The general area of interest in this research is managing human resources. More specifically, this research focuses on the motivation, identification, and development of candidates for future managerial responsibilities in the organization.
MOTIVATING INDIVIDUALS TO BECOME CANDIDATESFOR MANAGERIAL RESPONSIBILITY
The key to motivating an individual to become a candidate for future managerial responsibility within an organization lies not in urging an individual to seek such responsibilities, but, rather, in the developing within that individual a strong commitment to the organization. From such a commitment will flow the desire to seek managerial responsibilities.
Organizational commitment is defined in the context of three factors. Thus, organizational commitment is manifested as a (1) strong desire to remain as a member of a specific organization, (2) willingness on the part of an individual to exert high levels of effort for a specific organization, and (3) belief in and acceptance of organizational values and goals by an individual (Porter, 1986).
A variety of indicators are used in the measurement and analysis of organizational commitment. In a study of organiza tional commitment among bus drivers, Angle and Perry (1981) measured (1) turnover, (2) tardiness, (3) absenteeism, and (4) organizational adaptability as indicators of commitment. Addi tionally, demographic factors were employed as intervening var iables. With respect to organizational commitment, Angle and Perry (1981) assumed that organizations and their employes were in an exchange relationship. In such a relationship, each party makes demands on the other, and each party provides something in return. Thus, Angle and Perry (1981) attempted to establish linkages between organizational performance and organizational commitment.
Angle and Perry (1981) hypothesized that organizations whose members were strongly committed to them would be charac te...