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Top 9 Factors That Impact Employee
Motivation
Chris Jay - 12.06.2019

"Motivation will almost always beat mere talent."

- Norman Ralph Augustine
Motivation is the reason that drives all of our actions. An individual expects that if
they behave a certain way or perform certain tasks, they will achieve their desired
outcome. In the workplace, this outcome, as long as it’s positive, is the driver that can
impact if and how the tasks given to employees are performed. The key to reaching
the highest possible results lies in being able to identify the factors that drive each
individual in a workforce.

It’s crucial that apart from considering that the final outcome is worthwhile,
employees also believe that they are capable of performing the task that’s expected of
them. If the targets or goals seem unachievable from their perspective, it is unlikely
they’ll feel motivated which in return will lead to lower performance.

This is why, being able to identify the main factors that drive an employee is a first
and most important step on the way to increasing performance. There are 9 main
components that contribute to employees motivation:

1. Salary
Receiving regular payment, especially in reference to permanent employees, is
considered a basic need that is expected to be satisfied by an employer. However,
salary on its own is a short term satisfied. In the longer term salary isn’t a factor that
increases performance and a promise of getting a pay rise frequently has only a
temporary impact.

However, if the salary is lower than an employee would expect, it could cause
dissatisfaction and disengagement. While earning an ‘equitable’ salary might not
motivate employees to perform better, it will reduce the risk of them feeling resentful
or frustrated by the job.

2. Non-monetary incentives
Non-financial rewards are a way of satisfying employees’ ego and self-actualization
needs. These are often used to:

 Acknowledge extraordinary performance.

 Recognize achievement.
 Increase morale.
 Create a positive work environment.
 Motivate high performance.

According to research conducted by the Industrial Relations Services, non-monetary

rewards help to fulfil organisational objectives at a relatively low cost. What’s more,
some non-financial incentives can be executed almost immediately as opposed to
financial rewards, which can take weeks or months to take effect.

There is a wide range of different non-financial incentives that can be used by

managers:

 Simple “thank you” - either said directly to an

employee or, better still, sent in written form and
preferably hand-written.
 Public appreciation and acknowledgement of a job
or task well done.
 Rewarding an employee with a title of a “star of the
month” or employee of the month”.
 Vouchers or tangible goods.
  Flexible working arrangements.
 The opportunity to work from home.
 Free or subsidized meals, fruit or drinks.

3. Relationship with colleagues

As employees spend one-third of their day at work, relationships and interactions they
have with their colleagues can significantly impact their mood and outlook. Negative
experiences or attitudes will eventually lead to isolation and loneliness, making it
more difficult to find satisfaction from work, which in turn will decrease motivation.

Employee’s social needs linked to their desire to be accepted and to belong to a

community can be used to build strong and loyal teams that will achieve higher results
by cooperating on the basis of common understanding.

To stimulate the development of positive work relationships, it’s advised to focus on

team building activities that will allow employees get to know each other better:

 Brainstorming sessions in or outside of the office

that allow anyone to speak freely, openly and
honestly.
 Team lunches or dinners, and social events such as
Christmas parties.
 Bowling, river cruises, comedy clubs, physically
challenging activities or other activities that the team
could attend together. Care should be taken to select
and plan events taking into account all team
members’ abilities.
 Using an external facilitator for team building who
might offer: ice breakers, discussion topics, games
or similar techniques.
4. Relationship with leadership
Each employee has a hierarchy of needs that should be addressed and the
responsibility of understanding those needs lays with their line manager. The basis for
effective communication between the two parties is two-sided trust. Relationships
built on this foundation will help employees to honestly and openly talk about their
needs, thoughts and feelings, which in turn will give the line managers clear direction
on how to support and motivate their team members.

5. Company’s culture
According to survey conducted by the Harvard Business Review, the reasons behind
why employees work determines how well they perform. Employees are conscious of
their company’s culture and learn and align their professional goals with the
organization’s goals, which becomes their answer to the question: “why we do what
we do”. The extent to which employees align with the goals set by their employer is
directly impacted by the strength and clarity of their employer’s mission statement
and values.

Any lack of belief or understanding of the employer’s goals is one of the major causes
of low job satisfaction, negative attitude and lower commitment. On the other hand,
employees who are aligned with the culture are generally more happy in their roles,
achieve better result and fulfillment.

A company’s culture comes down to 6 main elements: work environment, company

mission, value, ethics, expectations and goals. In practice, the culture is just a set of
rules or accepted behaviours that help employees make decisions everyday. While
every company would have their own unique set of features, values and beliefs,
culture is always about making sure that the employees have a productive and
enjoyable working environment.

6. Learning and development opportunities

Self-actualisation is a natural by product of high performance. Most employees
naturally want to do a good job to feel they are achieving their full potential. Learning
& Development (L&D) is a way of educating and guiding your employees on the
areas and aspects that will help them develop and progress.

The subject of personal and professional development is especially important to

generation Y - a recent M3S survey has shown that the desire to learn, acquire new
skills and continue personal development is one of the reasons millennials choose to
leave their employer. According to the research, the lack of professional and/or
personal development is one of the main causes of job dissatisfaction among this
group.

On the other hand, L&D can stimulate higher performance and improve engagement
as long as the company offers development opportunities at every level - from
learning on the job, through mentorship, shadowing and specific internal or external
training programmes.

7. Processes within the company

While processes on their own aren’t a motivational tool, they are closely linked to the
areas that impact desire, enthusiasm and willingness of the employees. The workload,
division of responsibilities, access to resources and accountability all depends on the
structure and efficiency of the processes on which the business runs.

Efficient processes stimulate workers, allowing them to work effectively and

efficiently and by reducing the amount of potential blockers. At each stage of the
process an individual should be aware of what’s expected from them and what
resources are available. Making sure that an employee feels responsible for the
outcomes of their work is crucial in building work engagement and stimulating higher
performance.

8. Personal life
According to a research by Bensinger, DuPont & Associates, 47% of employees state
that problems in their personal lives affect their work performance. Personal
challenges can cause issues with concentration, poor attention, lack of engagement
and even absenteeism.

As employees spend ⅓ of their days at work, there’s a lot that an employer and/or a
manager can do to support members of their team who are going through a tough
time. Being patient and understanding towards them is the first step.

Most organisations have clear policies, procedures or guidelines that specify how
employees can be supported during difficult times. These often fall under “work-life
balance” umbrella and are especially helpful in situations when bereavement or grief
strikes, including flexible working, paid time off or Employee Assistance Programs.

By offering support and understanding, as well as guiding employees through the hard
times, it is possible to build trust and loyalty within people who frequently will return
stronger and more committed. Making their professional career another challenge to
deal with and manage might create the opposite result and as an employer, you may
never regain their trust and commitment.

9. Performing meaningful work

As in case of non-monetary incentives, motivation through meaning targets the need
of self-actualisation. Finding meaning is an existential question and according to
research, including Deloitte’s Talent 2020 series, performing meaningful work is one
of the top 3 motivational drivers.

Finding the meaning behind work turns out to be linked to being able to make a
difference to humanity through the job. By creating a culture of ethics, morals and
establishing a CSR strategy, companies can encourage and guide their employees in
the search of meaning.

Another element to consider is educating employees on the values and the mission of
the organisations they work for - the foundation of seeing the meaning is
understanding why the company does what it does and how it makes a difference.
Another aspect is showing how the employees the role they play within the company
links to the Company’s vision, mission and values. By helping employees understand
how they make an impact on the business and through that how they contribute to
society is a clear and simple way of giving them a purpose.

Final Thoughts
Motivation is dynamic - it changes over time. It’s the line manager’s responsibility to
identify and react to these changes. Having a full understanding of what employees
want to achieve as individuals, and showing them how to do it, is the main principle
that if followed will help to build a strong, engaged and high performing team.

Chris Jay
Regional Sales Director (APAC)
0065 6818 3181 | hello@m3ssolutions.com
LinkedIn

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Factors Affecting Employee Motivation Towards

Employee Performance: A Study on Banking
Industry of Pakistan
2017

 Author(s): Alam Kazmi, Syed Hasnain


Published Web Location
https://link.springer.com/chapter/10.1007/978-3-319-59280-0_50
Main ContentMetricsAuthor & Article Info
Abstract
The study provides the cognitive support for developing employee’s
motivation level at optimized level through consciousness towards applied
approach and unrealistic ideas. The diligence of the research is to present the
factors that help to motivate the employees to perform their job well. Whereas,
the study restrains empirical and descriptive analysis of variables which
comprehensibly highlight the significant relationship among the independent
variable and dependent variable; the close-ended questionnaire is constructed
to compute the statistical data. The study identifies the strong relationship
among the defined factors that enhance the employee’s motivation level in
banking sector. Although the research is also aware the management and the
managers of banks about the most preference factors that improves the
employee motivation in the banks. This study valued the integrating
knowledge, experience, action to groom skilled employees in the banks.
Moreover, the main contribution of the research evaluating the role of the
motivational factors in banking industry.
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Main Content
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Factors Affecting Employee Motivation
TowardsEmployee Performance: A Study on
BankingIndustry of PakistanAbdullah Khan1, Shariq Ahmed2,
Sameer Paul3,and Syed Hasnain Alam Kazmi3,4(B)1Khadim Ali Shah Bukhari
Institute of Technology,Karachi, Islamic Republic of
Pakistanabdullah@kasbit.edu.pk2Meezan Bank Ltd., Karachi, Islamic Republic
of Pakistan3Mohammad Ali Jinnah University, Karachi, Islamic Republic of
Pakistan4Southwest Jiaotong University, Chengdu,
Chinahasnain.alam@jinnah.eduAbstract.The study provides the cognitive
support for developingemployee’s motivation level at optimized level through
consciousnesstowards applied approach and unrealistic ideas. The diligence of
theresearch is to present the factors that help to motivate the employ-ees to
perform their job well. Whereas, the study restrains empiricaland descriptive analysis of
variables which comprehensibly highlight thesignificant relationship among the
independent variable and dependentvariable; the close-ended questionnaire is constructed
to compute thestatistical data. The study identifies the strong relationship among
thedefined factors that enhance the employee’s motivation level in bank-ing sector.
Although the research is also aware the management andthe managers of banks about the
most preference factors that improvesthe employee motivation in the banks. This study
valued the integratingknowledge, experience, action to groom skilled employees in the
banks.Moreover, the main contribution of the research evaluating the role ofthe
motivational factors in banking industry.Keywords:Motivation·Empowerment·Job
environment·Banking·Employee performance algorithm1 IntroductionIn the
most current scenario employees have became the primary strength ofany
business where the employees deliver their continuous effort to drive orga-
nizations’ decisions into action to accomplish its objectives. Whereas, the moti-
vational factor regarding the employees is becoming a part of
organizationalstrategy. However, motivation is an aspect that helps an
individual to selector deselect the job, to continue and work proficiently during
his/her job [16].c©Springer International Publishing AG 2018J. Xu et al. (eds.),Proceedings of the
Eleventh International Conferenceon Management Science and Engineering Management, Lecture
Noteson Multidisciplinary Industrial Engineering, DOI 10.1007/978-3-319-59280-050
616A. Khan et al.Further, the motivational research proposes to facilitate the
individuals to getmotivated through the target to satisfy their unconvinced
desires; consequentlythey apply their endeavor hoping to be satisfied with their
needs. Conversely,modern studies’ regarding the motivation doesn’t highlight
the Basel desire con-ception, but in addition they highlight the objective,
equality, and values [24].However, the after effect from the motivated
workforce provides the less employ-ees, turnover, retention and high
productivity rate, which leads the organizationtowards growth and development
[13].Further, the motivation explains as a dynamic strength among
individualwhich inspire the employees to do the incredible work to achieve the
goal thatregulates to accomplish want or anticipation [19]. It is a complex
subject ofhuman behavior which differs from person to person; therefore, varied
individualswill be stimulated in unique ways [12]. Individual’s behavior will
state that whatencourages them to implement the effect of both capacity and
inspiration [19].Spiral inspiration can be characteristic and inappropriate [9]. A
few theories ofinspiration were created to recognize the variables of inspiration
that impacthuman conduct in distinctive ways.While in conventional
management approach the idea is that “Manager recog-nize the job optimum” is
prevailing in current management. In modern concep-tion the representative’s
inspiration will be extremely enormous particularly forservice businesses.
While, the resource provokes the representatives, that analystseparated them
into two gatherings; outside and inside components [10]. How-ever, external
elements, there will be inspiration implies such as meeting expecta-tions
condition, pursuing, organization’s picture, work assurance, advancement,social
environment, and position. In terms of learning organizations, when seeingouter
ecological components quick alteration and difficulty to be measured in afirm
national and global struggle, these organizations taking choices to
profoundimpact in organizations’ by keeping up its presence.The method
individual responds towards organizational working conditiondepends over job
reliability, job stress, working hours. Thus interpersonal associ-ations imitate
satisfaction in correspondence with a subordinate. Job satisfactionis completely
prejudiced by range of professional characteristic such as organi-zational
ethnicity, interpersonal affairs, worker empowerment, cooperation, andself-
apparent accountability [11]. Further, employees assess their working abil-ity by
receiving rewards furthermore identify additional fulfillment by gettingfair pay
in exchange of their efforts within the organization [8]. Fair paymentfor their
efforts can effect in motivation and fulfillment for invulnerable work-force. An
individual value system is being studied while creating the awarenessof rewards
and compensation, whereas individual’s values of receiving pride fortheir
efforts to support and increase their work level while it’s related to
theireducational period or from salaried time line [7]. Individual at its initial
levelof its career pays high values to intrinsic and extrinsic feature related to
theirjob. Moreover, individuals with the startup of their careers valued the
rewardingtowards their work assessment and environment further the expert and
experi-enced individuals with high potential and opportunities also provide
values. As
Factors Affecting Employee Motivation Towards Employee Performance617the
different researcher consider the motivation as the function of compensationand
belief towards their jobs; because of which the high rewarding employeeshaving
the high satisfaction in respect to their job [11].2 Literature Review2.1
MotivationMotivation is mostly differentiate as one of the most influential
predictors of indi-vidual behavior and a key analyst of performance for essential
aspect of behavior[22]. Hence, it is not shocking that motivation show in a
range of regulation paper[15], scholars and executives have vast attention in
accepting person motivation touse communal medium and tools on behalf of
companies [14]. Motivational aspect(such as success, appreciation,
accountability, effort, progression, individual devel-opment) are associated to
the application contented though hygiene aspects (suchas corporation strategy
and management, interpersonal relatives, working envi-ronment, pay, job safety,
position, reimbursement) are associated to the employ-ment background [6].
Herzberg measured hygiene aspects as extrinsic features,which have an
unsettling outcome on the staff job approach and create them even-tually
displeased in their profession when the needs aren’t sufficiently meet. Fur-ther,
motivational aspects are recognized as intrinsic feature, which make staff ful-
filled when needs are meet, conversely, do not formulate them disgruntled in
thedeficiency of these [21]. Further the study affirms that motivation exists
merelywhen individual appreciates an optimistic correlation that endeavor direct
to workperformance and work performance directs to incentives [6]. Moreover,
the objec-tive locale theory of motivation, where the theory emerge from the
proposal ofanticipation theory as a target locale is an essential instrument, which
work as an“instant valve of individual act” [17] that direct the individuals
towards attainingthe objective. The objective influences the performance by
straight concentration,organizing endeavor, rising determination and inspiring
plan. Further the earlierresearch [3] offer a perceptive of an individual attitude,
prospect, plan and aims inlife. Moreover, this research helps business to
considerate their employees’ objec-tive in both their qualified and private life,
whilst identifying the need to stimu-late them. At the Similar time, they seem to
improve the participation, reliability,and assurance of the staff to their
businesses. Positively, accepting the featuresthat influence the motivation of
staff is an huge dispute for business, leaders andexecutives [23]. Especially the
people worth different aims in life. People mighthave diverse needs and wants,
ethics, ambition, objective, and prospect in life [1].A motivational presumption
effort to clarify the aspect that have straight or cir-cuitous pressure on
motivation and business performance, such as worker stimulusand other
motivational factors [23].2.2 Job EnvironmentThe environment where the job
performs in their work surroundings can be diversefrom those fully contented
challenging and unsafe for the life and health of employ-ees. Whereas, the
complex operational surroundings can be prejudiced by:
618A. Khan et al.•Peripheral aspect that comprises environment, meteorological
condition, tem-perature, clamminess, breeze, illumination in the office and
intrusion, gasesand other harmful factors.•Individual aspect that contain
sexual characteristics and maturity of theemployee, exhaustion,
repetitiveness, adverse stance throughout exertion.•Another aspect associated
with the business of production towards the periodof the working hour, working
plan, working occasion, work speed, extremeinjure, etc. further, the work
with complicated operational circumstancesmay achieve only the workforce
who convene precise requirements in stip-ulations of maturity, gender,
education, strength, corporeal and psychologi-cal circumstances and psycho-
physiological and emotional capacity. Complexoperational environment
manipulates employees’ work performance.Further, it is significant that staffs
are qualified and knows how to performjob related duties with the help of
paraphernalia as insufficient utensil usage canaffect in mishap or divergences in
recital no issue that how a lot and utensil wasappropriate. Learning of the
individual must also be provided oriented to thegood use of defensive tools and
individual safety [4].2.3 BenefitsBenefits can affect the Employee performance
in many ways. The benefits are notfrequently issued towards assessment and are
consequently cheaper to achieveduring an employer throughout the market [2].
Therefore, cheaper the benefitsought to amplify employee performance. Further
the benefits can proceed as analternate for salary. To inspect the employer
investigation facts and establishthe employee’s reduced the salary; once
numerous benefits had obtained to theindividual after a few years [2].
Moreover, the employees sight the benefits andsalary as alternatives, disposed
to provide salary in trade for extra benefits. Whilethe benefits set as a significant
part of employee compensation correspondenceand simply acted as organize in
different researches, but not as the key issues ofanalysis.Furthermore, in the
literature the reward shape towards the benefits thatindividual obtain from their
work [11], and the important part of a worker jobapproach such as business
assurance, incentive and employee performance [12].Thus, in any business
rewards in cooperate as a significant role in structuringand supporting the
obligation between the workers that guarantee an average jobperformance and
employee loyalty. As, the business entity substitute premise,employee
penetrates corporate with the exact set of proficiency towards requir-ing goals,
and anticipate in revisit a respectable working conditions where theemployees
assist to use their skills and satisfy and attain the desired goals [18].The rewards
enhance the height of effectiveness and efficiency of the individualtowards their
jobs and in place of outcome there is an improvement of organiza-tional
performance [18].
Factors Affecting Employee Motivation Towards Employee Performance6192.4
Empowerment ConceptEmpowerment as initially is an important and vital
concept by which personnelare capable to effect and have regulator over
judgments that influence over theirproductivity in their job. Moreover, this
perception support workers to workoutdetermined regulator or consultant of
their effort situation tangibly, communally,ethnically and spiritually over the
assets owed to them [5]. Partaking egalitari-anism is extra essential idea or
belief that qualities enlarging on. Rendering to[25] sharing was careful to be an
inherent quality of equality and thus a clarifi-cation to suppression. This idea
contains the methods and conclusions to inspiredevelopment and autonomy.2.5
Recognition“Recognition explains as the appreciation to the employees for the
level of per-formance, and success or an influence to achieve goal. It can be
intimate or com-munity, fundamental or official. It is continuously in tally to
pay.” [20]. Howeverthe employees also need recognition. Persons like to
distribute the celebration oftheir success with others and have to be recognized
in the organization. Whereasthe needed is satisfied it works to be an excellent
motivator. Further, if employ-ers depend on reward only to recognize influence
and success it is most probablethat the employee’s goals will become altered to
protect the pay and nothingmore while this will lead to a besmirched culture of
the organization. Thus usingrecognition correctly it will be cost-effective way of
increasing success and allowemployees to feel intricate in the corporation
culture [20].3 Problem StatementToday the banks are facing the problem
of low productive employees in all thesectors. However, in banking industry the
lower level of motivating employees arein number due to the nature of their
work. However, this study assist to find outthe relationship among the following
factors Benefits, Job environment, Empow-erment, Recognition, to extract the
best known factor among the employees toenhance their motivational level. The
study will investigate the impact level forthe above mentioned aspects on
employee motivation of their job and their aftercause on their moral satisfaction
and their individual performance in banks.3.1 Research Question/ObjectiveThe
following are the objectives of the research:•To extract the best known
motivational factors that supports the moral inten-tion of individual to
perform.•Which factor is highly motivates employees in the banking
industry?•Do the motivational aspects enhance the individual performance?
620A. Khan et al.4 Hypothesis4.1 Motivational FactorsHypothesisa1(Ha1):
There is a significant impact of Benefits over employee Moti-vation in the
Pakistani Banks.Hypothesisa2(Ha2): There is a significant impact of Job
environment overemployee Motivation in the Pakistani
Banks.Hypothesisa3(Ha3): There is a significant impact of Empowerment
overemployee Motivation in the Pakistani Banks.Hypothesisa4(Ha4): There is a
significant impact of Recognition over employeeMotivation in the Pakistani
Banks.4.2 Motivation and Individual PerformanceHypothesisa5(Ha5): There is
a significant relationship among motivation andindividual performance in the
Pakistani Banks.Hypothesis05(H05): There isn’t a significant relationship
among motivation andindividual performance in the Pakistani Banks.5
MethodologyThe research focuses on descriptive research design. Whereas,
the precariousconnection among the answers about discovering out the
connection of Benefits,Job environment, Empowerment, Recognition, that help
to enhance the moti-vational level of individual also to optimize their work
performance and as wellas its effect on organization. Furthermore explanatory
study helps us to explainthe relationship among Dependent and independent
variables. The descriptivestudy helps to find out the line of intervention on the
factors affecting the indi-vidual motivation. However, the job satisfied
employee’s leads the organizationtowards the improvement in employee
performance and customer satisfaction.This study disquiet with discover how,
when, what, why questions concerningabout the factors of motivation and
clarification of distinct variables may lie inthe study which also ornate the
modern association among variables that howthe delimit factors have their
impact over the employee performance.However, the research depends upon
two areas, i.e. the base use which isused for the tactical attitude which trusts
over secondary data, comprising sem-inar proceedings, books, intellectual
journals, webinars and articles. Moreover,the research sturdily depends over
primary data source by accompanying thesurvey on employee motivation to
collect material about diverse aspects whichexpressively influence over the
employee job performance in banking industry.The banks included in this study
are Meezan Bank, Bank Al-Habib, Albaraka,and Faysal Bank. The demographic
aspect included age, gender, salary range,job position, service period, and last
promotion that received in their organiza-tion cover in the questionnaire.
Structured Close ended questionnaire is being a
Factors Affecting Employee Motivation Towards Employee Performance621part of my
study. The questionnaire is the primary tools to gather data for mydissertation.
Further human comportment is coherent which rely upon reasons,however all
individuals has their own explanation for precise concern they areattaining from
convinced area and services even by exploiting certain individualskills, this is
the key reason for picking questionnaire as the primary to of datacollection.5.1
Research ModelThe motivated employees are the most important assets for the
organization.Although it is the considerate perceptional preference of
employees being rightlytreatment, the functional loom is being centered towards
the inference of anemployee’s motivation on executive success (Fig.1).Fig.
1.Conceptual modelMoreover, the employee motivation is in the interest to the
executives sinceit has a reciprocal outcome for every individual and every other
thing in orga-nization. Further, in banks employee’s motivation is the main
factor due to thenature of job and higher employee turnover rate and stress.
Further testing willI identify the effect of factors on employee motivation.6
Results and Discussions6.1 Employee Preference over the Factors Affects
EmployeeMotivationThe Analysis of the motivational factors that is most
preferable by the employeesworking in the banking sector industry. However,
the factor state below indicatesthat the maximum preferable factor is used to
increase the level of individualmotivational (Table1). Further the bar-chart
indicate that Benefits share theratio of 18% to enhance employee motivational
level as well as the interpersonalskills of an individual has 13% of its
contribution (Fig.2).Although the most affective factors that helps to improve
the employee innermotivational level is the individual empowerment the
employee decision makingauthority and its contribution among the other factors
is almost 22%. However,job environment, recognition and employee growth
also have their impact onemployee motivational level over their job.
622A. Khan et al.Table 1.Preferable factors that improves employees
motivationMotivational factorFrequencyPercentageBenefits7926.1589404Job
environment5116.88741722Empowerment9531.45695364Recognition7725.49668874Tot
al302100Fig. 2.Preferable factors that improves employees motivation6.2 Multi
Regression Empowerment, Benefits, Job Environment,Recognition and
MotivationThe regression equation between empowerment, recognition, growth
& develop-ment with
motivation:Motivation(y)=f(empowerment,recognition,benefits,job
environment),y=b1x1+b2x2+b3x3+b4x4+ Error,whereb1x1signifies the intercept
of empowermentx,b2x2signifies the interceptof recognitionx,b3x3signifies the
intercept of benefitsb4x4signifies the interceptof job environment
(Table2).Although the table of regression shows the value of R about 0.942
which iden-tifies the strong relationship among independent variable
(empowerment, recog-nition, benefits and job environment) and dependent
variable Employee motiva-tion. Whereas,Rsquare shows co-efficient of simple
determination which is 88%variance in empowerment, recognition, benefits and
job environment explainedby motivation. The F-test identifies the rationality of
the research model and themodel fitness. The significance of F-test is computed
where the F calculated isgreater than F tabulated which is 0.05. Thus, the null
hypothesisH01,H02,H03andH04has been rejected followed by the results and the
results also identifiesthe significant connection between empowerment,
recognition, job environment,benefits and employee motivation.
Factors Affecting Employee Motivation Towards Employee Performance623Table
2.Please write your table caption here6.3 Regression Analysis Between Employee
Motivation andEmployee PerformanceThe regression equation between
motivation and employee performance:Employee
performance(y)=f(motivation).The regression outcome identifies the relation
among employee motivation andperformance which is being further specifies in
the below mention table (Table3).Table 3.Regression analysis between employee
motivation and performanceIn Table3, the outcomes indicates the positive
connection among motivationand employee performance is and identify that
motivation is also a factor toenhance the employee work performance. However
the result shows the regressionR 0.722 and adjustedRsquare is 0.522 which
shows the significant relationship.Fcalculatedis greater thanFtabulatedwhich is 0.05.
Furthermore the result rejectsthe null hypothesisH05.
624A. Khan et al.6.4 Conclusion and Managerial ImplicationThe study
specifically identifies the importance of motivation in the environmentof the
banking industries and specifies the factors that improve the
employeemotivation leveling banks. Whereas, the people spent their life
working in thebanks, which highlighted the point to improve the motivation
level of employeestowards their job. This research conducted to keep the
motivation level high inbanks. Further, the results identify the factors (benefits,
recognition, empower-ment, and job environment) helps to improve the
employee motivation level. Fur-ther, each factor shows its level of importance.
Moreover the study also explainsthe satisfactory results from the banks
employees about the define factors canenhance employee motivation towards
their jobs. The study illustrates that moti-vated employees satisfied with their
job more delicately and serve the organiza-tion and customer, especially in the
banks where the employees is directly linkedwith the customer. Whereas the
results shows that the factors not only enhancethe employee motivation as well
as the factors also enhances their moral andsocial behavior that tends to improve
their work performance.References1. Ahmad K, Fontaine R (2011)
Management from Islamic perspective. Pearson,Malaysia Sdn Bhd (Person custom
publishing)2. Baughman R, Dinardi D, Holtz-Eakin D (2003) Productivity and wage
effects of“family-friendly” fringe benefits. Int J Manpow 24(3):247–2593. Bhatti K
(2015) Impact of Islamic piety on workplace deviance. PhD thesis, Inter-national Islamic
University Kuala Lumpur, Malaysia4. Bratton J (2012) Human resource
management: theory and practice. PalgraveMacmillan, Basingstoke5. Fetterman DM,
Wandersman A (2005) Empowerment evaluation principles in prac-tice. Eval Pract 15:1–
156. Griffin RW (2012) Management eleventh edition. Cengage Learning, Hampshire7.
Hui MK, Au K, Fock H (2004) Reactions of service employees to organization-customer
conflict: a cross-cultural comparison. Int J Res Mark 21(2):107–1218. Igalens J, Roussel
P (1999) A study of the relationships between compensationpackage, work motivation
and job satisfaction. J Organ Behav 20(7):1003–10259. Jones G, George J (2011)
 Essentials of contemporary management 11(2):81–8610. Jones PH, Chisalita C, Veer
GCVD (2005) Cognition, technology, and work: spe-cial issue on collaboration in
context: cognitive and organizational artefacts. CognTechnol Work 7(2):70–7511.
Kalleberg AL (1977) Work values and job rewards: a theory of job satisfaction.Am
Sociol Rev 42(1):12412. Kressler H (2004) Motivate and reward: performance appraisal
and incentive sys-tems for business success. Palgrave Macmillan, New York13. Lai C
(2009) Motivating employees through incentive programs. Jyvaskyla Univer-sity of
Applied Sciences14. Leftheriotis I, Giannakos MN (2014) Using social media for work:
losing your timeor improving your work? Comput Hum Behav 31(31):134–142

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Factors Affecting Job Satisfaction

Human resource

Factors Affecting Job Satisfaction

by Palistha Maharjan in Human resource

Updated January 13, 2018

Cite this article as: Palistha Maharjan, "Factors Affecting Job Satisfaction," in Businesstopia, January 13,
2018, https://www.businesstopia.net/human-resource/factors-affecting-job-satisfaction.

Job satisfaction is a result of employees’ perception of how well their

job provides those things which are viewed as important.
– Fred Luthans
Job satisfaction is the level of happiness one feels about his/her job. It is the positive emotional
attachment to the job which works as a motivational factor.
Job satisfaction is directly proportional to performance. Greater the job satisfaction, higher will
be the employee’s performance.
Different employees have different perception regarding their job, thus making factors of job
satisfaction indefinite. A factor that works for an employee A may not work upon employee B.
However, there are some commonly known factors that affect job satisfaction which is described
in brief below.

Nature of job
People find it satisfying to do the job they love. When people with right kind of abilities are
posted at right job, there are high chances that they are satisfied and happy.
For an instance, when a person is doing a job he dislikes, even a small hassle can be irritating
and frustrate him. But if a similar problem arises while doing a job he loves, he will take it as a
challenge and would take it as an achievement to overcome the challenge.
Balanced lifestyle
A person can stay happy when he can enjoy professional as well as personal life equally. When workloads
and stress start to consume a man’s time for personal life, it leaves them mentally exhausted and restless.

When a person has too many problems in personal life, it causes a great impact on their
professional performance. But, the impact that is caused on personal life due to unmanaged work
life is even greater and worse.

Space for growth and career development

People are satisfied with their current job when they see chances for them to grow. Several
companies nowadays are engaged in providing proper training to their employees to make them
capable of handling new and challenging jobs.
Besides, many companies even encourage their employees to acquire higher skills and
qualifications by helping them with their university and college tuition fees.

Higher qualifications and skills open the way to a promotion or career advancement and
employees feel satisfied.

Flexibility
When the company gives chance to the employees to decide their working hours themselves,
employees are found to make better performance. People feel satisfied when they get to work as
per their schedule.
One thing that the company should keep in mind is that a target for all employees must be set so
that they could make uniform output.

Work environment and conditions

Employees spend most of their time at the office. Therefore, it is really necessary that the office
in return should care about them and provide them with as much comfortable environment as
possible.
A healthy working environment includes cooperative colleagues, supportive seniors, open
communication, etc. with physical aspects like proper lighting, furniture, spacious rooms, etc.

Relationship with superiors

Employees feel irritated when they are micromanaged and feel detached when they do not
receive feedbacks at all. A good boss should create space for open communication so that
employees can share their opinion and problems (if any) with their superiors. Attachment with
the company is really necessary for employees to feel satisfied with their job.

Relationship with co-workers

Cite this article as: Palistha Maharjan, "Factors Affecting Job Satisfaction," in Businesstopia, January 13,
2018, https://www.businesstopia.net/human-resource/factors-affecting-job-satisfaction.

A hostile environment with rude and unpleasant coworkers is one of the major factors that
develop a negative attitude towards workplace, while the opposite is known to have satisfied
employees to a higher extent as there is very less chance of conflicts and grievances in the
workplace which has employees with high morale.

Autonomy
People feel satisfied with the job when they and their opinion and works are valued by the
company. When company gives them right to take nominal decisions, employees can make
better output, rather than while they work under control.
Job security
The feeling that the job will last long is a factor f job satisfaction. People are demotivated to
work and are less committed to and attached with the job when they know that the job is
temporary.

Achievement
Every people work with a motive; the motive to achieve something. Whether the achievement is
intrinsic or extrinsic, it plays a vital role as in satisfying people. If a person continuously puts in
efforts but does not get any achievement, he is demotivated to work and is dissatisfied with the
job.

Payment
Payment is another factor that plays vital role in satisfying an employee. An employee who gets
right amount of payment according to their job is motivated to continue working. But, when
employees are paid inadequately they are dissatisfied with the job and can even discontinue
working in a long run.

Rewards
Sometimes, when few words of praise and a pat on the shoulder is not enough, reward plays its
roles. Whether the reward is monetary or non-monetary, it always increases the level of
enthusiasm and interest of a person to complete the task. At the same time, it creates a sense of
satisfaction in the employees regarding their job.
Continued feedbacks
Continued feedbacks from supervisors are really necessary for an employee as he can know his
strengths and weaknesses. He will know which of his works are worth continuing and which
needs improvement.
In lack of feedbacks, employees won’t be able to change their performance and thus cannot
improve too.

Control on job
One must have control on their job to feel satisfied with it. It is because when works are out of
control, they are unmanageable and more stressful. More obstructions are also created due to
which employees feel frustrated and unsatisfied with the job.

Organizational support
Employees are more attached and satisfied with the job when they are supported by the
company. It is necessary to support employees when they are going through any problems in
professional life as well as in personal life. When the company works as a shoulder that
employees can trust upon, they feel secured, with which arises the feeling of satisfaction with the
job.
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Factors Influencing Job

Satisfaction (With Diagram)
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Job satisfaction is another important technique used to motivate the

employees to work harder. It has often been said that “A happy
employee is a productive employee.” A happy employee is, generally,
that employee who is satisfied with his job. Job satisfaction is very
important because most of the people spend a major portion of their
life at their working place.

Moreover, job satisfaction has its impact on the general life of the
employees also, because a satisfied employee is a contented and happy
human being. A highly satisfied worker has better physical and mental
well being. Though it is a debatable point as to which one is the cause
and which is the effect, but there are correlated to each other.
Definition of Job Satisfaction:
In simple words, job satisfaction can be defined as the extent of
positive feelings or attitudes that individuals have towards their jobs.
When a person says that he has high job satisfaction, it means that he
really likes his job. feels good about it and values his job highly.

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A few definitions of job satisfaction are quoted as follows:

According to E.A. Locke, ‘Job satisfaction is a pleasurable or positive
emotional state resulting from the appraisal of one’s job or job
experience.”

According to Fieldman and Arnold, “Job satisfaction will be defined as

the amount of overall positive affect or (feelings) that individuals have
towards their jobs.”

According to Andrew Brin, “Job satisfaction is the amount of pleasure

or contentment associated with a job. If you like your job intensely,
you will experience high job satisfaction. If you dislike your job
intensely, you will experience job- dissatisfaction.”

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According to Keith Davis and Newstronx, “Job satisfaction is the set of

favourable or unfavourable feelings with which employees view their
work.”

We can say that job satisfaction is a result of employees’ perception of

how well their job provides those things which are viewed as
important. In the field of organizational field, job satisfaction is
considered the most important and frequently studied attitude.

There are three important dimensions to job satisfaction:

(i) Job satisfaction cannot be seen, it can only be inferred. It relates to
one’s feelings towards one’s job.

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(ii) Job satisfaction is often determined by how will outcomes meet the
expectations or exceed the expectations. If the employees working in
the organisation feel that they are working much harder than others in
the department but are receiving lower rewards, they will be
dissatisfied and have a negative attitude towards the job, the boss and
the co-workers. On the other hand, if they feel that they are being paid
equitably and treated well by the organisation, they will be satisfied
with their jobs and will have positive attitudes.

(iii) Job satisfaction and job attitudes are typically used inter
changeably. Positive attitudes towards the jobs are conceptually
equivalent to jobs satisfaction and negative attitudes towards the job
indicate job dissatisfaction.

Even though these two terms are used interchangeably, but there are
differences between the two. Job satisfaction is a specific subset of
attitudes. Attitudes reflect one’s feeling toward individuals
organisations and objects. But job satisfaction refers to one’s attitude
towards a job. Attitudes refer to predispositions to respond but
satisfaction relates to the performance factors. Attitudes are long
lasting, but satisfaction is dynamic and it keeps on changing. It can
decline even more quickly than it developed. Thus, managers need to
pay attention to job satisfaction constantly.

Factors Influencing Job Satisfaction:

There are a number of factors that influence job satisfaction. A
number of research studies have been conducted in order to establish
some of the causes that result in job satisfaction. These studies have
revealed consistent correlation of certain variables with the job
satisfaction.

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These factors can be explained with the help of the chart:

These factors can be discussed in detail as follows:

A. Organisational Factors:
Some of the organisational factors which affect job
satisfaction are:
1. Salaries and Wages:
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Wages and salaries play a significant role in influencing job

satisfaction. This is basically because of a few basic reasons. Firstly,
money is an important instrument in fulfilling one’s needs. Money also
satisfies the first level needs of Maslow’s model of satisfaction.
Secondly, employees often see money as a reflection of the
management’s concern for them. Thirdly, it is considered a symbol of
achievement since higher pay reflects higher degree of contribution
towards organizational operations.

Non monetary benefits are also important, but they are not as
influential. One reason for that is that most of the employees do not
even know how much they are receiving in benefits. Moreover, a few
tend to under value there benefits because they do not realize their
monetary value. The employees, generally, want a pay system which is
simple, fair and in line with their expectations.

2. Promotion Chances:
Promotional chances considerably affect the job satisfaction
because of the following reasons:
Firstly, Promotion indicates on employee’s worth to the organisation
which is highly morale boosing. This is particularly true in case of high
level jobs. .

Secondly, Employee takes promotion as the ultimate achievement in

his career and when it is realized, he feels extremely satisfied.
Thirdly, Promotion involves positive changes e.g. higher salary, less
supervision, more freedom, more challenging work assignments,
increased responsibilities, status and like.

3. Company Policies:
Organizational structural and policies also play on important role in
affecting the job satisfaction of employees. An autocratic and highly
authoritative structure causes resentment among the employees as
compared to a structure which is more open and democratic in nature.

Organisational policies also govern the human behaviour in the

organizations. These policies can generate positive or negative feelings
towards the organization. Liberal and fair policies usually result in
more job satisfactions. Strict policies will create dissatisfaction among
the employees because they feel that they are not being treated fairly
and may feel constrained.

Thus, a democratic organisational structure with fair and liberal

policies is associated with high job satisfaction.

B. Work Environmental Factors:

The work environmental factors include the following
important factors:
1. Supervision:
Supervision is a moderately important source of job satisfaction. There
are two dimensions of supervisory styles which affect the job
satisfaction:

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First is Employee Centeredness:
Whenever the supervisor is friendly and supportive of the workers
there is job satisfaction. In this style, the supervisor takes personal
interest in employee’s welfare.

Second is Participation:
The superiors who allow their subordinates to participate in decisions
that affect their own jobs, help in creating an environment which is
highly conducive to job satisfaction. Thus, the supervisors who
establish a supportive personal relationship with subordinates and
take personal interest in them, contribute to the employees’
satisfaction.

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2. Work Group:
The nature of the work group or team will have effect on job
satisfaction in the following ways:
(i) A friendly, and co-operative group provides opportunities to the
group members to interact with each other. It serves as a source of
support, comfort, advice and assistance to the individual group
members. If on the other hand, the people are difficult to get along
with, the work group will have a negative impact on job satisfaction.

(ii) The work group will be even a stronger source of satisfaction when
members have similar attitudes and values. In such a group, there will
less friction on day to day basis.
(iii) Smaller groups provide greater opportunity for building mutual
trust and understanding as compared to larger groups.

Thus, the group size and quality of interpersonal relations within the
group play a significant role in worker’s satisfaction.

3. Working Conditions:
Good working conditions are desirable by the employees, as they lead
to more physical comfort. People desire that there should be a clean
and healthy working environment. Temperature, humidity,
ventilation, lighting and noise, hours of work, cleanliness of the work
place and adequate tools and equipment are the features which affect
job satisfaction. While the desirable working conditions are taken for
granted and may not contribute heavily towards job satisfaction. Poor
working conditions do become a source of job dissatisfaction.

Simply because they lead to physical discomfort and physical danger.

Moreover, all the employees are not satisfied or dissatisfied by
favourable or unfavourable work environment as shown in the figure
given below.
As shown in the figure, all the four employees are dissatisfied when
the working conditions are unfavourable. However, as the working
conditions start becoming favourable, the job satisfaction of employee
A and B increases sharply while employees C and D have only minor
increase in satisfaction.

C. Work Itself:
The content of the work itself plays a major role in determining the
level of job satisfaction.

Some of the aspects of the work which affect job satisfaction

are:
(i) Job Scope:
It provides the amount of responsibility, work pace and feedback. The
higher the level of these factors, higher the job scope and higher the
level of satisfaction.

(ii) Variety:
A moderate amount of variety is very effective. Excessive variety
produces confusion and stress and a too little variety causes monotony
and fatigue which are dis-satisfiers.

(iii) Lack of Autonomy and Freedom:

Lack of autonomy and freedom over work methods and work pace can
create helplessness and dissatisfaction. Employees do not like it when
their every step and every action is determined by their supervisor.

(iv) Role Ambiguity and Role Conflict:

Role ambiguity and role conflict also lead to confusion and job
dissatisfaction because employees do not know exactly what their task
is and what is expected of them.

(v) Interesting Work:

A work which is very interesting and challenging and provides status
will be providing satisfaction to the employees as compared to work
which is boring and monotonous.

D. Personal Factors:
Personal attributes of the individuals also play a very important role as
to whether they are satisfied at the job or not. Pessimists and people
with negative attitudes will complain about everything including the
job. They will always find something wrong in every job to complain
about.

Some of the important personal factors are:

1. Age and Seniority:
With age, people become more mature and realistic and less idealistic
so that they are willing to accept available resources and rewards and
be satisfied about the situation. With the passage of time, people move
into more challenging and responsible positions. People who do not
move up at all with time are more likely to be dissatisfied with their
jobs.

2. Tenure:
Employees will longer tenure are expected to be highly satisfied with
their jobs. Tenure assures job security, which is highly satisfactory to
employees. They can easily plan for their future without any fear of
losing their jobs.

3. Personality:
Some of the personality traits which are directly related to job
satisfaction are self assurance, self esteem, and maturity, and
decisiveness, sense of autonomy, challenge and responsibility. Higher
the person is on Maslow’s needs hierarchy, the higher is the job
satisfaction. This type of satisfaction comes from within the person
and is a function of his personality. Accordingly, in addition to
providing a healthy work environment, management must ensure that
the employee is happy with himself and has a positive outlook on life.
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