Modelling Organizational Commitment, Employee Motivation, Employee Participation and Employee Performance: A
Conceptual Model
Ali Obaid AlAntali1*, Zuraidah Zainol1
1 Faculty of Management & Economic University of Pendidikan Sultan Idris, Tanjung Malim.
Malaysia
*Corresponding Author: [email protected]
Accepted: 15 September 2022 | Published: 1 October 2022
DOI:https://doi.org/10.55057/ijbtm.2022.4.3.26
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Abstract: The UAE banking sector is experiencing a decline in profitability and performance. If the trend is not curtailed, it could aggravate unemployment, loss of market, declined growth of entrepreneurship and a recessed economy. Despite many factors contributing to superior organizational performance, employee performance has been deemed as the most crucial. Therefore, this paper proposes a conceptual model that theorizes the direct effect of organizational commitment on employee motivation and employee performance, the mediating role of employee motivation, as well as the moderating role of employee participation. Using an extensive literature survey, this paper presents a logic- based and empirically based conceptual discussion that employee performance, employee motivation, organizational commitment, and employee participation are significant drivers of performance. The model extends the knowledge base on organizational commitment, employee motivation, participation and performance, and offers some insights for the stakeholders, managers in the banking sectors, and policymakers on what could be positive drivers of enhanced employee performance. Future studies could empirically validate the model in the context of the UAE banking sector to provide solid evidence on how the model could enhance the employee performance of the UAE banks.
Keywords: employee performance, organizational performance, motivation, commitment, employee participation, United Arab Emirates
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1. Introduction
The banking sector is a key player in the economic development globally with no exceptions in the United Arab Emirates (UAE). It is regarded as one of the most essential elements of the nations economy. However, owing to some factors, UAE banking sector is experiencing decline in profitability and performance (see Tuli, Damak & Young, 2021). Performance of UAE banks is a burning issue that calls for scholarly attentions, because if the decline in the performance is not tamed it could aggravate unemployment, loss of market, declined growth of entrepreneurship and recessed economy (CBUAE, 2019). The inquiry about how this performance challenge can be solved has attracted numerous scholarly attempts, but a comprehensive review of literature conducted points out that substantial numbers of studies have looked into financial, economic, and social factors as predictors of banking performance.
However, what makes companies more successful are not absolutely better products, services, strategies, technologies or a better cost structure. Although these factors certainly contribute to superior performance, but all of them can be copied. The one thing that creates sustainable competitive advantage, leading to a favorable ROI, company value and long-term strength is the workforce, and when it comes to people, research has shown time and again, that employee performance is crucial to organizational performance (Ismail, 2014; Ismail et al., 2019).
Employee performance, employee motivation, organizational commitment and employee participation have been identified as significant drivers of performance (see Bello, Isiaka, &
Kadiri, 2018).
Upon literature review, it is evidenced that thee is shortage of empirical studies on the connection between organizational commitment and employee performance in the context of UAE banking sector. The previous studies on this relationship were conducted in other sectors from a single point of view, and therefore, lack a comprehensive generalizability. Regarding employee motivation, over time, good employee motivation has been discovered to be one of the measures that business organizations may use to improve their employee performance and as a result, boost their performance (Uju, 2013). Similarly, in increasing the performance of employees, employee participation is key element which organizations should focus on (Odero
& Makori, 2017). Employee participation is also seen as a vital success component for organizations since it promotes employee loyalty, performance, reduces absenteeism and as a result enhances the bank profitability (Gyawali, 2017).
Furthermore, based on the reviewed articles, it was discovered that, past studies gave little attention to the mediating and moderating role of employee motivation and employee participation respectively. In addition, to that, the banking sector has drawn little attention of researchers particularly in the UAE context because many of the past studies focused more on the public sectors (Manzoor, Wei, & Asif, 2021; Siswanto, Maulidiya & Masyhuri, 2021; Lee, Kim, Park & Robertson 2020 etc.). As a result of that, in line with the challenges of UAE banking sector, and recommendations from the past studies, this present study aims to examine the mediating role of employee motivation and the moderating role employee participation in the relationship between organizational commitment and employee performance in the UAE banking sector.
Introducing mediating variable and/or moderating variable can serve as mechanisms that can unravel the vague relationship between performance and its predictors (Chowhan, 2016). Also, the introduction of employee motivation as a mediator in the connection between organizational commitment and employee performance was recommended by Chien, Mao, Nergui and Chang (2020) through their findings that organizations can compete and achieve success in their workplace if they properly manage and improve on their employee motivation.
Additionally, Puspaatmaja and Satrya (2016) suggested that future studies should consider moderating role of employee participation on motivation and employee performance.
Practically, this study has identified that lack of effective employee motivation brought about low morale for the employees in the UAE banking sector, while inadequate participation in the decision affecting their working life is also regarded as the cause behind their low morale (Bose, 2018; Abdi-Mohamud, Ibrahim & Hussein, 2017). This issue has eroded the UAE banking sector survival as poor motivation had resulted to huge effect on their banks performance. Based on the above argument, this conceptual study proposes a model examining the connections between organizational commitment and employee performance and the indirect roles of employee motivation and employee participation in the relationships.
2. Literature Review
Considering the issues identified in the introduction of this paper, there is need to examine the relationship between organizational commitment and employee performance in the context of UAE (theoretical and contextual lacunas) and the indirect roles of employee motivation and employee participation in the relationships. Next is to conceptualize the variables of this study.
Every organization drives it success and profitability on the quality work performance of its employees. Performance of employees in any organization is vital, not only for the growth of the organization, but also for the growth of individual employees (Mfinanga, 2018). Employee performance involves quality and quantity of output, presence at work, accommodate and helpful nature and timeliness of output. Performance can be defined as the way in which someone does a job, judged by its effectiveness (Qatmeemalmarhoon, Mohdnoor, Abdalla, &
Musbah, 2017). Performance of organization is dependent upon the performance of employees (job performance) and other factors such as the environment of the organization.
Moreover, organizational commitment means that an employee is attached to his organizations, its objectives, and values. Commitment is an attitude that evolves slowly yet reliably over a period as employees deliberate on the relationship that transpires between them and their organization. Organizational commitment could be defined as the comparative power of a person‟s identification, participation, and contribution in a specific organization (Mylona &
Mihail, 2020). Organizational commitment is multi-faceted and employees who are committed to their organization (s) will have a strong aspiration to remain affiliates of a particular organization (Elloy, 2012). The literature has documented three dimensions of commitment, namely: (a) affective commitment, (b) continuance commitment, and (c) normative commitment.
Motivation is the willingness to exert high levels of effort towards organizational goals, conditioned by the efforts ability to satisfy some individual need. Employee motivation is a process whereby one individual has the willingness to fulfill their needs. Individual needs can be in term of survival needs, safety, social, esteem and self-actualization. This need will lead the individual to perform better in their career in the simplest way they can perform in their job performance. Performance can be on their customers, salary or others. Motivation is a set of energetic forces that originate both within as well as beyond an individual's being, to initiate work related behaviour and to determine its form, direction, intensity, and duration (Fernet, Chanal & Guay, 2017). Motivation can be either intrinsic or extrinsic, a distinction popularizes by Self- Determination Theory (see Pinder, 2008). When a person performs an act, just because it is inherently appealing and pleasurable denotes what intrinsic motivation is. This implies an employee performing their job because they find it interesting and enjoyable (Ryan &
Deci,2000). On the other hand, extrinsic motivation arises when an act performed has a value attached to it, i.e., an employee performing their role for pure financial compensation they receive e.g., salary. Although, it is said that it is best for an employee to be intrinsically motivated (Eccles, & Wigfield, 2002).
Gyawali (2017) postulated that participatory character of the decision-making processes within the organization brings more positive outcomes than bureaucratic structure as it involves knowledge sharing between workers and managers. Workers seems to be better informed than their managers with regard to the products and services, processes and work tasks, as they are directly involved in these activities. Hence, their views and suggestions might be very valuable in developing organization’s strategy and achieving enhanced performance. Butali (2018)
posits that employee participation is associated with the features such as responsibility, control rights, right on revenue and risk taking. In turn, Al-Zefeiti and Mohamad (2017) listed a number of various benefits of employee participation within the organization. He pointed out that employee participation leads to more efficient and innovative methods and procedures in a workplace and improves communications within the organization.
Linking Organizational Commitment With Employee Performance
Committed employees are increasingly acknowledged as the primary assets available to an organization (Al Zefeiti & Mohamad, 2017). It is demonstrated that commitment reduces turnover and increases performance. Commitment as a stronger attachment, results in more favorable job performance and enhanced employee performance (Ikyanyon & Agber, 2020).
A good work result will be obtained when employees have strong commitment to the organization and a psychological attachment to the organization (Al Zeifeti & Mohamad, 2017;
Sharma & Sinha, 2015). Work achievement is considered an important parameter in the organization and it is recognized as a profession to find innovative ways for organizational progress.
Chiu, Won and Bae (2019) investigate the related between organizational commitment and employee job performance in sport and fitness services. The study collected data from 254 employees using survey questionnaire from 12 municipal centers in Taipei City capital of Taiwan. Data was analyzed through structural equation modelling. The result from the research analysis reported that organizational commitment has a positive influence employee job performance. Hendri (2019) also analyzed how organizational commitment enhances the performance of a limited liability company in West Kalimantan province of Indonesia. The findings from their study also revealed when employees show much organizational commitment their performance increases. Other research that established a significant positive link between commitment and employe performance include Ahmad, Iqbal, Javed, and Hamad (2018) and Krishnanathan and Mangaleswaran (2018). Based on the above discussion, this conceptual paper proposes that:
H1. Organizational commitment (i.e., affective, continuance, & normative commitments) has a significant positive relationship with employee performance.
Linking Organizational Commitment With Employee Motivation
When workers are motivated, their ability to increase productivity will be high. Studies have highlighted the positive relationship between organizational commitment and employee motivation. For instance, Hieu and Cham (2020) investigates the relationship between organizational commitment and employee motivation in the insurance sector in Vietnam. The study used both primary data and secondary data for their analysis. The primary data was collected from 250 employees of the selected insurance firms via survey questionnaire and in- depth interview while the secondary data was gathered different sources. The study found that there is an existence of positive relationship between organizational commitment and employee motivation. Komashie and Austin (2019) used a descriptive correlational and cross-sectional research design to study the impact of organizational and employee motivation. Data was collected through questionnaire from 320 teachers in some selected schools in Ghana. The findings from the study supported the positive relationship between organizational commitment and employee motivation.
Similarly, Nguyen, et al. (2020) also employed a quantitative method and structural equation modelling analytical technique in examining the direct relationship between organizational commitment and employee motivation in the Vietnamese business context. The result from the
study is in the same trajectory with the previous reported findings, where the authors established a direct positive relationship between organizational commitment and employee motivation. This finding also corresponded with the findings of Al-Madi, Assal, Shrafat and Zeglat (2017). Chaudhary and Sharma (2012) also state that employee motivation has direct effect on organizational commitment. Based on the aforementioned findings, it is therefore hypothesized that:
H2. Organizational commitment (i.e., affective, continuance, & normative commitments) has a significant positive relationship with employee motivation (intrinsic and extrinsic motivation).
Linking Employee Motivation With Employee Performance
According to Omollo and Oloko (2015), motivation is the key of a successful organization to maintain the continuity of the work in a powerful manner and help organizations to survive.
Motivation is a driving force inside the employees and help to achieve it in a smooth process.
Motivating the employee leads to broaden their skills to meet the organizational demands. It is demanded of organizational manager to have the required skills in working with employees to find out their individual needs and put them side by side to the organization needs. The only way to get employee committed to organizational tasks is to motivate them. Every individual in an organization could be motivated in some different ways. But that is easier said than done!
Motivation practice and theory are difficult subjects, touching on several disciplines.
Moreover, substantial numbers of studies (e.g., Ali, Jimale & Dahie, 2015; Owusu, 2012;
Uzonna, 2013 etc.) have established the positive connection between motivation and employee performance. Therefore, this conceptual paper proposes that:
H3. Employee motivation (intrinsic and extrinsic motivation) has a significant relationship with employee performance.
Mediating Role of Employee Motivation in Organizational Commitment-Employee Performance Relationship
Motivation is among the key traits of effective employees and hence helps in impairing their exhaustion level. It reduces burnout for a group of salespeople across different industries.
Nevertheless, there are limited studies on the mediating role of employee motivation in the organizational commitment-employee performance relationship. Owek, Machoka and Aseka (2020) analyzed the mediating role of employee motivation on the strategic leadership practices and employee performance in the context of health sector in Kenya. The findings of their study found highlight the mediating effect of employee motivation on the strategic leadership and employee performance nexus. The study further make reference to periodic review of their subject of inquiry.
Siswanto, Maulidiya and Masyhuri (2021) discussed the mediating role of employee motivation on commitment and performance of employee on their job. They selected employee work have had a minimum of 5 years working experience in the manufacturing corporation selected for the study. Their analysis reported that motivation does not influence the relationship between reward and employee performance. Similarly, Manzoor, Wei and Asif (2021) examined the mediating role of employee motivation on commitment and employee performance. They adopted a survey questionnaire in collecting data from the study respondent, upon which confirmatory factor analysis and structural equation were used to analyze the data. The study found the mediating role of employee motivation in the connection between commitment and employee performance. Based on the argument above, this study proposes that:
H4. Employee motivation (intrinsic and extrinsic motivation) mediates the relationship between organizational commitment and employee performance.
Moderating Role of Employee participation in Employee Motivation-Employee Performance Relationship
Participation allows a wide range of viewpoints to be expressed, and people are more likely to follow through on decisions they have made themselves. Employee participation allow the employee to engage with one another instead of having to go via management for all communications, which saves management time. Managers and their subordinates are equally involved in information processing, decision making, and issue solving in participatory management. Employee participation is an important determinant of job satisfaction, and increasing employee participation will have a positive effect on employee’s job satisfaction, employee commitment and employee productivity. Naturally increasing employee participation is a long-term process, which demands both attention from management side and initiative from the employee side (Bhatti, & Qureshi, 2007). Studies that analyze the intermediate mechanisms between organizational commitment and organizational performance have usually focused on employee work performance as the dependent variable because it comprises the employee behaviors that are relevant to achieving organizational performance (Jiang et al., 2013).
According to Herzberg Mausner, and Snyderman (1959), the quality of work and the output of a motivated person are very good. But if employees work only for the sake of money and not having the love of the organization at heart, then the quality of work is often compromised.
When discussing Herzberg’s theory, Cronje and Smit (2003), point out that “the theory makes some valid recommendations for managers. Employee participation has been emphasized in relation to job satisfaction (Norton 1976). Past studies showed that employee participation is positively related to performance, satisfaction, and productivity of an employee. Profit sharing programs are more effective when combined with employee participation in management. Lack of effective employee motivation brought about low morale for the employees, and inadequate participation in the decision affecting their working life is also regarded as the causes behind their low morale (Bose, 2018; Abdi-Mohamud, Ibrahim & Hussein, 2017). This issue could erode banking sector survival as poor motivation had resulted to huge effect on their banks performance. Therefore, the current study proposes that:
H5. The greater the employee participation is, the stronger the effect of employee motivation on employee performance.
3. Underpinning Theories and the Proposed Conceptual Research Model
Social exchange theory (SET) and self-determination theory (SDT) underpin the current study.
Social exchange theory is main theory while the self-determination theory was used as an auxiliary theory to explain issues in the study variables. The three principles of social exchange theory underpinned the reciprocal relationships between organizational commitment, employee motivation, employee participation and employee performance. Studies have also established that employees with commitment have better attachment to the organizational goals through social exchange theory (Lee & Jong, 2017; Liu & Deng, 2011). Based on these assumptions, a causal model was developed which posits an exchanging relationship between organizational commitment, employee motivation and employee participation all of which is expected to influence employee performance.
Regarding self-determination theory (SDT), it specifies that psychological needs for autonomy, competence, and relatedness must be satisfied at work for workers to be optimally motivated and to thrive. The theory has been employed in testing the consequences of motivation in organizational settings. Therefore, the theory was adopted in this study to explain the relationship between organizational commitment, employee motivation and employee performance because employee who feel that they are able to have a positive effect at work tend to feel more committed and motivated (Zaman, Nawaz, Javed & Rasul 2020). Empirically, several studies have shown that organizational commitment such as affective, continuance and normative commitment lead to organizational performance (De Cooman et al., 2013; Fernet et al., 2013). This theory will assist to explain the relationship between motivation as a mediating variable between organizational commitment and employee performance.
Drawn upon Social exchange theory (SET) and self-determination theory (SDT), and comprehensive literature survey, this study theorizes the mediating role of employee motivation and moderating role of employee participation in the relationships between organizational commitment and employee performance. This is illustrated in the framework below:
4. Conclusion
Owing to the discussions above, this paper theorizes the mediating role of employee motivation and moderating role of employee participation in the relationships between organizational commitment and employee performance. Thus, this research extends the knowledge base in the organizational commitment and performance research field. It has, as well, revealed the possible indirect roles of employee motivation and participation in the organizational commitment-performance relationship, and thus extending SET and SDT. Also, this study
offers some insights for the stakeholders, managers in the banking sectors, and policy makers on what could be positive drivers of enhanced employee performance and consequently performance of the banking sector. The findings of this study establish the possible roles organizational commitment, employee motivation and employee participation could play in enhancing performance, which could consequently result in success and effectiveness of the banking sector, healthy economy, and peaceful society free of crimes. However, the proposed model in this study is not yet empirically validated in the context of UAE banking sector.
Therefore, this study can be further extended and empirically solidified via collection and analysis of relevant data.
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