Full Thesis

Table of Contents
CHAPTER 1 INTRODUCTION...........................................................................................................3
Introduction.......................................................................................................................................4
Problem Statement.............................................................................................................................4
Conceptual Framework......................................................................................................................5
Definitions of the Variables...............................................................................................................6
Motivation.....................................................................................................................................6
Organizational Commitment........................................................................................................13
Relevance of the Research...............................................................................................................15
Practical Relevance......................................................................................................................15
Societal Relevance.......................................................................................................................16
Scientific Relevance....................................................................................................................16
Importance of the Study...................................................................................................................16
Objectives of the Study....................................................................................................................17
Research Question...........................................................................................................................17
Statement of the Hypothesis............................................................................................................18
CHAPTER 2 REVIEW OF LITERATURE.........................................................................................20
Literature Review............................................................................................................................21
CHAPTER 3 RESEARCH DESIGN & METHODOLOGY...............................................................49
Methodology...................................................................................................................................50
Research Design..........................................................................................................................50
Target Population.........................................................................................................................50
Sampling strategy........................................................................................................................50
Variables......................................................................................................................................50
Operational Definition of Variables.............................................................................................50
Instruments..................................................................................................................................51
Procedure.....................................................................................................................................54
Statistical Analysis.......................................................................................................................54
CHAPTER 4 THEORATICAL FRAMEWORK.................................................................................55
CHAPTER 5 DATA ANALYSIS.........................................................................................................59
DEMOGRAPHIC ANALYSIS........................................................................................................60
Frequency Distribution:...............................................................................................................60
Graphical Presentation.................................................................................................................71
Work Motivation and Organizational Commitment in banking sector of Pakistan
Crosstabs.........................................................................................................................................79
Reliability Test...............................................................................................................................102
Reliability Test of Work Motivation...........................................................................................102
Reliability Test of Organizational Commitment.........................................................................102
Reliability Test of The Questionnaire........................................................................................103
One-Sample Kolmogorov-Smirnov Test........................................................................................104
Mann-Whitney Test.......................................................................................................................106
Kruskal-Wallis Test........................................................................................................................107
Correlation Analysis......................................................................................................................129
Correlation on work motivation and organizational commitment..............................................129
Correlation on work motivation and affective commitment.......................................................129
Correlation on work motivation and continuance commitment.................................................130
Correlation on work motivation and normative commitment....................................................131
Regression Analysis.......................................................................................................................132
Scatter Plot....................................................................................................................................134
CHAPTER 6 CONCLUSION & RECOMENDATIONS..................................................................136
Conclusion.....................................................................................................................................137
Limitations and Recommendations................................................................................................138
Limitations.................................................................................................................................138
Recommendations......................................................................................................................139
REFERENCES
.140
APPENDIX A....................................................................................................................................145
APPENDIX B....................................................................................................................................159
Institute Of Business & Information Technology (IBIT) Punjab University
Page 2
CHAPTER 1
INTRODUCTION
Page 3
Introduction
Todays fast changing business environment forces the organizations from around the world
to use maximum potential of their human resources in order to stay ahead of the violent
competition and survive in the market. Big and successful organizations are built on the
intrinsic value of their human resources. Committed and motivated employees in any
organization almost always allow an organization to grow quicker than similar competitive
organizations. Well committed and motivated employees feel that organization worth them
and they are playing an vital role within their organization which considerably enhance both
employees as well as organizational performance. Employee motivation and commitment is
very essential for an organizations success. Committed and motivated employees are
considered as an important asset to an organization and keeping the employee commitment
and motivation up is always rewarding to a business as committed and motivated employees
are more productive and higher productivity usually results in higher profits.
Every organization wants to be successful and wishes to get steady progress. The present era
is highly competitive. Organizations regardless of their size and market focus are facing
employee retention challenges. To coup over these challenges a strong and positive
relationship and linking should be created and maintained between employees and their
organizations. Human resource or employees of any organization are the most vital part so
they need to be inclined and persuaded towards tasks fulfilment. For achieving prosperity,
and growth, organizations plan different strategies to compete with the competitors and for
increasing the performance of the organizations. A very few organizations believe that the
human resources and employees of any organization are its major assets which can lead them
to success or to decline, if not focused well. Unless and until, the employees of any
organization are motivated with it, are committed for the tasks fulfilment and goals
achievements and encouraged, none of the organization can progress or achieve success.
Problem Statement
Banks are corporate structures and play an important role in the economy worldwide,
although faced by internal competition among the commercial banks in Pakistan, the only
competitive advantage they have is through their motivational personnel that deliver quality
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service to their customers. Outstanding services provided by these employees create a niche
in the eye of the customer, which plays an important and significant role in delivering high
customer satisfaction. Thus its important for management to ensure that managers are work
place motivated. However not enough research has been conducted in Pakistan on motivation
and its impact on commitment.
The focus of this study is to enlighten that how an organization can make its employees
motivated and committed through different motivational techniques. The purpose of this
study is to analyze the relationship between work motivation and organizational commitment
of middle level employees of banks in Pakistan. Employee motivation is an important factor
about employees performance and the predictor of work behaviour such as turnover,
absenteeism and socialism of organization in the society. The benefits of employee
motivation for an organization are to reduce complaints and grievance regarding workers,
better turnover and absenteeism and reducing cost of training as termination of employees
and also improved punctuality and work morale of the workers and it also makes employees
committed to the organization. These above indicators are just to introduction of importance
of employees motivation, there is a huge list of factor that describes the importance of
motivation for worker and also gives the clear image of how motivated people are the
committed and productive worker for an organization.
The following study has two sub objectives. The first objective is to determine the factors that
increase the motivation of employees. Second objective is to determine the relationship
between the motivation and organizational commitment.
Conceptual Framework
Motivation
Organizational
Commitment
Definitions of the Variables
Page 5
Motivation
The word motivation has been derived from a Latin word movere which means to
move. Motivation is something that moves the employees of any organization from
dullness to interest. It is similar to the steering of the vehicles which shapes and directs
employees activities. Motivation has been defined as the Drive or energy that compels
people to act with energy and persistence towards some goal (Berman, Bowman, West, &
Wart, 2010, p. 180). Motivation is a goal-directed behaviour which involves taking a course
of action which leads to the attainment of a goal or a specific valued reward (Armstrong,
2006, p. 252).
Early definitions of work motivation focused on instincts. Psychologists in the late 19th and
near the beginning twentieth century recommended that "human beings were basically
programmed to behave in certain ways, depending upon the behavioural cues to which they
were exposed.'' Sigmund Freud, argued that the most powerful determinants of individual
behaviour were those of which the individual was not consciously aware"
According to Motivation and Leadership at Work (Steers, Porter, and Bigley, 1996),'' in the
early twentieth century researchers began to examine other possible explanations for
differences in individual motivation. Some researchers focused on internal drives as an
explanation for motivated behavior. Others studied the effect of learning and how individuals
base current behaviour on the consequences of past behaviour. Still others examined the
influence of individuals' cognitive processes, such as the beliefs they have about future
events. Over time, these major theoretical streams of research in motivation were classified
into two major schools: the content theories of motivation and the process theories of
motivation.''
The word motivation" has been derived from the word motive which means anything that
sustains or initiates an activity. It is an inner state that activates, energizes and that directs
behaviour of individuals towards goals. Motivation is a psychological force within a human
being that sets him in activity for the accomplishment of certain goals or the fulfilment of
certain needs. It is through motivation that managers try to encourage the employees of their
organization to work for the organization and in different work environment (Pinder 1998).
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Motivation is the creation of goal-oriented behaviour. Motivation can be internal or external.

The term motivation is commonly used for human beings but, theoretically, it can also be used
to explain the causes for human behaviour. According to various theories, motivation may be
entrenched in the basic needs to lessen physical pain and maximize pleasure, or it may include
explicit needs such as resting and eating, or a desired object, hobby, goal, state of being, ideal,
or it may be attributed to less-apparent reasons such as altruism, morality, or avoiding
mortality"
According to Likert, ''Motivation is the core of management. By motivating the work-force,
management creates will to work which is necessary for the accomplishment of
organizational goals. Motivation involves getting the members of the group to pull weight
effectively, to give their loyalty to the group, to carry out properly the tasks assigned & to
play an effective role in contributing towards the purpose the organization has taken on.
Motivation is something that moves a person to action and continues him in the course of
action already initiated. It refers to the way a person is encouraged at work to strengthen his
desire and readiness to use his potentialities for the accomplishment of organizational
objectives. Motivation is something that moves a person into action and takes him in the
course of action excitedly. Motivation role is to develop and strengthen the desire in every
person of the organization to work efficiently and effectively in his position.''
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Intrinsic
motivation
comes
from rewards
inborn to
job
or
action itself. This form of motivation has been studied extensively by social and educational
psychologists since the early 1970s. Researchers have found that it is usually related with high
educational achievement and enjoyment by students.
Fritz Heider's attribution theory, Bandura's work on self-efficacy, and Ryan and Deci's
cognitive evaluation theory has explained the motivation. According to them ''Students are
likely to be intrinsically motivated if they:
attribute their educational results to internal factors that they can control (e.g. the
amount of effort they put in),

believe they can be effective agents in reaching desired goals (i.e. the results are not
determined by luck),
Are interested in mastering a topic, rather than just rote-learning to achieve good
grades.''
Extrinsic motivation comes from outside of the person. Money is the most understandable
example, but force and threat of punishment are also common examples of extrinsic
motivations. In sports, the crowd applaud on the performer, which may motivate him to
perform well. Trophies or other rewards are also examples of extrinsic incentives.
Competition is in general extrinsic because it encourages the person to win and beat others,
not to enjoy the intrinsic rewards of the activity.
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Abraham Maslow was one of the first behavioural scientists who made management aware of
the complication of human needs and their effect on motivation. While working on his theory
of motivation during the 1940s, Maslow recognized that people have many needs. For
sufficient work motivation, it is important that management understand the needs of
individual employee for his motivation. In this way, Maslow's model indicates that basic, low
order needs have to be satisfied in order to follow higher-level motivators along the lines of
self-fulfilment.
Maslow suggested that human beings diverse needs can be concentrated within 5 basic
categories, as shown in the following hierarchical diagram, which is called 'Maslow Needs
Pyramid' or 'Maslow's Needs Triangle'
According to Maslow Self-actualization is the apex of Maslow's motivation theory. It is about
the search of attainment of one's full potential. Unlike low level needs, these needs are never
fully satisfied.
Self-actualized people inclined to have motivators such as:
Truth
Justice
Wisdom
Meaning
Self-actualized people have common occurrences of acme experiences, which are thrilled
moments of deep happiness. According to Maslow, only a small number of the people achieve
this level of self-actualization.
After a person feels that he "belongs", the support to attain a degree of importance appears.
Esteem needs can be classified as ''external motivators and internal motivators''. Internal
motivators are such as accomplishment, self esteem, and self respect. External motivators are
those such as reputation and recognition.
Some examples of esteem needs are:
Recognition (external motivator)

Attention (external motivator)
Social Status (external motivator)
Accomplishment (internal motivator)
Self-respect (internal motivator)
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Later on Maslow improved his model and added a layer in between self-actualization and
esteem: the need for aesthetics and knowledge.
Once a person has achieved his lower physiological and safety needs, higher level motivators
awaken. On higher level of needs first come social needs. Social needs are those needs which
are related to interaction with others and they may include:
Friendship
Belonging to a group
Giving and receiving love
Once physiological needs have been met, one's attention turns towards safety and security.
Such needs might be fulfilled by:
Living in a safe area

Medical insurance
Job security
Financial reserves
Physiological needs are the needs required to maintain life, such as:
Air
Water
Food
Sleep
According to Maslow's theory, ''if these fundamental needs are not satisfied then one will
surely be motivated to satisfy them. Higher needs such as social needs and esteem are not
recognized until one satisfies the needs basic to existence.'' (Maslow, Maslow, Abraham H.
Motivation and Personality. New York: Harper & Row, 1954)
Frederick Herzberg developed the two factor theory also known as motivator-hygiene theory.
He was a psychologist who found that job satisfaction and job dissatisfaction are independent
of each other. This theory is strongly related to Maslow's hierarchy of needs theory but it tells
us more specifically that how individuals can be motivated in the workplace. Based on his
research, Herzberg suggested that fulfilling the lower-level needs of one would not motivate
him to wield effort, but would only stop him from being dissatisfied. One would be motivated
only if higher-level needs (motivators) were met. (Herzberg, Herzberg, Frederick, B.
Mausner, and B. Snyderman. The Motivation to Work. New York: McGraw-Hill, 1959.)
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Alderfer suggested that human needs can be classified into three categories, rather than five as
suggested by Maslow. These three types of needs are relatedness, existence, and growth.
Existence needs are somewhat similar to Maslow's physiological and safety needs.
Relatedness needs engage interpersonal relationships and are related to the aspects of
Maslow's belongingness and esteem needs. Growth needs are related to the attainment of
one's potential and are related with Maslow's esteem and self-actualization needs. (Alderfer,
Alderfer, Clayton P. Existence, Relatedness, and Growth: Human Needs in Organizational
Settings. New York: Free Press, 1972.)
McClelland's theory suggests that individuals learn needs from their culture. Three of the
primary needs in this theory are the need for affiliation (n Aff), the need for power (n Pow),
and the need for achievement (n Ach). The need for affiliation is a desire to establish social
relationships with others. The need for power reflects a desire to control one's environment
and influence others. The need for achievement is a desire to take responsibility, set
challenging goals, and obtain performance feedback. The main point of the learned needs
theory is that when one of these needs is strong in a person, it has the potential to motivate
behaviour that leads to its satisfaction. Thus, managers should attempt to develop an
understanding of whether and to what degree their employees have one or more of these
needs, and the extent to which their jobs can be structured to satisfy them." (McClelland,
McClelland, David C. "Business Drive and National Achievement." Harvard Business
Review, July-August 1962, 9912.)
In 1960s, Victor Vroom practiced the concepts of behavioural research carried out Kurt Lewin
and Edward Tolman in the 1930s directly to work motivation. Vroom suggested that
''individuals choose work behaviours that they believe lead to outcomes they value. In
deciding how much effort to put into work behaviour, individuals are likely to consider:
Their expectancy, meaning the degree to which they believe that putting forth effort will
lead to a given level of performance.
Their instrumentality or the degree to which they believe that a given level of
performance will result in certain outcomes or rewards.
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Their valence, which is the extent to which the expected outcomes are attractive or
unattractive.'' (Vroom, Vroom, Victor H. Work and Motivation. New York: John Wiley
& Sons, 1964)
In the 1960, Porter and Lawler published their research which is considered the extension of
the Vroom expectancy model, which is also known as the Porter-Lawler expectancy model or
simply the Porter-Lawler model. Although the basic principle of the Porter-Lawler model is
the similar for Vroom's model, the Porter-Lawler model is more multifaceted in different
number of ways. It suggests that ''increased effort does not automatically lead to improved
performance because individuals may not possess the necessary abilities needed to achieve
high levels of performance, or because they may have an inadequate or vague perception of
how to perform necessary tasks. Without an understanding of how to direct effort effectively,
individuals may exert considerable effort without a corresponding increase in performance.''
(Porter, Porter, Lyman W., Gregory Bigley, and Richard M. Steers. Motivation and Work
Behavior. 7th ed. New York: McGraw-Hill/Irwin, 2002)
Equity theory says that individuals keep comparing their efforts and rewards with those of
relevant others. The observation of individuals about the equality of their rewards relative to
others influences their motivation. Equity exists when one thinks that the ratio of efforts to
rewards is the same for him as it is for others to whom he compare himself. Inequity exists
when one perceive that the ratio of effort to reward is different for him than it is for others to
whom he compare himself. There are two kinds of inequities. Under reward and over reward.
Under reward is when a person thinks that he is putting more effort than his other colleagues
but yet he receives the same reward. In over reward a person believes that he is giving less
effort than his colleagues but his effort to reward ratio is higher than other person which
means either he is getting more for giving the same effort or getting the same reward with less
effort. (Adams, 1963)
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The goalsetting
theory hypothesizes that the most important factor which effects the behaviour and motivation
of employee's is goals. This motivation theory was largely developed by Edwin Locke and
Gary Latham. Goal-setting theory stresses the importance of specific and demanding goals in
attaining motivated behaviour. Specific goals frequently engage quantitative targets for
improvement in a behaviour of interest. Research shows that specific performance goals are
much effective than those in which a person is told to "do your best." Challenging goals are
difficult but not impossible to attain. Empirical research supports the suggestion that goals
that are both challenging and specific are more motivational than unclear goals or goals that
are relatively easy to achieve (Locke).
Organizational Commitment
In recent years, organizational commitment has become a very important concept in the
understanding of employees' behaviour in the workplace and in organizational research. It
reflects the extent to which employees identify with an organization and are committed to the
goals of the organization. A meta-analysis of 68 studies and 35,282 individuals exposed a
strong relationship between motivation and organizational commitment (Tett and Meyer,
1993). However, another study showed that only 38% of employees feel any long-term
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commitment to their organization. Yet greater organizational commitment can lead towards
higher productivity.
There is wide variety of definitions to describe the organization commitment. Batemen and
Strasser (1984) declare that the reasons for studying organizational commitment are related to
(a) employee behaviours and performance effectiveness (b) attitudinal, affective, and
cognitive constructs such as job satisfaction (c) characteristics of the employees job and role,
such as responsibility and (d) personal characteristics of the employee such as age, job tenure
Multiple definitions of organizational commitment are found in the literature. According to
Bateman and Strasser organizational commitment has been operationally defined as
multidimensional in nature, involving an employees loyalty to the organization, willingness
to exert effort on behalf of the organization, degree of goal and value congruency with the
organization, and desire to maintain membership (p.95). Mowday Steers, and Porter (1979)
acknowledged commitment-related attitudes and commitment-related behaviours. Porter et al.
(1974) talk about three main components of organizational commitment as being a strong
belief in and acceptance of the organizations goals, a willingness to exert considerable effort
on behalf of the organization, and a definite desire to maintain organizational membership.
Sheldon (1971) describes commitments as "being a positive evaluation of the organization
and the organizations goals. According to Buchanan (1974) most scholars define commitment
as being a bond between an individual (the employee) and the organization (the employer),
though his own definition of commitment''
Meyer and Allen (1991) and Dunham et al (1994) recognized three types of organizational
commitment;
affective commitment
continuance commitment
normative commitment
Affective commitment is defined as the identification, emotional attachment, and involvement
that an employee has with his organization and goals (Mowday et al, 1997, Meyer& Allen,
1993; OReily & Chatman). Porter et al (1974) further describe affective commitment by
three factors (1) belief in and acceptance of the organizations goals and values, (2) a
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willingness to focus effort on helping the organization achieve its goals, and (3) a desire to
maintain organizational membership. Mowday et al (1979) further state that ''affective
communication is when the employee identifies with a particular organization and its goals
in order to maintain membership to facilitate the goal (p.225). Meyer and Allen (1997)
continue to say that employees retain membership out of choice and this is their commitment
to the organization.''
Continuance commitment is ''the willingness to remain in an organization because of the
investment that the employee has with non-transferable investments. Non-transferable
investments include things such as retirement, relationships with other employees, or things
that are special to the organization (Reichers, 1985). Continuance commitment also includes
factors such as years of employment or benefits that the employee may receive that are unique
to the organization (Reichers, 1985). Meyer and Allen (1997) further explain that employees
who share continuance commitment with their employer often make it very difficult for an
employee to leave the organization.''
Normative commitment (Bolon, 1993) is ''the commitment that a person believes that they
have to the organization or their feeling of obligation to their workplace. In 1982, Weiner
discusses normative commitment as being a generalized value of loyalty and duty. Meyer
and Allen (1991) supported this type of commitment prior to Bolons definition, with their
definition of normative commitment being a feeling of obligation. It is argues that
normative commitment is only natural due to the way we are raised in society. Normative
commitment can be explained by other commitments such as marriage, family, religion, etc.
therefore when it comes to ones commitment to their place of employment they often feel
like they have a moral obligation to the organization (Wiener, 1982).''
Meyer, Allen, & Smith (1993) state that the three types of commitment are a psychological
state that either characterizes the employees relationship with the organization or has the
implications to affect whether the employee will continue with the organization. Meyer et al
(1993) continue to say that generally the research shows that those employees with a strong
affective commitment will remain with an organization because they want to, those with a
strong continuance commitment remain because they have to, and those with a normative
commitment remain because they fell that they have to. Meyer & Allen (1997) define a
Page 15
committed employee as being one stays with an organization, attends work regularly, puts in
a full day and more, protects corporate assets, and believes in the organizational goals. This
employee positively contributes to the organization because of its commitment to the
organization.
Relevance of the Research

Practical Relevance
This research will offer more insight in decisions regarding investments in the motivational
techniques of employees. As managers improve their knowledge, they learn how they can use
motivation as a tactical instrument to commit the employees in turbulent economic times. In
practice, managers should therefore be able to make better decisions concerning the
education and motivation of employees.
Societal Relevance
This research can contribute towards finding answers to the existing questions on the subjects
of investments in human capital. When employers learn to invest in the right manner in
employees, this can be an important contribution to the functioning of the society. By doing
so, employers will contribute to getting the right people in the right position.
Scientific Relevance
This thesis can contribute to further scientific research. In the case of advanced researches on
the influence of motivation on organizational commitment researchers can use this thesis to
learn more about the basic relationship between the concepts. While research on this topic is
still within early stages, this study can make a contribution to the research process.
Importance of the Study

Employee motivation is an important factor for the organizational commitment. Many
researches show that motivation is positively correlated with organizational commitment.
This correlation is reciprocal meaning the people who are motivated with the job tends to be
committed with their organization and the people who are committed with their organization
tends to be motivated with their job. Work motivation and organizational commitment are
directly related to one another. Thus it can be said that, a motivated worker is a committed
Page 16
worker for an organization. Those employees who are not motivated or less motivated skip
work more often and are more likely to resign so absenteeism increases that only hit the
turnover of the organization and motivated worker likely to work longer with the organization
and become a valuable asset for a long time. Personal satisfaction, self-respect, self-esteem,
and self-development are the major factor of motivation and occupational success. A
motivated worker is more likely to be creative, flexible, innovative, and loyal. For the
organization, job satisfaction of its workers means a work force that is motivated and
committed to high quality performance, increased productivity and improves the quantity and
quality of output per hour worked. Unsatisfied employees, who are motivated by fear of loss
of job, will not give 100 percent of their effort for very long. Although fear is a powerful
motivator but it is temporary one, and also as soon as the threat is lifted so resulted
performance will decline. So the basic purpose of this study to evaluate the basic factors that
affect the motivation and level of commitment of banks employees.
Objectives of the Study

The issues of employee motivation and organizational commitment certainly have so far
haggard attention within the scope of the business literature, but there is no single available
research study that has presented the bank employees motivations and organizational
commitment relationships. Thus, this article addresses this information scarcity with the hope
that effective management strategies can be developed so as to produce higher motivation
level and organizational commitments of bank employees.
The main objective of this study is to analyze the impact of employee's motivation on their
organizational commitment. The two sub objectives of the study are:
To determine the factors that increases employee's motivation
To examine the relationship between employee motivation and organizational
commitment.
Research Question
The research question for the study is what is according to literature, the relation between
work motivation and organizational commitment of the employees of the banks.
The sub questions are
What is the definition of organizational commitment?
What is the definition of work motivation according to literature?
What is the association between work motivation and organizational commitment?
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What is the strength of association between work motivation and organizational
commitment?
What is the relationship between work motivation and affective commitment?
What is the relationship between work motivation and continuance commitment?
What is the relationship between work motivation and normative commitment?
What is the strength of relationship between work motivation and affective
commitment?
What is the strength of relationship between work motivation and continuance
commitment?
What is the strength of relationship between work motivation and normative
commitment?
Statement of the Hypothesis

Our main hypothesis is to measure the nature of relationship between work motivation and
organizational commitment. This relationship can be positive in nature or it can be negative.
Our independent variable is work motivation and our dependent variable is organizational
commitment.
Ho: Work motivation has no relationship with organizational commitment
Ha: Work motivation is related to organizational commitment
Ha1: Work motivation is related to affective commitment
Ha2: Work motivation is related to continuance commitment
Ha3: Work motivation is related to normative commitment
Theoretical framework of the variables
For the measurement and study of motivation we use Maslow's Theory of Motivation Hierarchy of Needs (1940). By this theory motivation has five dimensions. So following are
the dimensions and elements of motivation.
Self Actualization
Esteem
Belongingness
Safety
Physiological needs
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For the measurement of organizational commitment, we use Allen & Meyer, (1996) Scale
By this model organizational commitment has three dimensions. So following are the
dimensions of organizational commitment.
Affective Commitment
Continuance Commitment
Normative Commitment
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CHAPTER 2
REVIEW OF
LITERATURE
Page 20
Literature Review
Employee Motivation is an extensively practiced exercise across all business sectors
regardless of their size. Just like the psychological need for any employee need to be
appreciated over his efforts, there is a need for recognition and rewards in order to increase
the work drive of an employee and increase his efficiency and commitment towards work.
Today, organizations from all around the world struggle to motivate its employees in order to
endure and fight successfully in dynamic corporate environment as motivation puts human
resources into action, improves level of efficiency of employees, allows the organizations to
achieve sustainable competitive advantage over the competitors, leads towards committed
employees as motivated employees are the one who are committed with the organization and
ultimately leads to the achievement of organizational goals. The concept of motivation is
derived from a Latin word movere which means to move. Motivation is what moves the
employees from dullness to interest. It is just like the steering of the vehicles that directs and
shapes employees activities. Motivation has been defined as the Drive or energy that
compels people to act with energy and persistence towards some goal (Berman, Bowman,
West, & Wart, 2010, p. 180). Motivation is a goal-directed behaviour which involves taking
a course of action which leads to the attainment of a goal or a specific valued reward
(Armstrong, 2006, p. 252).
Today's economy is a global economy and
organizations around the world integrate
programs like quality management, job enrichment, employee involvement, skills -based pay,
gain sharing plans to achieve a competitive edge (Lawler, 1992). The purpose of such plans
and policies is to increase the firm productivity by managing employee behaviour on the job
so that they keenly contribute towards achieving organizational objective, and thus building
strong organizational commitment (Lawler, 1986). One of the main objectives of the
management is to enhance the efficiency by attaining maximum productivity at the minimum
cost. However, motivation is considered to be crucial for good performance (Sumita, 2004).
Thus employees commitment with the organization are typically determined by the
motivation to work hard and high motivation means greater commitment with the job
(Mitchell, 1982). Thus, it can be said that motivation is used to push workers towards
improved performance and increased organizational commitment (Tung, 1981). The
managements concern also has increased for keeping the employees motivated on the job
Page 21
(Mitchell, 1973). Employers use a broad range of motivational techniques which include
monetary incentives such as salary increments, bonuses ect, goal setting, job enlargement,
behaviour modification, participation, award and recognition plans, discipline, and
counselling (Porter & Perry, 1982).
Meyer & Becker (2004) provided an impressive definition of work motivation that it 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.
There are also many theories in the management literature that studies the work motivation.
According to Likert, ''Motivation is the core of management. By motivating the work-force,
management creates will to work which is necessary for the accomplishment of
organizational goals. Motivation involves getting the members of the group to pull weight
effectively, to give their loyalty to the group, to carry out properly the tasks assigned & to
play an effective role in contributing towards the purpose the organization has taken on.
Motivation is something that moves a person to action and continues him in the course of
action already initiated. It refers to the way a person is encouraged at work to strengthen his
desire and readiness to use his potentialities for the accomplishment of organizational
objectives. Motivation is something that moves a person into action and takes him in the
course of action excitedly. Motivation role is to develop and strengthen the desire in every
person of the organization to work efficiently and effectively in his position.''
Maslows need hierarchy theory which is called 'Maslow Needs Pyramid' or 'Maslow's Needs
Triangle' is also widely considered by the management scientist while referring job
satisfaction and motivation. Maslows theory comprises of five levels: ''physiological needs,
safety needs, social needs, self esteem needs and self actualization. The theory has been used
to motivate employees based on the level of needs the employee is looking to fulfil'' (Sarmad,
2007).
Locke and Latham (1990) presented a theory called "Goal setting theory" which has
considerable impact in the field of work motivation. It states that '' peoples performance will
be maximized when they set specific goals and exactly understand what behaviour will lead
Page 22
to the accomplishment of the goal. This theory is based on the concept self-efficacy which
means an individual is capable for performing a hard task.''
Fritz Heider's attribution theory, Bandura's work on self-efficacy, and Ryan and Deci's
cognitive evaluation theory has explained the motivation. According to them ''Students are
likely to be intrinsically motivated if they: attribute their educational results to internal factors
that they can control (e.g. the amount of effort they put in), believe they can be effective
agents in reaching desired goals (i.e. the results are not determined by luck), are interested in
mastering a topic, rather than just rote-learning to achieve good grades.''
Robbins and Coulter (1996) described the motivation as '' the willingness of an employee to
exert some effort or action in order to achieve the organizational goals, conditioned by the
actions ability to satisfy employees individual needs. Employees motivation at work can
take place in two ways. First, Intrinsic motivation-people who are intrinsically or internally
motivated generally dont need external rewards such as pay or praise to do well in a job.
They are self-motivated because they enjoy performing the actual tasks or enjoy the challenge
of successfully completing the tasks. Second, Extrinsic motivation-People, who are externally
motivated, generally dont enjoy the tasks but are motivated to perform well by some kind of
reward, pay, promotion, praise or ovoid any negative consequences. Intrinsic motivation is
likely to have a strong and longer-term effect on employees because it is inherent in
employees and not imposed from the management, is the best form of motivation. ''
James R. Lindner conducted a study to understand employees motivation. The study
inspected and ranked importance of motivational factors of employees at The Ohio State
University's Piketon Research and Extension Centre and Enterprise Centre. He used
descriptive survey which contained ten motivating factors in the context of employee
motivation theory. Findings suggest good pay and interesting work are key to higher
employee motivation. He also suggested that carefully designed reward systems that include
job enrichment, job enlargement, promotions, internal and external stipends, monetary, and
non-monetary compensation should be considered. (Lindner, June 1998)
Ibtesam Halawah conducted a study on work motivation. This research was designed to study
the effect of motivation, family environment, and on employees work performance. The study
was conducted on 388 high school teachers (193 males and 195 females) from Abu Dhabi
Page 23
District, United Arab Emirates (UAE). A Likert-type instrument that consisted of three parts
was used to measure employees' level of motivation, employees characteristics, and their
respective work performance. Calculations were also breakdown by gender to assess
differences between male and female employees. No gender differences were observed on the
variables measured by the instrument. Correlations between each of motivation, family
environment, and work performance were small and practically not significant. Remarkably
high correlation value was observed between motivation and employees work performance.
(Halawah, June, 2006)
Yuen-onn choong and kee-leun wong conducted a study to examine the relationship between
motivation and organizational commitment of academicians in Malaysian Private
Universities. A stratified proportionate sampling design was used. A total of 247 academicians
from four Malaysian Private Universities participated in this research survey. Further to this,
motivation is considerably correlated with the three components of commitment namely;
affective, continuance and normative commitment. Besides, the finding also postulated that
the motivation significantly predicted the organizational commitment. It is recommended that
Heads of management, deans and human resources management should provide new and
existing academicians with adequate training, workshop, seminar and conference that are
related to the job scope. (Wong, 2011)
Faizan, Nawaz and Mohsin conducted a study at university of the Punjab. Their research
study tried to find the association among three important job related behaviour of employees
that are motivation, commitment and job involvement. This study was carried out in banking
sector of Pakistan. 400 banking personnel were randomly selected and responses were
required out from them by means of questionnaire. A significant but somewhat weak positive
relationship of motivation, commitment and job involvement was found with each other .
They found that all these job related behaviours seem to be interrelated. The study found a
positive and significant relationship between employee motivation, employee commitment
and job involvement. The relationship although was weak but significant for all variables .
(Faizan Mohsan, 2007)
Sundas, Fatima and Sahibzada conducted a study to analyze the relationship between work
motivation, job satisfaction and organizational commitment among Pakistani workforce. The
Page 24
main objective of the study was to analyze the general behaviour of the private sector
employees towards work motivation and job satisfaction which may construct higher levels
of organizational commitment. The sample size consisted of randomly selected 191 male and
female employees. Data collected were analyzed by the application of statistical tests i.e.,
Pearson correlation and multiple regression using SPSS 13.0. Results showed that positive
and significant relationship exists between work motivation and organizational commitment.
Although both independent variables (work motivation and job satisfaction) were strongly
associated with organizational commitment, the impact of job satisfaction on organizational
commitment was comparatively stronger than that of the work motivation on organizational
commitment. (Sundas Warsi, Noor Fatima and Shamim A. Sahibzada, 2009)
Another research was conducted at University of the Punjab. The objective of the research
was to analyze the effects of motivational factors on job satisfaction of employees. This was
an exploratory study and it based on primary data. The data was collected from non-teaching
staff of University of the Punjab. The study of Herzberg et al. (1959) was extensively
validated and well famous among research community. Structural equation modelling
technique was applied to test hypothesis, SPSS 16.0 was adopted for basic analysis purposes.
The study concluded that intrinsic motivational factors have significant relationship with
employee job satisfaction, whereas hygienic (extrinsic) factors do not have any significant
relationship with employee job satisfaction. (Ishfaq Ahmed, Muhammad Musarrat Nawaz,
Naveed Iqbal, Imran Ali, 2010)
Faizan, Nawaz conducted a research study with the objective to find the association among
three important job related behaviour of employees i.e. work motivation, commitment and
job involvement. This study was conducted in banking sector of Pakistan. 430 banking
personnel selected randomly and responses were sought out from them by means of
questionnaire. Out of total 430 distributed questionnaires, 305 were received back, 285 were
considered as valid. Using SPSS 16 a significant but fairly weak positive association of
motivation, commitment and job involvement was found with each other. Some important
implications for future research are also derived from the study. (Mohsan, Nawaz, Khan, &
Shaukat, 2010)
Page 25
Meyer and Becker presented a theory to make stronger both the commitment and motivation
literatures by putting together the best and most current elements of both into a single theory.
This integrated theory suggests ''a number of directions through which the understanding of
human behaviour in the workplace can be advanced. First, the inclusion of variables such as
goal choice, self-efficacy, and goal mechanisms in the model should help commitment
scholars explain and investigate the processes through which forms, foci, and bases of
commitment affect work behaviour. Second, by building the concept of goal regulation and
the multidimensional view of commitment into the model, motivation scholars can now more
thoroughly study how environmental factors like leadership, social influences, and the nature
of work affect behaviour. Finally, by recognizing distinctions among forms, foci, and bases of
commitment, a deeper understanding of goal regulation, choice, and volitional action should
be possible.'' (Meyer, Becker, & Vandenberghe, 2004)
Isaiah O. Ugboro conducted a study to determine the relationship between motivational
techniques, and intent to quit measured by organizational commitment among survivors of
organizational restructuring and downsizing. This study focused on middle level managers
and employees who were in supervisory positions because survivors of this group are often
called upon to assume expanded roles, functions and responsibilities in a post restructuring
and downsizing environment. The results showed statistically significant positive
relationships between motivational techniques, and affective commitment. It therefore,
provides empirical data to support theoretical models for managing and mitigating survivors
intent to quit and subsequent voluntary turnover among survivors of organizational
restructuring and downsizing. (Ugboro, 2006)
A study was done in Turkey. This research studied the level of organizational commitment
and the motivation level of the personnel at Central Organization of Ministry of Health in
Turkey. Sample size consisted to 210 respondents which were selected randomly and they
were given questionnaire. Of the total questionnaires, 180 of them (86%) returned and 168 of
them were regarded valid and acceptable and analyzed. A modest positive correlation was
found out between organizational commitment and motivation (r=0,44). In the light of this,
there is a significant correlation between organizational commitment and motivation, though
not very strong. (UYGUR & KILIC, 2009)
Page 26
Adeyinka Tella conducted a study to find the relationship between work motivation, job
satisfaction and organizational commitment of library personnel. The result of this study
show that a correlation exists between work motivation, job satisfaction, and commitment,
although correlation between motivation and commitment was negative. No difference was
observed in the work motivation of professional and non-professional library personnel.
Moreover, findings show that differences exist in the job satisfaction of library personnel in
academic and research libraries. It also showed that no relationship exists in the
organizational commitment of library personnel based on their years of experience. (Tella,
Ayeni, & Popoola, 2007)
Nadia Ayub carried out a study which attempted to explore the relationship between work
motivation and job satisfaction. On the basis of literature review two hypotheses were
formulated, 1
There will be positive relationship between work motivation and job
satisfaction. 2 There would be a gender difference on the variable of work motivation and
job satisfaction. To asses job satisfaction, Job Satisfaction Survey (JSS; Spector, 1997), and
for motivation, Motivation at Work Scale (MAWS, Gagn, M., et.al, 2010), were used. The
sample size of the study consisted of 80 middle managers (46 were males; 34 were females)
from different banks of Karachi, Pakistan. Pearson Product Moment Correlation Coefficient
was calculated to find out the correlation between the work motivation and job satisfaction.
To find out gender differences t test was calculated. She concluded that, the findings of the
study suggested that there was a positive correlation between work motivation and job
satisfaction. (Ayub, November, 2010)
''Applied research shows strong relationship between dimensions of the motivation, stress and
job satisfaction. Yet, there is no significant theory which provides conceptual understanding
of these relationships. In 1999, Sparks and Cooper advocated using job-specific motivation
models to develop a better understanding of the relationships. The present study implemented
this recommendation and investigated a specific job context, specifically, naval officer
trainees undergoing their sea training. The results indicate that a general model of stress is
unhelpful in identifying the predictors of stress and job satisfaction in specific job contexts''.
(Fairbrother & Warn, July 2002).
Page 27
Michel J. Schats concluded that the very strong relationship exists between motivation and
affective commitment. He suggested for organizations that the organizations should focus on
developing initiates that matter to the affective commitment, such as support given to
employees and benefits offered to employees. The authors have used different kinds of
independent variables to conceptualize the construct of motivation and training. There was a
lot of evidence for an indirect relationship between motivation and organizational
commitment. (Schats, March 2007)
Louis George and Thara Sabapathy conducted a study on motivation and commitment of
university teachers in Bangalore, India. They suggested that in this current modern world of
competitive higher education the role of motivated teachers is irrefutable. The main objective
of the study was to find the significance of organizational commitment in motivating the
university teachers. Data was collected from 450 degree college teachers and university of
Bangalore city. The results indicated a positive relationship between work motivation and
organizational commitment of degree college teachers. More motivated teachers were found
to be more committed. (George & Sabapathy, 2011)
An experimental study was conducted in Pakistan. The main objective of the study was to
measure the impact of reward and recognition on job satisfaction and motivation. The sample
size consisted of 220 respondents. Questionnaires were distributed and they were filled by
employees of different sectors. The results indicated that there exists a significant (r=0.13,
p<0.05) relationship between recognition and employee work motivation. (Rizwan, 2010)
Reena Ali conducted an empirical study to examine the effects of motivational techniques i.e.
reward and recognition programs on employee motivation and satisfaction. This study was
conducted in Pakistan. Sample size consisted of 80 employees. Questionnaire was distributed
to 80 employees of Unilever and data was analyzed through SPSS version 16. The results
showed that there was a statistically significant (r=0.92, p<0.01) direct and positive relation
between recognition and employee work motivation. (Ali, 2009)
A study was conducted in Pakistan with the purpose of examining the job satisfaction among
bank employees in Lahore, Punjab. A questionnaire survey was used and data was collected
from different banks employees. The value of correlation coefficient for recognition was
0.251 which indicates that its relationship with job satisfaction is positive. This study also
Page 28
showed that job satisfaction is directly associated with work motivation of employees that
improves as the satisfaction of employees increases. That is why a study says that ''deficiency
of appropriate recognition and rewarding reduces employees work motivation and job
satisfaction. Hence, administration of organizations and institutions should build up the
arrangement for giving that rewards and recognition to enhance employee job satisfaction and
motivational level''. (Salman, 2010)
A study was conducted with the purpose of examining the relationship of organizational
commitment
and
employee
performance
and
motivation
in
the
banking
and
telecommunication sectors of Pakistan. Sample size consisted of 103 respondents.

Respondents were randomly selected from different banks and telecommunication
companies. Pearson correlation test was applied and the results showed that there exists
significant positive correlation (0.287) between employee motivation and organizational
commitment. (Bukhari, 2011)
Aziz and Jun conducted a study and wrote a paper investigate into the association between
motivation and job outcomes in working environment of the organization. The motivational
background of organizational results were distinguished into extrinsic and intrinsic
motivations. The controls of intrinsic motivation and extrinsic motivation on the job outcome
variables, which are job satisfaction and job performance, are exemplified in their conceptual
model. Therefore, this study looked into the reasonable effect of organizational culture on the
association between motivational variables and organizational outcomes. They recognized
four organizational cultures from the existing literature to be included in their conceptual
model; '' competitive, bureaucratic, entrepreneurial, and consensual ''. Proposal were given
regarding the reasonable effect of organizational culture on the motivational background of
job outcomes. (Aziz & Jun, 2009)
A study conducted to assess a relationship between work motivation and organizational
commitment. This study also evaluated the gender difference in work motivation and
organizational commitment among middle managers. There is a scarcity of literature on the
gender difference and relationship between organizational commitment and work motivation
of middle managers in Pakistan. With an increased demand of more productivity from middle
managers of banks, it is essential to understand what may motivate bank mangers to perform
Page 29
well and provide satisfaction on their job. According to the results there is positive
relationship between work motivation and organizational commitment (r=.563). (Rafif, 2010)
A study was carried out to explore motivational and organizational commitment factors of
tipped and non tipped restaurant employees. The target population was the employees of
restaurants. The data collected from employees of a well known, branded restaurant chain
and was analyzed using the ANOVA procedure using SPSS v.16 to determine if significant
differences existed between the tipped and non tipped employees relative to their level of
motivation and organizational commitment. The results showed that limited differences do
exist for certain organizational commitment factors and motivational factors when employees
were differentiated by tipped versus non tipped employee status and by gender. (Curtis,
Upchurch, & Severt, 05 Aug 2009)
A study was conducted to examine the relationship between rewards and employee
motivation and work motivation. Descriptive statistics based on frequency tables and graphs
were used in the study in order to provide information on demographic variables. The results
were analyzed using descriptive statistics followed by inferential statistics on the variables.
The study showed that multiple factors affect employee work motivation and performance
which have got their own exclusive approach, importance and contribution towards
motivation and performance that enhance and make the most of organizational progress.
Sample size consisted to 200 employees. A total of 200 questionnaires were distributed to
respondents which were randomly selected and a total of 167 employees completed the
questionnaire. The four independent variables of reward that were included were, payment,
promotion, recognition, benefits and the dependent variable was employee work motivation.
The results showed that there is a significant relationship between all of the independent
variables with dependent variable which is employee work motivation. All the independent
variables had a positive effect on employee work motivation and result also indicated that
among four independent variable the most important and influential variable was promotion.
(Khan, Farooq, & Ullah, May 2010)
A study was conducted with objective of the research to evaluate the effective dynamics of
work motivation and job satisfaction of textile employees in Turkey. This study analyzed the
usefulness of psycho-social, economic, organizational and managerial tools on individuals
Page 30
motivation in order to maintain the motivation and job satisfaction of the employees in the
business. The data was collected from employees of a textile enterprise in Turkey and was
analyzed by using factor analysis and a regression model. As a result, ''economics tools by
employee is positively and significantly (p=0.001) related to the level of motivation increase
perceived by the employee. Second regression model plays an important role in determining
the level of job satisfaction except economic and psychosocial tools and has a positive effect
on increasing employee motivation with implementations carried out to increase employee
satisfaction at work.'' (Oraman, 25 February, 2011)
The concept of organizational commitment was introduced by Whyte [1956] and later
developed by Porter, Mowday, Steers, Allen, Meyer, Becker and many other researchers.
A wide range of descriptions of the way employees commitment are provided in the
literature. Morrow shows that there are more than 25 descriptions related with organizational
commitment. Some of the descriptions read as follows:
''In its wider perspective organizational commitment involves personal commitment and
loyalty.'' (Morris & Creavy, 1993)
''Organizational commitment is not only loyalty to the employer, but it is being open to
criticism in terms of organizations well-being and success.'' (Yksel, 2000)
''Organizational commitment is the commitment of individual identity to the organization and
its direction towards the organization.'' (Sheldon, 1971)
''Organizational commitment is more than what an organization expects from its individuals
as formal and normative but it is more about their values and aims.'' (Celep, 2000)
''Organizational commitment is willingness to stay as a member of the organization,
willingness to show effort for the organization and supports aims and values.'' (Dubin &
Champoux, 1975)
Researchers defined two types dimensions of organizational commitment of employees. The
first one is the affective commitment dimension when employees share the ambitions and
values of their organization with others. The other one is continuance commitment
dimension which is highly linked to the fear of losing status, money. In 1984 Meyer and
Page 31
Allen added the third dimension which was enhanced by Weiner and Verdi called normative
commitment or moral commitment. As a result, they created new three layered model.
Normative commitment is the defined as the wish/desire of an employee to work for his
organization and the employee feels it as his moral responsibility. This is also accredited with
loyalty norms of the person. (Onay, Kocako, & Kara, 2006)
Affective Commitment is the commitment in which the employees profoundly accept the
values of their organization and want to stay as a part of the organization. This is the most
excellent way of the commitment to the organization. This type of commitment is the one
employers dream of. These employees show positive attitudes to the job and are always
ready to give extra effort for their job. (ORGANIZATIONAL COMMITMENT OF EMPLOYEES OF
TV PRODUCTION CENTER (EDUCATIONAL TELEVISION ETV) FOR OPEN EDUCATION FACULTY,
ANADOLU UNIVERSITY)
Continuance Commitment is the one in which employees see their investment to the
organization. Employees think that they carry out time and effort to the organization and that
is why they feel they need to stay in the organization. They think that if they leave their
current job they will have less choices. These employees like to stay in the organization
because they cannot find any other job. Some of them think about health, family issues and
retirement are the key concerns in staying on, and job satisfaction does not attribute highly.
(The Turkish Online Journal of Educational Technology TOJET January 2009 ISSN: 13036521 volume 8 Issue 1 Article 5)
Normative Commitment is the one in which employees see and feel that it is kind of their
responsibility to stay in the organization. Reciprocation is the key. One of the major reasons
is that employers get them into their organization through their most needy time. These types
of employees think that the organization acts positively towards them and in return, loyalty
can be the answer. As a result, the commitment keeps the employee with the organization
thanks to their strong ties. The employees which have strong normative commitment stay
because they think they have to stay and strong continuance ones do it because they think that
they need the job. (The Turkish Online Journal of Educational Technology TOJET January
2009 ISSN: 1303-6521 volume 8 Issue 1 Article 5)
Page 32
According to Balay ''Organizational commitment becomes vital because of five causes.

Firstly, giving up the job, discontinuity, less motivation and job search; secondly, job
satisfaction, job involvement, motivation and performance within behavioural, emotional and
cognitive forms; thirdly, autarchy, responsibility, participation, ways of understanding the job
with its characteristics tied to the job itself and employee; fourthly, age, gender, employment
time and education as part of employee qualities; and lastly, individuals need to know the
proximities of their organizational commitment.'' (Balay, 2000)
According to Yalcin ''Organizational commitment is the loyalty, behaviour and interest of
employee towards the success of his or her own organization. All these are determined by
factors like age, status as part of personal issues and job design, and leadership practices as
part of organizational issues. In addition, job security, participation in decisions,
responsibility and autarchy parallel to positive climate create a better positive climate towards
organizational commitment.'' (Yaln & plik, 2005)
Cote and Helsin conducted a study to find out the relationship between job satisfaction and
organizational commitment. According to them the relationship between job satisfaction and
organizational commitment is very vital now-a-days and the reason is because these days
people often do not wish to stay with the one organization for a long time. It has become
difficult for the organizations to exercise practice to retain the employees within the
organization. If employees show and have dissimilar levels of job satisfaction and if this
satisfaction escorts to the organization commitment, evidently organizations would want to
hire those employees who have higher levels of organizational commitment. Employers
normally anticipate that employees with higher level of job satisfaction will also have higher
level of organizational commitment. The reason of positive relationship between job
satisfaction and organizational commitment is that a higher level of job satisfaction lead to
good working life and reduction in stress. (Cote & Heslin, 2003)
Similarly, Samad conducted a study and found that if employees are extremely satisfied with
their co-workers, work, supervision, and pay and if they receive high level of overall job
satisfaction with their jobs they are more probable to be committed to their organizations than
if they are not satisfied. The focal point on these two key concepts (motivation and
satisfaction) cannot be over stated because job satisfaction and commitment are most
Page 33
important determinants of employee performance, turnover, and productivity. Committed and

satisfied employees are normally those with high performance that contribute to
organizational productivity. (Samad, 2007)
Sundas conducted a study to analyze the relationship between work motivation, job
satisfaction and organizational commitment among Pakistani workforce. The main objective
of the study was to analyze the general behaviour of the private sector employees towards
work motivation and job satisfaction which may construct higher levels of organizational
commitment. The sample size consisted of randomly selected 191 male and female
employees. Data collected were analyzed by the application of statistical tests i.e., Pearson
correlation and multiple regression using SPSS 13.0. Results showed that positive and
significant relationship exists between work motivation and organizational commitment.
Although both independent variables (work motivation and job satisfaction) were strongly
associated with organizational commitment, the impact of job satisfaction on organizational
commitment was comparatively stronger than that of the work motivation on organizational
commitment. (Sundas Warsi, April 2009)
''Employee commitment is the key factor that determines the success of an organization in
todays modern business world since, in the situation of increasing competition and constant
technological advancements an organization needs to have skilled, reliable and committed
human resources to maintain its competitive position in the market.'' (Feldman & Moore,
1982)
Now a days it is obvious that financial stimulus exclusively can barely instigate and motivate
the employees to do work of their part more effectively and productively. In such condition,
the single factor which turns to be dominant importance is employees commitment with the
organization as it is because of the highly committed employees that organizations can make
constructive results in productivity and performance. Employee commitment with the
organization has variously been found to be positively and considerably correlated to plenty
of organizational outcomes such as job satisfaction. (Zanini, 2007)
Those organizations which are performing very well strongly believe in the concept of
employee commitment. Committed employees show better job performances in terms of
helping the customers, readiness to embrace new challenges, longing to stay with their
Page 34
organization for long periods of time and make important contributions in achieving
maintainable competitive advantage for the organization. (Schuler & Jackson, 1999)
Ali, Rasheed and Shakir conducted a study at university of the Punjab. Their research study
had objective to find the relationship nature and association among three important job
related behaviour of employees that are motivation, commitment and job involvement. This
study was carried out in banking sector of Pakistan. 450 banking employees were randomly
selected and responses were sought out from them by using of questionnaire. A significant
but somewhat weak positive relationship of motivation, commitment and job involvement
was found with each other . They found that all these job related behaviours seem to be
interrelated. The study found a positive and significant relationship between employee
motivation, employee commitment and job involvement. The relationship although was weak
but significant for all variables. (Ali, Rasheed, & Shakir, 2008)
Agarwal and Gupta carried out a study with a purpose to find out the relationship between
Job performance and organisational commitment. They empirically established a relationship
between Job performance and organisational commitment. They used organisational culture
as a mediator variable. They collected data for the study from 260 employees which were
selected randomly, providing their services in a private sector unit operating in district
Chennai, India. Their study has demonstrated that work motivation has a considerable effect
on organisational commitment. The organisational commitment and organisational culture
speckled across three layers of organisational hierarchy. The study suggested measures to
promote organisational commitment. (K.A & Gupta, Number:01, Nov-2011)
'' A study examines organizational commitment of workers in three sectors: public, non-profit
and for-profit. Previous work in this area has been limited to the study of organizational
commitment in one sector, or a comparison between only two sectors. In order to examine
organizational commitment across the three sectors, 228 employees in public sector, nonprofit sector, and for-profit sector organizations were surveyed. The results indicate that forprofit workers were the most committed to their organizations, followed by non-profit
employees. Workers with the lowest levels of organizational commitment were those in the
public sector. Explanations for and the significance of these findings are discussed.'' (Yan &
Liping)
Page 35
Jenkins carried out a study in order to examine the relationship between organizational
commitment and work motivation. They collected data on organizational commitment from
over 500 military officers who were selected randomly. The researchers were investigating
the relationship work motivation, job satisfaction and organizational commitment. Findings
revealed that employees who were more motivated with their job had higher levels of
organizational commitment and those employees who were less motivated and feel that they
have less job satisfaction are less committed to their organizations. (Jenkins, 1947)
A research was conducted at University of the Punjab and the objective of the research was to
examine the impact of motivational factors on commitment level of employees. This was an
exploratory study and it was based on primary data. The data was collected from nonteaching staff of University of the Punjab. The study of Herzberg et al. (1959) was
extensively validated. Structural equation modelling technique was applied to test hypothesis,
SPSS 15.0 was adopted for basic analysis purposes. The study concluded that intrinsic
motivational factors have significant relationship with employee organizational commitment
level, whereas hygienic (extrinsic) factors do not have any significant relationship with
employee organizational commitment level. (Ahmed, Ali, & Usman, March 2009)
A study was conducted in Malaysia and the purpose of this study was to examine
generalizability of Allen and Meyer model of organizational commitment in Malaysia. Meyer
and Allen's model instrument was translated into Malaysian language and it was distributed to
non- up supervisory employees in 61 organizations. Those organizations include in the
government, semi government and private sectors and they were randomly selected. Data was
collected from 672 respondents and was analyzed using exploratory and confirmatory factor
analyses. The results supported the generalizability of Meyer and Allen model and utility of
their questionnaire. The results also supported McGee and Ford's (1987) proposal that
continuance commitment may be better represented by two sub- dimensions: one connected
with the costs of leaving and the other connected with the availability of alternatives. (Yusob
& Gill, June 1999)
A study was carried out in Turkey. The objective of this research was to study the level of
organizational commitment and the motivation level of the personnel at Ministry of Health in
Turkey. Sample size consisted to 230 respondents which were selected randomly and they
Page 36
were given questionnaire. Of the total questionnaires, 188 of them (85%) returned and 168 of
them were regarded valid and acceptable and analyzed. A modest positive correlation was
found out between organizational commitment and motivation (r=0.49). In the light of this,
there is a significant correlation between organizational commitment and motivation, though
not very strong. (Akyay & Gonca, 2009)
The significance of employee commitment with his/her organization has been acknowledged
all around the world since a long time. The performance of an organization highly depends on
the commitment of its employees with their organization; higher the level of employees
commitment with the organization, better will be the performance of the entire organization.
(Holden, 1998)
John and Thomas presented a theory to make stronger both the commitment and motivation
literatures by putting together the best and most current elements of both into a single theory.
This integrated theory suggests ''a number of directions through which the understanding of
human behaviour in the workplace can be advanced. First, the inclusion of variables such as
goal choice, self-efficacy, and goal mechanisms in the model should help commitment
scholars explain and investigate the processes through which forms, foci, and bases of
commitment affect work behaviour. Second, by building the concept of goal regulation and
the multidimensional view of commitment into the model, motivation scholars can now more
thoroughly study how environmental factors like leadership, social influences, and the nature
of work affect behaviour. Finally, by recognizing distinctions among forms, foci, and bases of
commitment, a deeper understanding of goal regulation, choice, and volitional action should
be possible.'' (John, Thomas, & Christian, 2004)
A study was conducted in north Carolina with a purpose to determine the relationship
between motivational techniques, and organizational commitment among survivors of
organizational restructuring and downsizing. This study focused on middle level managers
and employees who were in supervisory positions because survivors of this group are often
called upon to assume expanded roles, functions and responsibilities in a post restructuring
and downsizing environment. The results showed statistically significant positive
relationships between motivational techniques, and affective commitment. It therefore,
provides empirical data to support theoretical models for managing and mitigating survivors
Page 37
intent to quit and subsequent voluntary turnover among survivors of organizational

restructuring and downsizing. (Tony, 2006)
Angle & Perry conducted a study in 1991 to determine the effect that organizational
commitment on turnover of employees. They used sample size of 1,244 bus drivers who were
selected randomly. Their findings exposed a negative relationship between turnover and
organizational commitment. They found that those bus drivers who are highly committed
with their jobs and highly committed with their organizations are less likely to quit their jobs
and vice versa In short, employees who intended to leave the job were not committed to the
organization. (Steers, 1977)
''Over the years, two basic approaches have been used to study organizational commitment:
commitment-related attitudes and commitment-related behaviours. Each approach offers a
slightly different definition. The commitment-related attitude approach defines organizational
commitment as a partisan, affective attachment to the goals and values, and to the
organization for its own sake, apart from its purely instrumental worth (Buchanan, 1974)''
Watson and Steven conducted a research to study the role of human relationships and firm's
productivity for some years. They briefly place Social Capital among several theories
maintaining a role for interpersonal capital, review its theoretical hints, and analysis this
theoretical structure by using a sample of 469 sales personnel, selected randomly from a
leading medical services firm. Their findings show that trust, communication, and employee
focus have important straight and reasonable indirect effects on organizational commitment
of employees. (Watson & Papamarcos, 2002)
Sundar and Kumar conducted a study in India to find out the relationship between work
motivation and organisational commitment. They empirically proved a relationship between
work motivation and organisational commitment. They used organisational climate as a
mediator variable. Data for the study and analysis were collected from 260 employees
providing their services in a private sector unit operating in Chennai. Their study has showed
that work motivation has a significant effect on organisational commitment. The
organisational commitment and organisational climate varied across three layers of
organisational hierarchy. The study has suggested measures to promote organisational
commitment. (Sundar, Murugarathinam, & kumar)
Page 38
A study was conducted to examine organizational commitment of workforce in three sectors:

public sector, non-profit organizations and for-profit organizations. Preceding work in this
area has been restricted to the study of organizational commitment in only one sector, or a
evaluation between only two sectors. In order to scrutinize organizational commitment across
the three sectors, researchers collected data from 228 employees, selected randomly from
public sector, non-profit organizations, and for-profit sector organizations were surveyed. The
results showed that for-profit workers were the most committed to their organizations and
after that there were non-profit employees. Workers with the least levels of organizational
commitment were those working in the public sector. (Goulet & Frank, 2007)
''The present research set out to investigate whether organizational commitment is culturally
bound. It compared a three-dimensional model of organizational commitment across Irish and
Chinese employees working in the same multinational corporation using Herschcovit and
Meyers (2002) 18-item scale of organizational commitment. ANCOVA was performed to
analyse the data with the results providing a number of insights. Firstly, the Chinese
employees affective commitment is higher than that of the Irish employees. It does not
support Randall (1993) or Clugston et al. (2000) in which the Irish employees should have
higher levels of affective commitment than their Chinese counterparts as their individualism
scores are much higher than the Chinese. Accordingly, the cultural effect seems to do little in
understanding affective commitment. Instead, we argue that affective commitment is about
ones role in relation to the organizational goals and values (Meyer & Allen, 1991), therefore,
it can be inferred that the multinational corporation in concern needs to communicate well its
organizational goals and values to their Irish employees if possible to make them more
emotionally attached to the organization. Employee retention is an important issue as we
found that the longer an employee has been working in the organization, the higher affective
commitment they demonstrate. Secondly, there is no country difference between the Irish and
Chinese employees on continuance commitment. Once again, cultural impact is weak. Since
continuance commitment is associated with the costs of leaving the organization or the
alternatives in the job market (ODriscoll & Randall, 1999), it indicates that both the Irish
and Chinese employees have the same feelings towards the cost of leaving the organization or
getting an alternative job at the time of the survey. However, our finding showed that income
Page 39
has a positive effect on continuance commitment. Therefore, offering the employees a

competitive salary is important to keep employees committed.'' (Chen, 2009)
According to Atak This study basically aims to determine the relationship between learning
organization and organizational commitment, and to determine whether emotional
commitment, normative commitment and continuation commitment which are
subordinate elements of organizational commitment have effects on learning organization and
subordinate elements of learning organization. Secondary aim is to contribute to the literature
by determining which dimension of organizational commitment is more effective on
organization. The research was conducted on businesses registered to Aegean Region
Chamber of Industry (Izmir/Turkey). The results of the research indicate that organizational
commitment is an element which affects learning organization. Moreover, the findings of the
research suggest that the information age organizations need to obtain employees with high
organizational commitment and take measures in order to increase commitments of
employees in order to become learning organizations. (Atak, 28 April, 2011)
According to Brown and Chair, ''The purpose of this research was to investigate the
relationship between employees perceptions of their immediate supervisors relationsoriented and task-oriented leadership behaviours and different types of organizational
commitment. Bass & Avolio's (1995) Multifactor Leadership Questionnaire was used to
measure relations-oriented and task-oriented leadership behaviours. Meyer & Allens (1997)
Organizational Commitment Questionnaire (OCQ) was used to measure organizational
commitment. Participants in the research included 361 employees who worked for the city of
Charlottesville, Virginia. These employees were located in eight departments that varied in
the area of technical functioning, size, and academic levels. Factor analyses, with principal
component extraction and varimax rotation, were performed to determine how the MLQ
Form 5X items would load onto a 2-factor model of relations-oriented and task-oriented
leadership behaviours. The task-oriented items of contingent reward loaded with the
relations-oriented items, and the non-leadership items of laissez-faire loaded with the taskoriented items. These findings resulted in an arrangement of relations oriented and taskoriented subscales that was different than the arrangement proposed by Bass & Avolio
(1995). Correlations for the MLQ Form 5X revealed multi co linearity among all the relations
oriented subscales and two of the task-oriented subscales, preventing any interpretations
Page 40
about the amount of variance that any particular type of relations-oriented or task-oriented
leadership behaviour might explain in organizational commitment. Factor scores were used to
perform regressions and investigate the amount of variance relations-oriented leadership
behaviours and task-oriented leadership behaviours explained in organizational commitment.
Relations-oriented leadership behaviours explained the greatest amount of variance in
affective commitment, somewhat less variance in normative commitment, and no variance in
continuance commitment. The results for task-oriented leadership behaviours revealed the
same pattern of relationships with the different types of organizational commitment, only
weaker.'' (Brown & Albert Wiswell, 2007)
Loui (1995) conducted a study to examine the relationship between the main construct of
organizational commitment and the outcome measures of supervisory trust, job satisfaction,
and job involvement. He selected 109 workers who were selected randomly. In all three
areas, Loui reported positive and significant relationships with organizational commitment.
More specially, apparent trust in the supervisor, an aptitude to be concerned with the job, and
feelings of job satisfaction were main determinants of organizational commitment. (Loui,
1995).
Angle & Perry conducted a study in 1991 to determine the effect that organizational
commitment on turnover of employees. They used sample size of 1,244 bus drivers who were
selected randomly. Their findings exposed a negative relationship between turnover and
organizational commitment. They found that those bus drivers who are highly committed
with their jobs and highly committed with their organizations are less likely to quit their jobs
and vice versa In short, employees who intended to leave the job were not committed to the
organization. (Angle & Perry, 1981)
Wiener & Vardi conducted a study in 1981 and try to look at the impact that organizational
commitment had on commitment to the job and career commitment. They used sample size of
115 respondents who were selected randomly. Their participants included 56 insurance
agents and 85 staff professionals. They distributed questionnaires among respondents and
their responses were recorded and analyzed. The researchers reported positive and strong
relationships between organizational commitment and the other two types of commitment.
(Wiener & Vardi, 1980).
Page 41
Jermier & Berkes carried out a study in order to examine the relationship between
organizational commitment and job performance. They collected data on organizational
commitment from over 800 police officers who were selected randomly. The researchers
were investigating the relationship between job satisfaction and organizational commitment.
Findings revealed that employees who were more satisfied with their job had higher levels of
organizational commitment. (Jermier & Berkes, 1979)
DeCotiis & Summers conducted a study in 1987 in order to determine the relationship
between organizational commitment and motivation. They used sample size of 367
respondents which were selected randomly. They included 367 managers and their
employees. The researchers examined the relationship between organizational commitment
and the result measures of employee motivation, desire to leave, turnover, and job
performance. They found that Organizational commitment is proved to be a strong predicator
for each of these outcome areas. (DeCotiis & Summers, 1987)
Becker, Billings, Eveleth, & Gilbert also explored in 1996 that whether commitment to the
supervisor or commitment to the organization had the greatest brunt on the performance
ratings that supervisors give to newly hired employees. They used sample size of 281
respondents. From their study of 281 participants, selected randomly, the researchers found
that commitment to the manager or supervisor and the supervisors or manager's values was
more powerfully related to performance ratings than it was of employee commitment with the
organization. (Becker, Billings, Eveleth, & Gilbert, 1996)
According to Getahun, Sims and Hummer "Numerous studies have focused on job
satisfaction and organizational commitment of police officers and correctional personnel, but
few have examined these concepts within community corrections agencies. This study draws
on prior research into job satisfaction of criminal system actors and looks at the explanatory
power of these concepts for probation and parole officers from one county in a north eastern
state. Results indicate that employees are most satisfied when their occupational tasks are
meaningful experiences into which they have input and are collaborative efforts with
supervisors. Background characteristics of officers had no influence on job satisfaction,
indicating that organizational culture and management style are the more important factors in
Page 42
explaining employee satisfaction and, possibly, retention." (Getahun, Sims, & Hummer,
2005)
A study was conducted by Shore and Martin to analyze the relationship between work
motivation and organizational commitment in relation to work performance and turn over
intentions. This study was conducted in banks and hospital. Sample size consisted to bank
tellers and hospital professionals. Sample size consisted of 245 respondents selected
randomly. Results showed that organizational commitment was more strongly connected than
work motivation with turnover intentions for the bank tellers, but not for the bank
professionals. Work motivation was more strongly related than organizational commitment
with managerial ratings of performance for both samples. The findings showed that explicitly
job attitudes are more closely connected with task related out comes, whereas global
organizational attitudes are more closely linked with organizations related outcomes like turn
over intentions. (Shore & Martin, 1989)
Ranyeh Nehmah conducted a study on organizational commitment. According to her '' This
paper will analyze the concept of organizational commitment, what it means and why it is so
relevant to organizations. In fact, vast numbers of studies have found positive relationships
between organizational commitment and employee behaviours such as a greater effort exerted
by the employee in performing tasks, higher employee retention, better work attendance,
increased willingness to engage in citizenship behaviour and higher delivery of service
quality. In essence, this shows an all-round higher employee performance effectiveness.
Moreover, in todays fast paced and dynamic business environment, organizations can no
longer guarantee "a job for life" which has made the notion of organizational commitment
even more pertinent. It is therefore in the organization's best interest to elicit this kind of
behaviour. Various means of securing organisational commitment, in a cost effective way, are
also highlighted in this paper.'' (Nehmeh, 2009)
According to James P Deming '' there seems to be a stronger association with extra-role
behaviour and affective commitment. Employees with strong affective commitment are more
willing to engage in citizenship behaviour than those with weaker affective commitment.
Committed workers can be expected to exercise responsible autonomy or self-control,
removing the need for supervisory staff and producing efficiency gains. Therefore
commitment in the workforce moves away from the traditional psychological contract of a
Page 43
fair days work for a fair days pay and instead to a contract, which implies that employees
will go that extra mile for the company.'' (Deming, 2001)
''Applied research shows strong relationship between dimensions of the motivation, and
Organizational commitment. Yet, there is no significant theory which provides conceptual
understanding of these relationships. In 1999, Sparks and Cooper advocated using jobspecific motivation models to develop a better understanding of the relationships. The present
study implemented this recommendation and investigated a specific job context, specifically,
naval officer trainees undergoing their sea training. The results indicate that a general model
of stress is unhelpful in identifying the predictors of stress and job satisfaction in specific job
contexts''. (A & J, 2010)
A study was conceded out in Ireland. The main intention of this research was to study the
level of organizational commitment and the level of motivation of the personnel at Ministry
of foreign affairs in Ireland. Sample size consisted to 260 respondents which were selected
randomly and they were given questionnaire. Of the total questionnaires, 198 of them (87%)
returned and 163 of them were regarded valid and acceptable and analyzed. A modest
positive correlation was found out between organizational commitment and motivation
(r=0.52). In the light of this, it could be said that there is a significant correlation between
organizational commitment and motivation, though it's not very strong. (M & E, 2005)
Murugarathinam and Kumar examined empirically the relationship among work motivation,
job performance and organizational commitment. They used organisational climate as a
mediator variable. They studied a sample of 260 subjects who were working in a private
sector functioning unit in Ambattur, Chennai. They concluded that job performance and work
motivation has a significant impact on organizational commitment. They found that work
motivation is directly proportional to job performance and organizational commitment. They
also suggested measures to promote work motivation and organisational commitment among
employees.
Wallace and Richard (1996) proved that work motivation led to greater job commitment.
Benson (1996) concluded that supervisor support and work motivation are positively
correlated to commitment and Buchanen (1979) evidenced the close connection between
cohesiveness motivation and commitments. Steers (1977) established a significant
Page 44
relationship between the work motivation and three dimensions of organizational

commitment. Fink (1992) exposed a close relationship among work motivation,
organisational climate and organizational commitment and fixed that work motivation was
positively correlated with commitment.
A number of studies have proved that committed work performance lead to work motivation
and an effective job performance. Malaviha (2005), Robert (1994) and Davis and Ward
(1995) have found that organizational commitment, work motivation and job performance
were positively correlated with one another. Brett, Cron and Solwm (1995) explored the
positive correlation among commitment, work motivation and job performance and for this
purpose they used a method of economic dependency of employees on work as a moderator.
And after that, they narrated that the relationship among commitment, work motivation and
job performance was stronger low financial requirements as compared with the high financial
needs.
Putti and Phua (1990) established the connection between organizational performance and
work motivation. Vallapan Battachariya (1999) revealed a strong relationship between these
two variables. Benkhoff (1997) explored the relationship between organizational performance
and work motivation interms of the changes in profit and sales targets derived and achieved at
positive connection between these two variables.
Manzoor (2011) identified the factors that affect employee motivation and she also examined
the relationship between employee motivation and organizational commitment. She designed
a model based on the literature and linked various factors of employee motivation with
organizational effectiveness and employee motivation. She concluded that factors
empowerment and recognition have positive effect on employee motivation. More the
empowerment and recognition of employees in an organization is increased, more will their
motivation to work will enhance. She found that there exist a strong positive relationship
between organizational effectiveness and employee motivation. According to her research,
the more the employees would be motivated to tasks accomplishment, higher would be their
organizational success and performance. That study focused on the observance and practice
of the two main factors, employee recognition and empowerment for enhancing employee
motivation leading to organizational commitment and effectiveness.
Page 45
Gurses and Dmiray (2009) analyzed the relationship between work motivation and
organizational commitment with respect to work performance and turn over intentions. This
study was conducted in banks and hospitals. Sample size consisted to bank tellers and
hospital professionals. Sample size consisted of 246 respondents selected randomly. Results
showed that organizational commitment was more strongly connected than work motivation
with turnover intentions for the bank tellers, but not for the bank professionals. Work
motivation was more strongly related than organizational commitment with managerial
ratings of performance for both samples. The findings showed that explicitly job attitudes are
more closely connected with task related out comes, whereas global organizational attitudes
are more closely linked with organizations related outcomes like turn over intentions.
Yalcin and Iplik (2005) conducted a survey on 367 bank employees to check the factors
which effect organizational commitment and organizational commitment. They concluded
that organizational commitment is the faithfulness, interest and behaviour of employee
towards the achievement of his/her own organization. All these psychological traits are
determined by different factors like age, status being a part of personal issues and his/her job
design, and leadership practices being a part of organizational issues. In totalling,
participation in decisions, job security, responsibility and autarchy similar to positive
atmosphere create a sense of motivation among employees which automatically leads
towards organizational commitment.
Boylu, Pelit and Gucer (2007) showed that there are many variables effecting employees
organizational commitment and work motivation. Mowday, Porter and Steers established a
categorization related to this issue and addressed effective factors such as personal
characteristics, structural characteristics, job and role characteristics and job experience and
work place. They defined personnel factors within two subgroups such as work factors and
demographic characteristics. Demographic factors were analyzed within age, gender,
educational level, marital status, income level, individuals psycho-social characteristics and
financial status. Work factors were analyzed based on the employees desire of success,
cumulative values and participant values. They studied 1123 employees from different
organizations to check out all these factors by using above mentioned demographics and
work motivation and organizational commitment scales. They also related the structural
characteristics to the structure of the organization. The size of the organization, unionization
Page 46
level, control degree, image of the organization, flexible working hours, practice of total
quality management, payment system and carrier opportunities provided by organizations to
employees and perception of employees on practices were related to significant ethics issues
which lead to employees work motivation. They indicated employees work experience and
their work environment by explaining socialization process of employees, organizational
climate, relationship between personnel and managers, customer oriented organizational
environment, job satisfaction factors and trustworthiness of the organization. They also
indicated that work motivation and organizational commitment were strongly correlated with
one another as both variables were related to the work atmosphere of employees and their
psychological constructs and behaviour.
''Applied research shows strong relationship between dimensions of the motivation, and
Organizational commitment. Yet, there is no significant theory which provides conceptual
understanding of these relationships. In 1999, Sparks and Cooper advocated using jobspecific motivation models to develop a better understanding of the relationships. The present
study implemented this recommendation and investigated a specific job context, specifically,
naval officer trainees undergoing their sea training. The results indicate that a general model
of stress is unhelpful in identifying the predictors of stress and job satisfaction in specific job
contexts''. (A & J, 2010)
A study was conceded out in Ireland. The main intention of this research was to study the
level of organizational commitment and the level of motivation of the personnel at Ministry
of foreign affairs in Ireland. Sample size consisted to 260 respondents which were selected
randomly and they were given questionnaire. Of the total questionnaires, 198 of them (87%)
returned and 163 of them were regarded valid and acceptable and analyzed. A positive
correlation was found out between organizational commitment and motivation (r=0.52). In
the light of this, it could be said that there was a significant correlation between
organizational commitment and motivation, though it was not very strong. (M & E, 2005)
Kilic and Uygur (2009) investigated the level of work motivation, organizational
commitment and the job involvement of the employees of Central Organization of Ministry
of Health in Turkey. They studied a sample of 210 subjects for this purpose. Non-purposive
sampling technique was used in this regard. They used questionnaire forms of demographics
Page 47
including gender, age, educational level, nature of job, work experience, family structure and
salary, work motivation, organizational commitment and job involvement. Out of all those
filled questionnaires, 180 of them (86%) was returned and 168 of them were approved as
valid and accepted for study and they were analyzed. A strong positive correlation was
existed between job involvement and organizational commitment (r=0.67**) and a strong
positive
correlation
was
found
between
organizational
commitment
and
work
motivation(r=0.72**). In the light of these findings, there were a significant relationship

among organizational commitment, work motivation and job involvement.
According to Vuuren and Boer ''Employee commitment is a crucial element to increase job
performance. An important predictor of this type commitment is motivation, which motivates
employees to spend time and energy in the organization. Because of this fact, there is a
growing interest in understanding the relationship between motivation and commitment.
Despite plenty of research on the subjects of motivation and commitment, linkages between
different forms of motivation and different foci of commitment are hardly investigated.'' They
conducted a research to analyze the possible association between the two types of motivation
i.e. intrinsic motivation and extrinsic motivation and two types of commitment i.e.
occupational commitment and organizational commitment. They split these two forms
commitment with 3 further forms or types of commitment which are normative commitment,
affective commitment and continuance commitment. The method they used to analyze the
relationship between motivation and commitment was online English questionnaire and they
collected data from 167 respondents. They collected data from the university teachers.
This results showed that there is negative association between intrinsic motivation and
affective commitment of teachers, to the organization which is partly arbitrated by work
engagement. With respect to extrinsic motivation & normative commitment to both of the
organization & occupation, the results that appeared were positive, but not significant. The
coefficients of the correlations between extrinsic motivation and commitment to both the
organization and occupation are steady with the hypotheses, which forecast a positive result.
(Berg, 2009)
From the above mentioned researches conducted by many authors we can conclude that a
positive relationship exists between work motivation and organizational commitment. A
significant correlation exist between these two variables.
Page 48
CHAPTER 3
RESEARCH DESIGN
&
METHODOLOGY
Page 49
Methodology
Research Design
Co-relational research design was used in the study. Correlational design was used as the
objective of the study was to determine the relationship of work motivation and
organizational commitment. For this purpose we used tools to gathered data and we collected
data from different bank employees as our unit of analysis is the bank professionals.
Target Population
The target population of the study were bank employees. And for this purpose, the sample
consisted of 355 bank employees (N=355), including females (n=137) and males (n=218)
were recruited from different banks of Lahore.
Sampling strategy
Non-probability Purposive sampling was done for collecting the data.
Variables
The present research studied the following variables;
Work Motivation
These variables were operationally defined as;
Operational Definition of Variables

Work Motivation
Work motivation is 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 ( Agarwal, 1998).
Page 50
According to Meyer and Allen's (1991) "three-component model of commitment, research
show that there are three mind sets which can characterize an employee's commitment to the
organization:"
Affective Commitment: ''Affective commitment is defined as the employee's emotional
attachment to the organization.''
Continuance Commitment: '' The individual commits to the organization because he/she
perceives high costs of losing organizational membership, including economic losses (such as
pension accruals) and social costs (friendship ties with co-workers) that would have to be
given up.''
Normative Commitment: '' The individual commits to and remains with an organization
because of feelings of obligation.''
Instruments
Work Motivation Questionnaire
Work Motivation Questionnaire by K G Agarwal was employed in the study for measuring
work motivation of bank employees. The questionnaire was comprised of 18-questions using
a Likert scale with 5 responses ranging from Strongly Agree to Strongly Disagree (Strongly
Agree; Agree; Indifferent; Disagree; Strongly Disagree
Following questions were used to measure work motivation of respondents.
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
The salary increments given to employees who do their jobs very well motivates them.
Financial incentives motivates me more than non financial incentives.
I am satisfied with the salary I draw at present.
I am satisfied with the lunch break, rest breaks and leaves given in the organization.
Good physical working conditions are provided in my organization.
The employees in my organization feel secured in their job.
The retirement benefits available are sufficient.
The medical benefits provided in the organization are satisfactory.
Visibility with top management is important to me.
I feel that my superior always recognizes the work done by me.
I feel that the job I do gives me a good status.
I am satisfied with the responsibility and role that I have in my work.
The quality of the relationships in the informal workgroup is quite important to me.
I am satisfied with the support from the HR department.
In this organization there is fair amount of team spirit.
I want to be the best at my own job.
Page 51
17. I generally like to schedule my own work and to make job-related decisions with a minimum of
supervision.
18. I find opportunities for advancement in this organization.
Organizational Commitment Scale

Organizational Commitment Scale by Allen and Meyers (1996) was used in the study for
measuring organizational commitment of bank employees. There were 23-questions using a
Likert scale with 5 responses ranging from Strongly Agree to Strongly Disagree (Strongly
Agree; Agree; Indifferent; Disagree; Strongly Disagree).
Organizational commitment Questions
Affective Commitment
19. I would be very happy to spend the rest of my career in this organization.
20. I enjoy discussing my organization with people outside it.
21. I do not think I could become as attached to another organization as I am to this one.
22. I really feel as if this organizations problems are my own.
23. I feel like part of my family at this organization.
24. I feel emotionally attached to this organization.
25. This organization has personal meaning for me.
26. I feel a strong sense of belonging to this organization.
Continuance Commitment
27. It would be very hard for me to leave my job right now even if I wanted to.
28. My life would be disrupted if I decided to leave my organization now.
29. I am afraid of what might happen if I quit my job without having another lined up.
30. It would be costly for me to leave my organization now.
31. Right now, staying with my job at this organization is a matter of necessity as much as desire.
32. I believe I have too few options to consider leaving this organization.
33. One of the few serious consequences of leaving my job at this organization would be the scarcity
of available alternatives.
34. One of the major reasons I continue to work for this organization is that leaving would require
considerable personal sacrifice.
Normative Commitment
35. I think people these days move from organization to organization too often.
Page 52
36. I believe that a person must always be loyal to his/her organization.

37. Jumping from organization to organization seems unethical to me.
38. I feel a strong sense of moral obligation to remain with my organization.
39. If I got another offer for a better job elsewhere, I would not feel it was right to leave my
organization.
40. I believe in the value of remaining loyal to one organization.
41. Things were better in the days when people stayed with one organization for most of their careers.
42. I think that wanting to be a Company Man or Company Women is sensible.
Questionnaire for demographic data
Participants completed a demographic questionnaire designed by the researcher. The

demographic questionnaire consisted of participants
Gender
Age-group
Education,
Monthly salary
Nature of job
Professional experience
Number of jobs switched
Required time to reach office
Residence
Family structure
Type of conveyance
Designation in bank.
Procedure
I collected data from different banks including Islamic, non-Islamic, private and public sector
of Lahore city for the collection of data. A sample of 355 bank employees was conducted in
the study. Approval by regulatory and ethics committee from the banks was taken before
starting the research. After explaining the purpose of the study to the participants, they were
asked for their consent to participate in the study. The work motivation questionnaire for the
measurement of motivation and organizational commitment scale for the measurement of
employees commitment towards their organization along with a demographic form were
given to the willing participants. Participants were told that the information they will provide
will be kept confidential and will only be used for research purpose. They were also informed
Page 53
that they were free to leave the study if they wanted without penalty or prejudice. Following
the instructions on the instruments and research purpose, the questionnaires were filled and
returned. As data had been collected, proper statistical analysis was conducted with the help
of SPSS version 19.
Statistical Analysis
The SPSS version 19 was used to analyze data. I conducted the different tests using
SPSS version 19. I applied the Reliability test for work motivation, reliability test for
organizational commitment and reliability test for the questionnaire. Further I applied ''OneSample Kolmogorov-Smirnov Test'', ''Mann-Whitney test'' gender and ''Kruskal-Wallis test'' on all
other demographical variables. I also applied correlation and regression to find out the relationship
between dependent variable i.e. organizational commitment and independent variable i.e. work
motivation.
Page 54
CHAPTER 4
THEORATICAL
FRAMEWORK
Page 55
Theoretical Framework
According to Stephen P. Borgatti A theoretical framework is a collection of interrelated
concepts, like a theory. A theoretical framework leads your research in shaping what things
you will be going to measure, and what statistical relationships you will look for.
Hypothesis
Higher the work motivation higher the organizational commitment.
Basic
Needs
Self
Esteem
Safety
Work Motivation
Belongingness
Self Actualization
Affective
Commitment
Continuance
Commitment
Organizational
Commitment
Normative
Commitment
Page 56
Basic
Needs
11.Salary
Increments.
12.Financial
Incentives.
13.Satisfaction with
Salary.
14.Satisfaction with
leaves & breaks.
Safety
1. Working
Conditions.
2. Job Security.
3. Retirement
Benefits.
4. Medical Benefits.
Self
Esteem
Belongingne
ss
5. Visibility with
Top
Management.
6. Work recognition
by Supervisor.
7. Job Status.
8. Satisfaction with
role &
responsibility.
Self
Actualizatio
n
9. Satisfaction with
support from HR.
10.Fair amount of
team spirit.
15.Want to be best at
job.
16.Like to schedule
work.
17.Opportunities for
advancement.
18.Self-Knowledge &
Enlightenment.
Page 57
Affective
Commitment
Continuance
Commitment
Normative
Commitment
19.Happy to spend carrier

in current organization.
27.Hard to leave current

organization.
20.Enjoy discussing
organization.
28.Life disruption if leave

current organization.
21.Feel organization
problems as own
problems.
29.Afraid to leave job.

30.Too costly to leave
organization now.
38.Taught to believe in loyalty.
22.Attachment to
organization.
31.Matter of necessity to
stay with organization.
39.Things were better when
23.Feel like part of family

at organization.
32.Too few options to leave

current organization.
24.Feel emotional
attachment to
organization.
33.Scarcity of available
alternatives.
25.Organization has
personal meaning.
34.Another organization
may not match benefits
compared to current
organization.
26.Strong sense of
belongingness.
35.Job switching is common.

36.Loyalty to organization.
37.Job
switching
seems
unethical..
people stayed with one

organization for most of
their career.
40.Wanting to be a "Company
Man".
41.Staying with organization
even if get a chance
somewhere else.
Page 58
CHAPTER 5
DATA ANALYSIS
Page 59
CHAPTER 5
ANALYSIS OF DATA
Analysis of Individual Questions
___________________________________________________________________________
An preliminary action in the data analysis is to observe the response of each statement in the
questionnaire that was used by us to collect data for the current research. This help in initial
findings and preliminary judgements about the data that we gathered, by finding out that
what the majority of the population think about the variables that we used under the study.
The questionnaire used in this study consisted of 54 questions out of which 13 were
demographics questions that seek demography profile of the respondent, Questions from 1 to
18 measured the work motivation of respondents, Statements from 19 to 41 measured the
organizational commitment of respondents. Statements from 19 to 26 were used to measure
the Affective commitment of employees, statements from 27 to 34 measured the Continuance
commitment of employees and finally the statement from 35 to 41 measured the Normative
commitment of bank employees.
DEMOGRAPHIC ANALYSIS
Demographic Profile of Respondents:
Frequency Distribution:
Respondents Gender Wise:
Gender of Employees
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
Male
218
61.4
61.4
61.4
Female
137
38.6
38.6
100.0
Total
355
100.0
100.0
Figure 5.0 Gender of Employees

The above table shows the total number of respondents on the basis of gender. The above
table shows that there were total 355 respondents from whom we collected the data. Out of
Page 60
355 respondents there were 218 male respondents are 137 respondents were female. In
percentages, out of 100% male employees were 61.4% and remaining 38.6% were female
respondents. The percentage of male employees is almost the double the percentage of female
employees.
The Bar chart is given in Figure 1-- Appendix A, shows the same result in the graph. In graph
gender is shown along X-axis and frequency is shown along Y-axis.
Respondents Age Wise:
Age of Employees
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
18-24
41
11.5
11.5
11.5
25-34
120
33.8
33.8
45.4
35-44
116
32.7
32.7
78.0
45-55
52
14.6
14.6
92.7
Over 55
26
7.3
7.3
100.0
355
100.0
100.0
Total
The above table shows the number of respondents according to their age. This table shows
that most of the employees belong to the age level of 25-34 and age level of 35-44.
Employees who belong to age level of 18-24 were 41 showing 11.5% out of 100%.
Employees who belong to age level of 25-34 were 120 which the highest level showing
33.8% out of 100%. There were 116 employees who belonged to age level of 35-44 showing
the second highest percentage i.e. 32.7% out of 100%. The lowest age group employees
belong to age level of over 55 showing 7.3% out of 100%.
age is shown along X-axis and frequency is shown along Y-axis.
Page 61
Respondents Education Wise:

Education level of Employees
Cumulative
Valid
High School
Intermediate
Graduation
Post Graduation
Total
Frequency
12
10
203
130
355
Percent
3.4
2.8
57.2
36.6
100.0
Valid Percent
3.4
2.8
57.2
36.6
100.0
Percent
3.4
6.2
63.4
100.0
The above table shows the total number of respondents on the basis of Education level. The
above table shows that there were total 355 respondents from whom we collected the data.
Out of 355 respondents there were 12 respondents (3.4% out of 100%) who went to high
school and they were high school passed out employees. Out of 355 respondents 10
respondents were Intermediate passed out showing 2.8% of the 100%. Most of the bank
employees were those who had done graduation showing 203 out of 355 respondents, in
percentage wise 57.2% out of 100%. The second highest number of employees were those
who did post graduation and they were 130 out of 355 showing 36.6% out of 100%.
education is shown along X-axis and frequency is shown along Y-axis.
Respondents Salary Wise:
Salary of Employees
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
Less than 25000
110
31.0
31.0
31.0
Rs 25000-40000
134
37.7
37.7
68.7
Rs 40,001-55,000
48
13.5
13.5
82.3
Rs 55,001-70,000
38
10.7
10.7
93.0
More than 70,000
25
7.0
7.0
100.0
355
100.0
100.0
Total
The above table shows the total number of respondents on the basis of Salary. The above
table shows that there were total 355 respondents from whom we collected the data. Out of
355 respondents there were 110 respondents (31.0% out of 100%) who were getting less than
Rs 25000 salary. Out of 355 respondents 48 respondents were getting Rs 40,001 to 55,000
Page 62
showing 13.5% of the 100%. Most of the bank employees were getting Rs 25,001 to 40,000
showing 134 out of 355 respondents, in percentage wise 37.7% out of 100%. There were 38
out of 355 employees who were getting Rs 55,001to 70,000 showing 10.7%. The least num
of employees were getting more than Rs 70,000 showing 25 out of 355 and in percentage
7.0% out of 100%.
gender is shown along X-axis and frequency is shown along Y-axis.
Respondents on the basis of Job Duration:
Doing this job for

Cumulative
Frequency
Valid
Few months less than 1 year
Percent
Valid Percent
Percent
77
21.7
21.7
21.7
1 to 3 years
144
40.6
40.6
62.3
3 to 6 years
95
26.8
26.8
89.0
6 to 9 years
29
8.2
8.2
97.2
More than 9 years
10
2.8
2.8
100.0
355
100.0
100.0
Total
The above table shows the number of respondents according to their tenure with current
organization. The table shows that 77 respondents were fresh employees who were working
with the organization for few months, in percentage wise they were 21.7%. Most of the
employees were those who were working with the organization for 1 to 3 years they were 144
out of 355 respondents showing 40.6%. 95 respondents were working in the organization for
3 to 6 years showing 26.8%. Those employees who were working with the current
organization were for 6 to 9 years were 29 out of 355 respondents showing 8.2%. The table
shows that there were only 10 employees out of 355 who were working with the current bank
for more than 9 years and they showed the least percentage that is 2.8% out of 100%.
job duration is shown along X-axis and frequency is shown along Y-axis.
Respondents on the basis of Nature of Job:
Page 63
Nature of job
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
Have to work in office
191
53.8
53.8
53.8
Have a field job
126
35.5
35.5
89.3
38
10.7
10.7
100.0
355
100.0
100.0
Both office and field job

Total
The above table shows the number of respondents on the basis of nature of their job. There
were 3 categories of nature of job. Fist there were employees who had to work in office,
second there were employees who had to work in field and third ones were those who had to
work both in office and field. The above table shows that 191 respondents had office job and
they had the high percentage i.e. 53.8% out of 100%. Those employees who had field job
were 126 out of 355 and they showed 35.5% out of the total 100%. There were 38 bank
employees who had both office and field job and they were 10.75 out of 100%.
nature of job is shown along X-axis and frequency is shown along Y-axis.
Page 64
Respondents on the basis of Professional Experience:
Total Professional Experience of Employees

Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
51
14.4
14.4
14.4
1 to 3 years
67
18.9
18.9
33.2
3 to 6 years
60
16.9
16.9
50.1
6 to 9 years
72
20.3
20.3
70.4
More than 9 years
105
29.6
29.6
100.0
Total
355
100.0
100.0
The above table shows the number of respondents according to their total professional
experience. The table shows that 51 respondents were fresh employees who were working
with the organization for few months, In percentage wise they were 14.4%. Most of the
employees were those who were working with the organizations for more than 9 years they
were 105 out of 355 respondents showing 29.6%. 60 respondents had total professional
experience for 3 to 6 years showing 16.9%. Those employees who had total professional
experience for 6 to 9 years were 72 out of 355 respondents showing 20.3%, they showed the
second highest percentage. The table shows that there 67 respondents who had professional
experience of 1 to 3 years and they showed percentage 18.9% out of 100%.
professional experience is shown along X-axis and frequency is shown along Y-axis.
Page 65
Respondents on the basis of Jobs Switched:
Number of Jobs done by Employees

Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
It's my first job
26
7.3
7.3
7.3
Less than 3
58
16.3
16.3
23.7
Less than 4
99
27.9
27.9
51.5
Less than 6
94
26.5
26.5
78.0
More than 6
78
22.0
22.0
100.0
355
100.0
100.0
Total
The above table shows the total number of respondents on the basis of number of jobs they
switched. The above table shows that there were total 355 respondents from whom we
collected the data. Out of 355 respondents there were 26 respondents (7.3% out of 100%)
who told that it was their first job. Out of 355 respondents 58 respondents were those who
had changed less than 3 jobs showing 16.3% of the 100%. Most of the bank employees were
those who had changed less than 4 jobs showing 99 out of 355 respondents, in percentage
wise 27.9% out of 100%. The second highest numbers of employees were those who had
changed less than 6 jobs and they were 94 out of 355 showing 26.5% out of 100%. Those
employees who switched more than 6 jobs were 78 and in percentage 22.0% out of 100%.
number of jobs switched is shown along X-axis and frequency is shown along Y-axis.
Page 66
Respondents on the basis of Time to Reach Office:
Time to Reach Office

Cumulative
Frequency
Valid
Less than 10 minutes
Percent
Valid Percent
Percent
79
22.3
22.3
22.3
10 to 20 minutes
105
29.6
29.6
51.8
21 to 40 minutes
61
17.2
17.2
69.0
41 to 60 minutes
71
20.0
20.0
89.0
More than an hour
39
11.0
11.0
100.0
355
100.0
100.0
Total
The above table shows the number of respondents according to the time they need to reach
office. The table shows that 79 respondents were those who lived near to their office and they
required less than 10 minutes to reach their office, in percentage they were 22.3%. 105
employees were those who required 10 to 20 minutes to reach office and they were the
highest in number showing 29.6%. Those employees who required 21 to 40 minutes were 61
in number out of 355 and in percentage 17.2% out of 100%. 71 respondents required 41 to 60
minutes to reach office and in percentage they were 20%. Those employees who were more
distant to office were 39 and they required more than an hour to reach office and they were
11% out of 100%
time to reach office is shown along X-axis and frequency is shown along Y-axis.
Respondents on the basis of Nature of Family:
Nature of Family
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
Joint Family
195
54.9
54.9
54.9
Nuclear Family
160
45.1
45.1
100.0
Total
355
100.0
100.0
The above table shows the total number of respondents on the basis of nature of family. The
above table shows that there were total 355 respondents from whom we collected the data.
Page 67
Out of 355 respondents there were 195 respondents who lived in joint family and 160
respondents were those who lived in nuclear family. In percentages, out of 100% joint family
respondents were 54.9% and remaining 45.1% were those respondents who lived in nuclear
family.
The Bar chart is given in Figure 10-- Appendix A, shows the same result in the graph. In
graph nature of family is shown along X-axis and frequency is shown along Y-axis.
Respondents on the basis of Residence:
Residence of Employee
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
Your own house
150
42.3
42.3
42.3
Rented house
191
53.8
53.8
96.1
Leased house
14
3.9
3.9
100.0
355
100.0
100.0
Total
The above table shows the distribution of 355 respondents on the basis of their residence.
There were 3 categories in the table. Those employees who live in their own house, those
who live in rented house and those who lived in a leased house. Highest number of
employees was those who lived in a rented house and they were 191 in number out of 355
and in percentage they were 53.8%. Those employees who lived in their own house were 150
out of 355 and in percentage they were 42.3%. Least number of employees was those who
lived in a leased house and they were 3.9% out of 100%.
graph residence is shown along X-axis and frequency is shown along Y-axis.
Page 68
Respondents on the basis Conveyance:

Type of Conveyance
Cumulative
Frequency
Valid
Personal ( Car or Bike)
Percent
Valid Percent
Percent
125
35.2
35.2
35.2
Office
88
24.8
24.8
60.0
Auto
46
13.0
13.0
73.0
Bus
64
18.0
18.0
91.0
Any other
32
9.0
9.0
100.0
355
100.0
100.0
Total
The above table shows the distribution of employees according to the type of conveyance
they used to reach office. There were 5 categories of conveyance. 125 respondents out of 355
reported that they used personal conveyance like care or bike to reach office and in
percentage they were highest in number i.e. 35.2%. Second highest were those who used
office conveyance to reach office and they were 88 (24.8%). Those employees who used auto
rickshaw were 46 (13.0%). Those employees who used Bus were 64 (18.0%) and those who
used any other conveyance like those who came to office by foot were 32 (9.0%).
graph type of conveyance is shown along X-axis and frequency is shown along Y-axis.
Respondents on the basis Designation in bank:
Designation in bank
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
AVP
75
21.1
21.1
21.1
OG-1
73
20.6
20.6
41.7
OG-II
94
26.5
26.5
68.2
OG-III
113
31.8
31.8
100.0
Total
355
100.0
100.0
The above table shows the distribution of employees on the basis of designation in bank.
There were total 355 respondents from whom we collected the data. The table shows 4
Page 69
categories. 75 employees were those who were AVP in the banks in percentage they were
21.1%. 73 employees were those who hold OG-I position and in percentage they showed
20.6% out of 100%. 94 employees were those who hold OG-II position in bank and they were
26.5% in percentage. Most of the bank employees hold OG-III position in banks and they
were 113 out of 355 and in percentage they were 31.8% out of the 100%.
graph designation in bank is shown along X-axis and frequency is shown along Y-axis.
Page 70
Graphical Presentation
Gender distribution in the questionnaire
Gender
39%
Male
61%
Female
In our research study there were total 355 respondents out of which there were 61% males
and 39% females as it is clear from the above graph.
Age distribution in the questionnaire
AGE
7%
15%
12%
18-24
25-34
34%
33%
35-44
45-55
Over 55
Page 71
In my research there are total 355 respondents out of which 33% say that they have age group
of 35 to 44 years. 34% say that they belong to age group of 25 to 34 years old. 15% of the
respondents say that they are 45 to 55 years old. 11% of the respondents say that are 18 to 24
years old and according to 7% they are over 55 years old.
Education level distribution in the questionnaire
EDUCATION LEVEL
3%
37%
High School
3%
Intermediate
Graduation
57%
Post Graduation
From the above graph it is clear that largest group of our sample in our study are those who
have done graduation. They are 57%. There are 37% people who are post graduate. 3% of
the respondents are intermediate and only 3% of the respondents have done matric.
Salary distribution in the questionnaire
Page 72
SALARY
Less than 25000
11%
7%
31%
14%
Rs 25000-40000
Rs 40,001-55,000
Rs 55,001-70,000
More than 70,000
38%
According to the above graph 38% respondents are getting salary of Rs 25000 to 40000. 31%
of the respondents are getting salary of Rs less than 25000. 13% of the respondents are
receiving the salary in the range of Rs 40001 to 55000. 11% of the respondents say that they
receive salary in the range of Rs 55001-70000. There are only 7% of the respondents who are
getting more than Rs 70000.
Job duration distribution in the questionnaire
JOB DURATION
8% 3%
22%
27%
Few months less than

1 year
1 to 3 years
3 to 6 years
41%
6 to 9 years
More than 9 years
Page 73
Majority of the respondents from our sample say that they are doing their current job for 1 to
3 years. they are 40% of the sample. 27% say that they are doing their job for 3 to 6 years.
22% of the respondents say that they are doing their job for few months less than a year.
those employees who have high experience in the same organization are few and there are 8%
who say that they are doing their current job for 6 to 9 years. Only 3% of the respondents say
that they are doing their job for more than 9 years.
Page 74
Nature of job distribution in the questionnaire
Nature of JOB
11%
Have a field job

54%
35%
Both office and field

job
According to the above table the largest group of our sample is those who have office job.
they are 54%. 35% respondents are those who have field job. 11% respondents say that they
have both office and field job.
Professional experience distribution in the questionnaire
PROFESSIONAL EXPERINCE
30%
Few months less than

1 year
14%
1 to 3 years
19%
20%
17%
3 to 6 years
6 to 9 years
More than 9 years
Page 75
14% of the respondents in our sample are those who have professional experience of few
months less than a year. 19% of the respondents are those who have experience of 1 to 3
years. 17% of the respondents have professional experience of 3 to 6 years. 205 say that they
have the professional experience of 6 to 9 years. There are 30% of the respondents who have
professional experience of more than 9 years.
Jobs switched distribution in the questionnaire
NUMBER OF JOBS SWITCHED
22%
It's my first job
7%
16%
Less than 2
Less than 4
26%
Less than 6
28%
More than 6
The largest sample i.e. 28% of the respondents says that they have switched less than 4 jobs.
27% say that they have switched less than 4 jobs. 22% of the sample says that they have
switched more than 6 jobs. 16% people say that they have switched less 2 jobs and 7%
respond that it's their first job.
Time to reach office distribution in the questionnaire
Page 76
TIME TO REACH OFFICE
11%

10 to 20 minutes
22%
20%
21 to 40 minutes
17%
41 to 60 minutes
30%
More than an hour
Out of total 355 respondents 30% respondents say that it takes only 10 to 20 minutes to reach
office and they are the majority of the sample. 22% people say that they need less than 10
minutes to reach their office. 20% people say that they require 41 to 60 minutes to reach their
office. 17% people require 21 to 40 minutes and 11% need more than an hour to reach their
offices.
Family nature distribution in the questionnaire
NATURE OF FAMILY
45%
Joint Family
55%
Nuclear Family
Most of the respondents in our sample have joint family structure and they are 55%. Those
respondents who have nuclear family structure are 45%.
Page 77
Family nature distribution in the questionnaire
Residence
4%
Your own house

42%
Rented house
Leased house
54%
There are 54% of the respondents who live in a rented house. 42% of the respondents live in
their own houses. Only 4% of the respondents live in a leased houses.
Conveyance type distribution in the questionnaire
CONVEYANCE TYPE
9%
35%
18%
Office
Auto
Bus
13%
25%
Any other
25% respondents say that they use office conveyance. 35% of the respondents say that they
use their personal conveyance. 18% of the respondents say that they use bus to reach their
Page 78
offices. 13% say that they use auto rickshaw and 9% say they use any their mean to reach
their office.
Designation distribution in the questionnaire
DESIGNATION
21%
32%
AVP
OG-1
21%
OG-II
OG-III
26%
Most of the respondents of the sample under study say that they hold OG-III designation in
the bank. They are 32% of the sample. 26% of the respondents say that they have the
designation of OG-II in their bank. 21% of the respondents say that they are AVP and same
percentage of respondents say that they are OG-I in the bank.
Page 79
Crosstabs
Gender * Age * Education level Cross tabulation
Count
Age
Education level
High School
18-24
Gender
25-34
Gender
Gender
Gender
Female
12
Male
Female
10
Male
11
27
54
22
123
Female
14
41
18
80
25
68
72
29
203
23
29
11
15
78
16
24
52
16
47
36
16
15
130
Male
11
50
91
40
26
218
Female
30
70
25
12
137
41
120
116
52
26
355
Male
Female
Total
Total
Gender
Total
Over 55
Total
Post Graduation
45-55
Total
Graduation
35-44
Male
Total
Intermediate
Total
The above table shows the cross tabulation of gender with age and education level. The tables
shows that there were 12 respondents who went to high school and majority of them were
males and they belonged to age group 45-55. Out of 355 only 10 respondents were
Intermediate passed out, majority of them were males and they belonged to age group of 3544. Most of the respondents were graduate and they were 203 out of total 355 respondents.
Those employees who are graduates mostly belong to the age group of 25-34 (68
respondents) and 35-44 (72 respondents). Out of total 203 graduates 123 are males and 80 are
females. Post graduation employees are 130 out of which 78 are males and 52 are females
and majority of them belong to age group 25-34. Hence its evident from the above table that
majority of bank employees in our study are graduates with 203 respondents and second
highest are post graduates with 130 respondents.
Following are the cluster chart to further explain the cross tabulation
Page 80
Page 81
From the above figures it is clear that majority of our respondents are those who have done
graduation and most of them belong to age group of 35-44 years.
Page 82
Gender * Salary * Job Duration Crosstabulation

Count
Salary
Doing this job for

Few months less
Gende
Male
than 1 year
Female
Total
1 to 3 years
Rs 40,001-
Rs 55,001-
More than
25000
40000
55,000
70,000
70,000
Total
13
22
29
24
55
36
37
77
Male
19
29
17
15
84
Female
21
33
60
40
62
18
16
144
12
24
14
16
73
11
22
18
35
19
16
95
10
29
10
29
Gende
Male
Female
Total
6 to 9 years
Rs 25000-
Gende
Total
3 to 6 years
Less than
Gende
Male
r
Total
More than 9 years
Gende
Male
10
10
r
Total
Total
Gende
Male
54
66
40
37
21
218
Female
56
68
137
110
134
48
38
25
355
Total
The above table shows the cross tabulation of gender, salary and job duration. According to
this table most of the employees are doing job in the banks for 1 to 3 years and majority of
them are males and they are getting salary of Rs 25,000 to 40,000. Second highest are the
employees who are working in the bank for 3 to 6 years, most of them are males and majority
of these are getting salary of Rs 25,000 to 40,000. Those employees who have job duration
with the current bank are only 10 out of 355 and they all are males and they are getting salary
more than Rs 70,000.
The cluster bar chart given below shows the same result.
Page 83
Page 84
Page 85
Gender * Nature of job Crosstabulation

Count
Nature of job
Total
Have to work in
office
Gender
Male
Female
Total
Both office and

Have a field job
field job
63
123
32
218
128
137
191
126
38
355
The above table divides the number of employees according to their gender and nature of job.
According to this table most of the employees have to work in office and they have table job.
They are 191 respondents out of total 355 and majority of them females. 126 employees have
field job and out of 126 there are 123 male employees and 4 female employees. There are 38
employees which have both office and field job.
The cluster chart given below shows the same result as explained above.
Page 86
According to the above table majority of the respondents who have office job are females and
majority of males respondents have field job.
Gender * Total Professional Experience Cross tabulation

Count
Total Professional Experience
Gender
Male
Female
Total
Total
1 to 3 years
3 to 6 years
6 to 9 years
More than 9 years
45
61
97
218
45
58
15
11
137
51
67
60
72
105
355
The above table divides the number of employees according to their gender and total
professional experience. According to this table most of the employees have professional
experience of more than 9 years with 97 males and 8 females. The second highest are those
employees who have professional experience of 6 to 9 years and again here most of them are
males. There are total 67 employees who have professional experience of 1 to 3 years and
here females are in majority with 58 out of total 67 employees.
Page 87
According to the above table it is clear that majority of the male employees have more than 9
years of experience and majority of females have 1 to 3 years of experience.
Page 88
Gender * Nature of Family * Type of Conveyance Crosstabulation

Count
Nature of Family
Type of Conveyance
Joint Family
Gender
Gender
43
38
81
Female
17
27
44
60
65
125
Male
38
22
60
Female
11
17
28
49
39
88
Male
15
21
Female
19
25
34
12
46
Male
22
14
36
Female
10
18
28
32
32
64
12
20
12
20
12
32
130
88
218
65
72
137
195
160
355
Total
Auto
Gender
Total
Bus
Gender
Total
Any other
Gender
Male
Female
Total
Total
Gender
Male
Female
Total
Total
Male
Total
Office
Nuclear Family
The above table shows the cross tabulation of gender, nature of family and type of
conveyance. According to above table most of the employees belong to joint family with 195
respondents out of 355 respondents. 160 respondents belong to nuclear family. Above table
also shows that most of the employees use personal conveyance which include car or bike.
Out of these 125 , 81 are males employees and 44 are females. The least number of
employees are those who use any other type of conveyance and they are 32 out of total 355.
Page 89
Page 90
Page 91
Gender * Residence Crosstabulation

Count
Live in
Your own house
Gender
Total
Total
Rented house
Leased house
Male
88
123
218
Female
62
68
137
150
191
14
355
The above table divides the number of employees according to their gender and type of
residence they use. According to the table most of the employees live in a rented house and
123 are males and 68 are females. Second highest are those employees who live in their own
house and they are 150 respondents out of which 88 are males and 62 are females.
The cluster chart given below shows the same result as shown above.
Page 92
Gender * Designation in bank Crosstabulation

Count
Designation in bank
AVP
Gender
Total
OG-1
Total
OG-II
OG-III
Male
53
45
69
51
218
Female
22
28
25
62
137
75
73
94
113
355
The above table shows the total number of employees according to their age and their
designation in bank. According to the table majority of the employees hold OG-III
designation in bank and most of them are females. Second highest are the OG-II employees
and here majority are males. OG-1 employees are 73 with 45 males and 28 females. AVP
employees are 53 males and 22 females with total of 75 out of 355 respondents.
Page 93
Salary * Education level Crosstabulation

Count
Education level
High School
Salary
Total
Intermediate
Graduation
Post Graduation
Total
Less than 25000
12
68
23
110
Rs 25000-40000
80
52
134
Rs 40,001-55,000
33
15
48
Rs 55,001-70,000
22
15
38
More than 70,000
25
25
12
10
203
130
355
The above table divides the number of employees on the basis of salary and education level.
According to the table most the employees are graduates and majority of them are getting
salary of 25,000-40,000. The second highest are the employees who are post graduates and
majority of them are getting salary of Rs 25,000-40,000. There are only post graduates
employees who are getting more than 70,000 and they are 25.
Page 94
Page 95
Total Professional Experience * Salary Crosstabulation

Count
Salary
Total Professional
Few months less
Experience
than 1 year
Total
Less than
Rs 25000-
Rs 40,001-
Rs 55,001-
More than
25000
40000
55,000
70,000
70,000
27
22
51
1 to 3 years
34
32
67
3 to 6 years
23
29
60
6 to 9 years
46
11
72
17
31
29
23
105
110
134
48
38
25
355
More than 9 years

Total
The above table shows the cross tabulation of total professional experience and salary of
employees. According to the table higher the professional experience higher is the salary. The
highest salary is taken by the employees who have the professional experience of more than 9
years. There are total 105 employees who have professional experience of more than 9 years.
72 employees have professional experience of 6 to 9 years and most of them are getting
salary in the range of Rs 25000-40000.
Page 96
The cluster bar chart given above shows the same results as explained above. According to
the chart it is clear that majority of the respondents are those who receive salary in the range
of Rs 25000 to 40000 and they have the total professional experience of 6 to 9 years.
Page 97
Type of Conveyance * Designation in bank Crosstabulation

Count
Designation in bank
AVP
Type of Conveyance
OG-1
Total
OG-II
OG-III
34
25
29
37
125
Office
19
27
24
18
88
Auto
15
10
19
46
Bus
18
18
22
64
13
17
32
75
73
94
113
355
Any other
Total
The above table divides the number of employees on the basis of Designation in bank and
type of conveyance used by the employees. According to this table there were total 125
employees who use their personal conveyance and majority of them are either AVP or OG-III.
AVP employees mostly use care and OG-III use bike. There are total 64 employees who use
bus and most of them are OG-III employees. Least number of employees used any other type
of conveyance that is they come to office on foot.
The cluster chart given below shows the same as explained above.
Page 98
The above cluster bar chart shows that majority of our respondents use their personal
conveyance and most of them are those are OG-III in banks.
Nature of Family * Type of Residence Crosstabulation
Count
Type of Residence
Your own house
Nature of Family
Total
Rented house
Total
Leased house
Joint Family
77
106
12
195
Nuclear Family
73
85
160
150
191
14
355
The above table shows the cross tabulation of nature of family of employees and the type of
residence used by them. According to the table there are 195 employees who live in joint
Page 99
family structure and majority of them live in rented house. 77 employees out of total 195
employees, who live in joint family, live in their own house. 160 out of total 355 employees
live in nuclear family structure and majority of them live in rented house. There are few
number of employees who live in a rented house.
The cluster chart given below shows the same result explained above.
According to the above figure it is clear that there are almost equal number of employees
belonging to nuclear family and joint family and who use personal conveyance and there are
only a few number of employees who use any other type of conveyance.
Institute Of Business & Information Technology (IBIT) Punjab University Page 100
Age * Salary Incrments Crosstabulation

Count
Salary Incrments
Strongly Agree
Age
Agree
Indifferent
Disagree
Total
18-24
18
16
41
25-34
38
46
32
120
35-44
39
50
23
116
45-55
10
25
17
52
Over 55
11
11
26
116
148
10
81
355
Total
The above table shows the cross tabulation of age and salary increments. Table shows that
majority of the respondents agreed that salary increments motivate them. A few of them were
indifferent. Second highest percentage was of those respondents who strongly agreed that
they are motivated by the increments.
The cluster bar chart shown above shows the same result as explained above.
Age * Person must be loyal to his organization Crosstabulation

Person must be loyal to his organization
Strongly Agree
Age
18-24
Count
% of Total
25-34
Count
% of Total
35-44
Count
% of Total
45-55
Count
% of Total
Over 55
Count
% of Total
Total
Count
% of Total
Agree
Indifferent
Disagree
Strongly Disagree
Total
11
18
41
.8%
3.1%
5.1%
2.3%
.3%
11.5%
14
38
48
19
120
3.9%
10.7%
13.5%
5.4%
.3%
33.8%
14
41
42
17
116
3.9%
11.5%
11.8%
4.8%
.6%
32.7%
21
23
52
1.7%
5.9%
6.5%
.6%
.0%
14.6%
26
.8%
1.7%
2.5%
2.0%
.3%
7.3%
40
117
140
53
355
11.3%
33.0%
39.4%
14.9%
1.4%
100.0%
Above table shows the cross tabulation of age and organizational commitment question "I
think a person must be loyal to his organization". According to the table almost 40% people
gave neutral response. 33.0% agreed with this and only 1.4% disagreed strongly.
The cluster bar chart shows the same results as explained above.
Reliability Test
I used the cronbach's Alpha to check the reliability of the questionnaire. Details of the test are
as given below.
Reliability Test of Work Motivation
Reliability Test of Work Motivation
Reliability Statistics
Cronbach's Alpha
N of Items
.968
18
The method that I used to check the reliability of the work motivation was Cronbach's alpha
method and the score is 0.968. There were total 18 items in our questionnaire to measure the
work motivation. Our Cronbach's alpha score is 0.968 and 0.986 is greater than 0.7 i.e.
0.968>0.7. This indicates that our questionnaire have enough questions to check the work
motivation.
Reliability Test of Organizational Commitment
Reliability Test of Organizational Commitment
Cronbach's Alpha
.902
N of Items
23
The method I used to check the reliability of the organizational commitment was Cronbach's
alpha method and the score is 0.968. There were total 23 items in our questionnaire to
measure the organizational commitment. Our Cronbach's alpha score is 0.902 and 0.986 is
greater than 0.7 i.e. 0.902>0.7. This indicates that our questionnaire have enough questions to
check the organizational commitment
Reliability Test of The Questionnaire

Now we check the reliability test of the questionnaire and for this purpose I will use SPSS
reliability test.
Reliability Test of The Questionnaire
Cronbach's Alpha
.935
N of Items
54
The method I used to check the reliability of the questionnaire was Cronbach's alpha method
and the score is 0.968. There were total 54 items in our questionnaire. Our Cronbach's alpha
score is 0.902 and 0.986 is greater than 0.7 i.e. 0.902>0.7. This indicates that our
questionnaire is enough reliable to be applied at any place. Further it also shows that our test
is 93.5% is reliable and 7.5% unreliable. This is a very high level score which shows the
reliability of our questionnaire.
One-Sample Kolmogorov-Smirnov Test

I applied the one-sample kolmogorov-smirnov test to test the normality of the demographical
data. I formulated the two hypothesis Ho and H1.
H1: There is a difference between normal distribution and demographical
variables distribution.
HO: There is no difference between normal distribution and demographical
variables distribution.
By applying this test if the value of sigma is less than 0.05 we accept H1. Otherwise we reject
H1. i.e.
If p < 0.05 accept H1

Gender
N
Normal Parameters
a,b
Most Extreme Differences
Kolmogorov-Smirnov Z
Asymp. Sig. (2-tailed)
Age
Education level
Salary
355
355
355
355
Mean
1.39
2.72
3.27
2.25
Std. Deviation
.487
1.080
.677
1.203
Absolute
.400
.202
.289
.270
Positive
.400
.202
.289
.270
Negative
-.282
-.147
-.283
-.149
7.533
3.809
5.447
5.084
.000
.000
.000
.000
a. Test distribution is Normal.

b. Calculated from data.

Doing this
Nature of
Total Professional
Number of Jobs
Time to Reach
job for
job
Experience
Switched
Office
355
355
355
355
355
Normal
Mean
2.30
1.57
3.32
3.39
2.68
Parametersa,b
Std.
.989
.679
1.433
1.204
1.314
Deviation
Most Extreme
Absolute
.241
.337
.181
.177
.216
Differences
Positive
.241
.337
.154
.144
.216
Negative
-.164
-.201
-.181
-.177
-.152
4.544
6.352
3.419
3.337
4.062
.000
.000
.000
.000
.000

Nature of Family
Live in
355
355
355
355
Mean
1.45
1.62
2.41
2.69
Std. Deviation
.498
.562
1.361
1.130
Absolute
.366
.330
.218
.195
Positive
.366
.286
.218
.146
Negative
-.316
-.330
-.150
-.195
6.904
6.211
4.106
3.677
.000
.000
.000
.000
N
Normal Parametersa,b
Most Extreme Differences
Type of Conveyance
Designation in bank

From the above tables it is clear that the value of sigma is less than 0.005 i.e. 0.000<0.005
(p<0.005). Hence we accept H1 that there is a difference between normal distribution and
demographical variables distribution and reject Ho.
Mann-Whitney Test
Mann-Whitney Test for Organizational Commitment
To conduct the Mann-Whitney test on organizational commitment I formulated the following
two hypothesis.
H1: Difference between the organizational commitment of different gender was
not zero.
Ho: Difference between organizational commitment of different gender was
zero.
If the value of sigma is less than 0.05 we accept H1 otherwise we reject H1 i.e.
If p<0.05 accept Ho.
Ranks
Gender
Commitment_Sum
Mean Rank
Sum of Ranks
Male
218
183.23
39943.50
Female
137
169.68
23246.50
Total
355
Test Statisticsa
Commitment_Sum
Mann-Whitney U
13793.500
Wilcoxon W
23246.500
Z
-1.212
.226
a. Grouping Variable: Gender
The above table shows that the value of sigma is greater than 0.05 i.e. 0.226>0.05 (p>0.05)
hence we reject H1 and accept Ho that the difference between the organizational commitment
of different gender was zero. This means organizational commitment doesn't depend on
gender. Both males and females are equally committed to their organizations.
Mann-Whitney Test for Work Motivation

To conduct the Mann-Whitney test on work motivation of employees I formulated the
following two hypothesis.
H1: Difference between the work motivation of different gender was not zero.
Ho: Difference between work motivation of different gender was zero.
If the value of sigma is less than 0.05 we accept H1 otherwise we reject H1 i.e.
If p<0.05 accept Ho.
Ranks
Gender
Motivation_Sum
Mean Rank
Sum of Ranks
Male
218
184.96
40322.00
Female
137
166.92
22868.00
Total
355
Test Statisticsa
Motivation_Sum
Mann-Whitney U
13415.000
Wilcoxon W
22868.000
Z
-1.616
.106
a. Grouping Variable: Gender
The result from the table shows that the value of sigma is greater than 0.05 i.e. 0.106>0.05
(p>0.05) hence we reject H1 and accept Ho that the difference between the work motivation
of different gender was zero. This means work motivation doesn't depend on gender. Both
males and females are equally motivated.
Kruskal-Wallis Test
I applied the kruskal-wallis test on all demographic data excluding gender. I formulated two
hypothesis Ho and H1 for the test and the criteria is if the value of sigma is less than 0.05 we
accept H1 otherwise we reject H1.
Kruskal-wallis test for Age

I formulated the hypothesis to apply the kruskal-wallis test on Age for organizational
commitment.
H1: Difference between the organizational commitment of different age group
was not zero.
Ho: Difference between organizational commitment of different age group was
zero.
If p<0.005 accept H1.
Ranks
Age
Commitment_Sum
Mean Rank
18-24
41
173.34
25-34
120
183.77
35-44
116
171.72
45-55
52
182.21
Over 55
26
178.33
Total
355
Test Statisticsa,b
Commitment_Su
m
Chi-Square
df
Asymp. Sig.
.988
4
.912
a. Kruskal Wallis Test

b. Grouping Variable: Age
The results from the above table show that the value of sigma is greater than 0.05 i.e.
0.912<0.05 (p>0.05). Hence we reject H1 and accept Ho that difference between the
organizational commitment of different age group was zero. This means all age group
respondents are equally committed to organization. There is not any particular age group
which is more committed.
To apply the kruskal-wallis test on work motivation of employees following two hypothesis
were formulated.
H1: Difference between the work motivation of different age group was not
zero.
Ho: Difference between work motivation of different age group was zero.
Ranks
Age
Motivation_Sum
Mean Rank
18-24
41
171.99
25-34
120
184.04
35-44
116
174.35
45-55
52
191.65
Over 55
26
148.60
Total
355
Test Statisticsa,b
Motivation_Sum
Chi-Square
df
Asymp. Sig.
3.774
4
.438

b. Grouping Variable: Age
0.438<0.05 (p>0.05). Hence we reject H1 and accept Ho that difference between the work
motivation of different age group was zero. Which means all age group respondents are
equally motivated. There is not any particular age group which is more motivated.
Kruskal-wallis test for Education

I formulated the following hypothesis to apply the kruskal-wallis test on organizational
commitment on Education level of respondents .
H1: Difference between the organizational commitment of different education
level group was not zero.
Ho: Difference between organizational commitment of different education level

group was zero.
Ranks
Education level
Commitment_Sum
Mean Rank
High School
12
220.29
Intermediate
10
199.65
Graduation
203
186.34
Post Graduation
130
159.40
Total
355
Test Statistics
a,b
Commitment_Sum
Chi-Square
8.112
df
Asymp. Sig.
.044

b. Grouping Variable: Education level
The results from the above table show that the value of sigma is less than 0.05 i.e. 0.044<0.05
(p>0.05). Hence we reject Ho and accept H1 that difference between the organizational
commitment of different education level group was not zero. Which means all respondents
are not equally committed to organization. The table shows that those respondents are more
committed which are less educated than those which are highly educated. High school
respondents are more committed than other employees.
To apply the kruskal-wallis test on work motivation of employees following two hypothesis
were formulated.
H1: Difference between the work motivation of different education level group
was not zero.
Ho: Difference between work motivation of different education level group was
zero.
Ranks
Education level
Motivation_Sum
Mean Rank
High School
12
225.79
Intermediate
10
239.25
Graduation
203
180.72
Post Graduation
130
164.62
Total
355
Test Statisticsa,b
Motivation_Sum
Chi-Square
8.552
df
Asymp. Sig.
.036

b. Grouping Variable: Education
level
(p>0.05). Hence we reject Ho and accept H 1 that difference between the work motivation of
different education level group was not zero. Which means all respondents are not equally
motivated. The table shows that those respondents are more motivated which are less
educated than those which are highly educated. Intermediate respondents are more motivated
than other employees.
Kruskal-wallis test for Salary
I formulated the hypothesis to apply the kruskal-wallis test on organizational commitment of
different Salary groups of respondents.
H1: Difference between the organizational commitment of different salary group
was not zero.
Ho: Difference between organizational commitment of different salary group
was zero.
Ranks
Salary
Commitment_Sum
Mean Rank
Less than 25000
110
190.10
Rs 25000-40000
134
178.66
Rs 40,001-55,000
48
174.58
Rs 55,001-70,000
38
165.43
More than 70,000
25
146.88
Total
355
Test Statisticsa,b
Commitment_Sum
Chi-Square
df
4.465
4
Asymp. Sig.
.347

b. Grouping Variable: Salary
organizational commitment of different salary group was zero. Which means all respondents
are equally committed to organization irrespective of their salary they are drawing at the
present . There is not any particular salary group which is more committed.
I formulated the hypothesis to apply the kruskal-wallis test on work motivation of different
Salary groups of respondents.
H1: Difference between the work motivation of different salary group was not
zero.
Ho: Difference between work motivation of different salary group was zero.
If p<0.005 accept H1
Ranks
Salary
Motivation_Sum
Mean Rank
Less than 25000
110
193.33
Rs 25000-40000
134
178.54
Rs 40,001-55,000
48
183.82
Rs 55,001-70,000
38
165.82
More than 70,000
25
115.00
Total
355
Test Statisticsa,b
Motivation_Sum
Chi-Square
12.624
df
Asymp. Sig.
.013

b. Grouping Variable: Salary
(p>0.05). Hence we reject Ho and accept H 1 that difference between the work motivation of
different salary group was not zero. Which means all respondents are not equally motivated.
The table shows that those respondents are more motivated who have less educated than
those who have high salary. Respondents who are getting Rs less than 25000 are more
motivated than other employees.
Kruskal-wallis test for Job Tenure
I formulated the hypothesis to apply the kruskal-wallis test on Job tenure of the employees.
H1: Difference between the organizational commitment of different job tenure
group was not zero.
Ho: Difference between organizational commitment of different job tenure
group was zero.
Doing this job for

Commitment_Sum
Mean Rank
77
167.86
1 to 3 years
144
180.24
3 to 6 years
95
180.40
6 to 9 years
29
185.38
More than 9 years
10
179.60
Total
355
Test Statisticsa,b
Commitment_Su
m
Chi-Square
1.027
df
Asymp. Sig.
.906

b. Grouping Variable: Doing this
job for
organizational commitment of different job tenure group was zero. Which means all
respondents are equally committed to organization and their tenure with the organization i.e.
for how long they are working with the organization does not matter. There is not any
particular job tenure group which is more committed.
job tenure groups of respondents.
H1: Difference between the work motivation of different job tenure group was
not zero.
Ho: Difference between work motivation of different job tenure group was zero.
Ranks
Doing this job for
Motivation_Sum
Mean Rank
77
180.67
1 to 3 years
144
176.99
3 to 6 years
95
178.59
6 to 9 years
29
158.66
More than 9 years
10
222.45
Total
355
Test Statisticsa,b
Motivation_Sum
Chi-Square
2.988
df
Asymp. Sig.
.560

b. Grouping Variable: Doing this
job for
motivation of different job tenure group was zero. Which means all respondents are equally
motivated and their tenure with the organization i.e. for how long they are working with the
organization does not matter. There is not any particular job tenure group which is more
motivated.
Kruskal-wallis test for Nature of Job

I formulated the hypothesis to apply the kruskal-wallis test on nature of job of respondents.
H1: Difference between the organizational commitment of different job nature
group was not zero.
Ho: Difference between organizational commitment of different job nature
group was zero.
Ranks
Nature of job
Commitment_Sum
Mean Rank
191
169.18
Have a field job
126
195.73
38
163.54

Total
355
Test Statisticsa,b
Commitment_Su
m
Chi-Square
5.935
df
Asymp. Sig.
.051

b. Grouping Variable: Nature of job
organizational commitment of different job nature group was zero. Which means all
respondents are equally committed to organization and their nature of job i.e. whether they
have to work in office, they have a field job or they have both, does not matter. There is not
any particular job nature group which is more committed.
job nature groups of respondents.
H1: Difference between the work motivation of different job nature group was
not zero.
Ho: Difference between work motivation of different job nature group was zero.
Ranks
Nature of job
Motivation_Sum
Mean Rank
191
173.39
Have a field job
126
192.42
38
153.37

Total
355
Test Statisticsa,b
Motivation_Sum
Chi-Square
5.082
df
Asymp. Sig.
.079

b. Grouping Variable: Nature of job
motivation of different job nature group was zero. Which means all respondents are equally
motivated and their nature of job i.e. whether they have to work in office, they have a field
job or they have both, does not matter. There is not any particular job nature group which is
more motivated.
Kruskal-wallis test for Professional Experience

I formulated the hypothesis to apply the kruskal-wallis test on professional experience of
respondents.
H1: Difference between the organizational commitment of different professional
experience group was not zero.
Ho: Difference between organizational commitment of different professional
experience group was zero.
Ranks
Commitment_Sum
Mean Rank
51
182.64
1 to 3 years
67
178.39
3 to 6 years
60
188.54
6 to 9 years
72
166.17
More than 9 years
105
177.59
Total
355
Test Statisticsa,b
Commitment_Sum
Chi-Square
df
1.699
4
Asymp. Sig.
.791

b. Grouping Variable: Total
Professional Experience
organizational commitment of different professional experience group was zero. Which
means all respondents are equally committed to organization and their total professional
experience does not matter a lot to be committed with the organization. There is not any
particular professional experience group which is more committed than others.
The hypothesis to apply the kruskal-wallis test on work motivation of different professional
experience groups of respondents.
H1: Difference between the work motivation of different professional
experience group was not zero.
Ho: Difference between work motivation of different professional experience
group was zero.
Ranks
Motivation_Sum
Mean Rank
51
174.41
1 to 3 years
67
180.57
3 to 6 years
60
189.54
6 to 9 years
72
175.90
More than 9 years
105
172.94
Total
355
Test Statisticsa,b
Motivation_Sum
Chi-Square
1.153
df
Asymp. Sig.
.886

b. Grouping Variable: Total
Professional Experience
motivation of different professional experience group was zero. Which means all respondents
are equally committed to organization and their total professional experience does not matter
a lot to be motivated. There is not any particular professional experience group which is more
motivated than others.
Kruskal-wallis test for Number of jobs switched
I formulated the hypothesis to apply the kruskal-wallis test on Number of jobs switched by
the respondents.
H1: Difference between the organizational commitment of different No. of jobs
switched group was not zero.
Ho: Difference between organizational commitment of different No. of jobs
switched group was zero.
Test Statisticsa,b
Commitment_Su
m
Chi-Square
5.504
df
Asymp. Sig.
.239

b. Grouping Variable: Number of
Jobs Switched
organizational commitment of different number of jobs switched group was zero. Which
means all respondents are equally committed to organization irrespective of the number of
jobs switched by them. There is not any particular group which is more committed than
others.
The hypothesis to apply the kruskal-wallis test on work motivation of different number of
jobs switched groups of respondents.
H1: Difference between the work motivation of different number of jobs
switched group was not zero.
Ho: Difference between work motivation of different number of jobs switched
group was zero.
Test Statisticsa,b
Motivation_Sum
Chi-Square
7.388
df
Asymp. Sig.
4
.117

b. Grouping Variable: Number of
Jobs Switched
motivation of different professional experience group was zero. Which means all respondents
are equally motivated and their total professional experience does not matter a lot to be
motivated. There is not any particular professional experience group which is more motivated
than others.
Kruskal-wallis test for time to reach office
I formulated the hypothesis to apply the kruskal-wallis test on time to reach office group.
H1: Difference between the organizational commitment of different time to
reach office group was not zero.
Ho: Difference between organizational commitment of different time to reach
office group was zero.
Ranks
Commitment_Sum
Mean Rank
79
181.60
10 to 20 minutes
105
185.73
21 to 40 minutes
61
152.46
41 to 60 minutes
71
162.54
More than an hour
39
217.97
Total
355
Test Statisticsa,b
Commitment_Su
m
Chi-Square
12.024
df
Asymp. Sig.
4
.017

b. Grouping Variable: Time to
Reach Office
(p>0.05). Hence we accept H1 that difference between the organizational commitment of
different time to reach office group was zero. Which means all respondents are not equally
committed to organization and time to reach office does matter. The above table shows that
those employees are more committed who need less time to reach their offices.
The hypothesis to apply the kruskal-wallis test on work motivation of different time need to
reach office groups of respondents.
H1: Difference between the work motivation of different time to reach office
group was not zero.
Ho: Difference between work motivation of different time to reach office group
was zero.
Test Statisticsa,b
Motivation_Sum
Chi-Square
6.373
df
Asymp. Sig.
.173

b. Grouping Variable: Time to
Reach Office
motivation of different time to reach office group was zero. Which means all respondents are
equally motivated
Kruskal-wallis test for Nature of Family
I formulated the hypothesis to apply the kruskal-wallis test on nature of job family.
H1: Difference between the organizational commitment of different family
nature group was not zero.
Ho: Difference between organizational commitment of different family nature
group was zero.
Test Statisticsa,b
Commitment_Su
m
Chi-Square
1.593
df
Asymp. Sig.
.207

b. Grouping Variable: Nature of
Family
organizational commitment of different family nature group was zero. Which means all
respondents are equally committed to organization and their nature of family i.e. whether they
live in joint family or they live in nuclear family does not matter. There is not any particular
job nature group which is more committed.
The hypothesis to apply the kruskal-wallis test on work motivation of different family nature
groups of respondents.
H1: Difference between the work motivation of different family nature group
was not zero.
Ho: Difference between work motivation of different family nature group was
zero.
Test Statisticsa,b
Motivation_Sum
Chi-Square
2.376
df
Asymp. Sig.
1
.123

b. Grouping Variable: Nature of
Family
motivation of different family nature group was zero. Which means all respondents are
equally motivated.
Kruskal-wallis test for Type of Residence
I formulated the hypothesis to apply the kruskal-wallis test on type of residence of
respondents.
H1: Difference between the organizational commitment of different type of
residence group was not zero.
Ho: Difference between organizational commitment of different type of
residence group was zero.
Ranks
Live in
Commitment_Sum
Mean Rank
Your own house
150
164.21
Rented house
191
190.32
Leased house
14
157.57
Total
355
Test Statisticsa,b
Commitment_Su
m
Chi-Square
df
Asymp. Sig.
6.028
2
.049

b. Grouping Variable: Live in
(p>0.05). Hence we reject Ho and accept H1 that difference between the organizational
commitment of different residence type group was not zero. Which means all respondents are
equally committed to organization and their type of residence matter. Those employees who
live in rented house are more committed.
The hypothesis to apply the kruskal-wallis test on work motivation of different type of
residence groups of respondents.
H1: Difference between the work motivation of different type of residence group
was not zero.
Ho: Difference between work motivation of different type of residence group
was zero.
Test Statisticsa,b
Motivation_Sum
Chi-Square
df
5.186
2
Asymp. Sig.
.075

b. Grouping Variable: Live in
motivation of different type of residence group was zero. Which means all respondents are
equally motivated.
Kruskal-wallis test for Type of Conveyance
The hypothesis to apply the kruskal-wallis test on type of conveyance used by respondents
are following.
H1: Difference between the organizational commitment of different type of
conveyance group was not zero.
Ho: Difference between organizational commitment of different type of
conveyance group was zero.
Test Statisticsa,b
Commitment_Su
m
Chi-Square
7.577
df
Asymp. Sig.
.108

b. Grouping Variable: Type of
Conveyance
organizational commitment of different type of conveyance group was zero. This means all
respondents are equally committed.
The hypothesis to apply the kruskal-wallis test on work motivation of different type of
conveyance groups of respondents.
H1: Difference between the work motivation of different type of conveyance
group was not zero.
Ho: Difference between work motivation of different type of conveyance group
was zero.
Ranks
Type of Conveyance
Motivation_Sum
Mean Rank
125
159.27
Office
88
197.99
Auto
46
199.52
Bus
64
193.09
Any other
32
135.08
Total
355
Test Statisticsa,b
Motivation_Sum
Chi-Square
16.575
df
Asymp. Sig.
.002

b. Grouping Variable: Type of
Conveyance
(p>0.05). Hence we reject Ho and accept H1 that difference between the motivation of
different residence type group was not zero. Which means all respondents are equally
motivated and their type of conveyance matter. Those employees who use office conveyance
are more motivated.
Kruskal-wallis test for Designation in Bank
The hypothesis to apply the kruskal-wallis test on designation in bank of respondents are
following.
H1: Difference between the organizational commitment of different designation
group was not zero.
Ho: Difference between organizational commitment of different designation
group was zero.
Test Statisticsa,b
Commitment_Su
m
Chi-Square
3.592
df
Asymp. Sig.
3
.309

b. Grouping Variable: Designation
in bank
organizational commitment of different designation group was zero. Which means all
respondents are equally committed.
The hypothesis to apply the kruskal-wallis test on work motivation of different designation
groups of respondents.
H1: Difference between the work motivation of different designation group was
not zero.
Ho: Difference between work motivation of different designation group was
zero.
Test Statisticsa,b
Motivation_Sum
Chi-Square
7.492
df
Asymp. Sig.
3
.058

b. Grouping Variable: Designation
in bank
motivations of different designation group was zero. This means all designation groups are
equally motivated. There is not any particular age group which is more motivated
Correlation Analysis.
Correlation is a test which gives us a mathematical number or value which helps us to
determine the strength of a relationship which is liner between two variables.
Correlation on work motivation and organizational commitment

Correlations
Commitment_Su
Motivation_Sum
Motivation_Sum
Pearson Correlation
Sig. (2-tailed)
Pearson Correlation
.744**
.000
N
Commitment_Sum
355
355
.744**
Sig. (2-tailed)
.000
355
355
**. Correlation is significant at the 0.01 level (2-tailed).
The table gives us the correlation matrix. We get the Pearson coefficient of correlation in
every cell of matrix i.e. we get p-value for the sample size and two tailed test for the
significance. The output shows us that the coefficient of correlation between work motivation
and organizational commitment is 0.744 (p<0.05) so from the above result we can conclude
that "there is a strong positive correlation between work motivation and organizational
commitment
Correlation on work motivation and affective commitment
Correlations
Motivation_Sum
Motivation_Sum
Affective_commit
.867**
Pearson Correlation
Sig. (2-tailed)
.000
N
Affective_commit
Pearson Correlation
355
355
**
.867
Sig. (2-tailed)
.000
355
355
significance. The output shows us that the coefficient of correlation between work motivation
and affective commitment is 0.867 (p<0.05) so from the above result we can conclude that
"there is a strong positive correlation between work motivation and affective commitment ".
Moreover the value 0.867 indicates a very strong association between work motivation and
affective commitment as the value is close to 1.
Correlation on work motivation and continuance commitment

Correlations
Motivation_Sum
Motivation_Sum
Pearson Correlation
Sig. (2-tailed)
N
Continuance_Commit
Pearson Correlation
Continuance_Commit
.334**
.000
355
355
**
.334
Sig. (2-tailed)
.000
355
355
significance. N indicates the number of respondents and 1 is the correlation of the variable
with itself. The output shows us that the coefficient of correlation between work motivation
"there is a positive correlation between work motivation and continuance commitment ".
Moreover the value 0.334 indicates a weak association between work motivation and
continuance commitment as the value is away from 1.
Correlation on work motivation and normative commitment

Correlations
Normtive_Commi
Motivation_Sum
Motivation_Sum
Pearson Correlation
Sig. (2-tailed)
N
Normtive_Commit
Pearson Correlation
t
.488**
.000
355
355
**
.488
Sig. (2-tailed)
.000
355
355
significance. N indicates the number of respondents and 1 is the correlation of the variable
with itself. The output shows us that the coefficient of correlation between work motivation
"there is a positive correlation between work motivation and normative commitment".
Regression Analysis
Figure--- Regression Analysis

The above histogram and curve on it indicates that the histogram is perfectly normal.
Variables Entered/Removedb
Variables
Model
Variables Entered
Motivation_Sum
Removed
Method
. Enter
a. All requested variables entered.

b. Dependent Variable: Commitment_Sum
FigureVariables Entered/Removed
The above table of the regression out put simply tells us that our which independent variable
is the part of the regression equation which is Work motivation in our study and it also tells
us that what is our dependent variable which is organizational commitment.
Model Summaryb
Std. Error of the
Model
R Square
.744
Adjusted R Square
.554
Estimate
.553
.34037
a. Predictors: (Constant), Motivation_Sum

b. Dependent Variable: Commitment_Sum
Figure --- Regression Analysis Model Summary

The model summary part of the regression output tells us the strength of relationship between
dependent and independent variable. R is the coefficient of correlation which indicates that
how strong our independent variable is related to independent variable. The value of R = .774
indicates that there is a strong relationship between work motivation and organizational
commitment. From above table we see that Adjusted R square value is .554 * 100 = 55.4%.
This percentage 55.5% tells us that variance in organizational commitment was because of
Work Motivation. Now we test the hypothesis.
Hypothesis
H1: work motivation is positively related to organizational commitment
Ho: work motivation is not related to organizational commitment
Coefficientsa
Standardized
Unstandardized Coefficients
Model
1
B
(Constant)
Motivation_Sum
Std. Error
1.745
.058
.453
.022
Coefficients
Beta
.744
Sig.
30.325
.000
20.943
.000
a. Dependent Variable: Commitment_Sum
The above part of the regression output gives us the table and the value that we require in
order to formulate a regression equation. Following will be the form of regression table.
Dependent variable = slope * independent variable + intercept
The column B in the above table gives us the value of slope and intercept.
The above table shows that our slope is 0.453 and our intercept is 1.745.
So our regression equation becomes

Organizational commitment = Intercept + slope * Work Motivation
Organizational commitment = 1.75 + .453 (Work motivation)
Scatter Plot
The scatter plot is a plot which tells us about the relationship between two variables. Its just
like Pearson coefficient of correlation (r). With the help of scatter plot we can determine the
direction and strength of relationship between the variables.
In the above scatter plot dependent variable organizational commitment is taken along X-axis
and independent variable work motivation is taken along Y-axis. The slope of the graph is in
upward direction so we can conclude that we have a positive correlation between work
motivation and organizational commitment. It means if one variable increases other variable
also increases and if one variable decreases other variable also decreases.
CHAPTER 6
CONCLUSION
&
RECOMENDATIONS
Conclusion
The present result was conducted to analyze the direction and the strength of relationship
between work motivation and organizational commitment. The first and most important thing
is the reliability of the questionnaire which was used in the study. I used the reliability scale
test to check the reliability of questionnaire used in the study. The cronbach's alpha score of
this test was 0.935 and 0.935>0.70. This gave us assurance that our questionnaire was enough
reliable to carry out the study. This result also shows that our questionnaire is 93.5% reliable
and it is 7.5% unreliable. This is a very high level score which shows the reliability of
questionnaire.
The research showed we had 218 male respondents and 137 female respondents in our study.
I applied the Mann-Whitney test and found that both males and females had same response
for work motivation and organizational commitment.
I also applied the regression analysis and the model summary output of regression analysis
showed that value of adjusted R square is 55.4*100 = 55.4%. This shows that 55.4% variance
in organizational commitment of employees is because of work motivation.
From the output of correlation between work motivation and organizational commitment we
see that coefficient of correlation between work motivation and organizational commitment is
0.774** and p<0.05 so from this result we can conclude that "there is a strong positive
correlation between work motivation and organizational commitment". This figure also
shows a very strong relationship between these two variables as it is close to 1.
From the output of correlation between work motivation and affective commitment we see
that coefficient of correlation between work motivation and affective commitment is 0.867**
and p<0.05 so from this result we can conclude that "there is a strong positive correlation
between work motivation and affective commitment". This figure also shows a very strong
relationship between these two variables as it is close to 1.
From the output of correlation between work motivation and continuance commitment we see
that coefficient of correlation between work motivation and affective commitment is 0.334**
and p<0.05 so from this result we can conclude that "there is a positive correlation between
work motivation and affective commitment". This figure also shows a moderate relationship
between these two variables as it is not too close to 1.
From the output of correlation between work motivation and normative commitment we see
that coefficient of correlation between work motivation and normative commitment is
0.488** and p<0.05 so from this result we can conclude that "there is a positive correlation
between work motivation and affective commitment". This figure also shows a moderate
relationship between these two variables as it is not too close to 1.
Summing up the conclusion we can say that work motivation is an element which increases
commitment of employees with their organization. So if managers want to increase the
organizational commitment of employees they must have to motivate them.
Limitations and Recommendations

Limitations
Following are the limitations of this study
Non response of the selected population
Purposive sampling technique was used in this study which has some disadvantages
as well.
Financial constraints
Participants were only taken from bank of Lahore city that can weaken the
generalizability of results on other cities participants.
Our sample size was 350 which may lack in diversity
Extraneous variables were not controlled and it might have affected the responses of
respondents.
This study did not take in to account the economic conditions such as available of
alternative opportunities which have an impact on organizational commitment.
This study was based on self reported data. There is always a risk of being biased and
selective recall when using such data.
Recommendations
The present research provides a foundation for further research in this area in Pakistan. It is
recommended that further research must add some factors which affect the organizational
commitment and motivation of employees like environmental factors, socio economic status
etc. Further it is also recommended that organizations must start various programs to
motivate their workforce and treat their employees as an asset. Because a motivated worker is
more productive worker for the organization. Organizations around the world are also facing
employees turnover problems so if they motivate their work force they can retain good and
productive employees as motivated employee is a committed employee to the organization.
Organizational commitment of employees can be increased through organizational fairness
which is communicated through the development and enactment of specific policies and
procedures that are seen to be fair. Employees affective commitment is strongly influenced
by how fairly decisions are made than by whether they always get what they want.
Commitment of employees can also be enhanced by the managements trust. Trust means
putting faith in the other person or group. It is also a reciprocal activity. Trust is important for
organizational commitment of employees because it touches the heart of the employment
relationship. Employees identify and feel obligated to work for an organization only when
they trust their leaders.
Organizations that offer good salaries and financial benefits are perceived by employees as
showing greater care and concern and as being fair in their dealings with the employees,
thereby increasing their organizational commitment and consequently their work motivation.
Strategies such as praise and reward can be effectively used to enhance employees
commitment.
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APPENDIX A
Histogram of Gender
Gender
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
Male
218
61.4
61.4
61.4
Female
137
38.6
38.6
100.0
Total
355
100.0
100.0
Figure --1
Histogram of Age
Age
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
18-24
41
11.5
11.5
11.5
25-34
120
33.8
33.8
45.4
35-44
116
32.7
32.7
78.0
45-55
52
14.6
14.6
92.7
Over 55
26
7.3
7.3
100.0
355
100.0
100.0
Total
Figure -- 2Histogram of Education

Education level
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
High School
12
3.4
3.4
3.4
Intermediate
10
2.8
2.8
6.2
Graduation
203
57.2
57.2
63.4
Post Graduation
130
36.6
36.6
100.0
Total
355
100.0
100.0
Figure -- 3
Histogram of Salary
Salary
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
Less than 25000
110
31.0
31.0
31.0
Rs 25000-40000
134
37.7
37.7
68.7
Rs 40,001-55,000
48
13.5
13.5
82.3
Rs 55,001-70,000
38
10.7
10.7
93.0
More than 70,000
25
7.0
7.0
100.0
355
100.0
100.0
Total
Figure -- 4
Histogram of Job Duration

Doing this job for
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
77
21.7
21.7
21.7
1 to 3 years
144
40.6
40.6
62.3
3 to 6 years
95
26.8
26.8
89.0
6 to 9 years
29
8.2
8.2
97.2
More than 9 years
10
2.8
2.8
100.0
355
100.0
100.0
Total
Figure -- 5
Histogram of Nature of Job

Nature of job
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
191
53.8
53.8
53.8
Have a field job
126
35.5
35.5
89.3
38
10.7
10.7
100.0
355
100.0
100.0

Total
Figure -- 6
Histogram of Professional Experience

Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
51
14.4
14.4
14.4
1 to 3 years
67
18.9
18.9
33.2
3 to 6 years
60
16.9
16.9
50.1
6 to 9 years
72
20.3
20.3
70.4
More than 9 years
105
29.6
29.6
100.0
Total
355
100.0
100.0
Figure -- 7
Histogram of Numbers of Jobs Switched

Number of Jobs Switched
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
It's my first job
26
7.3
7.3
7.3
Less than 2
58
16.3
16.3
23.7
Less than 4
99
27.9
27.9
51.5
Less than 6
94
26.5
26.5
78.0
More than 6
78
22.0
22.0
100.0
355
100.0
100.0
Total
Figure -- 8
Histogram of Time to reach office

Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
79
22.3
22.3
22.3
10 to 20 minutes
105
29.6
29.6
51.8
21 to 40 minutes
61
17.2
17.2
69.0
41 to 60 minutes
71
20.0
20.0
89.0
More than an hour
39
11.0
11.0
100.0
355
100.0
100.0
Total
Figure -- 9
Histogram of Nature of Family

Nature of Family
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
Joint Family
195
54.9
54.9
54.9
Nuclear Family
160
45.1
45.1
100.0
Total
355
100.0
100.0
Figure -- 10
Histogram of Residence
Live in
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
Your own house
150
42.3
42.3
42.3
Rented house
191
53.8
53.8
96.1
Leased house
14
3.9
3.9
100.0
355
100.0
100.0
Total
Figure -- 11
Histogram of Type of Conveyance

Type of Conveyance
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
125
35.2
35.2
35.2
Office
88
24.8
24.8
60.0
Auto
46
13.0
13.0
73.0
Bus
64
18.0
18.0
91.0
Any other
32
9.0
9.0
100.0
355
100.0
100.0
Total
Figure -- 12
Histogram of Designation in Bank

Designation in bank
Cumulative
Frequency
Valid
Percent
Valid Percent
Percent
AVP
75
21.1
21.1
21.1
OG-1
73
20.6
20.6
41.7
OG-II
94
26.5
26.5
68.2
OG-III
113
31.8
31.8
100.0
Total
355
100.0
100.0
Figure -- 13
APPENDIX B

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Table of Contents

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Work Motivation and Organizational Commitment in banking sector of Pakistan

Definitions of the Variables

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Motivation is the creation of goal-oriented behaviour. Motivation can be internal or external.

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

amount of effort they put in),

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Recognition (external motivator)

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Living in a safe area

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Relevance of the Research

Importance of the Study

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Objectives of the Study

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

What is the strength of association between work motivation and organizational

Statement of the Hypothesis

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

organizations around the world integrate

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan

Institute Of Business & Information Technology (IBIT) Punjab University

Work Motivation and Organizational Commitment in banking sector of Pakistan