Organizational Commitment Revisited in New Public Management: Motivation, Organizational Culture, Sector, and Managerial Level

Moon, M. Jae

doi:10.2307/3381267

Cited by 161 publications

(144 citation statements)

References 32 publications

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“…Several studies support this finding (for example : Bhargava & Kelkar, 2000;Gouws, 1995;Herzberg, 2003;Moon, 2000;Stinson & Johnson, 1977). …”

Section: H2: There Is a Significant Relationship Between Extrinsic Mosupporting

confidence: 48%

Employee motivation and work performance: A comparative study of mining companies in Ghana

Kuranchie-Mensah

Amponsah‐Tawiah

2016

JIEM

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Abstract:Purpose: The paper empirically compares employee motivation and its impact on performance in Ghanaian Mining Companies, where in measuring performance, the job satisfaction model is used.Design/methodology/approach: The study employed exploratory research design in gathering data from four large-scale Gold mining companies in Ghana with regards to their policies and structures in the effectiveness of motivational tools and strategies used by these companies. Findings:The study observed that, due to the risk factors associated with the mining industry, management has to ensure that employees are well motivated to curb the rate at which employees embark on industrial unrest which affect performance, and employees are to comply with health and safety rules because the industry contribute hugely to the Gross Domestic Product (GDP) of the country. Research limitations/implications:Limitation to the present study include the researcher's inability to contact other mining companies. However, the study suggests possibilities for future research including contacting other mining companies, expanding the sample size, managers ensuring that the safety and health needs of staff are addressed particularly those exposed to toxic and harmful chemicals.-255-Journal of Industrial Engineering and Management -http://dx.doi.org/10.3926/jiem.1530 Originality/value: A lot of studies have been done on mining companies in the past. This paper fills a gap perceived that employees in this sector are highly motivated in spite of the challenges being faced by them, and knowing more about what keeps employees moving is still of national interest.

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“…Several studies support this finding (for example : Bhargava & Kelkar, 2000;Gouws, 1995;Herzberg, 2003;Moon, 2000;Stinson & Johnson, 1977). …”

Section: H2: There Is a Significant Relationship Between Extrinsic Mosupporting

confidence: 48%

Employee motivation and work performance: A comparative study of mining companies in Ghana

Kuranchie-Mensah

Amponsah‐Tawiah

2016

JIEM

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“…In literature, there is inconsistency about the impact of this variable. For example, some scholars reported poor commitment on the part of private sector employees (e.g., Moon, 2000;Zeffane, 1994) while some other scholars reported high commitment for private sector employees (e.g., Balfour & Wechsler, 1990). Still some other studies reported no difference (e.g., Steinhaus & Perry, 1996).…”

Section: Discussionmentioning

confidence: 91%

Predictors of Organizational Socialization of Instructors in Higher Education

Ataman

Kondakçı

2016

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KeywordsThis study aims to investigate the relationship between organizational socialization and various organizational (type of university, training, work conditions, knowledge sharing) and individual (academic degree, teaching experience, length of employment at current work place, job satisfaction, commitment, self-efficacy) level factors, both factors taken together focusing on the content, context and process dimensions of socialization. For this aim, data from 737 public and private university English language instructors were collected with an inventory consisting of three parts made up of self-developed and pre-developed scales. Taking each dimension of organizational socialization as a criterion variable, three sets of predictors were defined for three separate hierarchical regression analyses. The results revealed that socialization of instructors to the organization, department, and task are significantly predicted by several organizational and individual variables. Knowledge sharing and training are the strongest organizational level predictors while job satisfaction, selfefficacy for instructional strategies, and affective commitment are the strongest individual level predictors. The results suggest higher education administrators adapt organizational and individual level managerial strategies to facilitate organizational, department and task socialization in higher education organizations. Organizational socialization Faculty inductionHigher education Organizational commitment Self-efficacyArticle Info

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“…On the other hand, the relationship between the challenge aspect of IM and OCC was significant across both samples because both constructs involve employees' individual values and goals and do not relate to goals or obligations towards other parties such as the organization. There is mixed support from extant research on the relationship between EM and organizational commitment, with some findings indicating a relationship (Moon, 2000) and some not (Herzberg, 1966).…”

Section: Discussionmentioning

confidence: 99%

“…Although many studies report that IM produces long term desirable attitudes, some study findings also suggest that extrinsically motivated employees exhibiting sustainable effects such as higher levels of organizational commitment (Moon, 2000). Borrowing some aspects of social exchange theory , we expected that employees would be unlikely to produce without the expectation that they would receive external benefits in exchange for effort.…”

Section: 21mentioning

confidence: 99%

“…Intrinsic motivation (IM) has been linked to the outcomes that are both desirable and sustainable from an organizational viewpoint such as job satisfaction (Moon, 2000), conceptual and creative thinking, performance, willingness to engage in other tasks (Deci & Ryan, 1987), positive feelings, performance (Deci & Ryan, 1987;Herzberg, 1966;Moon, 2000) and turnover intentions (Herzberg, 1966). Surprisingly however, the relationship between IM and OCC remains largely unexplored.…”

Section: 21mentioning

confidence: 99%

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One Step Ahead: Examining New Predictors of Affective Organizational and Occupational Commitment

Yousaf¹

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Organizational Commitment Revisited in New Public Management: Motivation, Organizational Culture, Sector, and Managerial Level

Cited by 161 publications

References 32 publications

Employee motivation and work performance: A comparative study of mining companies in Ghana

Employee motivation and work performance: A comparative study of mining companies in Ghana

Predictors of Organizational Socialization of Instructors in Higher Education

One Step Ahead: Examining New Predictors of Affective Organizational and Occupational Commitment

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