Job involvement and motivation: Are intrinsically motivated managers more job involved?

Abstract In contrast; to prevailing thought, the present study reveals that managers with salient extrinsic needs are as likely to be involved in their jobs as managers with salient intrinsic needs, provided their salient extrinsic needs are met. In fact, with salient extrinsic needs, a manager seems to experience greater job satisfaction and consequently more job involvement than with salient intrinsic needs. A conceptual distinction between actual involvement in a particular job and importance of work in general in a person's self-concept is suggested and the implications of such a distinction are discussed.