Values, motivation, commitment, performance and rewards: analysis model

Abstract

Purpose The purpose of this paper is to investigate how construct values, motivation, commitment, performance and reward are associated with professionals from different countries, from the framework of a hypothetical structural model. Design/methodology/approach The survey was cross-sectional, descriptive and quantitative. The sample of individuals corresponding to three different countries, with information collected from a sample of 406 respondents, and from a convenience sample of two companies, one company in the oil and gas sector, surveyed in Mexico and the USA, and the other company in the electronics industry, researched in Brazil. Findings Thus, the association of the construct values with motivation in Mexico, demonstrated a better balance of the proposed hypothetical structural model. The study identified six groups (clusters) of different individuals according to values, and also, its associative relationship according to the variables of the proposed hypothetical structural model. The identification of each cluster was possible, according to the variables of the hypothetical structural model, and the groups with greater proximity between Mexico and USA were very similar, mostly because US companies have many Mexicans in their staff. Research limitations/implications Therefore, it is understood that the approach used in this work could eventually be replicated in other regions to seek confirmations and/or contradictions of the results, contributing to future studies to relate such constructs. Practical implications It is expected that this work can stimulate others that aim to explore the hypothetical structural model in more countries or organizations in order to understand the influence of the constructs in or ganizational management, enabling people management area to be more effective in conducting relevant management processes for each organization. Originality/value The proposed model has shown that organizational management allowed the verification of the association between constructs motivation, commitment, performance and reward, excluding the construct values.

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