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Journal of Leadership & Organizational Studies
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The Effects of Organizational Learning Culture, Perceived Job Complexity, and Proactive Personality on Organizational Commitment and Intrinsic Motivation

Baek-Kyoo Joo

Winona State University, Minnesota, bjoo{at}winona.edu

Taejo Lim

Samsung HRD Center, levulim.lim{at}samsung.com

This article investigated the effect of personal characteristics (proactive personality) and contextual characteristics (organizational learning culture and job complexity) on employees' intrinsic motivation and organizational commitment. Employees exhibited the highest organizational commitment when they perceived higher learning culture and higher job complexity. Employees were more intrinsically motivated when they showed higher proactive personality and perceived higher job complexity. The perception of their job complexity partially mediated the relationship between organizational learning culture and organizational commitment and the relationship between proactive personality and intrinsic motivation. Overall, organizational learning culture, proactive personality, and perceived job complexity accounted for 44% and 54% of the variances in organizational commitment and intrinsic motivation, respectively. In addition, proactive personality moderated the relationship between organizational learning culture and organizational commitment. Theoretical and practical implications, limitations, and recommendations for further research are discussed.

Key Words: organizational commitment • intrinsic motivation • job complexity • proactive personality • organizational learning • learning organization

This version was published on August 1, 2009

Journal of Leadership & Organizational Studies, Vol. 16, No. 1, 48-60 (2009)
DOI: 10.1177/1548051809334195
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