and Chatman (1986) the psychological bond between an employee and an organization can take three distinct forms, defined as conformity, identification and internalization. They argue that conformity occurs when attitudes and behaviors are adopted not because of shared beliefs but simply to obtain specific rewards. Identification occurs when an individual accepts influence to establish or maintain a satisfying relationship. For example, an individual may feel proud to be part of a project team, respecting its values ​​and outcomes without adopting these values ​​as their own. Internalization occurs when the influence is accepted because the attitudes and behaviors induced are congruent with one's values, i.e. the values ​​of the individual, the project group or the organization are the same. Meyer and Allen (1991) developed an integrated approach, using concepts proposed by various researchers and defined commitment as consisting of three components: An affective component. This refers to emotional attachment, identification andemployee involvement in the organization. Those with strong affective commitment continue to work with the project team or organization because they sincerely want to. They see the organization or project team as part of themselves. A component of continuity. It refers to the cost-based commitment that the employee associates with leaving the project team or organization. Employees whose primary connection to the entity is based on continuity commitment remain with a project team or organization because they need it and have no other viable alternatives. A regulatory component. This refers to the employee's feeling of obligation to remain in the organization. Employees with a high level of normative commitment feel that they should stay on the project team or organization because they are grateful for it. Research findings indicate that employee engagement is very fluid in the first period of employment but quickly begins to stabilize as time passes. Furthermore, management behavior can influence the type of commitment an employee has, whether affective commitment or not. Employee work engagement is an important issue for all types of organizations, particularly for organizations undertaking projects or undergoing organizational change programs. Some of the factors that contribute to making employee work commitment imperative include: the tendency towards organizational downsizing; job mobility; job satisfaction; the economic environment. Even as organizations are becoming leaner, they must maintain a core of committed individuals who are the source of organizational commitment. activity. Those who remain represent the “heart, brains and muscle” of the organization (Meyer and Allen, 1997). It is therefore important to retain employees who will provide the greatest benefit to a specific project and the organization in general. Workers who become less committed to an organization will direct their commitment in other directions (Meyer and Allen, 1997). These employees may begin to evaluate their skills and experiences in terms of their marketability outside the organization, rather than based on their implications for their current or future jobs within the organization. Management must invest in employees who wish to remain members of the organization and participate in its projects. It should be noted that employee turnover rates in projects, especially specialized personnel, affect the ultimate success of the project in terms of delivering the defined scope on time, cost and level of quality. Research suggests that employees who develop a high level of work engagement are more likely to be highly satisfied and satisfied with their jobs. Therefore, employee work engagement is essential in developing proactive and innovative project teams and organizations. In the current turbulent global economic scenario, organizational change is a continuous process that requires the support of all employees in the hierarchical structure. Having employees with appropriate levels of commitment facilitates the change management process and ensures its successful implementation. Furthermore, HR strategies relating to employee recruitment, retention, reward and incentive policies must be defined holistically with the primary objective of encouraging employees to possess the appropriate type and level of commitment. It is therefore essential that management understands the dynamics that influence the development of commitment and takes proactive steps to ensure that employees want to remain members of the project team or.