Sample Organisational Commitment Essay
Can Employee Motivation Result in Workplace Commitment?
As per human psychology as well as managerial studies, motivation is a key to generating
performance through employees. The need or content theories addressed how physical and
psychological needs being fulfilled led to motivated individuals. Hodgetts et. al. (2006) defined
content theory as “one which explains work motivation in terms of what arouses, energizes, or
gives incentive to employees” (Hodgetts et.al. 2006, p.370). Content theories assume that people
strive to satisfy a range of their needs (Rollinson 2005) and the needs will determine the
"motivational value" of incentives which are geared towards fulfilling the needs (Blizzard 1998). A
number of need based theories such as Maslow's hierarchy of needs, Clayton Alderfer's ERG theory
and McClelland’s’ trictonomy of needs, Curt Leweing’s Genuine vs. Quasi needs provide ample
insights in to study of motivation that is linked to human needs.
On the other hand, the incentive theories looked at external stimuli that affect behaviour
(Blizzard 1998). These theories were based on the premise that consequences and rewards
were major influencing factors of employee outcomes. This thinking is closely linked with
transactional style leadership in which leader use his leadership powers to provide
motivational incentives and monetary rewards in return for performance.
Other theories of motivation include the expectancy theories which relate to the incentive
theories in which the basic principle outlines that the motivation to do the task will only be
strong if the employee can evaluate the task and see equity in the rewards. Vroom's Valencey
model and Porter & Lawler expectancy models are based on this assumption (Rollinson 2005). A
leader behaviour which is fair and unbiased as well as leader’s role in designing equitable reward
plans can favourably affect employee motivation as per these theories.
Employee work commitment refers to the degree to which employees are psychologically
attached to various aspects of the work surroundings, such as their organisation, work group,
occupation, or profession (Beer et al. 1985; Lapierre & Hausdorf 2001). Many scholars have
explored the subject of employee commitment and its favourable effects on organisational
performance (Mathieu & Zajac 1990; Meyer & Allen, 1991; Cohen, 2000, Williamson et al.,
2009). The question is whether there is an impact of motivational levels on commitment.
Meyer and Allen (1990) proposed a three dimensional perspective of organisational commitment
which included an affective, continuance and normative dimensions. According to Mayer and
Allen, employee commitment was multidimensional. These included affective or the employee’s
emotional attachment to the organisation impacted by perceptions of equity, personal
importance, feedback, participation, dependability and receptiveness by management. All these
elements are in fact related to level of motivation. By improving these factors, motivational
levels can be improved. The other dimensions, the continuance or the opportunity costs of giving
up the job is also linked with rewards and remunerations. It is known fact that monetary rewards
affect motivation so a high motivational level through better pay can also ensure better
organisational commitment. A normative or feeling of obligation to remain with the organisation
(Meyer & Allen 1990) is the last dimension of Mayer and Allen theory. Here too, motivated staff
feel abliged to stay on and thus offer high organisational commitment. This can also be affected
by how the employees feel to be treated fairly, valued for their contributions and the sense of
trust (Taylof, Levy, Boyacigillar, and Beechler 2008). All these points point to a strong link
between employee motivation and organisational commitment of the workforce.