1. INTRODUCTION:

In the world over, human factor (workers) is the most important and highly needed for any organization to achieved its goals and continue to progress [1]. Ogunyemi (2007) said that no organization can achieve its objective without adequate and effective work-force. He continued that in diagnosing organizational problems most especially, low performance or inefficiency is often made first to the employees [2]. In well structured organizations where HRM and quality practices are implemented, a healthy culture and a competitive working environment develops, which creates motivation and commitment among employees for achieving quality and financial objectives of the organization[3].

Healthcare organizations have also the same situation[4]. Management of health care organizations is more important than that of in the other organizations because they continuously deal with the human well being[5]. Human resources are fundamental elements in all healthcare systems[4]. Nurses are one of the most important human resources in healthcare organizations and they have a significant role in promoting of community health[6].According to Salami and Omole (2005) there are several variables that highly affect organizational success. These variables are satisfaction, motivation, organizational commitment, financial reward, communication promotion prospect and leadership styles[7].

Therefore, it is important for managers of healthcare organizations to assess the impact of these variables on the way that nurses view their jobs[8]. In order to retain the experienced nurses, it is important for organizations to implement strategies which increase job involvement and organizational commitment[9] . Commitment is a ‘‘force that binds an individual to a course of action of relevance to one or more targets”[10].Employees’ commitment, low turnover and positive organizational climate can have great positive effect on organizational productivity through nurses' efficiency and efficacy [1]. Keeping employees committed to the organization is a top priority for many contemporary organizations [11-13]. Job motivation factors are one of the issues that significantly correlated with organizational commitment. There is no doubt that increase employees' work motivation by managers enhances the quantity and quality of output[14]. The job motivating factors were examined by some researchers [15-18]. According to them, factors are respectively intrinsic and extrinsic variables. Some intrinsic variables includes feeling of involvement, interesting work, promotion and appreciation of a job well done[18] . Some extrinsic variables are job security, good salary, and good working conditions [19].

Reviewing literature showed that there are several studies that examined the relationship between organizational commitment and job motivators among health professionals. Many of them concluded that there is a significant relationship between motivation, job satisfaction and employees' commitment[20-23]. In 2007, Pool and Brian Pool, (2007) through a management development model examined organizational commitment and its impact on job satisfaction among executives in a learning organization. They reported that organizational commitment is a significant attribute in the management development model[23]. Altindis (2011) in Turkey examined the relationship between Job motivation and organizational commitment among the health professionals by using Meyer and Allen’s (1997) organizational commitment scale (OCS) and Motivation questionnaire scale. In their study, intrinsic motivation of health professionals was influenced mostly by affective and normative commitment. They found that the most effective factor on extrinsic motivation is normative commitment[24]. It was seen that the affective commitment had the lowest effect on external motivation. Sahinidis and Bouris, ( 2008) in Athens also indicated that training has a positive impact on both employees’ motivation and commitment[25]. Johnson et al., (2010) in South Florida conducted a study to assess the relevance of employee identity and regulatory focus. They found that consideration of motivation based on individual differences can resolve impasses concerning the convergent and obvious validity among different forms of commitment [26].

The above review of literature indicated that job motivations positively affect organizational commitment. Thus organizations that have high commitment to improve the employees’ job satisfaction; motivation and morale may recognize long-term benefits of corporate success, loyalty, productivity, and employee retention [27]. It means that retention, attendance, motivation and job productivity are the consequences of organizational commitment [28]. So motivation and commitment are both important issues within health institutions. Organizational commitment of health professionals plays an important role in determining outcome variables such as motivation in their work. In the Iranian context, no study was found to examine job motivations, organizational commitment and the relationship between them. Therefore, it is important that gain a better understanding of workplace behavior by assessing both commitment and motivation. This study thus was conducted to fulfill this goal.

2. METHOD:

2.1. Design:

This is a cross-sectional study designed to compare and assess organizational commitment and job motivation among nurses working in 4 hospitals supervised by Kerman Medical University.

2.2. Sample:

The convenience sample in this study consists of 300 nurses working in 4 hospitals supervised by Kerman Medical University. They had different employment status (100 permanent, 177 temporary and 23 other nurses).

2.3. Data collection and analysis

Accompanied by a letter including some information about the aim of the study, the questionnaires were handed out by the second author to 300 nurses who were introduced by the head of each ward at work during two months (May/Jun 2012). Some oral information about the study was also given as well by the third author. Participation in the study was voluntary and anonymous. 300 sets of questionnaires were distributed among participants. Data from the questionnaires were analyzed using the Statistical Package for Social Scientists (SPSS 20). A Kolmogorov-Smirnov test indicated that the data were sampled from a population with normal distribution. Descriptive statistics of the sample and measures that were computed included frequencies, means and reliability. A Pearson correlation analysis was used to examine relationships among the measured factors (DAP-R scores and demographic variables) and scores on the FATCOD.

2.4. Instruments:

Demographic characters:

The questionnaire included demographic data including: 1) age, 2) education status,3) marital status, 4) professional experience, and 5) having administrative responsibilities.

Organizational commitment:

Organizational commitment was measured with the modified form of Meyer and Allen’s (1997) organizational commitment scale (OCS). In the Iranian context, this questionnaire was used by Homai, 2003; Soltan Hussein et al, 2005; Sabbaghian et al, 2006 [29-31]. They reported an acceptable validity and reliability for this questionnaire. For example Mehrdad (2012) reported that validity of OCS is 0.9 and its reliability is 0.9[32]. The instrument consist of 24 items and constructed to assess three aspects of organizational commitment including: 1) namely effective ) 8 items:1-8(,2) continuance ) 8 items:9-16 item(, and 3) normative ) 8 items:17-24 item (. The responses ranged between 1-5 (1= strongly disagree and 5= strongly agree). The validity of scale has been assessed through a content validity discussion. Scholars of statistics and nursing care have reviewed the content of the scale from cultural aspects agreed upon a reasonable content validity ( 0.95). To reassess the reliability of scale alpha coefficients of internal consistency computed. The alpha coefficient for scale was 0.89. So totally, the scales presented an acceptable reliability.

Job Motivation:

Job Motivation was measured using Job Motivation scale (JM) [33]. This scale was designed in the Iranian context by Ebadi (1995). The original instrument was designed to assess both extrinsic and intrinsic motivational factors among nurses in their work organization. The instruments consist of 41 items. The response rate ranged between 1-4 (1=unimportant and 4= very important). Extrinsic motivational factors divided in six categories including: 1) Salaries and wages )3 items:1-3 (, 2) policy rule ) 3 items:4- , 3) relationship ) 3 items:7-11) and, 4) security (3 items:12-15), 5) conditions of work ) 3 items:16-18) 6) supervision )3 items:19-23 (. Intrinsic motivational factors divided into five categories including: 1) appreciation (6 items:24-29), and 2) work development (3 items:30-32), 3) nature of work )3 items:33-35 (, 4) responsibility ) 3 items:36-38 (,5) career successs ) 3 items:39-4 .( Ebadi ( 1995) reported that validity and reliability of questionnaire is acceptable (reliability and validity=0.84 ). Mahmoudi et al., (2008) also examined content Cronbach’s alpha for overall organizational commitment scale. They reported that reliability of scale is 0.84[34]. The validity of scale was re-assessed through a content validity discussion. Scholars of statistics and nursing care have reviewed the content of scale from cultural aspects and agreed upon a reasonable validity (0.84). To reassess the reliability of scale alpha coefficients of internal consistency computed. The alpha coefficient for scale was 0.87. So totally, the scales presented an acceptable reliability.

3. RESULTS:

Participants

Table 1 presents the demographic characteristics of sample. According to chi-square analysis, participants from the two groups were statistically similar in demographic characteristics. 79.3 of participants were female, and a majority of them were single (n = 169, 56.3%). Their mean age was 30.6 years. The mean years of participants' professional experiences were 8.13. About 30% of participants were under baccalaureate (graduates of the 2 years-basic programs). 68.7% of them had a baccalaureate, and 2 % had master or higher degree (2%). 15.33% of respondents had experience of management in hospitals (Table1).

Organizational commitment

Table 2 shows the total mean score of participants’ organizational commitment and its dimensions. The mean total score of organizational commitment was 3.2±0.24. The mean score of organizational commitment of nurses in age group of 30-39 was more than that of the other age groups. Females' organizational commitment was more than that of males. The mean score of sub category of affective was 3.27±0.45, for continuance category was 3.35±0.36 and for normative category was 2.96±0.53. The mean score sub scale of continuance was more than that of affective and normative subcategories. The mean score of organizational commitment ranged into three levels including: 1) low (24-55) ، 2) moderate (56 - 87) , and 3) upper level (88 -120). %97 of participants had moderate organizational commitment; %3 had upper organizational commitment. The highest mean score in category of affective belonged to item 1, " I would be very happy to spend the rest of my career in this organization " (3.50±1.00) and the lowest one belonged to item 5 " I do not feel like ‘part of my family’" (2.65 ± 1.10). In continuance category, the highest mean score belonged to item 13 " right now, staying with my job at this organization is a matter of necessity as much as desire" (3.85 ± 0.791), and the lowest one belonged to item 14 " one of the few negative consequences of leaving my job at this organization would be the scarcity of available alternative elsewhere" (2.93 ± 0.847). In normative category, the highest mean score belonged to item 17" I do not feel any obligation to remain with my organization" (3.29 ±1.001) and the lowest mean score belonged to item 24 " This organization deserves my loyalty." (2.52 ± 0.923) (Table 2).

Job Motivation

Table 2 shows the total mean score of participants’ Job motivation and its dimensions. Overall mean score of job motivation scale was (3.42 ±0.16). The mean score of sub scale of extrinsic motivational factors (3.71 ±0.22) was more than that of intrinsic motivational (3.36 ±0.29 ) factors. Among all categories, the highest mean score belonged to sub category of supervision in sub scale of extrinsic motivational factors (3.96 ±0.40), and the lowest one belonged to category of responsibility (2.68 ±0.76) in sub scale of intrinsic motivational factors. Among Extrinsic motivational' categories, the highest mean score belonged to sub category of supervision (3.96 ±0.40), and the lowest one belonged to category of policy rule (3.00 ±0.44). Among Intrinsic motivational’ categories, the highest mean score belonged to sub category of appreciation (3.78 ±0.09), and the lowest one belonged to category of responsibility (2.68 ±0.76).

Correlations

Correlation between demographic factors and two scales

The results indicated that among sub categories of organizational commitment scale, there is a positive correlation between subcategory of normative with sex (p = 0.004). A negative correlation was found between subcategory of normative with nursing experience (r = - 0.169, p = 0.003) (table 3). In job motivation scale, the sub category of policy rule in extrinsic motivational factors sub scale negatively correlated with age (r =-0.118, p = 0.001). A negative correlation was found between sub category of conditions of work in sub scale of extrinsic motivational factors and Marriage (r =-0.121, p = 0.036). There was also a positive correlation between sub category of security in sub scale of extrinsic motivational factors and experience of management (p = 0.025). A positive correlation was found between normative commitment as well as work development and sex (p = 0.025) (table 3). Females had higher mean score of work development (female=3.49 versus male=3.34) and normative commitment (female= 3.88 versus male=3.24) compared to the males.

Correlation between subcategories of two scales

Using Pearson's correlation coefficient, a positive correlation was found between subcategory of affective and conditions of work (r = 0.115, p = 0.046). There was also a positive correlation between subcategory of affective and intrinsic motivational factors (r = 0.287, p = 0.000). For example, a positive correlation was found between subcategory affective with work development (r = 0.115, p = 0.046), nature of work(r = 0.321, p = 0.000) and responsibility (r = 0.268, p = 0.000) (table4). The results indicated a positive significant correlation between subcategory of continuance and responsibility (r = 0.157, p = 0.006). There was a positive correlation between subcategory of normative and sub categories of salaries and wages (r = 0.135, p = 0.019), and relationship (r = 0.181, p = 0.002). A negative correlation was found between subcategory of normative and subcategories of work conditions (r = -0.358 , p = 0.000 ), nature of work (r = -0.114 , p = 0.048 ), and career success (r = -167 , p = 0.004)(table4).

4. DISCUSSION:

The result of this study indicated a significant relationship between organizational commitment and motivators among nurses. According to the findings, there is a positive correlation between organizational commitment and job motivation. This result supported the other researches that found on some studies [19, 23, 26-28, 35-40]. According to Mayer (2004) commitment is one component of motivation and, is important that they gain a better understanding of two processes themselves and of workplace phenomenon, committed workers make integration to the organization in terms of motivation[39]. Commitment significantly correlated with motivation and creativity of employees. This motivation and creativity can be developed by organizational commitment [36]. In the other words, organizational commitment produces an environment within employees' motivation will improved [23]. The other findings indicated a positive relationship between affective commitment and intrinsic job motivational. This finding can be supported by the results of earlier studies[2, 39, 41-44] . Affective commitment and intrinsic job motivation are two basic elements of the human resources and organization behavior and constructs personal characteristics, so are important in creation of satisfaction, and creativity among employees [38].The results of this study indicated that there is a negative correlation between normative commitment and intrinsic job motivation. This is inconsistent with the results of previous studies[24, 39, 45] . This finding is logic and predictable. Because normative component mean the connection to the organization based on motivation related to social norms regarding attachment, not based on motivation related to the job itself, whereas, intrinsic motivation constructs based on rewards include issues related to the job itself such as achievement, autonomy, variety, responsibility and personal and professional growth.

The other findings indicated that there is a positive relationship between affective commitment and responsibility in sub scale of intrinsic motivational factors. In the review of literature no study was found to support this result. The results can be explained by the fact taking part in decision making process may enhance responsibility of personnel. This also improved their self-esteem, self values and, subsequently their affective as well as continues commitment to the organization within they work. Furthermore, According to Altindis (2011), responsibility and personal and professional growth are the most important elements that construct intrinsic motivations among employees[24]. According to the results of this study, there was a positive correlation between category of security in sub scale of extrinsic motivational factors and experience of management. Similarly, Yaghuti (2004) and vali (2007) found that management experience positively affect employees' extrinsic motivation[46, 47]. Increasing management experience improved employees' professional skills and consequently enhances their attachment to the work they do and to the organization they work within. In the Iranian context, to be a manager, nurses are required to work at least 5-10 years in different hospital settings. So, the more years of management experience, the more security nurses feel to stay at work. The results showed that extrinsic motivational factors are more important in the creation of motivation among participant nurses compared to intrinsic ones. This finding could be supported by the results of previous studies[48-53]. The result is also inconsistent with the results of previous studies [33, 34, 54]. difference could be related to the difference in economic, social and cultural situation within participant nurses work. It seems that in the Iranian health care system, nurses have almost the lowest level of salary compared to their colleagues in the other parts of system. Because of such frustrations, extrinsic motivations such as salary are important factor to motivate them to continue their work. The other findings indicated that a negative relationship between organizational commitment and nursing experience .This is inconsistent with the results of previous studies [55-62]. It seems that during years of experiences, nurses face many challenges such as lack of staff, working overload, and low salary. These challenges gradually reduce their interests as well as their commitment to the organization. The other findings indicated that there is a positive correlation between organizational commitments and job motivation with sex. Female participants had more organizational commitment and job motivation compare to the male ones. Earlier studies also reported such a result [62-64] . It could be related to the fact that in the Iranian context, for men finding a work is easier than that for women. Women have to pass a long process and overcome many barriers to be accepted to start their work in an organization. Therefore, staying at work and its continuation is more important for women compared to the men.

5. CONCLUSION:

The results of this study indicated that nurses in South-East of Iran had moderate level of job motivation and organizational commitment. This study provides nurses and nurse managers with some valuable hints about how organizational commitment influence nurses' motivation in their daily work. According to the findings of this study, affective commitment and intrinsic motivation was positively correlated. This result highlighted the effect of nurses' intrinsic motivation in creation of commitment as well as obligation to the organization. Intrinsic motivation can help nurses to improve their emotional and physical well-being, increase their satisfaction, and consequently enhance quality of care they provide. It is suggested that both commitment and motivation are multidimensional and may vary by individual and organizational characters. As revealed in this study, experience of management and gender are some of the factors that affect nurses' commitment and motivation. Exposure to suitable educational programs under supervision of experienced nurse managers may support development of nurses' commitment and motivation as well. Appropriate plans aimed at raising nurses' self-awareness of their commitment and motivation, accompanied by interventions intended to improve both, are important parts of educational programs. The results of this study also indicated that the mean score of extrinsic motivation of participants was more than that of intrinsic motivation. So the study suggests that the physical and organisational context must be supportive and enable nurses to stand up to the demands of organization. Health care managers must be sensitive and pay attention to the preferences of each unique nurse through her or his needs.

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Received on 10.11.2013 Modified on 01.02.2014

Asian J. Nur. Edu. & Research 4(2): April- June 2014; Page 189-194