Work motivation and organizational commitment in companies in the retail sector
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This study examines the relationship between work motivation and organizational commitment in companies in the commercial sector, with the aim of integrating theoretical approaches and empirical evidence regarding the factors that influence employee retention, identification, and performance. Using a qualitative approach, a non-experimental design, and an exploratory literature review, scientific articles, theoretical studies, empirical research, reviews, and meta-analyses published in English and Spanish were analyzed. The information was organized in a documentary matrix and interpreted through thematic analysis and constant comparison. The findings show that autonomous and intrinsic motivation are more closely associated with affective commitment, organizational identification, and service-oriented behaviors. Compensation, incentives, and job stability contribute to employee retention; however, they are insufficient to generate deep commitment when implemented in isolation or through coercive mechanisms. Likewise, supportive leadership, justice, ethical climate, communication, socialization, and development opportunities jointly strengthen motivation and organizational attachment. It is concluded that commercial companies should integrate equitable compensation, autonomy, recognition, participation, and professional development while distinguishing contractual retention from sustainable commitment. Gaps remain due to the predominance of cross-sectional designs and the limited availability of longitudinal and Latin American evidence.
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