The Impact of Motivation on Personnel Organisational Commitment of a Nigerian Federal Agency

Organizational commitment is widely recognized as a critical determinant of employee performance, loyalty, and retention, with motivation serving as a central influence. This study examined the relationship between motivation and organizational commitment among 210 staff members of a Nigerian federal agency, employing a cross-sectional survey design with a convenience sampling technique and analyzing the data using multiple regression. Results showed that motivation accounted for 92.3% of the variance in organizational commitment, which may partly reflect the reliance on self-reported data and the study’s focus on a single organizational context, while the remaining 7.7% was explained by other factors not included in the model. Intrinsic motivation (β = 0.622, p < 0.05)—linked to personal growth, recognition, and a sense of purpose—significantly enhanced commitment. Similarly, extrinsic motivation (β = 0.743, p < 0.05)—associated with pay, working conditions, and external rewards—was also a strong predictor. These findings affirm Herzberg’s two-factor theory, highlighting the interplay between intrinsic and extrinsic drivers of commitment. Beyond theory, the study contributes to practice by offering context-specific insights for Nigeria’s public sector, where employee retention, morale, and productivity are ongoing challenges. The results suggest that policymakers, managers, and HR practitioners should adopt balanced motivational strategies to foster sustainable commitment. Future studies could extend this research by incorporating leadership dynamics, organizational culture, or cross-agency comparisons.