Organisational commitment, motivation and performance in the public sector. The case of Malta.

摘要

This research is a comprehensive examination of the causal relationships between selected antecedents, organisational commitment (OC), public service motivation (PSM), and performance in an organisational setting using structural equation modelling and traditional analysis. The antecedents examined include personal attributes, conflict and ambiguity role states, job characteristics, employee perception of the organisation, and employee-leader relations. The goals of the research include: (a) to establish which of the examined antecedents positively or negatively affect OC, PSM and performance; (b) to establish if committed employees are more motivated; (c) to identify the dimensions of OC that have a negative influence on PSM and vice-versa, (d) to examine the impact of OC and PSM on performance; (e) to discuss the organisational implications and suggest appropriate HR management practices to develop the right type and level of OC and PSM; and (f) to suggest change management policies that would maintain and possibly increase the OC and PSM level of employees, thus increase performance.; The research design is based on a cross-sectional survey method utilising a primary data source. The questionnaire was administered anonymously on a voluntary basis during paid working hours on a census method amongst the administrative grades of the Maltese Public Service. The collected data was examined to ascertain the effect of missing data, outliers, and the ordinal data phenomenon, testing assumptions that needed to be observed in conducting multivariate analysis. Construct validity and reliability using both factor analysis and confirmatory factor analysis were conducted, illustrating that the instruments measured the concepts that they purported to measure within and between the scales.; A comprehensive analysis was conducted, consisting of (a) multiple regression analysis and structural equation modelling to establish predictive validity for each construct related to OC, PSM and performance; and (b) analysis of variance to explore the individual hypotheses for each research question. The analysis provided evidence of predictive and concurrent validity. The research examined the organisational implications and provided recommendations regarding human resource management practices and the management of change. Finally, the research study provides a stage by stage strategy for creating the achievement workplace taking into consideration the various research findings. The study emphasises that having a motivated and committed workforce will enable organisations to obtain co-operation in times of major change.