Influence of Intrinsic and Extrinsic Motivation on Organisational Commitment of faculty in Higher Education

Abstract

Employees are the real assets of the organisation. In order to survive in this competitive world, newlineOrganizations are trying to get the best out of their employees by tapping their fullest potential. newlineGreat organizations are built on a strong foundation of human resources, and the motivation and newlinecommitment levels of its employees. Teacher s commitment is crucial to Organisation s Success. newlineMotivation is a pathway to change the way a person thinks, behaves and feels. Finding out means to newlineenhance motivation in employees is vital because it allows an individual to be creative, moulds newlineemployee behaviour, sets goals for the employee, develops competencies, boosts employee newlineengagement and commitment. This research study investigates the influence of Intrinsic Motivation newlineand Extrinsic Motivation on Organisational Commitment of Faculty in Higher Education with Job newlinestress, Age, Income and Work Experience acting as a moderator. The theoretical framework for newlinethis study is rooted in Herzberg et al. (1959) two-factor theory of motivation also known as the newlinemotivation-hygiene theory or duality theory and Work Preference Inventory which is intended to newlinemeasure differences in intrinsic and Extrinsic orientations among individuals. newlineAn extensive Review of Literature has been carried out to understand the relationship between newlineMotivation and Organisational commitment as well as to understand the influence of job stress in newlinedetermining the relationship between Motivation and Organisational Commitment. 146 Research newlineArticles were reviewed and research Gap has been identified with the help of the review of Literature newlineand research questions have been formulated.7 research hypotheses are formulated in line with the newlineobjectives. newlineThis empirical study is based on a sample drawn from 540 respondents working in various newlineeducational institutions in Bangalore across north, south, east and west zones from a set of 61 newlinequestions adapted from three questionnaires. The Organisational commitment questionnaire newlineproposed by Allen and Mayer (1991), Work preference inventory questionnaire proposed by newlineamabile et al. (1994) and Job stress scale proposed by Jamal and Baba (1992) were used for the newlinestudy. newline newlineData analysis has been conducted by utilising SEM (Structural equation modelling) that has been newlinerun by the 20.0 program of AMOS and appropriate statistical tests such as Cronbach s alpha for newlineinternal consistency, KMO test for sampling adequacy, Bartlett s test to verify the homogeneity of newlinevariables, Confirmatory factor analysis to test the extent to which the questionnaire could be newlinereplicated in the sample data were conducted. Validity tests like face validity, convergent validity, newlinediscriminant validity, goodness of fit have been carried out to establish the validity and reliability newlineof the questionnaire and to check if the model is a good fit. newlineThe regression result reported that Overall Motivation has a direct and positive influence (ß = 0.504; newlineCR = 4.273, plt0.05) on Organizational Commitment; Intrinsic Motivation has a direct and positive newlineinfluence (ß = 0.412; CR = 4.697, plt0.05) on Organizational Commitment; Extrinsic Motivation newlinehas a direct and positive influence (ß = 0.341; CR = 3.251, plt0.05) on Organizational Commitment. newlineSEM analysis reported that Job stress (and#946; = -0.137, C.R = -12.344, Plt 0.05) moderates the newlinerelationship between Motivation and Organisational Commitment. However Age (and#946; = 0.003, C.R newline= 0.086, Pgt 0.05), Income (and#946; = 0.027, C.R = 0.717, Pgt 0.05) and Work Experience (and#946; = 0.025, newlineC.R = 0.645, Pgt 0.05) does not moderate the relationship between Motivation and Organisational newlineCommitment. newlineIt is imperative for institutions to understand the commitment levels of employees to retain them. newlineThe study can help institutions to formulate good retention strategies to reduce employee turnover, newlineattrition and ensure employees have been motivated, engaged and productive in the long run. It is newlinepertinent from the research that Motivation leads to Organisational commitment and job stress newlinereduces motivation and Organisational commitment of employees. Hence institutions should devise newlineeffective strategies to increase the motivation of employees and reduce job stress. newline