RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

148 RESPONSIBLE ENTREPRENEURSHIP
significant positive correlation (0.51***). This correlation exists employees cannot be motivated
if they are not sure about their future in organization (Jandaghi et al., 2011).
Focusing on Table III, it can be seen that leadership is positively correlated with empowerment
(H17, 0.67***) and communication (H18, 0.58***). The strong positive correlation
between leadership and empowerment signifies the fact that leaders are those who give employees
autonomy to find new and creative solutions for work (Zhang and Bartol, 2010; Muñoz-
Doyague and Nieto, 2012). This correlation with communication exists because leaders are
responsible for the atmosphere within organization and its performance, whereas empowerment
and communication are two motivational factors managed by leaders.
Other positive correlations, which support previous findings conducted by Johnson and Yang
(2010) and Battistelli et al. (2013) are between organizational loyalty, intrinsic motivation (H20,
0.58***) and extrinsic motivation (H21, 0.41***). The first correlation indicates that employees
feel the strong relationship between them and organization, which positively influence their
internal desire to work for the company’s prosperity (Bloemer and Odekerken-Schröder, 2006).
The second positive correlation exists because employees committed to their organization feel
external support that affect their motivation (Battistelli et al., 2013).
Concerning the recognition, it has positive significant correlation with organizational loyalty
(H22, 0.59***) and extrinsic motivation (H23, 0.55***). According to Danish and Usman
(2010) the first relationship exists because employees feel that all their performance are seen
and appreciated by supervisors. Further, the second correlation shows that the appraisal
received by employees for their performance influence external motivation (Abdullah and
Wan, 2013).
Extrinsic motivation has positive significant association with job engagement (H25,
0.44***). This correlation exists because externally motivated employees feel that managers
treat them fairly and all their results are recognized, influencing their engagement to the job
(Dysvik et al. 2010).
Finally, the intrinsic motivation is strongly related to job engagement (H27, 0.63***).
Zhang and Bartol (2010) imply that internally motivated employees enjoy their tasks, and
have internal willingness to perform them at the highest level.
The basic objective of the research is to define which motivational factors have strongest
contribution on employees performance, proving the relationship among dependent and independent
variables through SPSS linear regression analysis.
Table 5: Model Summary
Model R R Square Adjusted R Square Std. Error of the Estimate
1 ,568 a ,322 ,222 ,58911
Predictors: Promotion opportunity, teamwork, sense of achievement, employees empowerment, job engagement.