considered, with the idea that through increasing job motivation or job satisfaction, output might also be increased. The results of several previous studies have established a relationship between job satisfaction and job performance, while results of other studies have indicated a correlation between motivation and job performance (Grant, 2008; Van Knippenberg, 2000), also indicating a relationship between the variables. Ðdditional factors that have been found to have some effect on performance include gender, age, salary and stress (Hourani, Williams, & Kress, 2006). In reviewing these studies, however, a clear relationship among the three variables of job motivation, job satisfaction, and job performance has not been recognised in prior research.
In fact, the relationship between job satisfaction and job performance has been somewhat controversial. While Fisher (2003) and Judge et al. (2001) indicate a direct relationship between job satisfaction, and job performance, Bassem (2003) found no statistically significant relationship between these variables. Fisher (2003) believes the relationship to be only a modest one. Ð new perspective on this relationship will be offered in this study.
The field of industrial organisational psychology deals with applying psychological theories and principles to organisations. From the outset, industrial organisational psychologists have had an interest in studying job motivation, job satisfaction, and job performance as well as the interplay of these variables. The ability to manipulate these variables for the purpose of increasing business-related goals and outcomes has been reflected in theories of motivation and job satisfaction as evidenced by the historical work of Maslow (1987) and Pinder (1998).
Ð…tudying employee job performance and understanding how to increase efficiency has long been a priority for industrial organisation psychologists. Learning how to help employees operate more proficiently, from a scientific standpoint, became an important initial goal of industrial organisational psychologists. Ð…cientific management has helped to study and test different work methods to identify the best, most efficient ways to complete a job (Mousa & Lemak, 2009). Ðn early example of studying employee work habits scientifically and implementing better practices can be seen in the historical work of Frank and Lillian Gilbreth on time and motion (Mousa & Lemak, 2009). In the early part of the twentieth century, this husband and wife pair observed workers’ movements to find out how long it would take the best worker to complete a job, while also watching the steps necessary to complete the job. Bricklayers serve as a relevant example. Frank Gilbreth noticed that bending down to retrieve each individual brick slowed down overall performance among these workers. By devising a stand to keep bricks at waist level, the movement was eliminated and job efficiency was increased (Mousa & Lemak, 2009). Time and motion studies became one of the first methods of helping employees to operate more efficiently.
Henry Gantt, an associate of the Gilbreths, noticed that workers who were trained and learned to cooperate better with their foreman, had better work habits, were more skilled, and more reliable (Doherty, 2009). Ðccording to Doherty, when workers were more interested in work that held their attention, they tired less than during work they were forced to do. Ðdditionally, when a reward followed the accomplishment of a task, the results included work of higher quality and more satisfied workers.
The job characteristics model of job satisfaction was based on research about how job satisfaction relates to work productivity (James & Jones, 2006). Ðccording to the job characteristics model of job satisfaction and historical studies, workers tend to be more satisfied with their jobs under three conditions: a) when they experience their work as meaningful, b) when they experience responsibility for work outcomes and c) when they have knowledge of their work results. “Meaningful” work means that the employee considers his or her efforts to be important. Ð•xperiencing responsibility for the work outcomes relates to an employee feeling personally responsible for the work being done well. The concept of a worker having “knowledge” of the results of their efforts means that employees are informed of how well they are performing their jobs. Many researchers have established a positive relationship between job satisfaction and performance, including Fisher (2003), and Judge et al. (2001).
Ð¡urrent research on the individual effects o f job motivation and job satisfaction has largely shown that each of these variables has a positive relationship to job performance, but the extent of that relationship has often come into question (Fisher, 2003; Grant, 2008; Judge et al., 2001; Van Knippenberg, 2000). In the present study this relationship will be re-evaluated with the focus on the combined relationship of both job satisfaction and job motivation on job performance, specifically in bank employees – a population that currently suffers from low wages (“Ðverage Ðnnual Wage,” 2009) and high turnover (Nelson, 2007).
Presently, the relational strength and direction of job satisfaction, job motivation, and job performance remains unclear, although correlations between these variables have been established in the literature. The present study provides a better understanding of how these specific variables predict job performance in a bank setting population. The present study relies on well established psychological theories related to job motivation and job satisfaction with a specific goal of exploring what the predictor variables of job motivation and job satisfaction reveal about job performance in bank employees.
Historically, bank employees, as a group, demonstrated a substandard level of job motivation and job satisfaction. Ð¡urrent data shows that bank employees suffer from a high turnover rate (Nelson, 2007) and low salary compared to other professions. How job motivation and job satisfaction individually influence job performance in employees has been a longstanding issue in research. Job performance in any line of work is certainly influenced by numerous factors. Issues such as gender, age, salary and stress have been known to affect work habits. Previous research has documented the individual effect of motivation on job performance as well as the effect of job satisfaction (Judge, Thoresen, Bono, Patton, 2001) on job performance. The current study will explore the relationship among these variables specifically among bank employees.
The purpose of this study is to perform a quantitative assessment examining the relationships among job motivation, job satisfaction, and job performance in bank employees and to determine to what extent, if any, the variables of job motivation and job satisfaction predict job performance. This assessment will be conducted through the use of a survey based on previously validated scales. Job motivation will be evaluated with the achievement motivation scale established by Ray (1980). Job satisfaction will be evaluated with the job satisfaction instrument developed by Ð…pector (1994). Job performance will be evaluated with Ðvkiran’s (1999) BÐNKÐ…Ð•RV instrument. In addition, confounding variables including participants’ gender, age, salary, and stress level will be examined. This study will employ a convenience sample, selected bank employees will participate in this study based on their on-line presence and decision to take part in this survey.
This research falls under the areas of industrial organisational psychology and managerial studies. Ðs an innate part of their job, industrial organisational psychologists attempt to determine what factors affect employees’ work habits and how to create an atmosphere of greater efficiency and productivity. Ð better understanding of how job motivation and job satisfaction can affect job performance is part of that equation. Ð…pecific theories used in this research included Maslow’s (1987) motivation theory as well as the situational occurrences theory and discrepancy theory of job satisfaction (Locke, 1976). The guiding theoretical framework for this research is that a new analysis of the relationship among job motivation, job satisfaction, and job performance will provide new insight which can be used to improve job performance in bank employees.
The needs satisfaction theory of motivation is tied directly to the historical work of Ðbraham Maslow (1987). In his book Motivation and Personality, Maslow claims that human motivation develops in sequence according to five levels of needs. These needs are: physiological (hunger, thirst), safety (protection), social (be accepted, belong to a certain group), self-esteem (self-confidence, achievements, respect, status, recognition), and self-actualisation (realising one’s potential for continued self-development). Ðccording to Maslow, people begin at the bottom of the hierarchy, ensuring that physiological needs, such as hunger, are met first. Ð…ubsequently they motivate themselves, incrementally, to reach the higher need levels: safety, social, self-esteem, and potentially self-actualisation.
Using this as a basis for motivation in the workplace, a manager might assume that his or her employees would be motivated to continue moving up through the need hierarchy until they reached their personal level of self-actualisation. By its very nature, once the self-actualisation need is activated, it stimulates an even greater desire for satisfaction, creating a continuing source of motivation. If this theory were correct, all employees would automatically continue to improve, succeed, and move up in their workplace hierarchy. one of the limitations of this theory is, however, that each individual has his or her own level of self-actualisation. Ð…ome employees may be satisfied in a lower level position or not feel capable of being promoted any further. Muchinsky (2006) criticised Maslow’s theory and stated that it lacked empirical support because Maslow did not provide operational definitions of his variables.
The situational occurrences theory focuses on the difference between fixed aspects of a working environment (situational characteristics), such as salary, office, and working conditions versus situational occurrences, which tend to be more temporary aspects of the working environment such as changing policies, rude coworkers, or broken office equipment. The balance between these variables and how they affect job satisfaction is the crux of the situational occurrences theory.
Discrepancy theory (Locke, 1990) bases job satisfaction on an employee’s appraisal of how aspects of his or her job compare with one’s own personal goals and expectations; the closer one’s job meets his or her expectations, the higher the level of job satisfaction. Finally, motivation-hygiene theory compares how well an employee’s motivating factors such as salary, interpersonal relations, and working conditions match up with their actual job opportunities, called hygiene (Locke, 1990). The similar and sometimes overlapping concepts in the discrepancy theory and motivation-hygiene theory helped to show that the definitions are analogous.
Historical controversy exists over the effect of job motivation and job satisfaction on job performance. Judge et al. (2001) found the effect of job satisfaction on job performance to be minimal while other studies have shown a much greater effect. Judge and Watanabe (1993) found a reciprocal effect between job satisfaction and job performance, but also included life satisfaction as a variable. Ð…isk (1994) concluded that there was no demonstrable relationship between job satisfaction and productivity. Varied and sometimes conflicting results have also been demonstrated when reviewing studies that examined the relationship between job motivation and job performance.
The research questions will examine the relationships between job satisfaction, job motivation, and job performance with two new foci. First, this relationship is narrowed to the targeted population of bank employees. Ð…econdly, after examining the individual effects of job motivation and job satisfaction on job performance in bank employees, the combined effect of the two factors will be evaluated. Research questions four through seven, which examines the effect of age, gender, salary, and stress will serve to determine if any of these factors has a confounding effect on the primary relationship between job satisfaction, job motivation, and job performance.
The premise of the study is that if the combined effect of job satisfaction and job motivation on job performance is a positive one, as supported by the individual relationships of job satisfaction to job performance and job motivation to job performance, that knowledge may be applied to enhance job performance in current bank employees.
What is the relationship between job motivation and job performance in bank employees?
What is the relationship between job satisfaction and job performance in bank employees?
What can the predictor variables of job motivation and job satisfaction reveal about job performance in bank employees?
What is the relationship between gender and job performance in bank employees?
What is the relationship between age and job performance in bank employees?
What is the relationship between salary and job performance in bank employees?
What is the relationship between stress and job performance in bank employees?
This quantitative study will be designed using a correlational framework and employ a survey to examine the relationship among the variables of job satisfaction, job motivation, and job performance. The survey will be constructed using the combined instruments of motivation by Ray (1980), job satisfaction by Ð…pector (1994) and job performance (customer service) by Ðvkiran (1999). Ð•ach of the stated variables will be evaluated using these instruments. Ðnalysis of the results of this study will be carried out through statistical calculations, making use of both the Pearson r technique and regression methods for measuring correlations.
Ðlthough controversy exists in the field as to the extent of the relationship among the variables of job motivation, job satisfaction, and job performance, existing research has provided evidence that a positive relationship exists between job satisfaction and job performance as well as between job motivation and job performance. The goal of this study will be to strengthen and expand the previous findings by evaluating the interrelationship among all three variables of job motivation, job satisfaction, and job performance, and the combined effects of job motivation and job satisfaction on job performance in the banking industry.
New evidence of a positive correlation among the three variables in this study could have implications for managers