The role of extrinsic and intrinsic motivation in developing organizational commitment in Russia: case Rautakesko

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dc.contributor Aalto University en
dc.contributor Aalto-yliopisto fi Fisk, Anna-Riikka 2013-08-13T06:51:14Z 2013-08-13T06:51:14Z 2013
dc.description.abstract Objectives 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. Methods 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. Findings 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 en
dc.format.extent 102
dc.language.iso en en
dc.title The role of extrinsic and intrinsic motivation in developing organizational commitment in Russia: case Rautakesko en
dc.type G2 Pro gradu, diplomityö fi Kauppakorkeakoulu fi School of Business en
dc.contributor.department Department of Management and International Business en
dc.contributor.department Johtamisen ja kansainvälisen liiketoiminnan laitos fi
dc.subject.keyword international companies
dc.subject.keyword kansainväliset yhtiöt
dc.subject.keyword Russia
dc.subject.keyword Venäjä
dc.subject.keyword motivation
dc.subject.keyword motivaatio
dc.subject.keyword commitment
dc.subject.keyword sitoutuminen
dc.identifier.urn URN:NBN:fi:aalto-201308147601
dc.type.dcmitype text en
dc.programme.major International Business en
dc.programme.major Kansainvälinen liiketoiminta fi
dc.type.ontasot Master's thesis en
dc.type.ontasot Pro gradu tutkielma fi
dc.subject.helecon Venäjä
dc.subject.helecon Russia
dc.subject.helecon organisaatio
dc.subject.helecon organization
dc.subject.helecon työntekijät
dc.subject.helecon workers
dc.subject.helecon motivaatio
dc.subject.helecon motivation
dc.subject.helecon sitoutuminen
dc.subject.helecon commitment
dc.subject.helecon vaihtuvuus
dc.subject.helecon staff turnover
dc.ethesisid 13294 2013-06-14
dc.location P1 I

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