Motivation, Overcommitment Psychological Health Work

The UOEH Association of Health Sciences

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[Original)

Motivation, Overcommitment and

Work: A Path Analytic ApproachPsychological Health at

AkizumjTsuTsuMII, Makiko NAGAMi2, Kanehisa MoRiMoTo3 and Norito K.oLwnKAMi`

' Occupationai Hbalth 7}'aining Centen University ofOccupational andEnvironmental Heaith,

.lapan. }khatanishi-ku, Kitadyushu 807-8555, Jtipan2 Department ofCiinic:al PsLychologl,, funsai Chiiversity qf Pl'lrCfbTe Sciences. Kashiwabara-ciol

Osaka 582-O02C .lapan

3 Department ofSbciat andEhvironmental Mledieine, asaka UViivems'it.v Gncichiate Schooi ofMedicine. Suita-ci4i Osaka 565-0871, Jkepan" Dqpartment ofyl4bntal Health, U)iivenstty ofn)kyo Grackiate St'hool of7L4edicine, Bunlyo-ku, 7blp.Jo

li3-O033, lapan

Abstract :Overcommitment is fbrmulated in the Eflbrt-Reward Imbalance occupationat stress

model as a critical coping pattern in individuals, and refers to a strong tendency

to commit oneselfto work activities. Motivation in working life is related to

employees" productivity and good mental health. A total of556 employees

completed a questionnaire package relating to overcommitment and motivation in

working life, as well as the 28-item version of the General Health Questionnaire.Path analysis revealed that motivation and overcommitment are positively related

to each other but that the health consequences are different. It is justifiable to draw

a distinction between overcommitrnent and high motivation at work, as modifying

a copi"g pattern of overly committing to work on the one hand and enhancing

motivation on the other may lead to improved mental health for employees.

KOy wortis :work motivation, overcomrnitment, psyehoiogical health, stress, path anaiysis.

(Received 28 March 2008, accepted 3 July 2008)

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The UOEHAssociation of Health Sciences

2go A TsuTsLJMi et al

Introduction

The EfTbrt-Reward Imbalance model at work has gained attention in occupational researah because

ofits predictive validity for various health outcomes [1,2]. One ofthe unique features ofthe Eflbrt-

Reward Imbalance model concerns the inclusion ofa persenal component in an otherwise situational

model ofoccupational stress. Overcommitment defines a set of attitudes, behaviors and emotions

reflecting exeessive striving in combination with a strong desire to receive approval and esteem

in one's working ]ife. People characterized as overcommitted have a strong tendency to commit

themselves to work actiyities and make exaggerated effbrts beyond levels normally considered

approprlate,

With a few exceptions [3], evjdence supports tbe idea that overcommitment is associated with

various health outcomes, such as abdeminal and musculoskeletal symptoms [4 - 6], burnout,

depression [7,8] and cardiovascular risk factors [9 - 11]. A case-control study [12] demonstratedan increased risk ofmyecardial infarction in overcommitted employees, but due to the design of

this studM these findings should be interpreted cautiously. A one-year fbllow-up prospective study

showed a predictiye effect of overcommitment on selflreported health [13]. In anether study, a

stranger progression of carotid atherosclerosis was shown in overcommitted patients compared to

theiT counterparts [14]. Further evidence suggests that modifying the overcommitment coping pattem

is an eMcient interventional strategy for stress redriction in the workplace [ 1 5, t6].

Motivation is an important variable for employee productivity in occupational and organizational

psychology [l7,l8]. Motivation consists ofmulti-faceted concepts [l9]. The two main concepts

are achievement rnotivation and intrinsic!extrinsic motivation. Achieyement motivation can be

defined as an individnal's tendency to desire and work toward challenging personaJ and professional

goals. Intrinsic motivatiQn refers to the natura1 human propensity to perfbrm an activity for its own

sake, to seek out the pleasure and satisfaction jnherent in the activity [20]. Extrinsic motivation

refers to the perfbr:mance ofan activity to obtain some separate, extrinsic outcome. An extrinsically-

motivated person will work on a task eyen when they have iittle interest in it because ofthe

anticipated satisfaction they will get from a reward, such as money or grades. Individual differences

in achievement motivation have gained attention as they are related te employee productivity [17,i8].In addition, intrinsic motivation may be associated with good menta1 health [19], although the health

etfects ofmotivational behaviors in working life have rarely been investigated.

One may doubt whether the concepts of overcommitment and motivation in working ]ife are

ctearly distingujshed. From a practical perspective, fbr instance, do o¢ cupational health specialists

have to modify the behaviQral patterns ofhighly motivated employees? It seems legitimate that

motivation in working life, at least in part, underlies overcommitment but that the consequen ¢ es

are difTerent. These assQciations should be elucidated. 'Tb

approach this issue, we simultaneously

applied the relevant scales and exarnined the associations using a path analysis. We hypothesized

that 1) motivation in working life and overcommitrnent are positively related to each other, 2)

overcommitment is positively correlated with adverse psychotogical outcome, but 3) motivatien has a

negative correlation, or at least null associations, with adverse psychologicai outcome,



The UOEHAssociation ofHealthSciences

Motivation and Overcommitment 281

Method

Subjects

Since 1991, an annual survey, in the fbrm ofa selgadministered questiennaire, has beencarried out as part of occupational health management by the health and safety section of a

Japanese appliance manufacturing company. The analysjs in this study was based on the survey

conducted within the company during July 2000, at which time the company had 822 fu11-

time employees. The analysis was carried out with the employees' informed consent, and fu11

confidentiality ofthe gathered infbrmation was guaranteed, The psychological questionnaire

package included Japanese versions ofthe Effort-Reward Imbalance questionnaire, the

motivational scale, and the 28-item version of the 6enera] Health Questionnaire (GHQ28). In

total, 595 employees responded (response rate = 729/6), Ofthe responses, we analyzed those with

complete data (n = 556). Table 1 shows the profile ofthe study population.

Table 1. Prefile ofthe study population

Study variables

Scx, n <%) Men

Womcn

450 (81)I06 (l9)

Mean ± SD age. years (range) 39 ± 11 (20-65)

Mean ± SD duration ofwork experience, years (range) IOt 8(0-42)

Educatien, n (%)

Completivn ofuniver$ity or postgraduate education

Less than university

223 (4e)

333 (60)

Employment status, n (9'e)

Holding a managerial position

Gencral cmployee

138 Q5)41g (75)

Performing shi ft work, n <9f,) lkls

No

33(6)

523 (94)

T:hequestionnaines

Overeommitment.

The distinct personal pattern of coping with job demands was theoretically extracted from

global type A behaviors [21,22], The overcommitment scale (29 items) was composed of fbur

subscales to measure relevant aspects of this coping pattern: `Cneed

for approval" (6 items, e,g.,"I

get especially frustrated when my work is not properly appreciated"), tLcompetitiveness

and

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282 A Tsurst]Mi et al

latent hostility" (6 items, e,g., '"I

don't let others do my work"), "disproportionate

irritability" (8items, e.g.,

`･I

get easily overw,helmed by time pressures at work"), and "inability

to withdraw

from work" (9 items, e.g,, '-Work

is usually still on my mind when I go to bed") [21]. The four

respective subscales were repeatedly found to load on one latent factor in second-order factor

analysis. The response options fbr overcommitment on a 4-point scale, ranging from "strongly

agree" to L`strongly

disagree," were based on intensity. The scQre was established by separating

the answers to each item-the werst two catcgories ofthe critical coping pattern (coded as 1)

versus the rest (coded as O)-and adding thcm together. The scores were then summed acress

the 29 items to preduce a possible range of scores frem O to 29 [23], Psychometric properties

of the Japanese version of the overcommitment scale w'ere eva]uated, including the theory-

drive factorial validity (confirmatory factor analysis) [24]. Briefly, in our sample, a measure

of goodness of fit (GFI; see Statistics section) indicatcd almost perfect fit (O.999) in the second-

order factor analysis tcsting the four subscales, whereas the respective measure was O.802 when

thc uni-dimcnsional factor was testcd. Thc Cronbach a coefficient ofthe ovcrcommitmcnt scale

was O.72. Although a shorter version of the overcommitment scale was developed later [25],we used the original version in the present study, because it was composed of entirely relevant

overcommitment dimensions and had enough variance for analytical purposes (path analysis).

ildbtivation.

Based on Item Response Theory [26], Sakazume et aL developed a scale to measure

employees' motivation at work. Thc scale was composed of four uni-dimensional subscales:

selfifu1fi11ment achievement motive, competitive achievement motive, intrinsic motivation and

extrinsic motivation [27]. rlMio

achievement motive scales were derived fi'orn scales developed

by Horino and colleague [28,29], and were applied to working personnel. The sel"fulfillment

a¢ hievement motive refers to the motive to reach one's goal irrespective ofhow one is respected

by others (4 items, e.g., "Even though I am allowed to do only a predetermined set oftasks, I still

want to make the most efmy ability at work'"). The scores were summed across the four items

to produce a possible range of scores from 4 to 20 (a = 0,70). The competitive achievement

motive taps motivation derived from competing or a desire to be better than others (5 items, e.g.,"It

is good to know that I am considered more competent than some of my colleaguesT'). The

scores were then summed across the five items to produce a possible range of scores from 5 to

25 (cr == O.80). Intrinsic motivation refers to doing an activity for itseltL for the pleasure and

satisfaction derived f'rom participation. Deci and Ryan [3e] conceived intrinsic motivation from

the innate psychological needs ofcompetence and sel"determination. A 10-item scale was

developed to measure employees' intrinsic motivation (e,g,, "1

work to gain a sense of delight

and satisfaction from work"), The scores were then summed across the 10 items to produce a

possible range ofscores from 1O to 50 (a = O,89). Extrinsic motivation is relevant for a variety

ofbehaviors which are engaged in as a means to a goal but not for their own sake [31]. A six-

item scale was developed for extrinsic motivatien in working life (e,g,, "I

work to earn enough

income to improve my standard of living"), and the scores were summed across the six items

to produce a possiblc range of scores from 6 to 30 (or =: 0.72). The scores were thcn summcd




Motivution and Ovcrcommitmcnt 283

across the 25 items to produce a possible range of scores frem 25 to 125. Investigation into

the psychometric properties of the scale showed the discriminant validity with respect to major

socio-demographic variables. For instance, levels of achievement motives both for self

fu1fi11ment and competition were higher among younger employees than older employees, and

the level of intrinsic motivation was highest among those at the highest oc ¢ upational position,

e.g., the head ofa department [27], In our sample, we confirmed that the second-order factorscorresponded to the construct ot` interest much better than the first-order factors did (GFI =

O,984

vs. O.671). The Cronbach a coefficient ofwork motivation scale was O.91.

Rsychologicatotttcome.

Psychological outcome was measured using the GHQ-28, which is one of the most commonly

used screening instruments to detect current and diagnosable psychiatric disorders [32], The

questionnaire refers to a respondent's experience over the past week. The GHQ-28 includes

items related to somatic symptoms, anxiety and insomnia, social dysfunction and severe

depression, It was coded in the conventional fashion, "GHQ

scoring," with scores potentiallyranging from O to 28. Again, in our sample, GFI was substantially improved (O.996) in the

second-order factor analysis testing the fbur subscales when compared to the uni-dimensional

factor analysis (O.661). The Cronbach cr coefficient ofthe GHQ-28 scale was O,89.

Statistics

Based on the evidence that unidimensionality was achieved by respective subscales for the

constructs of interest (i.e., overcemmitment, motivation at work and adverse psycho]ogica]outcome), we decided to build our measurement models based on the subscale scores of

each construct and carry out our main analyses, The mean and standard deviation (SD)were calculated for each psycho]ogical score. Pearson's correlation coefficients among the

psychological variables were then calculated. Befbre hypothesis testing, the appropriateness

of the measurement model was tested by the fu11 confirmatory factor analyses including the

three constructs of overcommitment, motivation and GHQ [33], Firstly, a one-factor model was

estimated proposing that all 12 subscales load on the same underlying dimension. Secondly,

two models were estimated positing the original three factors representing oyercommitment,

motivation and GHQ, Variants reflecting differing constructs were compared within the models

by constraining inter-factor correlations to O (i.e., orthogonal model) or allowing them to freety

correlate, As the models estimated stand in a nested sequence, the relative fit of the models

was tested using the chi-square difference test (AxZ). We then employed a path analysis to

test the hypothesized model relating overcommitment, metivation and GHQ-28 (Fig. 1). The

overall fit ofthe model to the data was assessed by multiple fit indices, including the chi-square

statistic, the root mean square error of approximation (RMSEA), the normed fit index (NFI),the comparative fit index (CFI), the goodness-ogfit index (GFI), the adjusted goodness-o"fitindex (AGFI) and the Akaike infbrmation criterion (AIC). The eflicct ofmodel complexity was

compensated fbr by dividing the discrepancy due to approximation by the number of degrees of

freedom fbr testing the model, Taking the square root ofthe resulting ratio gaye the population

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284 A TstJTsuMl et al

RMSEA. An RMSEA value of about O.05 or less indicates a close fit of the model in relation

to the degrees of freedom, but the model cannot be employed if the RMSEA is greater than O.1

[34]. GFI andAGFI indicate the amount ofvariance and covariance explained by the model

[35]. GFI and AGFI are sensitive to variations in sample size. In large samples, models rarely

fit the data, even when the difference between the true model and the hypothesized model is

negligible [36]. NFI and CFI are fairly robust and independent of sampie size. NFI, CFI, GFI

and AGFI should be greater than O.90 to indicate an acceptable model fit. The AIC is another

measure ofthe goodness of fit ofan estimated statistical model and an operational way oftrading

offthe complexity of an estimated modet against how well the model fits the data. The preferred

model is the one with the lowest AJC value [37]. The maximum like]jhood method was applied

to estimate the parameters [38]. To confirm our hypothesis. we tested an alternative model.

We tested whether individuals' psychological state would influence both overcommitment and

motivation by drawing the paths from GHQ-28 to overcommitment and motivation. Statistical

analyses on reliability were undertaken with SPSS 14.0 for Windows, The path analysis was

canied out using the statistical package AMOS 6.

Results

The results in Table 2 show the summary measures and corretations among the variables.

As expected, overcommitment subscale scores were positively cerrelated with motivation

scores, except among the scales ofneed fbr approval, competitiveness and latent hostility,

selfifulfillment achievement motive and competitive achievement motive (r =t from O.32 to

O.44). Here the correlation levels were slightly lower than those for the overcommitment

subscate scores and those for the motivational scores. Expected correlations were found

in the associations between overcommitmentfmotivations and GHQ-28 subscales. The

overcommitment subscale scores were positively correlated with GHQ-28 subscale scores of

anxietylinsomnia and social dysfunction, except for one pair (competitivenessflatent hosti]ity and

social dysfunction), The score ofinability to withdraw fi'om work was positively associated with

somatic symptoms and severe depression (more critical components of the GHQ-28). On the

other hand, motivational scores generally had null associations with GHQ-28 subscale scores.

In particular, although the associations were weak, statistically significant negative corretations

were fbund between intrinsic motivation and three out of fbur GHQ-28 subscales.

A clear finding of the confirmatory factor analyses was that the one-factor model proposingthat all 12 subscales load on the same underlying dimension did not account for the data (x2(54) = 1095,I7, P < O.OOI ). The three-factor model with the factors fi'eely corretated provideda significantly better fit to the data than the three-factor model with constraining inter-factor

correlations to O (Ax2 (3) = 176.49, P < O,OOI), suggesting that some degree of association

between the original three factors representing overcommitment, motivation and GHQ was

important to consider.

Figurc 1 shows the standardized regression coeMcients fbr the hypothesized model. Motivation


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The UOEHAssociation ofHealth Sciences

Metivation and Overcommitment 287

was significantly and positively associated with overeommitment, and overcornmitment

was significantly and positively associated with the GHQ-28 score, whereas motivation was

significantly and negatively associated with the GHQ-28 score. The hypothesized modet fitted

the data relatively well. Although the chi-square value was significant (x2 (51) = 196.13, P <

O,OOI) and the RMSEA value was slightly large (O.072), the NFI (O.91), CFI (O.93), GFI (O.95)and AGFI (e.92) met the acceptable benchmark values of O.90 and above. The AIC was 250. 13.

The path hypothesizing whether individuals' psychological state in fl uenced both

overcommitment and motivation showed a worse model fit than that of our first hypothesis

and the model fit indjces other than RMSEA and GFI did not satisfy the criterion: xi (52> =

337.69, RMSEA =

O.099, NFI =

O.84, CFI ==

O.86, GFI -

O,91, AGFI =

O.87 and AIC -

389.66,

respectively.

Discussion

The findings ofthis study indicate that individual motivation in working life and

overcommitment are related to each other, but that the associations "Jith psychiatric indicators are

different. Overcommitment is positively correlated with GHQ-28 score, whereas the association

between work motivation and GHQ-28 score is negative, ]t is important to draw a distinction

between high motivation and overcommitment at work, because enhancing ene while reducing

the other may lead to employee -,ell-being as far as mental hcalth is concerned.

As in previous studies [7,8], our study indicates that overcommitment to work is asgociated

with an adverse psyehological outcome. Work commitment is praiseworthy. However.

commitment to work be¢ omes a problem, when an empleyee overdoes it and cannot separate

hisfher work from his!her private life. Identifying such a behavioral pattern is a step which can

lead to an ef}'ective individual stress-reduction approach in the werkplace. Evidence implies that

intervention aimed at stress reduction at the interpersonal level works by modifying the critical

coping pattern [15]. The most promising approaches te modifying such behavioral patterns are

cognitive-behavioral approaches [39], because their range of applicability is wide and current

evidence shows their effectiveness [40]. Modification ofoyercommitment might be most

bencficial in employees who work overtime [16], Although the negative association between motivation and poor psychological state is not

surprising, few studies have invcstigated the efTects ofmotivation in working life on cmployees'

psychological health. Socia] environments can enhance intrinsic motivation and mental hea]th

by fulfilling innate psychological needs, such as competence, autonomy and good interpersonal

relationships [19], Examples ofsocial enviromnents include feedback, communication and

rewards. Incorporating such factors in the workplace has the potential for positive motivation

and, in turn, for the enhanced performance and mental health of intrinsically motivated

employees [19]. Even the largest ofthese correlations (r =

O.44) acceunted fbr only 199i6 ofthe variance in one

overcommitment variabJe by variations in motivation. This finding jmplies the djscrimjnant

validity ofthe overcommitment concept with the related variables. In addition, an investigation

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2gg A Tsui'suMi et at

into some other psychosocial factors which may account for a portion ofthe remaining variations

may provide c]ues for another stress-reduction approach, An individual coping pattern may

be reinforced by specific circumstances in professjonal life [41 ,42], The fact that there is littte

evidence shows the need fbr more research to explore the concept in relation to social context as

well as by observation throughout a worker's professional life.

Together with an investigation into the above-mentioned new study proposals, replication

of our research is needed due to several study limitations, The cross-sectional design did not

permit a causal interpretation between the studied variables. Although the sample size was

sufficiently large in our practical investigation, the response rate was moderate [43], therefbre

the results may not be representative. The observed associations may be inflated, because

response tendencies such as negative affectivity [44] were not taken into account. Despite

obvious limitations, however, this study provided usefu1 clues for occupational health specialist

practlces.

Acknowledgement

This study was based on the continuous research ofdevelopment and application ofthe

Japanese version of Effbrt-Reward Imbalance questionnaire, and partly supported by Grand-in-

Aid for Scientific Research (C), from the Japan Ministry of Education, Culture, Sports, Science

and Technology (2001-2004; project number 16590476).

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The 　 UOEH 　 Assooiation 　 of 　 Health 　 Soienoes

292 ATSLrTSuMi　et　at

仕事上のモチベーション，オーバーコミットメントと心理的健康：パス解析による検討

堤明純 1，長見　まき子

2，森本　兼曩 3

，川上　憲人 4

1 産業医科大学　産業医実務研修センター

2関西福祉科学大学　臨床心理学科

1 大阪大学大学院　医学系研究科　環境医学

4東京大学大学院　医学系研究科　精神保健学分野

要旨：過度に仕事に傾注することを示すオーバー

コミットメントは，努カー報酬不均衡職業

　　性ストレスモデルに組み込まれている概念で，危険な行動パタンとされている．一方，

　　仕事 1：のモチベーションは，就業者の生産性や良好なメンタルヘルスと関連があると

　　されている、556 名の就業者に，オー

バー

コミットメント，仕事 Lのモチベー

ションと

　　精神的健康度を測定するGHQ28 を含む調査票を適用した．パス解析により，オーバー

　　コミットメントとモチベーション問には正の相関があるものの，精神的健康度との関

　　係は両者で異なることが示された、過度に仕事に傾注するような行動パタンはその行

　　動変容を図ることが，一

方．仕事上のモチベー

ションはその醸成を図ろうとする試み

　　が，就業者のメンタルヘルス向 E にそれぞれ寄与する．口∫能性があるので，向者を弁別し

　　て対応することが望まれる．

キーワード　仕事上のモチベーション，オ

ーバーコミットメント，精神的健康度，ストレス，パス解析，

JUOEH （産業医大誌） 30 （3）： 27g　一

　292 （2008 ）

N 工工一Eleotronio 　Library 　

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Motivation, Overcommitment Psychological Health Work