Literature Review Understanding the impact of co-workers motivational effort on employee morale and organizational commitment is the main

objective of the study. Several studies have been conducted across the globe to determine as to what constitutes to employee commitment towards a particular organization, organizational commitment can be seen as totality of internalized normative pressures to make employees act in a manner that meet organizational goals and standards, hence the stronger the commitment, the greater are the chances that employees are willing to adapt to the internalized standards rather than considering the consequences of the actions (Wiener, 1982), organizational commitment can also be seen employees attachment to, identification with and involvement with the organization Allen and Meyer (1990), It is hypothesized that employees with low affective commitment will choose to leave the organization, while employees with a high affective commitment will stay for longer periods, as they believe in the organization and its mission. while the continuance factor relates to the costs employee associate with leaving the organization and also includes tenure, career satisfaction and age There are several advantages to the organization for having a committed work force, according to the studies conducted by various researchers employee commitment leads to positive outcomes such as higher organizational support and citizenship behavior, decreased turnover and higher motivation (Kwon and Banks, 2004).Organizational commitment also tends to reflect the strong beliefs and acceptance of organizations goals and values, it shapes the behavior within and produces a strong desire to maintain membership in the organization(Mowday1982).

However it is yet to be determined if coworkers motivating each other play any role in organizational commitment or not, very little emphasis have been made so far on this issue especially in Pakistan, hence we now intend to determine the impact of coworkers motivation on organizational commitment, focusing on the social comparison theory employees respond to performance feedback differently depending on the highlighted factors of comparisons they make between themselves and their coworkers regarding their performance and productivity. Social comparisons are not only effective in comparing ones performance with others doing the same task but also helpful in improving ones own productivity through comparisons with more or less productive coworkers (Monteil and Huguet 1999). Researchers have also found out that usually individuals who have a high standing on a particular dimension, discourage their counterparts to apply or indulge in their similar activities in order to maintain their position, which suggest that once people have reached a higher position in an organization they tend to keep their standing over a period of time (Garcia, Song, and Tesser, 2010) Upward comparison process usually tends to result in positive actions for self improvement, viewing people to perform better than them can lead to setting of higher personal standards, which can lead to the motivation of subsequent efforts and positively impact performance (Blanton, Buunk, Gibbons, and Kuyper, 1999; Seta, 1982). When people perceive the goals to be achievable and realistic then they tend to work even harder. In todays fast moving and competitive environment hence it is not only important for the organizations to compare themselves with other direct competitors but also this dimension can also be used for the workers themselves, in an organization coworkers motivating each other can tend to lead to better results and profitable decisions, but these practices tend to take place with some boundaries. Hence it is seen that upward comparisons increase individuals beliefs in their potentials and capabilities to

perform at higher levels. There is also another way of comparing totally opposite to the previous one which is unfavorable social comparisons that is when workers see themselves inferior to others, which in turn tends to result in negative perceptions about one s self (Tangney 1995; Gilbert et al. 1996). Keeping in view the general nature of human behavior human beings dont usually want to be looked down upon or feel inferior than others hence this aspect also tends to motivate them to work harder, also According to the research conducted by (Nembhard,2005) people tend to work harder collectively, when they believe they need to compensate for the poor performance of their co-workers, hence co workers motivational effort largely depends on the type of work and people a person is dealing with. According to them people sometimes feel bounded or are compelled to work harder, because of another co worker not because they think its meaningful, but rather because they feel the other person is not competent enough, and is unreliable (Nembhard, 2005). Another reason pointed out by them was that, people tend to work harder because they believe its not the individual person whos being evaluated but the entire group (Williams and Karu, 2005). And since people are sometimes part of an underperforming group they tend to work hard because of other members. This also depends if the person in question, views the task as meaningful. In the first social psychological study conducted by (Ringelman,1997), it was pointed out that people tend to extend less effort, when working individually but in the presence of their co workers, this phenomenon is known as social loafing.

However the level of performance does not only depend on individuals comparing themselves with other coworkers but also on the level of motivation each person exhibits (Burney et al., 2007). Motivation is the process that arouses, directs, energizes and sustains behavior and performance Luthans (1998).According to Greenberg and Baron (2003, 2000) arousal deals with peoples drive behind an individual action that is people tend to deliberately create a positive impression on others and as a result work harder and perform well. People are also motivated to seek social equity in the rewards they receive, they tend to view their outcome (salary, promotion, recognition) and inputs (time, effort, experience, education) as a ratio and then compare these ratios with other coworkers and thus tend to get motivated if this ratio is high (Adams,1965), also positive employee perception leads to improved employee motivation which in turn leads to greater organizational commitment. In todays world managers across organizations are faced with the task of motivating their employees and ensuring consistent effort to their jobs, due to the competitive environment enhancing employees productivity is critical in staying ahead of the competition. Relating to previous researches it is now found out that leadership is about the relationship of the leader with the co-workers, if the organizations are able to teach their leaders to listen, reach and focus on the development of the coworkers then it is beneficial for both the organization and the leader, this process however requires a lot of commitment and follow up (Marshall Goldsmith, Howard Morgan and Marc Effron, 2003). Positive employee morale can also be a useful asset for the company as employees morale is very important in quest for high customer satisfaction especially in service sector industries, the reason being is that satisfied workforce has a positive energy and willingness to give good service that a customer gets. Morale is the behavior of the employees wanting to belong to an organization and are also happy being part of the organization. It is also established that high

morale is also due strong affiliation to a particular work group (E. Mayo, 1933).Generally increased
employee morale means a more productive, efficient and a happier employee.Employee with morale

problems tends to be focused with only the internal company processes and procedures than with the customer, this in turn can lead to lower customer satisfaction and hence lower profit for the organization which further lowers the morale of the employees, due to the possibility of redundancy. (Julie Abbott, 2002), having faith in self and their organization are both significant
factors in positive employee morale according to (Keller, 2006). Building positive employee morale is a desire, commitment, and attention on the part of management and the organization. A study on employee morale, (Mc Knight, Ahmad and Schroeder, 2001) provides us with a very significant piece of evidence on employee morale. They define it as the extent to which an employee feels accomplished regarding producing output and the environment around. They tend to use this term as an extensions of intrinsic and extrinsic motivation.