Kauppakorkeakoulu | Johtamisen ja kansainvälisen liiketoiminnan laitos | Kansainvälinen liiketoiminta | 2013
Tutkielman numero: 13294
The role of extrinsic and intrinsic motivation in developing organizational commitment in Russia: case Rautakesko
|Otsikko:||The role of extrinsic and intrinsic motivation in developing organizational commitment in Russia: case Rautakesko|
|Vuosi:||2013 Kieli: eng|
|Laitos:||Johtamisen ja kansainvälisen liiketoiminnan laitos|
|Asiasanat:||Venäjä; Russia; organisaatio; organization; työntekijät; workers; motivaatio; motivation; sitoutuminen; commitment; vaihtuvuus; staff turnover|
|Avainsanat:||international companies; kansainväliset yhtiöt; Russia; Venäjä; motivation; motivaatio; commitment; sitoutuminen|
The objective of this study is to examine aspects closely affecting retention of employees in Rautakesko's Russian subsidiaries. More specifically, this research aims to explore the role of extrinsic and intrinsic motivation in developing organizational commitment and ultimately retention in Russia. Moreover, the study aims to contribute to the talent management literature concerning emerging markets.
This research represents a single qualitative case study. Two sets of semi-structured interviews were conducted during the study; one interview structure was established for the directors of the company in order to examine current retention practices and the other for the employees at the Russian subsidiaries to gain insight on the underlying motivational factors. The data was analyzed using thematic content analysis, in order to identify emerging themes at multiple levels of the organization.
The main findings of the study are two-fold. As expected, the roles of extrinsic motivation and intrinsic motivation were both considered important among the key employees. As predicted, intrinsic rewards that develop organizational commitment were development opportunities, manager support and performance management practices. Furthermore, extrinsic rewards were considered important but not as crucial as expected. Also, a new theme, employer image and values, emerged from the data. However, the results from the organizational representatives, on the other hand, revealed that the current retention practices largely consist of extrinsic rewards. The role of intrinsic motivation in retention practices appeared less significant. This was speculated to stem from the Russian business culture, low level of income and the short time of operations in the country. In terms of talent management, these results indicate that the underlying themes behind the overall approach to organizational commitment in emerging markets is more multifaceted than expected.
Key Words: Turnover, organizational commitment, intrinsic motivation, extrinsic motivation
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