Together at work: employee motivation, cognition and commitment for better management decision-making
Turkkan, B.O. Kucukaltan, Berk Aydin, E. Yesilyurt, N.
Turkkan, B.O.
Kucukaltan, Berk
Aydin, E.
Yesilyurt, N.
Publication Date
2025
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Rights
© 2025 Emerald. This author accepted manuscript is deposited under a Creative Commons CC-BY-NC licence (https://creativecommons.org/licenses/by-nc/4.0). This means that anyone may distribute, adapt, and build upon the work for non-commercial purposes, subject to full attribution. If you wish to use this manuscript for commercial purposes, please contact permissions@emerald.com
Peer-Reviewed
Yes
Open Access status
openAccess
Accepted for publication
2025-09-18
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Department
Awarded
Embargo end date
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Additional title
Abstract
Purpose
This study examines the impact of motivational tools on organizational commitment by using the Fuzzy Cognitive Mapping (FCM) method, which is a modeling method for complex decision-making. As a result, this study aims to provide managers with an evidence-based decision-support model for employee retention and enhancing organizational commitment. By revealing the causal relationships between motivational factors that affect organizational commitment and their relative weights of importance, the research analyzes the extent of the direct and indirect impacts created by various motivational tools. Consequently, businesses can strategically direct their resources to create the highest impact, significantly reduce employee turnover rates and achieve long-term workforce stability.
Design/methodology/approach
Using an FCM approach, the study models the causal relationships between motivational factors and organizational commitment. Expert judgments were incorporated to create a hierarchical structure of motivational attributes, which were analyzed through iterative simulations.
Findings
The study shows that “career and promotion opportunities” and “authority and responsibility” play the most significant roles in shaping organizational commitment. These are closely followed by “Income” and “Job Quality,” which are equally important. The findings highlight that employee motivation is a complex and interconnected concept, requiring a well-rounded approach rather than focusing on just one factor to drive improvement.
Practical implications
Businesses should strengthen organizational commitment by creating career paths that clarify progression criteria and timelines, encouraging decision-making authority within employees' areas of expertise, ensuring that roles become more diverse and meaningful through job enrichment programs, and supporting these efforts by offering competitive compensation and benefits packages.
Originality/value
This research is adopted to elucidate the dynamics of motivation and organizational commitment by employing FCM method to elucidate the dynamics of motivation and organizational commitment. In contrast to classical motivation theories, FCM has enabled the empirical modeling of the bidirectional, dynamic, and complex interactions between motivational factors, revealing that job security–traditionally considered a “hygiene factor”–plays a systemic role in amplifying other factors. The resulting causal map provides managers with a concrete, visual, and evidence-based decision support system for prioritizing resource allocation and intervention strategies.
Version
Accepted manuscript
Citation
Turkkan BO, Kucukaltan B, Aydin E, et al (2025) Together at work: employee motivation, cognition and commitment for better management decision-making. Management Decision. Accepted for publication.
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Type
Article