Abstract
The purpose of this paper is to present a theoretical framework to investigate the relationship between work motivation, organisational commitment and professional commitment in temporary organisations. Through a review of theory, we contend that work motivation has two major patterns — internal motivation (which includes intrinsic, need-based and self-deterministic theories), and external motivation (which includes cognitive or process-based theories of motivation) through which it has been investigated. We also hold the nature of employee commitment to be of three types — affective, continuance and normative. This commitment may be towards either the organisation or the profession. A literature review revealed that the characteristics of the temporary organisation — specifically tenure and task — regulate the relationship between work motivation, organisational commitment and professional commitment. Testable propositions are presented
Highlights
Organisational researchers and practitioners have always been interested in work motivation and employee commitment (Meyer, Becker & Vandenberghe 2004)
The purpose of the current paper is to present the theoretical framework and review the literature on the relationship between work motivation, organisational commitment (OC) and professional commitment (PC) in temporary organisations and especially projects
The lack of focus to investigate the motivational basis of OC and PC in temporary organisations has presented a notable weakness
Summary
Organisational researchers and practitioners have always been interested in work motivation and employee commitment (Meyer, Becker & Vandenberghe 2004). This cognition leads the actors to adjust their behavior With this understanding, we contend that: (i) since the motivational basis of the actor’s behaviour are different, the actor will demonstrate different types of commitment (either affective, continuance or normative) towards the organisation and profession; (ii) the typical nature of temporary organisations — time, task, team and transition — will influence the actor’s volition and cognition. In yet another study Loi, Hang-yue and Foley (2006) observed that permanent workers and those associated with the organisation for a longer period of time demonstrated greater commitment towards the organisation Based on this discussion, we argue that rewards determine an actor’s normative commitment towards the organisation.
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