IntroductionTo enhance the employees’ performance, the leaders of organizations have considered the latest procedures in the current extremely competitive atmosphere. It is vocalized by Nelson and Cooper (2007) that observing the organizational behavior in a different way, causes to consider the occupation with a new look and concentrates on positive attributes of individuals and organizations without paying attention to disease or dysfunction (p. 3). Based on positive attributes, we predict that fortifying job involvement can be considered as a significant variable which influences the organization’s outcomes. As claimed by Kanungo (cited in Eldor & Harpaz, 2018), job involvement means, “cognitive or belief state of psychological identification”. Supposedly, individual’s internal cognition of activity identities or beliefs is the foundation of job involvement (Peng, 2018; Robbins & Judge, 2018, p.50). Psychologically, people are identified by their job and work activity is supposed essential to self-concept (Welbourne & Sariol, 2017; Zagenczyk, & Murrell, 2009; Ho, 2006; Carson, Carson, & Bedeian 1995). Brown (1996) noted that occupation activities swallow an enormous proportion of time; moreover, a fundamentally vital aspect of every body’s life is constituted by it. Shy, Hu, and Chuan (2018) pointed out two aspects for job involvement. The first one is the work enthusiasm level and secondly, the work identification that must be stronger than others. Typically, accumulation of workplace rewards is a subsequence of fortifying job involvement and it plays a dominant role in heightening factors e.g. continuance commitment (Dawkins, Tian, Newman, & Martin, 2017; Erdheim, Wang, & Zickar, 2006). Lambert, Qureshi, Frank, Klahm, & Smith (2018) proposed, when an individual places the job at the center of his life’s interest, his job involvement takes a high degree. The well-known saying: ‘I live, eat, and breathe my job’ describes an individual whose job involvement is strongly high (Lambert et al., 2018; Peng, 2018; Yeh, 2018; Kong, 2013; Lambert, Minor, Wells, & Hogan, 2016; Nyambegera, 2000). Overall, self-accomplishment, positive and career-oriented psychological state are established by influential job involvement (Peng, 2018).Job involvement is one of the most important attitudes that as well as job satisfaction and organizational commitment specify much researches to make their concepts understandable (Robbins & Judge, 2018, P.50). Subsequently, job involvement and organizational commitment possess reversal relationship with absenteeism and turnover (Lambert et al., 2018; Erdheim et al., 2006; Lam, Lo & Chan, 2002; Brown, 1996). Considering and developing job involvement is important because it impacts the various organizational variables such as organizational culture (Taştan & Türker, 2014; Taştan, 2013), creativity (Eldor & Harpaz, 2018), organizational commitment (Erdheim, Wang, & Zickar, 2006; Lambert et al., 2018), performance (Brown & Leigh, 1996; Nirwan, 2017) and innovative behavior (Peng, 2018). Investigating job involvement is necessary because others’ research results indicate that it is influenced by different variables e.g. employees’ character (Brown, 1996), coaching and team effectiveness (Shy et al., 2018), emotional intelligence (Yeh, 2018), leader’s creativity (Zhao & Guo, 2019), career competencies (kong, 2013), perceived organizational support (Cheng, 2011), change-oriented leadership (Mikkelsen & Olsen, 2019), psychological climate (Brown & Leigh, 1996) and job characteristics (Moynihan & Pandey, 2007). Motivation improvement is one of the factors to impact job involvement. Based on Mills (2011), inner motivation to fulfill the responsibility can be stimulus of job involvement and the combination of internal motivation and attempt, and then the proportion of job involvement will be increased (Mills, 2011). With regard to change human force to a persistent worthy capital that can add value to the organization, it is important to provide a condition for employees to work highly motivated in a safe and calm atmosphere. They must employ their maximum attempts and abilities or job involvement toward achieving organizational goals.The work-related responsibilities need a vital factor that is called motivation (Rochat & Rossier, 2016). Counseling sessions fortify attention through motivation that is effective on treatment (Ryan, Lynch, Vansteenkiste & Deci, 2011). One of the job involvement components is internal motivation and the other is supposed as the individual’s active participation in the job, physically or mentally, that is the foundation of self-esteem and self-concept which extraordinarily affect the job involvement (Ho, 2006; Pelkey, 2017; Welbourne & Sariol, 2017). Various variables have the effect on job involvement, so possessing high job involvement keeps the competitive mood in a way that the others are encouraged to enable their constructive abilities such as self-esteem (Pelkey, 2017). Motivation is assumed as the foundation of counseling and treating hopelessness. Employees’ engagement and participating in making change cause formative and long-term results (Ryan et al., 2011). According to Srivastava’s research (2014) employees’ motivation is related to the job involvement, so low burnout individuals are more job involved and organizational committed; moreover, low level of motivation is caused by high burnout. This is depicted in the research of Skipworth (2016) that there is a small or medium positive relationship between intrinsic and extrinsic motivation and satisfying job involvement or organizational commitment for who works in nontraditional organizations. According to the represented evidence, we understand that the employees who get pleasure and satisfaction out of job involvement approve their importance and value completely. So, they are more satisfied and eager to be loyal toward the job and organization (Fernet, Trépanier, Demers, & Austin, 2017). According to Awuja and Ahiakwo (2019), making change needs energy and motivation is the stimulus of it and energizes the individuals to reach the goal as well as representing the necessary actions which must be accomplished toward reaching goals. For instance, the sufficient amount of teacher’s motivation leads him to an influential job involvement and finally teaches perfectly that causes the students’ good performance. As regards, it can be noted that occupation and influential organizational or job commitment as the changeable policy can associate with motivation effectively in the job area (Fernet et al., 2017). Moreover, there is positive relationship between motivational needs and job involvement or negative relationship between motivational tension and job involvement (Awuja & Ahiakwo, 2019). In line with this result, Brown (1996) stated the individuals either are being stimulated by or drawn in their occupations deeply as well as being alienated from it not only mentally but also emotionally. Besides, internal motivation that causes work accomplishment is the real reason of job involvement (Mills, 2011). Intrinsic motivation as an internal factor is a personal intention for overcoming the job challenges and communicating with trustful colleagues. Job satisfaction comes from intrinsic motivation. There is difference between the employees who have different stimulus for being motivated. Therefore, knowing them and discovering their motivational factors are vital. The leaders can motivate the staff by intrinsic and extrinsic motivators, too (Awuja & Ahiakwo, 2019).Kiruja and Mukuru (2018) remarked that motivation as an inner stimulus or external factor helps the employees to behave particularly that finalizes rewards. Moreover, a formative component in a competitive area is motivation that can help the employees intrinsically to perform better. Productive and satisfied employees perform loyally and do not desire to change their workplace.One of the most interesting approaches to make the employees explore the career is motivational interviewing because it helps them to understand that career is the acceptance of many responsibilities- exactly something that is tough to accept (Krieshok, Motl & Rutt, 2011). Motivational interviewing is a collaborative conversational style for strengthening a person’s motivation for commitment and change (Fortune, Breckon, Norris, Eva & Frater, 2018; Rosengren, 2018, p.12; Wilcox et al., 2017, p.19). Motivational interviewing also recognizes that people have the right to self-determination, to decide whether they will or will not change, to what degree, and how they will do so. Clients are credited with autonomy to make the correct decisions for themselves in every session of counseling (Corcoran, 2016, p.1). As a clinical approach to cure substance use disorders, motivational interviewing was developed in the 1980s (Laws et al., 2018; Wilcox et al., 2017, p.19; Fortune et al., 2018). Health care uses the benefits of motivational interviewing; moreover, interestingly, the other organizations and systems, such as legal system utilize it to develop change in behavior which can support others’ well-being (Wilcox et al., 2017, p.19).Contribution in adapting, engaging and searching can develop ideal manner in employees. But, what is the best method to stimulate workers to participate more and more in their jobs? (Krieshok et al., 2011) Britt, Sawatzky & Swibaker’s research (2018) about motivational interviewing toward enhancing employment concluded that in accordance with job, motivational interviewing is influential in three areas: increasing job motivation, participating in job activities and continuing the job. Motivated employees are known as the creative, reactive and enthusiastic people and committed to their organizations and customers, so their involvement has significant impact on the workplace (Kiruja & Mukuru, 2018). The purpose of motivational interviewing is change that some of the individuals need it. The evidences illustrate that motivational interviewing is an intervention that is influential alone; besides, it is able to impact the employees’ fulfillment (Gance-Cleveland et al., 2017). One of the significant motivational interviewing principles is creating conflict or disagreement in staff’s condition. The time difference is provided for the staff so that they can witness a big difference between their current behavior and future goals. The motivational interviewing psychologist represents an active role in creating these differences by listening skills (Glynn & Moyers, 2010). It is expected to represent the effectiveness of motivational interviewing-lead on several sorts of situations; besides, the represented approach can create trust and profitable relationships between the individuals or make the team accomplishment better and more important than that increase the employees’ satisfaction, deduct turnover and develop the performance of the organization (Wilcox, Kersh & Jenkins, 2017, p.29).Accordingly, the motivational interviewing method is used as an organizational variable such as leadership because of its specific qualities. It is necessary to observe three leadership teams to recognize when facilitating adapt goals with the employees:1. Taking organizational transition is a process.2. Employees’ freak is supposed normally.3. Employees must find their own alternatives to take adaptation goals (Fields, 2006, P. 5).The purpose of current research exposes the effect of group counseling based on motivational interviewing on job involvement. According to the evidences, we claim that developing the organization toward goal achievement is one of the consequences of improving employees’ job involvement. Mills (2011) claims that if the employees involve in their job, the organization reaches its goal mostly; moreover, selecting the appropriate team of staff makes the achievement easier.Although, any researches haven’t done yet to embody the impact of mentioned interference on employees’ job involvement directly, the process attracts researchers’ attitude and create this question, is it possible the group counseling based on motivational interviewing influences the employees’ job involvement?