A management development model : Measuring organizational commitment and its impact on job satisfaction among executives in a learning organization

Purpose – The purpose of this study is to investigate the nature of organizational commitment and the impact on executive's motivational level in providing job satisfaction within a learning organization. Design/methodology/approach – A management development model examines the relationship between the measurable constructs. The model explores the relationship between the executive's motivation level and their outcome with job satisfaction and organizational learning. Findings – The results indicate there is a goodness‐of‐fit for the research model. The path coefficients explained a significant amount of variation along with the identification that organizational commitment is a significant attribute in the management development model. Research limitations/implications – Limitations include the self‐report methodology that measures perceptual data with a series of questionnaire items. Originality/value – The study examines executive's perceptions and the significance of organizational commitment. Management development specialists will recognize the dynamics of organizational commitment and its linkage with motivation and job satisfaction in a learning organization. There are practical applications for management development specialists and the model supports an environment in which employees are encouraged to use new behaviors and operation processes within the learning organization.