Poster Verona

1
MOTIVATION AND COMMITMENT A RESEARCH HYPOTHESYS
VERONA 30-31 maggio 2007 I Workshop
internazionale Linnovazione nelle trasformazioni
del lavoro e delle organizzazioni
Emanuela Chemolli, Margherita Pasini, Adalgisa
Battistelli chemanu_at_hotmail.com
Università degli Studi di Verona Dipartimento di
Psicologia e Antropologia Culturale Dottorato in
Psicologia delle Organizzazioni

• MOTIVATION and COMMITMENT
• Organizational scientists and practitioners have
  long been interested in employee motivation and
  commitment. This interest derives from the belief
  and evidence that there are benefits to having a
  motivated and committed workforce. The commitment
  and motivation literatures in organizational
  psychology have evolved somewhat independently.
  One explanation for the relative independence of
  the two bodies of work might be the differences
  in origin and objectives. Theories of work
  motivation evolved out of more general theories
  of motivation and have since been used to explain
  turnover. In contrast, commitment had its origins
  in sociology and social psychology, and gained
  prominence in the organizational behaviour
  literature as a determinant of job performance
  and organizational citizenship behaviour.
• Meyer J.P., Becker T.E., Vandenberghe C. (2004)
  and Meyer Herscovitch (2001) argue that
  commitment and motivation are distinguishable,
  albeit related, concepts. They suggest that
  commitment is one component of motivation and
  that by integrating theories of commitment and
  motivation we gain a better understanding of the
  two processes themselves and of workplace
  behaviour.
• Definitions
• Motivation
• Work motivation is a set of energetic forces
  that originates both within as well as beyond an
  individuals being, to initiate work-related
  behaviour, and to determine its form, direction,
  intensity, and duration.
• The motivation is identified as an energizing
  force it is what induces action in employees.
  This force has implications for the form,
  direction, intensity, and duration of behaviour.
  That is, it explains what employees are motivated
  to accomplish, how they will attempt to
  accomplish it, how hard they will work to do so,
  and when they will stop.
• The Self-determination theory (Deci Ryan, 1985,
  2000) distinguishes between amotivation (the
  state of lacking the intention to act), intrisic
  motivation (the state of doing an activity out of
  interest and inherent satisfaction it is the
  prototype of autonomous or self-determined
  behaviour), and extrinsic motivation which is
  characterised by four types of regulation and
  falls along the self-determination continuum
  between amotivation and intrinsic motivation.
  External regulation is the least autonomous form
  of extrinsic motivation and includes the classic
  instance of being motivated to obtain rewards or
  avoid punishments. Introjected regulation
  involves an external regulation which as been
  internalized but not truly accepted as ones own.
  Regulation through identification involves a
  conscious valuing of a behavioural goal or
  regulation, an acceptance of the behaviour as
  personally important. Integrated regulation
  results when identifications have been evaluated
  and brought into congruence with the personally
  endorsed values, goals, and needs that are
  already part of the self. Behaviours governed by
  integrated regulations are still considered
  extrinsic because they are done to attain
  personally important outcomes rather than for
  their inherent interest and enjoyment.
• Commitment
• Commitment is a force that binds an individual
  to a course of action of relevance to one or more
  targets.
• Commitment binds an individual to an organization
  and thereby reduces the likelihood of turnover
  and is characterized by mindsets. These mindsets
  reflect three distinguishable themes affective
  attachment to the organization, obligation to
  remain, and perceived cost of leaving. Affective
  commitment denoting an emotional attachment to,
  identification with, and involvement in the
  organization. Continuance commitment denoting the
  perceived costs associated with leaving the
  organization. Normative commitment reflects a
  perceived obligation to remain in the
  organization.
• Meyer and Allen (1997) believe it is more
  appropriate to consider affective, continuance
  and normative commitment as components, than as
  types, of commitment. It seems more reasonable to
  expect that an employee can experience all three
  forms of commitment to varying degrees. Moreover
  commitment would not be treated as a static
  variable (i.e. one point in time), but it would
  be considerated the evolution over time, thus a
  critical index of the way the relationship
  between a given employee and his or her
  organization evolves over time.
• Output
• The outputs I am going to examine will be both
  elements of personal perception (e.g. turnover
  intention, satisfaction at work, organizational
  citizenship behaviour altruism and civic virtue
  -), and objective elements (e.g. performance,
  absenteeism, turnover).
• HYPOTHESYS
• Hp1 employees with stronger affective commitment
  experience greater intrinsic motivation and more
  autonomous forms of external regulation (i.e.
  integrated and identified regulation)

Emanuela Chemolli. PhD Student in Work and
Organization Psychology Differentiation and
Integration Processes. University of
Verona chemanu_at_hotmail.com SKYPEmachemanu