Reliability (CR)
Discriminant validity—Fornell and Larcker’s criterion.
Work Motivation | Social Relatedness | |
---|---|---|
Work motivation | 0.657 | |
Social relatedness | 0.012 * | 0.636 |
* p < 0.05.
HLM results: (The DV is work motivation) a,b .
Model 1 | Model 2 | Model 3 | |||||||
---|---|---|---|---|---|---|---|---|---|
Coefficient | SE | Coefficient | SE | Coefficient | SE | ||||
−0.063 | 0.006 | *** | −0.063 | 0.006 | *** | −0.063 | 0.006 | *** | |
0.036 | 0.005 | *** | 0.037 | 0.005 | *** | 0.036 | 0.005 | *** | |
0.042 | 0.006 | *** | 0.042 | 0.006 | *** | 0.042 | 0.006 | *** | |
0.010 | 0.061 | 0.007 | 0.062 | ||||||
−0.064 | 0.054 | −0.064 | 0.055 | ||||||
0.019 | 0.059 | 0.033 | 0.060 | ||||||
0.297 | 0.066 | *** | 0.288 | 0.067 | *** | ||||
−0.013 | 0.007 | † | |||||||
−0.000 | 0.006 | ||||||||
0.032 | 0.007 | *** | |||||||
0.042 | 0.007 | *** | |||||||
−0.009 | 0.007 | ||||||||
0.012 | 0.006 | * | |||||||
0.012 | 0.006 | † | |||||||
0.011 | 0.007 | ||||||||
−0.006 | 0.009 | ||||||||
−0.013 | 0.008 | ||||||||
0.019 | 0.007 | ** | |||||||
−0.020 | 0.008 | * | |||||||
0.067 | 0.005 | *** | 0.067 | 0.005 | *** | 0.068 | 0.005 | *** | |
0.011 | 0.006 | * | 0.011 | 0.005 | * | 0.013 | 0.006 | * | |
0.025 | 0.006 | *** | 0.026 | 0.006 | *** | 0.027 | 0.006 | *** | |
0.002 | 0.006 | 0.002 | 0.006 | 0.003 | 0.006 | ||||
−0.014 | 0.079 | −0.054 | 0.056 | −0.052 | 0.057 | ||||
−0.218 | 0.080 | * | −0.067 | 0.062 | −0.077 | 0.062 |
a , n = 32,614 level 1; n = 25, level 2. b , †, p < 0.10, * p < 0.05, ** p < 0.01, *** p < 0.001.
For the confirmatory factor analysis, previous research (e.g., [ 102 , 103 , 104 ]) suggested that analysis of each variable requires at least three items. Factor analysis using statistical software will provide imprecise results if there are fewer than three items per variable [ 105 ]. Therefore, the authors only performed Confirmatory Factor Analysis (CFA) for social relatedness and work motivation.
To assess the measurement, convergent and discriminant validity were tested. Composite Reliability (CR) and Average Variance Extracted (AVE) were performed to illustrate convergent validity. The study of Hair et al. (2019) [ 106 ] suggested that CR is required to be above a threshold of 0.7. On the other hand, the AVE value should be higher than a threshold of 0.5 [ 107 ]. As shown in Table 3 , CR is acceptable while AVE is slightly lower than a threshold of 0.5. Despite the limitation of AVE, the acceptable result of the discriminant validity is achieved. The discriminant validity was tested using Fornell and Larcker (1981)’s criterion [ 107 ]. This proposes that the square root of the AVE of any latent variable should be higher than its correlation with any other construct. The result of the discriminant validity test indicates that all the two latent constructs have a square root of AVE higher than its correlation with the other construct, as presented in Table 4 .
The authors argued that individuals’ competence (H1), autonomy (H2), and social relatedness (H3) positively relate to their work motivation. However, the findings only supported H2 (β2 = 0.036, p < 0.001) and H3 (β3 = 0.042, p < 0.001). In contrast, the findings presented that H1 was also significant, but in the opposite direction compared with our original prediction. The result suggests that individuals’ competence negatively relates to their work motivation.
In Hypotheses 4a–d, we proposed that higher levels of religious affiliation (4a), political participation (4b), humane orientation (4c), and in-group collectivism (4d) strengthen the relationship described in H1. However, the results only demonstrated support for the two hypotheses, H4c (γ13 = 0.032, p < 0.001) and H4d (γ14 = 0.042, p < 0.001). In contrast, the findings presented that H4a was also significant, but opposite our initial prediction. This different result proposes that a higher level of religious affiliation weakens the association between individuals’ competence and work motivation.
In Hypotheses 5a–d, the authors argued that the higher levels of religious affiliation (5a), political participation (5b), humane orientation (5c), and in-group collectivism (5d) enhance the positive relationship between individuals’ autonomy and their work motivation. However, the results only supported the two hypotheses H5b (γ22 = 0.012, p < 0.05) and H5c (γ23 = 0.012, p < 0.1), while H5a and H5d were not significant.
In Hypotheses 6a–d, the authors argued that the higher levels of religious affiliation (6a), political participation (6b), humane orientation (6c), and in-group collectivism (6d) enhance the positive relationship between individuals’ social relatedness and their work motivation. However, the results only supported H6c (γ33 = 0.019, p < 0.01). In contrast, the findings indicated that H6d was also significant, but in the opposite direction compared to our initial hypothesis. The different result suggests that higher in-group collectivism weakens the positive association between individuals’ social relatedness and work motivation. Figure 1 , Figure 2 , Figure 3 , Figure 4 and Figure 5 represent the significant moderators of the associations examined.
The association between competence and work motivation at different levels of humane orientation.
The association between competence and work motivation at different levels of in-group collectivism.
The association between autonomy and work motivation at different levels of political participation.
The association between autonomy and work motivation at different levels of humane orientation.
The association between social relatedness and work motivation at different levels of humane orientation.
Regarding the statistical results of the control variables, gender, marital status, and age consistently indicated significant positive relationships with work motivation across three models. On the other hand, family strength indicated a significant negative association to work motivation only in Model 1.
The study’s objective was to examine the influence of individuals’ competence, autonomy, and social relatedness on their work motivation, as well as the impact of country-level moderators, including religious affiliation, political participation, humane orientation, and in-group collectivism on their relationships. Seven primary findings are crucial in this research. First, people’s autonomy and social relatedness positively relate to their work motivation. This result is in line with the findings of prior researchers (e.g., [ 45 , 52 ]), postulating that humans’ autonomy and social relatedness breeds work motivation. The study of Theurer et al. (2018) [ 108 ] argued that, among motivational elements, autonomy had been found to greatly predict positive work motivation. When people feel they have enough control over their activities, they are more confident and motivated to work. Along with autonomy, humans’ social relatedness promotes communal benefits, thereby motivating people to work harder for their organization. Second, the association between individual competence and work motivation is moderated by cultural values, including humane orientation and in-group collectivism. The findings are consistent with the viewpoints of prior researchers (e.g., [ 69 , 70 , 77 , 78 ]), namely that a society with higher levels of humane orientation and in-group collectivism strengthens altruism, solidarity, loyalty, and the encouragement of individuals, which results in work motivation. Consequently, there will be an increase in the differences in individuals’ competence and work motivation if they live in a society with greater humane orientation and in-group collectivism. Third, political participation and humane orientation moderate the relationship between individual autonomy and work motivation. These results are in line with the investigations of prior researchers (e.g., [18,45), which found that social circumstances and cultural practices promote people’s motivation. Accordingly, the differences in individuals’ autonomy based on their work motivation will be enhanced if they belong to nations with higher political participation and humane orientation. Fourth, the association between social relatedness and work motivation is moderated by humane orientation. Accordingly, in a humane-oriented society, the differences in individuals’ social relatedness based on their work motivation will be strengthened.
The remaining findings were contrary to the original propositions. Pinder (2014) [ 20 ] argued that it is possible to find that contextual practices can influence variables at the individual level in the opposite prediction in motivation research. Fifth, individuals’ competence negatively influences their work motivation. This finding proposes that more competent individuals are less motivated at work. One possible interpretation of this opposite result is that, when the majority of the organization members recognize individuals’ competence, these individuals may perceive that it is not necessary to devote most of their time and energy to work anymore. These individuals may believe that no matter how unwillingly they perform, they are still competent enough because of their prior achievements. Additionally, competent individuals recognize that they have already sacrificed their enjoyment of life for their previous successes; therefore, they tend to offset this by investing their valuable time in other aspects. This is consistent with other researchers’ investigations (e.g., [ 109 ]), which found that low-skilled individuals are more often compelled to engage in regular work activities and are more easily motivated than others. By contrast, highly competent individuals tend to be motivated by challenging tasks and improving themselves through further education. Sixth, the relationship between competence and work motivation is negatively moderated by religious affiliation. This finding suggests that religious affiliation weakens the association between individuals’ competence and work motivation. One possible explanation for this finding is that strong religious beliefs are the foundation for virtuous living [ 110 ]. Individuals with religious affiliation usually employ religious principles to guide their behavior, regardless of their competence. In other words, both competent and incompetent individuals tend to be more motivated at the workplace if they are affiliated with any religion, thereby diminishing the influence of competence in work motivation. Seventh, the relationship between social relatedness and work motivation is negatively moderated by in-group collectivism. This result proposes that a higher degree of in-group collectivism weakens the association between individuals’ social relatedness and work motivation. One possible explanation for this is that, under an in-group collective society, people put more weight on mutual relationships and encourage acts that may build up the solidarity of groups. Since in-group collectivism is viewed as a social attachment in which people emphasize the group over the self (e.g., [ 79 , 80 , 81 ]), individuals are fairly conscious of their responsibility to the group regardless of their social relatedness. Both socially related and unrelated individuals belonging to in-group collective cultures tend to work harder for common goals. Accordingly, the influence of individuals’ social relatedness on their work motivation is reduced.
Despite its significant contributions, this study has its limitations. The use of secondary data represents the fact that the data collection process was beyond the authors’ control. However, the collection of cross-national data is time-consuming and costly. The authors used the available data but strove for the efficient use of multilevel data. The secondary data also limited the measurement of individual-level factors based on the available data. Moreover, it is quite complex to gauge an individual’s work motivation appropriately, since personal work motivation may not be one-dimensional. Nevertheless, the authors made efforts to employ the measurements utilized by prior research. Moreover, it is complicated to measure social factors such as political participation. There are challenges in investigating social contexts due to the absence of direct measurements [ 111 ]. This compels the authors to identify substitute measurements for this study. Finally, this study covered 25 samples from 25 countries with different characteristics. Despite the attempt of this study to include the most relevant social conditions in the framework, the influence of other national differences and cultural sensitivities were not considered.
This paper directs further research considering that several frameworks and approaches should be employed to better examine motivation [ 112 ]. First, as some of the results were opposite to the original propositions based on the theoretical foundations employed, combining different concepts and approaches is necessary to enhance perspectives of psychological needs and social issues. For instance, the relationship between competence and work motivation can be further investigated by employing other theories to understand their association better. Similarly, the moderating effects of social contexts such as religious affiliation and in-group collectivism should be further examined to obtain a more in-depth comprehension of the roles of contextual circumstances and cultural values in individual-level relationships. Additionally, self-determination theory and the concept of prosocial motivation may be used to explore motivation towards specific behavior in organizations, such as organizational citizenship and proactive behaviors. Organizational context, such as rewards, training, and culture, can be considered as part of the framework to enhance the conception of work motivation.
This study has utilized a multilevel framework to examine the influence of psychological needs and social context on work motivation. Through this research, a deeper understanding of the roles of competence, autonomy, and social relatedness, as well as social situations and cultural values on work motivation, is achieved. The contrary findings call for integrating other concepts and approaches towards a more comprehensive knowledge of work motivation.
Along with the theoretical contribution, the study’s findings offer practical implications. The satisfaction of psychological needs promotes self-motivation, which creates positive outcomes. Hence, organizations can provide programs and activities to promote employees’ autonomy and social relatedness as this will enhance their work motivation. Employee empowerment can be advocated by encouraging them to make their own decisions at the workplace, providing constructive criticisms rather than instilling the fear of failure. Additionally, managers should encourage solidarity, support, and mutual care among employees. Putting more weight on employees’ fulfillment of needs will further increase employees’ motivation, thereby diminishing costs related to stress or turnover [ 50 ]. To establish a novel mechanism towards promoting work motivation in the entire nation, the government should pay attention to the political structure and conditions that encourage citizens’ participation. Additionally, a culture of humane orientation should be promoted in the workplace and society so that solidarity, kind assistance, and altruism among communities as well as among individuals can be strengthened. For instance, teamwork should be encouraged for employees to help each other overcome difficulties at the workplace or share responsibilities with their colleagues. This will motivate people to work harder for collective goals, contributing to the development of organizations.
Conceptualization, T.T.D.V. and K.V.T.; data collection, T.T.D.V.; methodology, T.T.D.V. and K.V.T.; formal analysis, T.T.D.V. and K.V.T.; resources, K.V.T. and C.-W.C.; writing-original draft, T.T.D.V. and K.V.T.; writing-review, editing & proofreading, T.T.D.V., K.V.T. and C.-W.C.; visualization, K.V.T.; supervision, K.V.T. and C.-W.C.; project administration, K.V.T. All authors have read and agreed to the published version of the manuscript.
This paper does not receive funding from any individuals or organizations.
Not applicable.
Data availability statement, conflicts of interest.
The authors declare no conflict of interest.
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2019, Texila International Journal of Management
This article presents literature on employee motivation incentives and evaluates their impact on organizational productivity. The article aims at explicitly highlighting the effect of incentives on different elements that influence organizational productivity. A qualitative analysis of literature was employed to consolidate literature that informed the study. The findings indicate that incentivizing the organization's activities undertaken by human resources helps in improving organizational productivity. The results showed that incentives increase productivity by enhancing the following elements; employee work performance, employee engagement, innovation and creativity, organizational commitment and job satisfaction. This finding will provide useful information to organizations when designing incentive schemes and analysing their functions and general impact.
Ijbmm Journal
The study investigates the effects of incentives on employee's productivity. The study had the following objectives: The relationship between incentive and productivity of employee's in organisations, to determine the influence of employee's productivity incentives on employee productivity in the organization, to analyze the link between incentive and employee productivity in organizations in Nigeria. To achieve these goals, a questionnaire was designed based on the objectives. The completed questionnaires were processed and analyzed using Pearson Product Moment Correlation Coefficient. The findings of this study revealed that there was a positive relationship between incentives and productivity, alongside monetary incentives, another key factor in motivating employees is to involve them in the process aimed at attaining organizational effectiveness because without their cooperation the organization cannot perform. The study recommends the establishment of a unit to look at issues of incentives that will enhance productivity
Bertram Spector
Jonalyn Emen
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sruthi p vijayaraghavan
Femi Praise
MOYIN P R A I S E FEMI
One of the most important functions of management is to ensure that employee work is more satisfying and to reconcile employee motivation with organizational goals. With the diversity of current jobs, this is a dynamic challenge. What people value and enjoy is influenced by many factors, including the influence of different cultural backgrounds. This research report examines employee motivation and its impact on employee performance. The study examines some common theories of motivation that can be used in an organization to improve employee performance. The study showed that employees have their differences in terms of the concept of motivation. Various forms of theories of motivation in literature have been debated along with their applications and implications. Three questions were examined: What is motivation? What kind of motivation can best be used to increase employee performance? The results of the study show that motivation can increase or decrease employee performance. If the chosen form of motivation meets the needs of the employee, their performance increases. If, on the other hand, the chosen form of motivation does not satisfy the needs of the employee, the benefit decreases. It therefore encourages organizations to understand the motivating need of each employee to improve performance.
This research project entitled " The Impact of Motivation on the Productivity of Employees in an Organization " has as purpose to look for those motivational variables that affects output in an organization and also to come with long lasting solution to problems associated to output in organizations. The main objective of the research is to assess the impact of motivation on workers performance in an organization and case for the study was SO.NA.RA Limbe. The primary (questionnaires and interview) method were used to collect data from field. The method analysis is random sampling (sampling size 80) and the tools used for data analysis are descriptive statistics, percentages and frequencies. The result of this study shows that motivation has a significant effect on organizations' output. Some variables other than motivational factors were discovered to be having an important effect on outputs such as; these therefore let to the following recommendation: firstly managers should de-emphasize seniority and emphasize merit and hard-work as yardstick for promotion; There should be a searchlight on the leadership style in the organization and efforts should be made to promote only productive only productive and effective worker; organization should encourage initiative and creativity by allowing for some flexibility in application of rules and regulation and lastly there should be more delegation of power at all levels of the organization and more towards decentralization.
International Journal of Innovative Research and Development
Edward Affainie
Introduction Maximizing productivity is crucial for businesses to succeed in today's competitive market (Varma, 2018). Similarly, Perkbox (2021) adds that an organization's success is mainly dependent on the success of its workers and that success is, in turn, driven by the individuals' motivations. Organizations must improve employee enthusiasm to increase productivity. A person's level of motivation at work determines how much they will strive toward their professional objectives. Employees who feel inspired by their jobs are likelier to go above and beyond, improving the organization's bottom line. Several experts, consultants, and writers have studied the correlation between employee motivation and organizational output. These two ideas are fundamental to understanding the importance of human capital as a production input. In the same vein, Novitasari et al. (2020) lend credence to the idea by stressing the importance of a motivated staff in bolstering both the competitive edge and the bottom line. That is why it is up to management to devise strategies and methods that inspire employees to contribute to the company's ultimate goals of increased output and profitability. Motivation training, which entails instructing staff members to focus on organizational operations, may increase employees' effectiveness in their boundary-spanning positions (Tran, 2017). Therefore, this paper explores how to maximize productivity through employee motivation. The study is mainly based on secondary research, drawing on existing knowledge from scholarly articles, books, and websites on employee motivation and productivity. Based on the analysis, we identify key factors that can maximize employee motivation and productivity. This includes factors such as recognition and reward, clear communication, opportunities for growth and development, and a positive work environment. We summarize the findings and conclude how organizations can implement strategies to maximize employee motivation and improve productivity in the workplace. We further recommend that organisations implement the strategies identified in the study to maximize employee motivation and productivity. 2. Motivational Concept Empirical studies on motivating tactics have investigated several intrinsic and extrinsic methods. This section will look at the data-driven studies conducted on different motivating strategies.
Dr. Nurul M O H A M M A D Zayed
Employees prefer to work in the workforce to achieve the organization's priorities and expectations. However, the manager's job comprises of several aspects, including teamwork, collaboration, decision-making, communication and organizational inspiration. The biggest obstacle that is being addressed by management is the reinvention of management owing to the demanding job climate and professional capabilities of the supervisors, which have been deemed inadequate to inspire workers in the workforce. Managers also ought to maintain a positive interaction with their workers at work, and that will be achieved by offering assistance and encouragement to improve employee morale at work and increase their efficiency. However, inspiration and dedication are the core human resource in the Company as they will boost the workplace's efficiency and increase worker satisfaction. The research implemented the quantitative and qualitative approach throughout addressing Different retail ...
Ahmed A. Asowe
Reviews of Management Sciences
Sherbaz Khan
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Name of thesis. FACTORS INFLUENCING EMPLOYEE MOTIVATION AND ITS IMPACT ON EMPLOYEE PERFORMANCE. paino OyjInstructorKatarina BromanPages56 + 2SupervisorKatarina BromanThe purpose of the study was to determine the factor that influence employee motivation and its. impact on employee performance; case study of Keski-Pohjanmaan Kirjapaino.
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Motivation according to Reeve (2001) refers to the excitement level, the determination and the way a person works hard at his work setting. Ricks et al. explicating on the thesis of motivation was of the view that motivation is an internal aspiration of a man that compels him to reach an objective or the goal set for him.
Name of the bachelor's thesis Employee Motivation and Performance Abstract The subject matter of this research; employee motivation and performance seeks to look at how best employees can be motivated in order to achieve high performance within a company or organization. Managers and entrepreneurs must ensure that companies or organizations have a
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Thus, 'work motivation' refers to the need or reason(s) why employees make an effort to perform their day-to-day job to the best of their ability.1 In the popular management literature, however, the term 'work motivation' can have different meanings. In most cases, it refers to the 'theory' or logic model that explains why a certain ...
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