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Thus, this encourages researchers to fill in the gap by measuring the effect of administration of job satisfaction on job motivation.This study has three main objectives: first, to examine the relationship between job satisfaction and job motivation.
Second, is to investigate the relationship between intrinsic satisfaction and job motivation.
Finally, is to examine the relationship between extrinsic satisfaction and job motivation.
However, if the employee is not satisfied, this may lead to lower motivation and work performance (Chuang et al., 2009; Mirkamali & Thani, 2011; Nanjundeswaraswamy, 2013; Randeree & Chaudhry, 2012).
Surprisingly, studies in workplace psychology revealed that the intrinsic and extrinsic satisfaction may have a major impact on employee performance, especially job motivation (Bigliardi et al., 2005; George & Zakkariya, 2015; Seebaluck & Seegum, 2013; Stringer et al., 2011).
This theory indicates that the tangible extrinsic rewards such as money can decrease the intrinsic motivation; whereas extrinsic rewards such as praise and appreciation may increase intrinsic motivation.
This idea received strong support from job satisfaction researchers; for example, some empirical studies had used direct effects model to evaluate extrinsic satisfaction based on different samples like perceptions of 12,587 employees in United Kingdom (Sutherland, 2013), and 535 retail bank employees in Ghana (Frimpong & Wilson, 2013).
For example, if employees are satisfied with the intrinsic job factors, this may motivate them to execute their jobs effectively and efficiently.
Nevertheless, if employees are not satisfied with the intrinsic job factors, this may lead to decreased job performance (Mirkamali & Thani, 2011; Nanjundeswaraswamy, 2013).
From the perspective of organizational behaviour, job motivation consists two major components: firstly, intrinsic motivation such as achievement, recognition and the task itself; and secondly, extrinsic motivation such as organizational administration, supervision and salary (Arquero et al., 2015; Stringer et al., 2011).
If employees have high intrinsic and extrinsic motivation, they will put a greater effort at accomplishing personal and organizational goals (Conrad et al., 2015; Furnham et al., 2009; Mozes et al., 2011; Organ et al., 2013; Seebaluck & Seegum, 2013).