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The Relationship between Work Motivation and Job Satisfaction Research and determine its form, direction, intensity and duration. Pinder (1998) contended that an essential feature of this definition is that work motivation is an invisible, internal and hypothetical construct, and that researchers, therefore, have to rely on established theories to guide them in the measurement of observable manifestations of work motivation. Du Toit (1990) added that three groups of variables influence work motivation, namely individual characteristics, such as people’s own interests, values and needs, work characteristics, such as task variety and responsibility, and organizational characteristics, such as its policies, procedures and customs. Van Niekerk (1987) saw work motivation as the creation of work circumstances that influence workers to perform a certain activity or task of their own free will, in order to reach the goals of the organization, and simultaneously satisfy their own needs. Work motivation of the middle managers in the banking sector largely depends on the social, economic, and cultural circumstances of the country. If the manager does not receive a competitive salary, he will face problem in maintaining his family life status. The pressure of the family will not let this individual show his full potential, thus he will be stressed out and the organizations efficiency will be affected by this individual. Therefore, it is very important to find out the variable that contributes to his motivation at work and job satisfaction. Job satisfaction of the managers who have an important place as forerunners of the society will affect the quality of the service rendered. According to Sempane, Rieger & Roodt (2002), “Job satisfaction relates to people’s own evaluation of their jobs against those issues that are important to them”. Job satisfaction is regarded as related to important employee and organizational outcomes, ranging from job performance to health and longevity (Spector, 2003). The nature of the environment outside of the job PAKISTAN BUSINESS REVIEW JULY 2011 334
Research The Relationship between Work Motivation and Job Satisfaction directly influences a person’s feelings and behavior on the job (Hadebe, 2001). Judge and Watanabe (1993) reinforced this idea by stating that there is a positive and reciprocal relationship exists between job and life satisfaction in the short term, and that over time, general life satisfaction becomes more influential in a person’s life. Schultz and Schultz (1998) emphasized that people spend one third to one half of their waking hours at work, for a period of 40 to 45 years, and that this is a very long time to be frustrated, dissatisfied and unhappy, especially since these feelings carry over to family and social life, and affect physical and emotional health. Megginson, Mosley & Pietri (1982) stated that people experience job satisfaction when they feel good about their jobs, and that this feeling often relates to their doing their jobs well, or their becoming more proficient in their professions, or their being recognized for good performance. Literature suggests that, “A variety of factors motivate people at work, some of which are tangible, such as money, and some of which are intangible, such as a sense of achievement (Spector, 2003)”. Schultz and Schultz (1998) held the view that job satisfaction encompasses the positive and negative feelings and attitudes people hold about their jobs, and that these depend on many work-related characteristics, but also on personal characteristics, such as age, gender, health and social relationships. Employee motivation and job satisfaction cannot be isolated, but they complement each other and respond to different organizational variables like productivity and working conditions. Employee and job satisfaction depends on people’s insight and behavior at the work place which is driven by a set of intrinsic, extrinsic needs and by their view of numerous job-related and organization related attitudes. The relationship has long been ignored by researchers, although a very strong relation exists, that can be supported by previous literature such as Hoole and Vermeulen (2003) found that the extent to which people are 335 PAKISTAN BUSINESS REVIEW JULY 2011
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PBR ISSN 1561-8706 PAKISTAN BUSINES
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