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1 A study on Relationship between Organizational job Commitment, and its Determinants among CSRs and Managerial level Employees of Pakistan (Telecommunication sector) Huda Khan Lecturer, Lahore Business School, The University of Lahore, Pakistan. Amir Razi Lecturer, Lahore Business School, The University of Lahore, Pakistan. Syed Atif Ali Lecturer, Lahore Business School, The University of Lahore, Pakistan. Ali Asghar Lahore Business School, The University of Lahore, Pakistan. Abstract Psychologist and human racecourse management practitioners are widely researching in organizational commitment areas. Objective of this study is to analyze relationship between work motivation, job satisfaction with organizational commitment among managerial and CSRs(Customer Services Representative) in telecommunication sector. Focus of the study is towards analyzing the general behavior of managers and CSRs towards work motivation and job satisfaction which may build higher level of organizational commitment. Sample size of 200 was taken both male and female 100 from managerial class and 100 from CSRs. Two statistical tools correlation and linear regression were applied on data with the help of SPSS 16.0.results showed that positive and significant result exist between work motivation,job satisfaction and organizational commitment. Although both independent variables are strongly associated with organizational commitment but impact of work motivation on organizational commitment is stronger. In case having no motivation and job satisfaction will have a more sever impact on CSRs than Managerial class on the organizational commitment. Keywords: Organizational commitment, Work motivation, Job commitment 1. Introduction: Pakistan is among developing countries and economies of the world. The economy of any country is based on different factors and the organizations are one of them. As the development level increases, the working environment becomes more competitive. Employers now demand for more skilled, trained and qualified work force since the organizational output and productivity is highly dependent on the employees performances (Currall et al. 2005). So these types of qualified employees in return demands for more attractive packages, and to retain the performers has remained a dilemma for the human resource management practitioners (Sumita, 2004). Moreover variation exists in terms of pay packages, working conditions, incentives, recognition and fringe benefits for the employees (Lavy, 2007). So to increase the growth and productivity of any organization, the skilled, trained and qualified workforce is required. On the other hand these work forces do work heartily, when they are all satisfied and committed to their organization. 269

2 Job satisfaction, work motivation and the job commitment of the employees is very important to increase the productivity of an organization. Locke and Lathan (1976) gave a comprehensive definition of job satisfaction as pleasurable or positive emotional state resulting from the appraisal of one s job or job experience. Job satisfaction is a result of employee's perception of how well their job provides those things that are viewed as important. According to (Mitchell and Lasan, 1987), it is generally recognized in the organizational behavior field that job satisfaction is the most important and frequently studied attitude. Job satisfaction is an emotional response to a job situation. As such it cannot be seen, it can only be inferred. Job satisfaction is often determined by how well outcome meet or exceed expectations. For instance, if organization participants feel that they are working much harder than others in the department but are receiving fewer rewards they will probably have a negative attitudes towards the work, the boss and or coworkers. On the other hand, if they feel they are being treated very well and are being paid equitably, they are likely to have positive attitudes towards the job. Job satisfaction represents several related attitudes which are most important characteristics of a job about which people have effective response. These to Luthans are: the work itself, pay, promotion opportunities, supervision and coworkers. Motivation is defined as the process that initiates, guides and maintains goal-oriented behaviors. Motivation is what causes us to act, whether it is getting a glass of water to reduce thirst or reading a book to gain knowledge. There are three major components to motivation: activation, persistence and intensity. Activation involves the decision to initiate a behavior, such as enrolling in a psychology class. Persistence is the continued effort toward a goal even though obstacles may exist, such as taking more psychology courses in order to earn a degree although it requires a significant investment of time, energy and resources. Finally, intensity can be seen in the concentration and vigor that goes into pursuing a goal. For example, one student might coast by without much effort, while another student will study regularly, participate in discussions and take advantage of research opportunities outside of class. Different types of motivation are frequently described as being either extrinsic or intrinsic. Extrinsic motivations are those that arise from outside of the individual and often involve rewards such as trophies, money, social recognition or praise. Intrinsic motivations are those that arise from within the individual, such as doing a complicated cross-word puzzle purely for the personal gratification of solving a problem. A wide variety of definitions and measure of organizational commitment exist. Beckeri, Randal, and Riegel (1995) defined the term in a three dimensions: 1. A strong desire to remain a member of a particular organization; 2. A willingness to exert high levels of efforts on behalf of the organization; 3. A define belief in and acceptability of the values and goals of the organization. To North craft and Neale (1996), commitment is an attitude reflecting an employee's loyalty to the organization, and an ongoing process through which organization members express their concern for the organization and its continued success and wellbeing. Organizational commitment is determined by a number of factors, including personal factors (e.g., age, tenure in the organization, disposition, internal or external control attributions); 270

3 organizational factors (job design and the leadership style of one's supervisor); nonorganizational factors (availability of alternatives). All these things affect subsequent commitment (North craft and Neale, 1996). Mowday, Porter, and Steer (1982) see commitment as attachment and loyalty. These authors describe three components of commitment: An identification with the goals and values of the organization. A desire to belong to the organization. A willingness to display effort on behalf of the organization. 2. Literature Review: To increase in the production of any organization, overall job satisfaction, work motivation and organizational Commitment pays an important role. These are all closely related to each other and very important for an organization production and growth. Whereas Meyer & Herscovitch (2001, p. 301) defined commitment as follows: Commitment is a force that binds an individual to a course of action that is of relevance to a particular target. Two theories have presented differentiated views of organizational commitment. First, O Reilly and Chatman (1986) used Kelman s (1958) typology to distinguish three forms of organizational commitment, including (a) identification with the organization, (b) internalization of the organization s values, and (c) compliance. Theoretically, O Reilly and Chatman s compliance is related to SDT s external regulation. Further, as suggested above, their concepts of identification and internalization relate to the internal types of motivation in SDT that is, to autonomous extrinsic motivation, as well as to introjected motivation (which is not autonomous). To test this, Gagne and Koestner (2002) did a study in which they assessed the SDT concepts of external, introjected, identified, and intrinsic motivation, as well as O Reilly and Chatman s (1986) identification and internalization. The researchers found, as expected, that the two types of commitment correlated strongly with intrinsic motivation and identified regulation (r s ranged from 0.46 to 0.58), and that they also correlated significantly with introjected regulation (r s¼0.36 and 0.39). Neither identification nor internalization correlated with external regulation. The researchers then combined the four subscales of the motivation measure to form a relative autonomy index as described by Ryan and Connell (1989), and they found, using cross-lag correlations, that Time 1 relative autonomy predicted Time 2 commitment (the combination of identification and internalization), but Time 1 commitment did not predict Time 2 autonomous motivation. This suggests that autonomous motivation may provide an important part of the basis for these types of commitment. In the second theory of commitment, Allen and Meyer (1996) specified three forms of commitment. Affective commitment refers to employees identification with, emotional attachment to, and involvement in the organization, which is the type of commitment in their taxonomy that is theoretically most aligned with autonomous motivation. Gagne, Boies, Koestner, and Martens (2004) predicted that affective commitment would be facilitated by employees autonomous motivation. Gagne and Koestner (2002) had found when they related the types of motivation to O Reilly and Chatman s measure of identification and internalization. Thus, the type of organizational commitment that encompasses accepting the organizational goals, being committed to the organization, and feeling engaged with and attached to the organization appear to be facilitated by autonomous motivation. Motivation researchers have long recognized that this desire to make an effort can derive from different sources (e.g., Herzberg, 1966; Porter & Lawler, 1968; Staw, 1977). Early in the 20 th century, scholars and practitioners believed that external controls, incentives, punishments, and rewards were necessary to 271

4 motivate persistence, performance, and productivity (see Heath, 1999; Steers, Mowday, & Shapiro, Comparing the definitions of motivation and commitment reveals an obvious similarity: Both have been described as energizing forces with implications for behavior. Note, however, that Pinder (1998) described motivation as a set of energizing forces and that Meyer and Herscovitch (2001) defined commitment as a force that binds an individual to a course of action. This implies that motivation is a broader concept than commitment and that commitment is one among a set of energizing forces that contributes to motivated (intentional) behavior. As another point of comparison, it is clear from our discussion of motivation and commitment theory that both developed in an attempt to understand, predict, and influence employee behavior. As we noted at the outset, however, motivation theorists have generally been more concerned with explaining task performance. This is clearly reflected in Locke s (1997) model; In contrast, commitment theorists have historically focused more on explaining employee retention or turnover. The latter has clearly changed, however, as is evident in Meyer and Herscovitch s (2001) model where predictions are made concerning the effects of commitment on any behavior (focal or discretionary) of relevance to the target of that commitment. Meyer and Allen (e.g., Allen & Meyer, 1990; Meyer & Allen, 1997) developed a widely accepted commitment framework in which people develop affective, continuance, and normative commitments conceptualized such that employees may form strong attachments on none, some, or all three dimensions. Research on this model grows each year, and a substantial body of scholarship supports the construct validity of their measures (Allen & Meyer, 1990, 1996; Cohen, 1996; Meyer, Allen, & Gellatly, 1990). Commitment is a more responsive approach by an organization. Organizations incorporate programs like total quality management, employee involvement, job enrichment, skill-based pay, gain sharing plans to gain a competitive edge (Lawler, 1992; Lawler, et al. 1992). The objective of such interventions is to increase the firm productivity by controlling employee behavior on the job and actively contribute towards achieving organizational objective, and thus building strong organizational commitment (Lawler, 1986). One of the core objectives of the management is to increase the efficiency by getting maximized productivity at the minimum cost. However, motivation is considered to be crucial for good performance (Sumita, 2004). Thus job performances are typically determined by the motivation to work hard and high motivation means greater efforts and higher performances (Mitchell, 1982). Thus, it can be said that motivation is to push workers towards improved performance and increased productivity (Tung, 1981). Also the managements concern has increased for the employees to keep them motivated on the job (Mitchell, 1973). Employers use a wide range of motivational techniques including monetary incentives, goal setting, job enlargement, behavior modification, participation, award and recognition plans, discipline, and counseling (Porter & Perry, 1982). Meyer & Becker (2004), Pinder (1998) provided an impressive definition of work motivation that it is a set of energetic forces that originates both within as well as beyond an individual s being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration. Managers and management researchers have long believe that organizational goals are unattainable without the enduring commitment of members of the organizations. Motivation is a human psychological characteristic that contributes to a person's degree of commitment (Stoke, 1999). Job satisfaction is more of a response to specific facets of the job. Job satisfaction is placed as a central concept in work and organizational psychology, which mediates the relation between working conditions on the one hand and organizational and individual outcomes on the other hand. Although intuitively convincing, working conditions, as the major cause of job satisfaction, have been challenged (Dormann & Zapf, 2001). Performance pay may be part of a human resource innovations associated with high-performance workplaces. Such workplaces 272

5 may create greater feelings of belonging, esteem, satisfaction and commitment (Green & Heywood, 2007). Job satisfaction is defined as the degree to which a worker experiences positive affection towards his or her job [23]. Locke [24] in his well-cited definition considers job satisfaction to be a pleasurable or positive emotional state resulting from the appraisal of one s job or job experiences and as a function of the perceived relationship between what one wants from one s job and what one perceives it as offering (p. 1300). Though recent theorizing on job satisfaction describes it as a multifaceted construct, and a function of two major factors, dispositional (worker personality traits) and situational (workplace factors) [25, 26, 27], the general indication, however, is that job satisfaction is more of an affective reaction to one s job, an evaluative measure and consequently an indicator of working conditions [Hart et al., as cited in 4, 23]. Occupational injuries and industrial accidents are therefore likely to be mediated by organizational climate and job satisfaction. The reason why satisfaction will lead to the commitment is that a higher level of job satisfaction may lead to good work life and reduction in stress (Cote & Heslin, 2003). Our objective is to compare job satisfaction, work motivation and Organizational commitment among the CSR and the Managerial class of (Telecommunication sector) of Pakistan. As we know that positive and significant relationship exists between work motivation, overall job satisfaction and organizational commitment. 3. Conceptual Framework: Organizational commitment is considered to be one of the foremost important and crucial outcomes of the human resource strategies. Employee commitment is seen as the key factor in achieving competitive performance (sahnwaz & juyal, 2006).significatnt relationship has been identified between job satisfaction and organizational commitment (Narimawati, 2007). Sarmad (2007) also tried to determine the level of influence job satisfaction facet will have on the organizational commitment. The conceptual framework for the study has been adopted from previous study Ayeni & Phapoola(2007).They have studied the relationship between work motivation, job satisfaction and organizational commitment. Another study was under taken in Pakistan for private sector by (warsi, Fatima & sahibzada)(2009).but our aim to test the same relationship by using the data of telecommunication sector, between managerial and CSRs(Customer service representative). The independent variables are work motivation and job satisfaction whereas organizational commitment is the dependent variable. Organizational commitment and its relation with work motivation and job satisfaction Job Related Variables Work motivation Job satisfaction Organizational Commitment Reference: Ayeni, C. O., & Phopoola, S. O. (2007). Work Motivation, Job Satisfaction, and Organizational Commitment of Library Personnel in Academic and Research Libraries in Oyo State, Nigeria. Library Philosophy and Practice

6 3.1 Research hypothesis The hypotheses of the study are: H01: The work motivation is positively associated with the organizational commitment. H02: Job satisfaction is positively associated with the organizational commitment. H03: There is a significant effect on organizational commitment due to work motivation and job satisfaction. 4. Research Methodology: This study analyzes the association between organizational job commitment, and its determinants. The study was undertaken February 2011 to June 2011 in which the survey tool was developed and modified from past studies. Questions were adopted from different sources to make sure that objective must be achieved at the right way. Responses were collected on a likert scale from 1 to 5 where 1 is strongly disagree and 5 is strongly agree 3 is for the neutral response. Study questionnaire includes 22 questions in which 8, 6, 3 questions are about job satisfaction, organizational commitment and work motivation respectively. five questions were asked for the demographics. Convenience sampling which is the kind of Non probability sampling technique was used in our survey to complete the survey the total of 200 samples were selected from the Telecommunication sector population. These questionnaires were filled from well known telecom network operator such as Warid, Telenor, Mobilink, PTCL, Zong and U-fone.100 questionnaire were filled from managerial class and 100 from the CSR s. SPSS 16.0 used for data entry and findings and analysis. 5. Results Distribution of age by respondent. Managerial class CSRs Age Male Female Male Female Frequency Percentage Frequency Percentage Frequency Percentage Frequency Percentage Less than % 11 55% % % % 4 20% % % 2 10% % % 2 10% 5 6.0% % 1 5% More than %

7 5.1.2 Distribution of workplace by respondent. Managerial class Workplace CSRs Frequency Percentage Frequency Percentage Ufone 31 31% 3 3% Warid 18 18% 17 17% Telenor 5 5% 29 29% Mobilink 18 18% 14 14% PTCL 12 12% 24 24% Zong 16 16% 13 13% Distribution of work experience of sector by respondent. How long have you Managerial class worked for this CSRs company? Frequency Percentage Frequency Percentage Less than 1 year 36 36% 43 43% % 43 43% % 6 6% More than 10 years 2 2% 8 8% Distribution of current position by respondent. How long have you Managerial class Held your current CSRs position? Frequency Percentage Frequency Percentage Less than 1 year 55 55% 45 44% % 37 37% % 12 12% More than 10 years 4 4% 6 6% Distribution of Questions by respondent. Managerial Class CSRs Questions S.D D N A S.A S.D D N A S.A F % F % F % F % F % F % F % F % F % F % Are you satisfied with the working hours each week? Are you satisfied with the flexibility in scheduling? Do you feel comfortable with the Location of workplace? Do you think that your workplace is giving you a good

8 salary? Are satisfied with the amount paid vacation time? Does your workplace provide opportunities for promotion? Are you satisfied with the benefits (Health, Life insurance, etc)? Do you think that you have job security? Are you satisfied with recognition for work accomplished? Are you satisfied from relationship(s) with your coworkers? Are you satisfied from relationship(s) with your Supervisors? Does your workplace give you the opportunity to utilize your skills and talents? Does your workplace allow you to learn new skills? Do they provide you support for additional training and education? Are you interested in their work activities? Are you satisfied with the degree of independence associated with your work role? Does your workplace provide you adequate opportunity for periodic changes in duties? Are you satisfied with the superannuation benefits? (S.D=Strongly Disagree,D= Disagree,N= Neutral, A= Agree, S.A= Strongly Agree, F= Frequency, %= Percentage) 276

9 Table is showing the demographic portion of the questionnaire in which the total of 200 questionnaire filled by managerial and CSRs(customer service representative), in which 36 were female and 164 males by both designations. Ages of managerial class are around less than 25 to more than 50 in which most of them lie between < 25 and 25-29,on the other hand ages of CSR mostly consist of < =30, and most of them were having less than 1 year duration with their respective companies. Table 5.1.2, 5.1.3, consist frequency and percentage of workplace, duration with the company and duration of current position respectively. Table consists of descriptive data according to designation. There are 23 questions in which the respondent have answered the questions by the help of likert scale in which 1 stands for strongly disagree and the 5 stands for strongly agree, 3 indicates the neutral response. Results shows that the majority of managerial and CSR are agreed with the working hours each week. Flexibility in scheduling is an agreed option for most of the managerial class but the CSRs has their own point of view in which 35% of them were neutral and 45% were agreed with the statement. Most of them are agree with the statement about salary and workplace. In the case of paid vacation, opportunities for promotion, and benefits such as (health, life etc) answers were mixed with managers are happy with the vacation paid and promotion where as CSR were neutral and disagreed and in the case of benefits both of them having mix responses. Job security is the topic where total of 62% managers and 75% CSRs were neutral or disagree with the statement. Managers are more satisfied than CSRs with the recognition for work accomplished.70% manager are agreed and strongly agree with relationships with co-workers and supervisors where 83.5% CSR agree with the statement. Training, education, learning and utilization of new skills is showing a high percentage of satisfaction managers and CSRs. moreover 75% and 87% managers and CSRs are interested in the work activities of their workplace. Independence of work role is more easy for managers than CSRs where they have neutral or negative views.72% of managers are having negative or neutral views and 87% CSRs having same views on satisfaction of superannuation benefits. 6. Analytical Results Correlation and linear regression is the tool that was applied to data for analysis. Correlation is not the same as linear regression but they are related. The best way to predict the work motivation and job satisfaction toward organizational commitment is linear regression but the correlation quantified the magnitude and direction the relation between work motivation, job satisfaction and organizational commitment. Relation of dependent and independent variables are shown in table 6.2. Analysis revealed that there is a positive and significant relationship between work motivations, job satisfaction with organizational commitment. The correlation found to be strongly and positively associated with the organizational commitment (work motivation, r = and job satisfaction, r = 0.494). Results are showing that work motivation is more strongly associated with organizational commitment as compare to job satisfaction. (Job satisfaction r = < work motivation = 0.654). It means that if the work motivation and job satisfaction is increasing the organizational commitment may also increase. Moreover, in the case of negative the independent variable will also decline. 277

10 Table 6.2. Pair wise correlation Correlations Organizational Work Commitment Job Satisfaction Motivation Organizational Commitment Pearson Correlation Sig. (2-tailed) N ** ** 200 Job Satisfaction Pearson Correlation Sig. (2-tailed) N.494 ** ** 200 Work Motivation Pearson Correlation Sig. (2-tailed) N.654 ** ** **. Correlation is significant at the 0.01 level (2-tailed). To validate the result from correlation, linear regression was calculated in table It also shows that work motivation, job satisfaction are significantly associated with organizational commitment (at 99% confidence level) and may predict organization commitment depending upon work motivation and job satisfaction of the employees. Thus results indicate support for the first and second research hypothesis. We accept the hypothesis and the work motivation and jobs satisfaction are significantly related to the organizational commitment. Table Regression analysis Coefficients a Unstandardized Coefficients Standardized Model t Sig. Coefficients B Std. Error Beta 1 (Constant) Job Satisfaction Work Motivation a. Dependent Variable: Organizational Commitment The regression coefficients are shown in the table above. The intercept, representing the estimated average value of organizational commitment when work motivation and job satisfaction are zero. The slop of job satisfaction means change in organizational commitment is when job satisfaction increase by 1. And the slop of work motivation showing that change in organizational commitment is when work motivation is increased by

11 Table Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate a a. Predictors: (Constant), Work Motivation, Job Satisfaction Table ANOVA b Model Sum of Squares df Mean Square F Sig. 1 Regression Residual Total a. Predictors: (Constant), Work Motivation, Job Satisfaction b. Dependent Variable: Organizational Commitment a The result from the tables indicates that work motivation and job satisfaction could significantly contribute toward R 2 value of an examination of these two variable indicated that the work motivation represented the strongest effect on organizational commitment with the standard beta of followed by job satisfaction with the beta of 0.179, thus the statistical results prove that positive and strong linear relationship exist between dependent and independent variables. Linear regression line that predicted organizational commitment from work motivation and job satisfaction by minimizing the sum of square of the vertical distances of the point from regression line. R 2 = measure righteousness of linear regression given as; Organizational commitment = WM (1.101) + JS (0.179) Now we will discuss the analysis of 1 st part that relation of organizational commitment with job satisfaction and work motivation by managerial class. And then in case of CSR( customer services representative). Table Regression analysis of Managerial class Model Unstandardized Coefficients Standardized Coefficients a Coefficients 1 (Constant) Job Satisfaction Work Motivation B Std. Error Beta a. Dependent Variable: Organizational Commitment t Sig Regression analyses of managerial class are shown above interpreting them as we have interpreted in overall case, in above given tables. Intercept, (5.062) is representing the 279

12 estimated average value of organization commitment when work motivation and job commitment is zero. Slop of job satisfaction is and the slop of work motivation is and that show the change in organizational commitment when job satisfaction and work motivation increased by 1. Table Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate a a. Predictors: (Constant), Job Satisfaction, Work Motivation Table ANOVA b Model Sum of Squares df Mean Square F Sig. 1 Regression a Residual Total a. Predictors: (Constant), Job Satisfaction, Work Motivation b. Dependent Variable: Organizational Commitment These result are also showing that work motivation and job satisfaction could significantly contributing toward the R 2 value that is and the examination of these variables is again indicating even in the case of managerial class that work motivation is representing strong relation with organization commitment with the beta Result is proving that positive and strong relation ship exists between two variables in the case of managerial class. Organizational commitment = WM (0.816) + JS (0.207) Table Regression Analysis of CSR (customer services representative) Model Unstandardized Coefficients Standardized Coefficients a t Sig. Coefficients B Std. Error Beta 1 (Constant) Work Motivation Job Satisfaction a. Dependent Variable: Organizational Commitment The intercept, , is representing the estimated average value of organizational commitment when work motivation and job satisfaction is zero. Thus CSRs having no 280

13 motivation and job satisfaction will have severe impact on the organizational commitment of the employees. The slop of job satisfaction and work motivation means change in organizational commitment is and when job satisfaction and work motivation increase by 1. Table Model Summary Model R R Square Adjusted R Square Std. Error of the Estimate a a. Predictors: (Constant), Job Satisfaction, Work Motivation Table ANOVA b Model Sum of Squares df Mean Square F Sig. 1 Regression a Residual Total a. Predictors: (Constant), Job Satisfaction, Work Motivation b. Dependent Variable: Organizational Commitment Results again indicating that work motivation and job satisfaction could significantly contribute towards the R 2 value. Based on R 2 value of Examination of these two variables are indicating that work motivation representing the strongest effect on organizational commitment with the standard beta of followed by job satisfaction with Organizational commitment = WM (1.380) + JS (0.237) Correlation result proved that the independent variables work motivation and job satisfaction are positively associated with the organizational commitment in all three cases overall, managerial class and CSRs. And these results are in line with the previous research many studies in general and in specific with drago et al, 1992; Moon,200;crewson,1997; Campbell,2007;samad2007; opkara,2004; Ayani,C.O.,& Phopoola,S.O.2007 & Warsi, Fatima& sahibzada;2009. There are different variable to which work motivation and job satisfaction may relate. Some scholars say to link performance and motivation with the financial reward but then later a number of non-financial tool were found to be very effective in motivating and increasing job satisfaction. When people perform effectively at these jobs. They experience satisfaction of basic psychological needs and have positive attitudes toward their jobs (Gagne,2005). For further research different classes and sectors can be used and may also relate to different other variables e.g Job nature, working conditions, promotions, Organizational environment and Organization vision. 281

14 Conclusion: This study shows that work motivation, job satisfaction and organizational commitment are significantly related (For telecommunication sector), in both cases of managerial class and CSRs. Organization would only need to increase and maintain two variables (work motivation and job satisfaction) to achieve a positive effect on organizational commitment. In case of CSR, if they are not having motivation and job satisfaction then they will face a severe impact on organizational commitment. And the ways to improve work motivation and job satisfaction may vary from job nature (as study showing between managerial class and CSRs), organization and individuals. And by increasing commitment company will get efficient and greater output which is the desire for any organization. 282

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