Organizational Commitment as a Measure of Managerial Motivation

Baldev R. Sharma, Mamta Mohapatra and Snigdha Rai
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Baldev R. Sharma: Baldev R. Sharma is Professor Emeritus at the International Management Institute (IMI), New Delhi, India. E-mail: baldevsharma@imi.edu
Mamta Mohapatra: Mamta Mohapatra is Professor at the International Management Institute (IMI), New Delhi, India. E-mail: mamta@imi.edu
Snigdha Rai: Snigdha Rai (Corresponding author) is Assistant Professor at the International Management Institute (IMI), New Delhi, India. E-mail: snigdha.rai@imi.edu

Management and Labour Studies, 2013, vol. 38, issue 3, 139-153

Abstract: The study on which this article is based was carried out in a multinational manufacturing organization operating in India. The study was aimed at ascertaining the level of motivation of the managerial employees as well as to identify the predictors thereof. Organizational commitment was used as a proxy measure of managerial motivation. Guided by the review of literature, certain personal attributes of the employees, a measure of job characteristics and several dimensions of organizational climate were used as the potential predictors of organizational commitment. The study obtains the data from 507 managers working in a multinational manufacturing organization. Data was collected online with the help of structured questionnaire. The study has found that ( a ) the level of managerial motivation is quite high, ( b ) the employees are endowed with a positive work ethic and governed by internal locus of control, but ( c ) there is considerable variation in the ratings given to various dimensions of organizational climate. The result of step-wise regression analysis has revealed six factors as the critical predictors of organizational commitment.

Keywords: Organizational commitment; organizational climate; work ethic; locus of control; managerial motivation; MNC (search for similar items in EconPapers)
Date: 2013
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Persistent link: https://EconPapers.repec.org/RePEc:sae:manlab:v:38:y:2013:i:3:p:139-153

DOI: 10.1177/0258042X13509735

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