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This study investigates the impact of Organizational Commitment (OC) and employee motivation on sustainable practices within a financial institution, through a descriptive and quantitative case study approach. The research aims to explore the relationships between affective, normative, and calculative dimensions of OC, and both intrinsic and extrinsic motivational factors, in shaping sustainable workplace behaviors. Data were collected from 121 employees using validated instruments, including the Organizational Commitment Assessment Scale (EACO), the Multidimensional Work Motivation Scale (MWMS), and a sustainability behavior scale. The results reveal a paradoxical negative correlation between OC and employee motivation, challenging conventional assumptions in organizational theory. Furthermore, no significant direct relationships were found between either OC or motivation and the adoption of sustainable practices. However, motivation was found to moderate the relationship between OC and sustainable behavior, suggesting a complex mediating mechanism. These findings contribute to the theoretical understanding of sustainable behavior in organizations and offer managerial insights into fostering employee engagement with sustainability strategies. The study emphasizes the importance of nuanced leadership and human resource strategies that align commitment and motivation to effectively support sustainability goals in financial institutions. Limitations and future research directions are also discussed.

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Bound by Purpose or Policy? Unpacking the Role of Commitment and Motivation in Driving Workplace Sustainability

  • 会议论文

  • 发表日期：

    2026年

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  • Maria de Lurdes Gomes Neves,
  • A. O`Neil,
  • M. Marques,
  • Catarina Cupertino Simas

摘要

This study investigates the impact of Organizational Commitment (OC) and employee motivation on sustainable practices within a financial institution, through a descriptive and quantitative case study approach. The research aims to explore the relationships between affective, normative, and calculative dimensions of OC, and both intrinsic and extrinsic motivational factors, in shaping sustainable workplace behaviors. Data were collected from 121 employees using validated instruments, including the Organizational Commitment Assessment Scale (EACO), the Multidimensional Work Motivation Scale (MWMS), and a sustainability behavior scale. The results reveal a paradoxical negative correlation between OC and employee motivation, challenging conventional assumptions in organizational theory. Furthermore, no significant direct relationships were found between either OC or motivation and the adoption of sustainable practices. However, motivation was found to moderate the relationship between OC and sustainable behavior, suggesting a complex mediating mechanism. These findings contribute to the theoretical understanding of sustainable behavior in organizations and offer managerial insights into fostering employee engagement with sustainability strategies. The study emphasizes the importance of nuanced leadership and human resource strategies that align commitment and motivation to effectively support sustainability goals in financial institutions. Limitations and future research directions are also discussed.