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Does motivational factor influence organizational commitment and effectiveness? A review of literature

  • Idris Adamu Alhaji

    (Faculty of Technology Management and Business, Universiti Tun Hussein Onn Malaysia)

  • Wan Fauziah bt Wan Yusoff

    (Faculty of Technology Management and Business, Universiti Tun Hussein Onn Malaysia)

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    To survive into this Century, Leaders of organizations must offer a greater sense of meaning and purpose for their employees. In today’s highly competitive environment, this paper will help managements to get the best from their employees and will increase more commitment effectiveness and can also reflect their inner values and provide opportunities for development. Empower the employees to bring about a transformational change in their personal and professional lives in the organization. It will enable the Leaders to become Masters of Change and be active role models in organizations. Generally, this would create a competitive advantage for the organization by having a competent workforce and sound workplace. The methodology adopted was the review of literature based on past researches, on the motivational factors, organizational commitment and organizational effectiveness. This study is expected to help organizations and also academics towards having an insight on how to successfully run a business in an organization whether public or private. It’s now known as proven by research that motivated employees are satisfied and will increase their inputs to the highest level, and they will also contribute to the overall success of the organization.

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    File URL: http://www.e3journals.org/cms/articles/1330781146_Idris%20and%20Wan.pdf
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    Article provided by E3 Journals in its journal E3 Journal of Business Management and Economics..

    Volume (Year): 3 (2012)
    Issue (Month): 1 ()
    Pages: 001-009

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    Handle: RePEc:etr:series:v:3:y:2012:i:1:p:001-009
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    1. Lindenberg, Siegwart, 2001. "Intrinsic Motivation in a New Light," Kyklos, Wiley Blackwell, vol. 54(2-3), pages 317-42.
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