Management and Administrative Sciences Review
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 3, Issue: 4 (Special Issue), Pages: 713-723 (June 2014)
© Academy of Business & Scientific Research
www.absronline.org/journals
 Research Paper
Factors Affecting Employee Motivation
Seyed Abdol Rasoul Hosseini*
Lecturer, Department of Management, Payame Noor University (PNU), Tehran, Iran
The present study investigated factors affecting the motivation among bank employees in
Arsanjan. The population under study included all bank employees, of whom 50 employees
were included randomly in the research sample. The instrument used to collect the data was
Job Motivation Questionnaire. In addition, the collected data were analyzed by descriptive
and inferential statistics such as Pearson correlation coefficient. The results of the study
indicated that there is a significant relationship between social needs, job interest, selfefficacy, satisfaction, communication skills, job promotion, power, physiological needs,
wages, and job motivation. Besides, it was noted that social needs have the strongest factor in
predicting job motivation.
Keywords: Job motivation, factors affecting motivation, bank employees
INTRODUCTION
In today’s complicated and changing world,
organizations play a critical role in achieving social
goals and missions. Organizations of any kind
whether manufacturing or service, regard human
beings as an important factor in the quality of the
role they play. In other words, organizations over
years have come to the understanding that human
beings are the most valuable factors at their
disposal. Therefore, human beings’ significant role
in the acheivement of organizational goals cannot
be disregarded. Accordingly, any effort to
sublimate organizations without huaman emphaty
is almost doomed to failure to the extent that the
success of the majority of the manages can be
attributed to the optimal use of humans’ potential
abilities. On the other hand, mptivating people
requires the discovery of their motives as the cause
of their active participantion in the attainment of
the organizational goals. Althogh, the discovery of
the individuals’ hightened motivations as a cause
behind their improved performance is not an easy
task, organizations and, obviously, managers have
to pay attention to such motivtions. In this way,
employees work harder, the workplace will
become more joyful, absentism will be reduced,
satisfaction will be enhanced, workplace rules and
regulations will be observed, and emplyees will do
their best to actualiz the organization’s goals and
strategies (Abzari and Sadri, 2006).
Motivation is seen as one of the most important
factors in issues related to human resources
management (HRM) and organizational behavior
management (Lathem, 2007). Despite the existence
different and sometimes conflicting views about
motivation, its role and significance in
management and psychology in general and in the
management
of
human
resources
and
organizational behavior in particulare is
undeniable. The study of motivation and behavior
requires finding responses to a number of
*Corresponding author: Seyed Abdol Rasoul Hosseini,
Department of Management, Payame Noor University, Fars, Iran.
E-Mail: rh_rasol5@yahoo.com
713
Factors Affecting Employee Motivation
Research Paper
questions related to human beings. In the today’s
world, the competition-based busineess and active
participation in the global economy is an
unavoidable issue and the survival in this areana
requires the possession of competetive advanages
and having superiority over other competitiors. In
addition, one of the foundations of the compettion
and competetiveness is to attract and maintan
more and more customers and this is not possible
unless by providing better services and paying
more attention to customers’ needs, wants, and
expectations. Today, one of the goals of sublime
organizations is the delivery of high quality
products or services at the right time and
validating products and services so that they can
play their role and achieve profitability by
satisfying their customers. Customer-orientation is
highly significant for superior and successful
organizations to the extent that according to
Deming, “if your final goal is to gain
competitiveness, remaining in business and
entrauprenurship, you should make the
improvement of the quality of products and
services as your constant goal” (Hersi, 2009, p.
135).
-
There is a significant relationsship between
bank emplyees’ motivation and their
communication.
-
There is a significant relationsship between
bank emplyees’ motivation and job
promotion and development.
-
There is a significant relationsship between
bank emplyees’ motivation and their selfefficacy.
-
There is a significant relationsship between
bank emplyees’ motivation and their job
satisfaction.
-
There is a significant relationsship between
bank emplyees’ motivation and power
expectancy.
-
There is a significant relationsship between
bank emplyees’ motivation and their
physiological needs.
Therefore, the management must look for
solutions and techinques so that it could enhance
its employees’ motivation. This can be done by
rewarding and acknoledging them or throgh job
rotation. Low employee motivation at work may
reduce the efficiency and effectiveness in the
organization, leading ultimatley to the reduced
organizational productivity, reduced production,
employees’ dissatisfaction with the organization,
and thus the failure of the organization.
Consequently, eac organization has to adopt the
needed policies and strategies to improve the
employee motivation (Abbas Zadeh, 1995).
-
There is a significant relationsship between
bank emplyees’ motivation and their
salary.
RESEARCH HYPOTHESES
The following hypotheses will be tested in this
study:
-
There is a significant relationsship between
bank emplyees’ motivation and their social
needs.
-
There is a significant relationsship between
bank emplyees’ motivation and their job
interest.
LITERATURE REVIEW
Golzadeh (2001) in a study on “Factors affecting
employee motivation in organizations” stated that
human beings, whether in industrial or business
organizations, are seen as one of the important
factors for the attainment of the organizational
goals. As such, motivating factors inside humans
must be recognized in order to enhance efficiency
and productivity and then embark on satisfying
their needs to improve their efficiency. In addition,
all authorites in the filed of management regard
motivation as a complex behavior and thus with a
multidimensional nature. As a result, the
understanding and the application of motivation is
dependent on the knowledge and skills needed to
apply it. Of course, an awareness of motivation as
the cause of the ctivities and behaviors done by the
organization’s members is of high significance for
all managers. The exploration of motivation
provide answers to questions dealing with
whyness of human behavior: Why humans work
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Manag.Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 3, Issue: 4 (SI), Pages: 713-723
in organizations?, Why are some people active
while some are inactive? What are the reasons for
job interest/disinterest in job? These questions and
many others are related to the issue of motivation
and their answers can be found in relation to
employees’ motivation and their motives.
Therefore, mangers can can take easily some
actions to fulfil organizational goals in cooperation
with the employees and successfully perform their
other roles by gaining a mastry of how to motivate
employees. Accordingly, making employees
satisfied and getting them more interested in their
jobs as well as the fulfilment or organizational
goals is of vital importance. If the reasons for
employees’ dissatisfaction become clear it is
possible to make more efforts to enhance their
working conditions and make them more satisfied
since when people feel satisfaction with their jobs
they will unconciously perform their job more
carefully and they will be pleased by doing so.
Abzare et al. (2010) performed an analytical
descriptive study on “Factors influencing the
motivation of employees working in public and
private hospitals in Isfahan”. The poplaution
under study included all employees working in
major public and private hospitals in Isfahan in all
job levels such as including medicine,
paramedicine, nursing, and administrative-logistic
positions. The sample size was determined using
limited sample size formula and 248 employees
were selected through simple random sampling
and included in the research sample. The
instrument used to collect the dat was a 52-item
questionnaire with three scales of material,
spiritual, and organizational factors. The validity
of the questionnaire was confirmed by face
validity and its reliability was estimated as equal
to 0.82 by the Cronbach alpha coefficient. The
results indicated that there was a significant
different between the mean scores of occupational
level, employment status, and education level.
Employees in the public and private hospital
under study had different motivational priorities
so that spiritual factors were considered more
impartant in the public hospitals than in the
private hospitals.
Ostovar et al. (2003) conducted an analytical
descriptive study on “Factors affecting employee
motivation in the Yasuj University of Medical
Sciences in the view of university staff and
managers”. In this study, 50 staff managers and
131 employees were selected as the participants
throgh multisatage sampling and a 60 item
questionnare each item with two options was
distributed among them. The collected data were
analyzed using SPSS and Chi-sqaure tes. The
results indicated that the managers and the
employees held consistent views about the
hierarchy of needs. In other words, there was no
significant difference between motivational factors
in the views of the managers and the employees.
Besides, it was noted that the managers and the
employees has significantly similar views about
employees’ needs and some factors such as level of
education and job satisfaction.
Bakhshi Ali Abadi et al. (2004) performed a
descriptive study on “Factors improving job
motivation among the faculty members of
Rafsanjan University of Medical Sciences”. The
particpants were all 82 faculty members of
Rafsanjan University of Medical Sciences who
completed a 40 item questionnaire developed by
the researchers based on Herzberg’s two factorial
theory with an acceptable level of reliablity and
validity. The data were analyzed throgh absolute
and relative frequencies and Chi-square test using
SPSS Software. The results indicated that 81% of
the participants regarded extenal fators and 72%
considered intrinsic factors as job motivational
factors. The most important extrinsic factors
affecting job motivation were salary, job security,
workplace
conditions,
the
quality
of
communication with others, supervision, and
policies governing the workplace and the most
significant intrinsic factors were the nature of job,
appreciating employees, job development, and job
success,
respectively.
According
to
the
participants, extrinsic (health) factors were more
important than intrinsic (motivational) factors in
creating job motivation. This finding is not
consistent with Herzberg’s theories. It was also
noted that salary and job security are the most
important predictors of job motivation.
Rezaie et al. (2009) conducted a servey study on
“Factors affecting job motivation among local
promoters in Markazi Province”. The participants
were 161 local promoters in Markazi Province, Iran
Hosseini
Factors Affecting Employee Motivation
who were selected throgh cluster sampling. The
data were collected throgh questionnaires and
were analyzed by SPSS (Version 10). The results of
the correlation analysis indicated that there is a
positive significant relationship between age,
farming
experience,
ranching
experience,
promotion experience, the history of lving in a
village, income, the area of household fariming
land, promoters’ social participation and their
interest in farming and ranching activites, and
their job motivation. Besides, the results of t-test
and ANOVA suggested that there is a significant
relationship between gender, marital status, the
promoters’ main job, and their job motivation.
Age, participation in promotion activities, interest
in farming and ranching activities were entered
into the regression equation in three steps. It was
noted that these three variables could explain on
the whole 63% of variations in the local promoters’
job motivation.
Amirkhani (2010) in vestigated the relationship
between
emplyee
motivation
and
client
satisfaction in the branches of Tehran’s Social
Security Organization. It was assumed that if the
employees’ health-motivational needs (e.g.
physical
conditions,
effective
leadership,
cooperation and synergy, reward, job security,
salary, creativity, and innovation) are met, it will
lead to to the customer satisfaction. Accordingly, a
total number of 150 employees and 50 customers
available were serveyed using Herzberg’s two
dimensional model (health-motivational factors).
The result suggested that the impact of
motivational factors on employees’ performance
and customer satisfaction is greater than health
related factors. The results of regression analysis
also indicated that if the motivational needs of the
employees are met, 16% of the customer
satisfaction can be attributed to the fulfilment of
the employees’ motivational needs. Finally, about
34% of the customer satisfaction variations can be
atttributed to employees’ motivation to improve
their performance and to raise the quality of
service delivery to customers.
Vioasami et al. (2001) onducted a study on the
factors influencing employee motivation and
explored the relationship of communication skills,
crisis management, interpersonal relations,
decision making, conflict management, error
managemnt, risk-taking, reward management,
Research Paper
trust, supervision, and guidance wirh the
motivational climate in the organization in the
viewpoint of employees. The results suggested
that employees’ motivation will be increased by
their participation in decision-making process. The
following six components, in general, have the
highest impact on the public promotion
employees’ motivation: progress, dependance,
attachment, development, expertise, and control.
Wangi et al. (1994) studied factors affecting
employee motivation in Kenia and noted that the
quality of supervison and management, insurance,
reward, and job experience affect employee
motivation. However, personal characteristics such
as age, gender, marital status, education level, and
job experience are less associated with employee
motivation.
Franco (2004) examined factors affecting
employees’ health and concluded that the feeling
of proud, efficiency, honesty in management, and
job security are among the most important
motivational factors. Similarly, factors such as
finacial and nonfinancial rewards were also found
to be significant in this regarf. In another study
done by Timreck (2002), participants considered
factors such as the feeling of success, recognition,
responsibility, and getting promotion as important
motivational factors while feeling guity and threat
were seen as negative factors.
THE DATA AND RESEARCH METHOD
The present study uses a quantitative research
design and employed a descriptive-survey
method. In descriptive research, the researcher
does not look for the cause of phenomena or to
find a reason for a problem but he only explores
the nature of the problem and merely describes it.
Questions such as how, who, what, where, how
much, and how many are among the most
important components dealt with in descriptive
surveys. The participants in this study were 50
employees working in banks in Arsanjan and they
were
surveyed
using
Job
Motivation
Questionnaire.
THE FINDINGS
H1: There is a significant relationship between job
motivation and social needs.
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Manag.Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 3, Issue: 4 (SI), Pages: 713-723
[TABLE 1 HERE]
The values of pearson corrlation coefficient (r =
0.733) and the significance level (P = 0.00) in Table
1 suggest that there is a significant relationship
between job motivation and social needs. In other
words, an increase in social needs will result in
enhanced job motivation.
H2: There is a significant relationship between job
motivation and job interest.
[TABLE 2 HERE]
The values of pearson corrlation coefficient (r =
0.418) and the significance level (P = 0.003) in
Table 2 indicate that there is a significant
relationship between job motivation and job
interest. In other words, an increase in social needs
will result in enhanced job motivation.
H3: There is a significant relationship between job
motivation and self-efficacy.
[TABLE 3 HERE]
The values of pearson corrlation coefficient (r =
0.465) and the significance level (P = 0.001) in
Table 3 show that there is a significant relationship
between job motivation and self-efficacy. In other
words, an increase in self-efficacy will result in
enhanced job motivation.
H4: There is a significant relationship between job
motivation and job satisfaction.
[TABLE 4 HERE]
The values of pearson corrlation coefficient (r =
0.597) and the significance level (P = 0.00) in Table
4 show that there is a significant relationship
between job motivation and job satisfaction. In
other words, an increase in job satisfaction will
result in improved job motivation.
H5: There is a significant relationship between job
motivation and communciation skills.
[TABLE 5 HERE]
The values of pearson corrlation coefficient (r =
0.480) and the significance level (P = 0.00) in Table
5 show that there is a significant relationship
between job motivation and communication skills.
In other words, an increase in communciation
skills will result in enhanced job motivation.
H6: There is a significant relationship between job
motivation and job promotion.
[TABLE 6 HERE]
The values of pearson corrlation coefficient (r =
0.475) and the significance level (P = 0.00) in Table
6 indicate that there is a significant relationship
between job motivation and job promotion. In
other words, an increase in job promotion will
result in enhanced job motivation.
H7: There is a significant relationship between job
motivation and power expectancy.
[TABLE 7 HERE]
The values of pearson corrlation coefficient (r =
0.480) and the significance level (P = 0.00) in Table
7 suggest that there is a significant relationship
between job motivation and power expectancy. In
other words, an increase in employees’ power
expectancy will result in enhanced job motivation.
H8: There is a significant relationship between job
motivation and physiological needs.
[TABLE 8 HERE]
The values of pearson corrlation coefficient (r =
0.341) and the significance level (P = 0.01) in Table
8 suggest that there is a significant relationship
between job motivation and physiological needs.
In other words, an increase in employees’
physiological needs will result in enhanced job
motivation.
H9: There is a significant relationship between job
motivation and salary.
[TABLE 9 HERE]
The values of pearson corrlation coefficient (r =
0.487) and the significance level (P = 0.00) in Table
9 show that there is a significant relationship
between job motivation and employees’ salary. In
other words, an increase in employees’ salary will
result in increased job motivation.
Regression analysis was used to explore the
predictive power of varibales under study
concerning job motivation.
[TABLE 10 HERE]
As can be seen in Table 10, there is a strong
correlation (R = 0.878) between variables under
study and job motivation. In addition, the value of
Hosseini
Factors Affecting Employee Motivation
R2 (0.715) suggests that the independent variable
can explain the variations in the sample under
study in terms of the participants’ job motivation.
Therefore, social needs (r = 0.715) have the highest
predictive power. In addition, the value of the
significance level shows that the results of the test
are standard and generalizable to the whole
population under study.
ANSWERING RESEARCH HYPOTHESES
H1: There is a significant relationship between job
motivation and social needs.
The values of pearson corrlation coefficient (r =
0.733) and the significance level (P = 0.00) in Table
1 show that there is a significant relationship
between job motivation and social needs,
suggesting that an increase in social needs will
result in enhanced job motivation. Social needs are
among important factors affecting job motivation
as such needs force people to work. Theredore, the
more urgent the social needs the higher will be job
motivation. Social needs create job motivation in
human beings. A job will change an infividual’s
social position and the need for this change
motivates the individual to start working. Social
needs also require the need foe respect and selfactualization. All people in the society need
respect and self-respect. They are also willing to
respect others. The satisfaction of the need for
respect will lead to feelings such as selfconfidance, vale, power, sufficiency, and
usefulness in the world.
H2: There is a significant relationship between job
motivation and job interest.
The values of pearson corrlation coefficient (r =
0.418) and the significance level (P = 0.003) in
Table 2 indicate that there is a significant
relationship between job motivation and job
interest. This suggests that an increase in social
needs will result in enhanced job motivation. This
finding is conssitent with the research done by
Amir Khani (2010). The selection of a job requires
the interest in that job. People who are more
interested in theor job are undoubtedly more
successful and try to make progress in their job.
H3: There is a significant relationship between job
motivation and self-efficacy.
Research Paper
The values of pearson corrlation coefficient (r =
0.465) and the significance level (P = 0.001) in
Table 3 show that there is a significant relationship
between job motivation and self-efficacy.
Consequently, an increase in self-efficacy will
result in enhanced job motivation. Job self-efficacy
shows an individual’s belief in the extent of his
success in his career. A belief in having sufficient
working skills will lead the person help others.
H4: There is a significant relationship between job
motivation and job satisfaction.
The values of pearson corrlation coefficient (r =
0.597) and the significance level (P = 0.00) in Table
4 show that there is a significant relationship
between job motivation and job satisfaction. In
other words, an increase in job satisfaction will
result in improved job motivation. Job satisfaction
is one of the most important factors affecting
people’s attitudes that is highly significant given
that it has considerable effects. Therefore,
motivation is a multidimensional psychological
process that directs people towards optimal goals.
Besides, job satisfaction refers to a pleasant and
positive feeling that people have of their jobs.
H5: There is a significant relationship between job
motivation and communciation skills.
The values of pearson corrlation coefficient (r =
0.480) and the significance level (P = 0.00) in Table
5 show that there is a significant relationship
between job motivation and communication skills.
Therefore, an increase in communciation skills will
result in enhanced job motivation. This is in line
with the results of the study conducted by Bakhshi
Ali Abadi et al. (2004). Good relationships among
colleagues in a workplace reduce job stress and
employees take actions to achieve their goals.
When there is rapport among people, they are
more motivated to continue their work.
H6: There is a significant relationship between job
motivation and job promotion.
The values of pearson corrlation coefficient (r =
0.475) and the significance level (P = 0.00) in Table
6 indicate that there is a significant relationship
between job motivation and job promotion. In
other words, an increase in job promotion will
result in enhanced job motivation. This is
consistent with findings by Amirkhani (2010) and
Bakhshi Ali Abadi et al. (2004). One of the factors
that can enhance the job motivation is the
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Manag.Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 3, Issue: 4 (SI), Pages: 713-723
awareness that it will lead to job progress. With
such an awareness, people are more motivated to
continue their work and make progress in their
career.
H7: There is a significant relationship between job
motivation and power expectancy.
The values of pearson corrlation coefficient (r =
0.480) and the significance level (P = 0.00) in Table
7 indicate that there is a significant relationship
between job motivation and power expectancy,
implying that an increase in employees’ power
expectancy will result in enhanced job motivation.
This finding is consistent with the results of
Yadavar (1999). When people are optimistic that
they would reach power in their job, their job
motivation would be increased.
H8: There is a significant relationship between job
motivation and physiological needs.
The values of pearson corrlation coefficient (r =
0.341) and the significance level (P = 0.01) in Table
8 suggest that there is a significant relationship
between job motivation and physiological needs.
This shows that an increase in employees’
physiological needs will result in enhanced job
motivation. This is in line with the study done by
Amirkhani (2010). The needs that are considered
as the starting point of the motivation theory are
called physologic derives. Physiological needs
have more domination power than other other
needs in the sense that when physiological needs
dominate an organism all other needs will lose
color and they will be obviated. But when they are
met they will no longer be regarded as
determinants of behavor and they maintain their
potential nature. In contrast, if they are not met
they will dominate the organism.
H9: There is a significant relationship between job
motivation and salary.
The values of pearson corrlation coefficient (r =
0.487) and the significance level (P = 0.00) in Table
9 indicate that there is a significant relationship
between job motivation and employees’ salary. In
other words, an increase in employees’ salary will
result in increased job motivation. This is in line
with the results of the study conducted by Bakhshi
Ali Abadi et al. (2004) and Amirkhani (2010).
Salary is regarded as one of the most important
parts of a vocational position. When an individual
is paid according to the time they spend and the
effort they made it will result in job satisfaction
and consequently in job motivation. Salary is
regarded as an influential factor for almost all job
groups. There are many variations in individual
differnces and attitudes towards money. Money
seems to be more important for those people who
cannot get satisfaction in their works otherwise. In
some cases it has been seen that many people
change their jobs due to low payment and choose
jobs with lower positions.
DISCUSSION AND CONCLUSIONS
Based on the the findings of the study, it can be
concluded that paying attention to employees’
motivational factors and their needs, and their
individual differeces is one of the important factors
in human resources productivity and as one of the
basic prerequisites to attain goals in a job and
motivating people who do it. There a number of
factors that account for low job motivation.
Therefore, managers are looking for solutions and
techniques
to
increase
their
employees’
motivation. This can be done by reward payments,
written acknowledgement, or job rotation. An
awareness of individual differences can help
managers to know their employees better and thus
take some actions with the aim of meeting their
needs, keeping in mind that some employees are
more appropriate for sales jobs, some for
administrative jobs, and some for research works.
An awareness of individual differences can be
useful in taking decisions about organizaing
employees that is whoshould be appoineted to
which job. Besides, such an awareness helps
manages in giving or not giving rewards.
Employees show different reactions to different
rewards and an awareness of employees’ needs
enables managers to plan for systems
corresponding to their needs. One of the most
reliable findings is that the higher the postion the
more the job satisfaction. Besides, as employees are
often fond of promotion and progress, there
should be some mechanisms to increase
satisfaction with the organization and pave the
way for employees’ promotion at different levels
in a logical framework. this is regarded as an
influential factor for almost all job groups. There
Hosseini
Factors Affecting Employee Motivation
are many variations in individual differnces and
attitudes towards money. Money seems to be more
important for those people who cannot get
satisfaction in their works otherwise. In some cases
it has been seen that many people change their jobs
due to low payment and choose jobs with lower
positions. Therefore, all factors must be taken into
account to increse job satisfaction so that the
organization move towards the attainment of its
goals.
RESEARCH IMPLICATION
1. Reformation and revision of organizational
structures and the creation of positions
appropriate to organizational goals and
existing realities
2. Creating an anvironment based on the type
of jobs and providing facilites needed
3. The establishment of friendly relations at
the workplace
4. To motivate employees, the organization is
needed to pay attention to a set of factors
such as the adoption of rules and
regulations, appropriate compensations,
participation in decision-making process,
appreciation of the employyes, etc. In
addition, the management should observe
equality when paying wages and
compensations and not descriminate
among employees. The management also
should establish a performance evaluation
system so that it can accurately evaluate
employees’ actual performance and not
discriminate between male and female
employees
with
regard
to
their
participation in the decision-making
process.
5. Material rewards cannot solely can be
regarded as the basis of the participation.
Such rewards are used in successful
organizations only for making a living and
other non-monetry rewards should not be
disregarded.
6. Measurement, evaluation, and recongition
programs
must
be
implemented
continously to gain an understanding of
employees’ basic needs.
Research Paper
7. The organization must determine the roles
and functions of each employees clearly.
8. Wages and compensations must be payed
according to the employees’ performance
not based on gender. In addition, making
payments based on equity, taking into
account the experience and education level
when making payment, paying attention to
emplyees’ need for support on the part of
the managers, the employees’ need to
participate in decision-makings, changing
contractual staff into formally employed
staff by the organization to increse their
job security can increase their job
motivation.
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Isfahan
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Hosseini. 2004. “Factors Affecting
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Medical Sciences”. Iranian Journal of
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Rezaeim M.; H. Shabanali Fami; and A.
Rezvan. 2009. “Factors Affecting Job
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Markazi Province”. Journal of Economy
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APPENDIX
Table 1. Relationship between job motivation and social needs
Variables
Pearson correlation
Significance level
Job motivation and social
needs
0.733
0.00
Table 2. Relationship between job motivation and job interest
Variables
Pearson correlation
Significance level
Job motivation and job
interest
0.418
0.003
Table 3. Relationship between job motivation and self-efficacy
Variables
Pearson correlation
Significance level
Job motivation and selfefficacy
0.466
0.001
Table 4. Relationship between job motivation and job satisfaction
Variables
Pearson correlation
Significance level
Job motivation and job
satisfaction
0.597
0.00
Table 5. Relationship between job motivation and communication skills
Variables
Pearson correlation
Significance level
Job motivation and
communication
0.480
0.00
Table 6. Relationship between job motivation and job promotion
Variables
Pearson correlation
Significance level
Job motivation and job
promotion
0.418
0.003
Table 7. Relationship between job motivation and power
Variables
Pearson correlation
Significance level
Job motivation and
power
0.480
0.00
Table 8. Relationship between job motivation and physiological needs
Variables
Pearson correlation
Significance level
Job motivation and
physiological needs
0.341
0.01
722
Manag.Adm. Sci. Rev.
e-ISSN: 2308-1368, p-ISSN: 2310-872X
Volume: 3, Issue: 4 (SI), Pages: 713-723
Table 9. Relationship between job motivation and salary
Variables
Pearson correlation
Significance level
Job motivation and salary
0.487
0.00
Table 10. Results of synchronous regression for predictive power of variables affecting job motivation
Variables
R
R2
f
P
B
se
β
t
P<
Social needs
2.55
0.490
0.715
5.22
0.00
Job interest
0.557
0.916
0.117
0.608
0.54
Self-efficacy
0.190
0.756
0.051
0.252
0.8
Job satisfaction
0.467
0.721
0.135
0.897
0.37
Communication skills
0.546
0.378
0.323
1.44
0.15
Promotion and
development
Power expectancy
0.861
0.507
0.277
1.7
0.09
0.020
0.596
0.004
0.033
0.97
Physiological needs
0.048
0.889
0.010
0.054
0.95
Salary
1.19
0.818
0.184
1.46
0.15
Hosseini