Review of Management and Economic Engineering

Vol. 22, No. 2(88), June 2023, p. 110 - 126, ISSN (print): 1583-624X, ISSN (online): 2360-2155
- 110 - Copyright © Romanian Association of Managers and Economic Engineers from Romania

JOB SATISFACTION AS A FACTOR THAT CAN

ENHANCE MOTIVATION FOR EMPLOYEES

Corina-Ionela GRIGORAȘ1, Ioana NICOLA2*, Alexandra Elena PLOP3,

Daniela-Claudia VLĂȘCEANU4, Dumitru Radu STANCIU5 *
1 Faculty of Entrepreneurship, Business Engineering and Management, University
Politehnica of Bucharest, Romania, [email protected]
2 Faculty of Entrepreneurship, Business Engineering and Management, University
Politehnica of Bucharest, Romania, [email protected]
3 Faculty of Entrepreneurship, Business Engineering and Management, University
Politehnica of Bucharest, Romania, [email protected]
4 Faculty of Entrepreneurship, Business Engineering and Management, University
Politehnica of Bucharest, Romania, [email protected]
5 Economic Engineering Department, Faculty of Entrepreneurship, Business
Engineering and Management, University Politehnica of Bucharest, Romania,
[email protected]
* Correspondence: [email protected], [email protected]

Abstract: A crucial aspect of any successful organization is employee motivation - the level of
enthusiasm, energy, commitment, and creativity that an employee brings to their role daily. It’s the
driving force that propels employees towards achieving their goals, which in turn contributes to the
organization’s overall success. This research paper explores the relationship between job satisfaction
and employee motivation and by utilising both theoretical frameworks and empirical data, the study
establishes a strong connection between these two concepts and further looks at several aspects of
employment. For the study, we collected data using a cross-sectional questionnaire addressed in
Bucharest, which we subsequently analysed and correlated with information from a variety of
scientific existing literature and case studies to present the results. Descriptive and inferential
statistical techniques were employed to identify and investigate relevant information to achieve its
research objective. Based on the utilised analytical methods, it can be inferred the significance of job
satisfaction in improving employee motivation, leading to higher productivity and better
organizational outcomes. The conclusions of the analysis have practical applicability for organizations
seeking to boost employee performance and engagement.

Keywords: workplace satisfaction, employee performance, motivation, organizational behaviour,

human resources management

1 INTRODUCTION can be seen as a philosophy about how people

Human Resource Management (HRM) is a should be managed and is concerned with both
comprehensive approach to the employment improving organizational effectiveness through
and development of people in an organization. It people and treating employees ethically.
Job satisfaction as a factor that can enhance motivation for employees - 111 -

Human Resource Management aims to Of the three constructs (a construct is a

optimize workforce productivity through conceptual framework that explains how people
effective leadership by managers and team perceive and react to their environment),
leaders. This goal requires an examination of motivation is a long-standing one that has been
various factors that influence workplace extensively researched and written about since
behaviour, such as ability, intelligence, the earlier part of the 20th century. Motivation
personality, attitudes, emotions, and emotional theory has been used and is still used to inform
intelligence. (Armstrong & Taylor, 2014) decisions on how to get more effort and better
Therefore, it is essential to understand the performance from employees, for example, the
importance of HRM in optimizing workforce use of performance-related pay. (Armstrong &
productivity and the various factors that impact Taylor, 2014)
workplace behaviour. A complete method of managing
A focus preoccupation shared by all those compensation within a company, the integrated
involved in managing people is how to get the method of compensation process considers
best out of them, which primarily rests on the several variables that affect employee
shoulders of managers and team leaders who motivation, including job satisfaction. (Stanciu,
exercise effective leadership. However, HR Bazele managementului, 2022) Job satisfaction is
specialists also play a critical role in creating a a vital component that can improve motivation
work environment that fosters high at work. The model considers both objective and
performance and in devising policies and subjective aspects of compensation and
practices that motivate employees to exceed recognizes that job satisfaction is influenced by
expectations. To do this, managers and HR a range of other factors presented in Figure 1,
specialists need to consider the general factors including work environment, job security and
that affect how people behave at work - namely, opportunities for development, which greatly
ability, intelligence, personality, attitudes, impact employees’ motivation. By connecting
emotions, and emotional intelligence, but they compensation with the factors that influence job
should also be aware of the following more satisfaction and motivation, organizations can
specific factors that influence behaviour and improve the work environment and enhance
therefore performance: motivation, employee engagement and performance.
commitment, engagement. (Chenhall & Brownell, 1988)

Figure 1. An integrated model of compensation process (Stanciu, Bazele managementului, 2022)

- 112 - Corina-Ionela Grigoraș, Ioana Nicola, Alexandra Elena Plop, Daniela-Claudia Vlășceanu, Dumitru Radu Stanciu

This study sheds light on the elements that factors that impel action and to external factors
influence employee motivation and satisfaction. that can act as inducements to action’. (Locke &
The findings may help companies in identifying Latham, 2004)
areas for improvement in their management Although motivation is a complex process
methods, policies, and procedures. The objective that varies across employees due to the high
of this research paper is to understand the complexity of human individuals, Arnold et al.
relationship between job satisfaction and (1991) have identified three key components of
employee motivation which can aid in the motivation: direction (what a person is trying to
development of a positive work environment do), effort (how hard a person is trying), and
that promotes employee well-being, persistence (how long a person keeps on
productivity, and retention. Ultimately, this can trying). (Arnold , Coyne, Randall, & Petterson,
lead to improved organizational performance 1991).
and success. The research aims to test the Well-motivated individuals tend to exhibit
following hypotheses: positive discretionary behaviour,
H1: Job satisfaction and motivation are demonstrating their willingness to expend
positively correlated, with higher levels of job effort. While some individuals have it more
satisfaction leading to higher levels of straightforward and may be intrinsically
motivation. motivated, additional sources of motivation
H2: Employees who report higher levels of such as job satisfaction, effective leadership,
satisfaction with the level of communication and and recognition and rewards can further
feedback provided by their supervisor will report enhance individuals’ motivation, make the best
significantly higher levels of motivation to use of their abilities, and promote optimal
improve their job performance based on the performance.
feedback offered by their supervisor.
H3: Employees who report higher levels of 2.2 Types of motivation
satisfaction with collaboration and teamwork
with their colleagues will report significantly Motivation can be categorized into two
higher levels of motivation to make a meaningful broad types, each of which has numerous
contribution to the team's overall success in the theories that describe how they function.
work environment. Intrinsic motivation involves individuals
feeling that their work is meaningful, engaging,
2 MOTIVATION and challenging and that it provides them with a
sense of autonomy (freedom to act),
2.1 Definition of motivation
opportunities for growth and advancement, and
Motivation can be defined as the driving a chance to use and hone their skills and
force that energizes and directs behaviour. abilities. In other words, intrinsic motivation
Achieving high performance is often the result of arises within a person and is not driven by
well-motivated individuals who are willing to external incentives. According to Deci and Ryan,
exert discretionary effort and even exceed intrinsic motivation is linked to individuals' need
predetermined job expectations. The concept of to feel competent and self-determining. (Deci &
motivation can encompass a range of factors, Ryan, 1985)
including the goals individuals pursue and how On the other hand, extrinsic motivation
they choose and modify their behaviour. occurs when external rewards or punishments
According to Locke and Latham (2004), the are used to encourage people. These external
concept of motivation refers to both ‘internal motivators include incentives, bonuses,
Job satisfaction as a factor that can enhance motivation for employees - 113 -

promotions, praise, disciplinary action, criticism, Maslow proposed this theory in his book "A
or withholding pay. Theory of Human Motivation,” which is based on
While extrinsic motivators can produce two assumptions: each person's needs are
immediate and potent results, they may not be determined by what he or she already has, and
sustainable in the long term. In contrast, intrinsic a previously met need can no longer influence
motivators are embedded in individuals and his or her conduct. Furthermore, wants are
their work and have a more profound and long- placed in a hierarchy of priority, where once one
lasting impact on their motivation and job is satisfied, another appears and must be met.
satisfaction. (Armstrong & Taylor, 2014) The (Stanciu, Bazele managementului, 2022)
concept of ‘quality of working life’ which
emerged from intrinsic motivation, highlights 2.3.1.2 ERG theory (Alderfer)
the importance of intrinsic motivators in
Clayton Alderfer's ERG theory, proposed in
sustaining employee motivation and
1972, simplifies the theory of needs into three
engagement.
primary categories:
➢ existence needs, which include
2.3 Theories of motivation physiological needs such as hunger and
The earliest understanding of human thirst.
motivation centred around the Greek ➢ relatedness needs, which recognizes
philosophers’ principle of hedonism - the pursuit the importance of social interactions
of pleasure and avoidance of pain. This concept and transactions for individuals to feel
was developed further by thinkers such as John accepted, understood, confirmed, and
Locke and Jeremy Bentham in the 17th and 18th influenced.
centuries. In the early 20th century, scientific ➢ growth needs, which are the most
management contributed to developing the crucial needs that involve individuals
motivation theory through instrumentality seeking opportunities to fulfil their
theory (the most effective tools for moulding potential and become the best version
behaviour are rewards and punishments). In the of themselves.
middle years of that century, behavioural Unlike Maslow's hierarchy of needs,
scientists developed the "content" or "needs" Alderfer's theory allows for the possibility of
theory of motivation, which was later followed multiple needs being activated simultaneously,
by process theories such as expectancy theory and regression from higher-level needs to lower-
that emerged in the 1960s and 70s, building on level needs in case the higher-level needs are not
earlier work in reinforcement theory. met. (Stanciu, Bazele managementului, 2022)
(Armstrong & Taylor, 2014)
2.3.1.3 Herzberg’s two-factor model
2.3.1 Content theories
Frederick Herzberg's two-factor model of
motivation (1957, 1966) is based on a study of
2.3.1.1 Abraham Maslow’s Hierarchy of
200 engineers and accountants. It identifies two
Needs
categories of factors that impact job satisfaction
The hierarchy of needs hypothesis and dissatisfaction.
developed by Abraham Maslow emphasizes the The job content-based factors, also known
essence of motivation in the form of needs. This as "satisfiers," are intrinsic motivators which
concept is founded on the idea that an result in high job satisfaction and motivation
unfulfilled need leads to tension and instability. levels upon their fulfilment, while their absence
- 114 - Corina-Ionela Grigoraș, Ioana Nicola, Alexandra Elena Plop, Daniela-Claudia Vlășceanu, Dumitru Radu Stanciu

does not generate significant dissatisfaction. satisfier, its insufficiency or inequity can elicit
"Motivation by the work itself" is the expression dissatisfaction. However, its presence does not
used by Herzberg to summarize this bring long-term satisfaction. (Stanciu, Bazele
phenomenon. (Armstrong & Taylor, 2014) managementului, 2022) Figure 2 illustrates
Hygiene factors pertain to job contextual significant parallels between the three
aspects, encompassing factors like hypotheses, indicating that Herzberg's theory
remuneration and work conditions. On their complements Maslow's theory by distinguishing
own, hygiene factors neither motivate nor between the two types of elements and
satisfy, rather they function to avert job emphasizing that motivating factors are often
dissatisfaction while having a minimal impact on inherent in the task itself.
affirmative job attitudes. Although pay is not a

Figure 2. Comparison between Maslow, Alderfer and Herzberg approaches

(Stanciu, Bazele managementului, 2022)

2.3.2 Process theories in social exchanges. It is predicated on the

premise that people seek fairness in their
2.3.2.1 Equity Theory interactions with others and that they will assess
The theory developed by Adams (1963) whether they are being treated fairly by
appears to be one of the most relevant for an comparing their inputs such as effort, abilities,
understanding of employee motivation. It has education, and experience and outcomes such
served as the foundation for a substantial body as salary, incentives, and recognition to those of
of research focused on evaluating its many the other employees.
hypotheses, in addition, wage and pay According to equity theory, employees may
administration has paid close attention to it. compare their input-output ratios to those of
The motivational theory called equity theory their peers in the workplace. Employees are
explains how people assess and judge fairness more likely to be pleased with their jobs and
Job satisfaction as a factor that can enhance motivation for employees - 115 -

drive to work hard if they believe they are being 2.3.2.2 Goal-setting theory
treated fairly when compared with their co-
Goal-setting theory was developed by the
peers. (Stanciu, Bazele managementului, 2022)
American psychologist Edwin A. Locke. With the
There are several ways in which satisfaction
publication of his article Toward a Theory of Task
enhances employee motivation in the context of
Motivation and Incentives in 1968, Locke
equity theory:
established the theory's foundation.
➢ Increased effort: Employees are more
(Lunenburg, 2011)
likely to perform their job with more
The theory is an organizational psychology
effort when they believe that their work
theory and states that goals that are distinct,
is being adequately acknowledged and
precise, and difficult are more motivating than
compensated. Therefore, they may
goals that are general or simple. Goals-setting
work more and produce better due to
offers additional psychological benefits because
recognition and adequate rewards.
the employee sets some of the criteria for what
➢ Positivity: Workers who are happy in
defines self-satisfaction and performance.
their positions are more likely to be
Employee involvement in determining the
enthusiastic about their work and the
company's future results in motivation, which is
company. This optimistic outlook may
a predictor of employee engagement and
lead to increased involvement,
organizational effectiveness. (Shoaib & Kohli,
dedication, and excitement for their
2017) The research suggests that performance
work resulting in more driven
has a more impact when goals are both
employees.
challenging and clearly defined. Figure 3 shows
➢ Reduced turnover: Rates of turnover
an abstract representation of goal-setting
can also be decreased by job
theory.
satisfaction. Employees who are happy
In the context of job satisfaction, goal-
and satisfied with their jobs are less
setting theory suggests that employees who are
inclined to leave them, which lowers the
satisfied with their jobs are more likely to be
expenses of employee turnover and the
motivated for achieving their goals. Goal-setting
need to hire new staff.
procedures showed that the right people under
➢ Higher performance: Workers are more
the right circumstances can have considerable
likely to feel valued and respected by
motivational potential. (Miner, 2005) This theory
their company when they believe they
emphasizes mainly the importance of feedback,
are receiving the same treatment as any
collaboration and cooperation among
other employee. They are motivated to
employees and the employee’s well-being and
keep making contributions to the
mental health.
success of the business, which can boost
their performance. (Abdelghafour &
Faisal Nayef Al-Madi, 2012)

Figure 3. The general model of goal-setting theory. (Lunenburg, 2011)

- 116 - Corina-Ionela Grigoraș, Ioana Nicola, Alexandra Elena Plop, Daniela-Claudia Vlășceanu, Dumitru Radu Stanciu

2.3.2.3 Expectancy Theory what types of rewards or outcomes they value

the most. Second, they should define, explain,
Victor Vroom introduced the expectancy
and clarify performance objectives, setting clear
theory in 1964. It is a motivation theory that
and realistic goals for individuals to comprehend
proposes three fundamental factors of
the work required to accomplish them. Third,
motivation: expectancy, instrumentality, and
they should create attainable goals rather than
valence. According to this theory, an individual's
unachievable ones, which can lead to frustration,
motivation to engage in a given activity is
confusion, and low motivation. Fourth, they
determined by their perception that the
should associate incentives with goals, which can
behaviour will result in specific consequences, as
boost motivation. Expectancy theory has
well as the worth of those outcomes to the
important implications for human resource
individual. (Vroom, 1964)
management, implying that HRM practices that
The first determinant is an expectancy that
promote motivation and commitment can
individual effort will lead to performance. This
improve employee performance and, as a result,
indicates that people are more likely to engage
contribute to organizational success.
in a task if they believe their efforts will generate
the intended result. The second determinant,
3 JOB SATISFACTION
instrumentality, represents the assumption that
obtaining a certain level of performance would
Job satisfaction is a crucial factor that
result in certain rewards or outcomes. It refers
influences employee motivation. When
to the idea that there is a direct link between
employees are satisfied with their job, they are
performance and results. Individuals are more
more likely to be motivated to perform at a
driven to excel when they believe their efforts
higher level, be more committed to their
will be rewarded. The third factor, valence, is a
organization, and have a lower turnover rate.
person's desire for specific types of rewards or
Additionally, research has consistently shown a
outcomes. It refers to how much a person values
positive correlation between job satisfaction and
a specific outcome or reward. Different people
motivation, which can have a significant impact
may place different values on different rewards.
on the productivity and overall success of an
(Armstrong & Taylor, 2014)
organization.
This model states that motivation is greatest
when all three components are positive and as
3.1 Definition of job satisfaction
close to one as possible and is defined by the
equation: The formal concept of job satisfaction dates
to Hanna and Fisher’s study from 1931. They
𝑀=𝐸∗ 𝐼∗ 𝑉 (1) defined job satisfaction as an outcome of a non-
regulatory mood tendency based on a
Where: substantial amount of case studies. (Zhu, 2013)
➢ M = motivation Mainly, job satisfaction refers to the degree to
➢ E = expectation which the feeling of satisfaction derives from the
➢ I = instrumentality employees’ perception of their tasks and jobs. In
➢ V = valence some simple words, job satisfaction combines
According to expectancy theory, managers feelings, beliefs, and behavioural intentions that
can improve motivation by performing a variety workers hold about their current job. (Huang,
of actions. First, they should establish which 2019) It refers to an individual’s overall level of
rewards their subordinates prefer, as well as contentment and happiness with their job and
Job satisfaction as a factor that can enhance motivation for employees - 117 -

work environment. It can be seen as a subjective performance or outstanding behaviour.

feeling that is influenced by a variety of factors. In every organization, each employee
wants to be acknowledged for their
3.2 Theories of job satisfaction accomplishments. It shouldn’t need for
a person to have extraordinarily
3.2.1 Two-factor theory significant success to receive
recognition but to be acknowledged as
One of the most important goals of an
soon as they do something good in their
organization is to maximize employee
work.
performance to accomplish those goals. (Butler
➢ An achievement that requires
& Rose, 2011) The level of job satisfaction in the
assistance and putting employees that
organization may be influenced by a variety of
make the most of their skills. It is
features, including attitudes toward salary, peers
possible by establishing clear and
and supervisors, career opportunities and the
realistic goals and standards.
intrinsic components of the job. As a result,
Employees should feel that they are
rather than being only an overall holistic
challenged enough in their profession
attitudinal manifestation, job satisfaction is a
to receive regular feedback.
measurement of job and work expectations.
➢ Responsibility means being aware that
(Dugguh & Ayaga, 2014)
they should take responsibility for their
Herzberg's (1959) theory, which focused on
actions. A way to achieve this kind of
the motivator-hygiene aspects, was one of the
behaviour is by providing tough and
content theories of motivation that attempted to
important tasks so that employees
explain motivation and satisfaction in the
receive the opportunity to increase their
workplace. The theory focuses on how
responsibility as they progress
contentment and discontent manifest
professionally. (Sypatak, 1999)
themselves. The theory also showed that while
some factors of a job contribute to job
3.2.2 Job characteristics theory
satisfaction and, consequently, motivation,
other aspects contribute to job dissatisfaction. The Job Characteristic Theory is a
As stated by Herzberg, there is a difference motivational theory developed by Hackman and
between the factors that lead to satisfaction or Oldham in the 1970s. The theory revolves
dissatisfaction. Accordingly, he states that ‘the around the effects that job design can have on
opposite of job satisfaction is not job employee motivation, satisfaction, and not least
dissatisfaction but, rather, no satisfaction; and performance. It has five essential job
the opposite of job dissatisfaction is not job characteristics that can impact the employees’
satisfaction but no satisfaction’. (Herzberg, 1968) psychological well-being such as skill variety,
Based on this hypothesis, motivation and task identity, task relevance, autonomy, and
hygiene are two distinct aspects that affect both feedback. (Dugguh S. , 2008) The theory also
job satisfaction and dissatisfaction. The sustains that job enrichment can boost their
elements of a job that motivate employees and motivation and increase their feelings of job
give them satisfaction are known as motivational satisfaction. It offers insights into how
factors. (Dugguh & Ayaga, 2014) businesses might create positions that will
The following factors stand out as ‘strong improve productivity and satisfaction at work.
determinants of job satisfaction: (Hellriengel, 1999)
➢ Recognition means a reward or special A Motivating Potential Score (MPS) - an
treatment given to a worker for his index of how likely a job is to affect an
- 118 - Corina-Ionela Grigoraș, Ioana Nicola, Alexandra Elena Plop, Daniela-Claudia Vlășceanu, Dumitru Radu Stanciu

employee’s attitudes and behaviours - can be at least one of three factors (SV, TI, TS) that lead
calculated using the formula: (Hackman, 1976)= to experienced meaningfulness, and also must
𝑆𝑉+𝑇𝐼+𝑇𝑆 be high on both autonomy and feedback.
∗ 𝐴𝑈 ∗ 𝐹𝐵 (2)
3

Where:
3.3 Factors affecting job satisfaction
➢ MPS = Motivator Potential Score Several variables, including the nature of
➢ SV = Skill Variety the work, pay, prospects for advancement,
➢ TI = Task Identity management, work groups, and working
➢ TS = Task Significance environment, have a great impact on job
➢ AU = Autonomy satisfaction.
➢ FB = Feedback A somewhat different approach regarding
The formula explains that jobs which are the factors of job satisfaction is provided by Rue
high in motivating potential must be also high on and Byars, Figure 4. (Aziri, 2011)

Figure 4. Determinants of satisfaction and dissatisfaction (Aziri, 2011)

Some of the factors that significantly autonomy, and feedback, are

influence the level of job satisfaction and particularly relevant to these in terms of
dissatisfaction are: job content.
➢ The intrinsic motivating factors. The five ➢ The quality of supervision. The
dimensions of employment outlined by Hawthorne studies (Roethlisberger and
Hackman and Oldham (1974), skill Dixon, 1939) led to the conclusion that
variety, task identity, task significance, employee attitudes are most strongly
Job satisfaction as a factor that can enhance motivation for employees - 119 -

influenced by supervision. According to residents aged 18 to 65 and beyond. The

Elton Mayo (1933), a man's desire to survey's main goal was to find out how satisfied
work continuously with his peers is a participants were with their work and to look
strong, if not the strongest human into the relationship between job satisfaction
characteristic. and overall levels of motivation.
➢ Success or failure. Success undoubtedly In terms of structural design, the survey
brings happiness, especially if it allows primarily utilized Likert-type scale questions
people to demonstrate to themselves since they were the most relevant for our
that they are making the most of their purpose and they turned out to be very efficient
abilities. Failure has the opposite effect. for both the respondent and the researcher, as
(Armstrong & Taylor, 2014) the responses can be easily codified and
Value-percept theory argues that „job interpreted. This type of question presented
satisfaction depends on whether the employee participants with a range of
perceives that his or her job supplies the things satisfaction/motivation levels, from "very
that he or she values”. (LePine, Wesson, & dissatisfied/unmotivated" to "extremely
Colquitt, 2008) satisfied/motivated," thus enabling respondents
Understanding these factors and improving to provide a precise assessment of their
them continuously will lead to greater job perceptions. The scale's discrete response
satisfaction and increased employee options facilitated a straightforward quantitative
productivity and loyalty. Employers that analysis of the resulting data. Although
prioritize these factors and their importance can participants were not granted complete
create a positive workplace culture that is freedom to craft their responses, the inclusion of
beneficial both to employees and the intermediate response options permitted them
organization. to position themselves within the specified
range of satisfaction/motivation levels with ease.
4 STUDY ON THE RELATIONSHIP Overall, this format enabled respondents to
BETWEEN JOB SATISFACTION AND provide relatively accurate and interpretable
responses, while also facilitating data analysis
MOTIVATION
and the drawing of conclusions.
The survey was designed in such a way as to
4.1 Research methodology
optimize speed and comprehensibility, as we
We used a rigorous and multidimensional deemed lengthy and convoluted responses to be
strategy to determine the amount to which job both monotonous and time-consuming. The
satisfaction influences employee motivation, resulting responses yielded both quantitative
which was the major goal of this study. We did a and qualitative data, affording valuable insights
thorough examination of relevant academic into the research topic at hand. To analyze the
literature, critically assessed relevant theories survey responses, we utilized graphical and
and approaches, and used quantitative and tabular representations that were automatically
qualitative tools to examine data from a generated by Google Forms or manually created
questionnaire survey. The survey was using MS Office Excel. To further examine the
formulated in Romanian to facilitate gathering a correlation between job satisfaction and
larger number of responses. It was conducted employee motivation, we used statistical tools
online using Google Forms and had a sample of available within MS Office Excel.
150 people, and it attempted to ascertain the job We aimed to provide useful insights into the
satisfaction levels of employed Bucharest intricate and multifaceted interplay between job
- 120 - Corina-Ionela Grigoraș, Ioana Nicola, Alexandra Elena Plop, Daniela-Claudia Vlășceanu, Dumitru Radu Stanciu

satisfaction and employee motivation, to

improve future research and practice in this
area.

4.2 Research results

4.2.1 Demographic questions

4.2.1.1 How long have you been working in

your present organization? What is Figure 6. What is your current position within
your current position within the the company?
company?
4.2.1.2 What is your level of education?
Based on the responses gathered we can
see that only 9,3% of respondents occupy a A considerable number (27,3%) of
management position and that 22% of respondents hold a high school or professional
respondents have been working in the same school degree, whereas most of the responders
organization for more than 10 years. However, (39,3%) have a bachelor’s degree. A significant
when we look at the distribution of management percentage of people have a master’s degree
positions, we find that 12,7% of respondents (23,3%), while just a small proportion have a PhD
work as department managers, 5,3% as division (6,7%) or other kinds of degrees (3,4%). These
directors, 7,3% as general directors and the responses imply that the company values
remaining 4,1% hold other job positions. education to varying degrees, with its primary
Therefore, it is evident that a higher proportion focus on employing people with at least a
of respondents with longer work experience bachelor’s degree.
may have senior management roles, while a
bigger proportion of more recent employees
may have non-management positions. The
company’s promotion procedures, the
knowledge and abilities of employees who have
worked there for a longer period, or the
organisational culture of the business could all
be contributing reasons to this correlation.
Figure 7. What is your level of education?

4.2.1.3 What is your age? What is your

gender?
A large percentage of responders, 58,7%,
are between the ages of 25 and 44 (35,7% ages
between 25-34 years old and 24% ages between
35-44 years old), indicating a relatively young
Figure 5. How long have you been working in workforce. The percentage of responders with
your present organization? ages between 45-54, 16,7%, indicates that the
company is more prone to hire or keep
experienced personnel. The small number of
Job satisfaction as a factor that can enhance motivation for employees - 121 -

responders the age of 55 or older raises the that both job satisfaction and motivation
possibility that there may not be many towards excellence at the workplace are
employees in their final years of employment relatively high, with an average score of
within the organisations. The majority of the approximately 3,92 out of 5. The Pearson
responses with 51,3% are female respondents, correlation coefficient between job satisfaction
while only 48,7% are male respondents. It is and employee motivation was found to be 0,698,
interesting to observe there are no high indicating a strong positive correlation between
differences in the number of women and men the two variables. This suggests that employees
working. are generally content with their current roles
and the work environment and are commonly
driven to perform at high levels and achieve
excellence in their work. According to Figure 10,
it can be observed that most individuals who
report high levels of satisfaction record high
degrees of motivation as well, while the few who
are unsatisfied with the workplace are usually as
unmotivated to excel. This sustains the
hypothesis that motivation can be influenced by
satisfaction. Additionally, these questions serve
Figure 8. What is your age? to anticipate the questionnaire's user-friendly
format and encourage people to continue
completing it.

Figure 9. What is your gender? Figure 10. Question 1 for both satisfaction and
motivation segments of the survey
4.2.2 Satisfaction and Motivation
questions 4.2.2.2 How satisfied are you with the level
of recognition and appreciation you
4.2.2.1 On a scale of 1 to 5, how satisfied receive for your work? How
are you with your current job? On a motivated are you to exceed the
scale of 1 to 5, how motivated are expectations set forth by your
you to achieve excellence in your role?
job? The purpose of this set of questions is to
The objective of including the gather data and insights into employees’
aforementioned questions in each section is to perceptions of their job satisfaction and
obtain a comprehensive understanding of the motivation levels. Through these questions, we
general level of job satisfaction and motivation can gain a better understanding of the factors
to perform well among respondents. It appears that contribute to employee job satisfaction,
- 122 - Corina-Ionela Grigoraș, Ioana Nicola, Alexandra Elena Plop, Daniela-Claudia Vlășceanu, Dumitru Radu Stanciu

respectively motivation. Most respondents score of 4,2 out of 5 on the second question.
appear to be generally content with the degree Pearson’s correlation coefficient for this data set
of recognition and appreciation they receive for was 0,541. It implies that workers are motivated
their work, based on the average score of to succeed and accomplish their objectives,
approximately 3,9 out of 5 and the correlation indicating that indeed job satisfaction can result
coefficient which is 0,624. They acknowledge in high motivation.
appreciation and recognition of their effort from
colleagues, which is crucial for motivating them
to exceed the expectations set forth by their role
while feeling driven and engaged at work.

Figure 12. Question 3 for both satisfaction and

motivation segments of the survey

4.2.2.4 To what extent are you satisfied

Figure 11. Question 2 for both satisfaction and with the level of collaboration and
motivation segments of the survey teamwork with your colleagues? To
what extent are you motivated to
4.2.2.3 To what extent are you satisfied
make a meaningful contribution to
with the level of work-life balance
the team's overall success in the
provided by your employer? To
work environment?
what extent are you motivated to
work towards your personal and This set of questions seeks to better
understand the elements of collaboration,
professional goals?
teamwork, and contribution to the team’s
These questions have the target of gaining performance that affect employee motivation
a deeper understanding of the elements that and job satisfaction, which could result in a more
affect goal achievement, work-life balance, and effective workforce and, ultimately, greater
employee motivation. Work-life balance is a success for the company. Given the average
crucial element that affects employee job score of the first question is 3,9 out of 5, it can
satisfaction and consequently motivation. be concluded that the respondents are generally
Employees who can successfully balance their pleased with the current level of teamwork,
personal and professional lives tend to be more while thinking there may be room for
productive. improvement in terms of collaboration and
According to the average rating of 3,7 out of teamwork within the organization. The second
5 for the first question, employees may believe question, on the other hand, with an average
that they don’t have a balanced life and that their score of 4,1 out of 5 indicates that most
employer could be doing more to meet their respondents are very driven to significantly
requirements outside of the office. On the other contribute to the team’s overall performance.
hand, most of the respondents appear to be For these questions, the correlation coefficient
quite motivated to work towards their personal was 0,618. This suggests that staff members are
and professional goals, based on the average driven to cooperate to contribute to the team’s
Job satisfaction as a factor that can enhance motivation for employees - 123 -

success when they are feeling satisfied with their

job.

Figure 14. Question 5 for both satisfaction and

motivation segments of the survey

4.2.2.6 How often do you feel satisfied with

Figure 13. Question 4 for both satisfaction and
the level of autonomy and decision-
motivation segments of the survey
making authority you have within
4.2.2.5 To what extent are you content with your role? How driven are you to
the potential for professional undertake your designated work
growth and development within tasks and responsibilities?
your current role? How frequently With the help of these questions, we were
do you experience a sense of able to learn more about how motivated
motivation to acquire new employees are to carry out their assigned tasks
knowledge concerning your work? and obligations as well as how they feel about
their level of autonomy and decision-making
These inquiries are intended to assess a authority in their roles. Pearson’s coefficient in
worker’s level of job satisfaction, their potential this case was 0,616.
for professional development within the Employees’ perceptions of their level of
position, and their drive to learn new skills linked autonomy and decision-making authority within
to their line of work. They are supposed to shed their roles are evaluated in the first question,
light on potential motivators to job satisfaction and this might have an impact on how satisfied
as well as pinpoint opportunities for and motivated they are at work. The relatively
improvement within firms by improving moderate score, 3,75 out of 5, suggests that
employee engagement. there might be a need for adjustment in this
For this data set, the coefficient of area. The second question evaluates how
correlation was calculated to be 0,623. With an motivated personnel are to perform their
approximately average score of 3,7 out of 5, the designated work tasks. The respondents appear
first question shows that respondents are to be typically motivated, with an average score
relatively pleased with the opportunity for of 4,1 out of 5, to complete their work, which may
advancement in their current position, however, increase job satisfaction and respectively
there may be space for improvement. The employee motivation.
average response for the second question, 4,1
out of 5, indicates that respondents are
motivated to learn and pick up new skills. This is
encouraging since individuals who are driven to
learn and increase their knowledge are more
likely to be effective at work.
- 124 - Corina-Ionela Grigoraș, Ioana Nicola, Alexandra Elena Plop, Daniela-Claudia Vlășceanu, Dumitru Radu Stanciu

Figure 15. Question 6 for both satisfaction and Figure 16. Question 7 for both satisfaction and
motivation segments of the survey motivation segments of the survey

4.2.2.7 What is the extent of your Based on the results of the survey, there is
a clear correlation between job satisfaction and
satisfaction with the level of
motivation in the workplace. The data collected
communication and feedback
suggests that employees who are satisfied with
provided by your supervisor? How
their jobs tend to be more motivated to achieve
motivated are you to improve your excellence and contribute to the success of the
job performance based on the team. Conversely, those who are dissatisfied
feedback offered by your with their jobs tend to be less motivated. The
supervisor? findings are supported by the values of
Pearson’s correlation coefficient calculated using
This set of questions had two purposes: to
Excel, which is greater than 0.5 in all cases and
better understand how feedback and effective
indicates a strong positive relationship between
communication can increase job satisfaction and
the variables for each set of questions.
motivation, as well as to identify areas where the
Therefore, companies need to focus on
supervisor-employee relationship needs to
increasing employee satisfaction by offering
improve.
opportunities for professional growth and
In general, employees are somewhat
development, providing recognition and
satisfied with the communication and feedback
appreciation, and promoting work-life balance,
they receive from their supervisors, according to
among other things. This can result in a more
the average score of 3,8 out of 5 on the first
motivated and engaged workforce, which can
question, but this doesn’t mean that there is no
ultimately lead to greater productivity and
room for improvement. On the other hand, the
success for the company.
second question’s average score of 4 out of 5
indicates that workers are driven to enhance
their job performance in response to feedback
5 PROPOSALS AND DISCUSSIONS
from their superiors. The similar averages are a
Despite the advantages of employee
positive sign since it demonstrates that
satisfaction surveys, there are some limitations
employee value criticism and are prepared to
to be aware of. The uncertainty involved with
work to raise their level of performance, which is
sampling is a significant disadvantage. Natural
also supported by the value of 0,731 of the
variation across any two samples will always
Person’s correlation coefficient.
exist due to variations within the individual units
that comprise the samples. If the sample being
studied is not truly representative of the
population, such as only people from a specific
social, educational, or geographic group, the
Job satisfaction as a factor that can enhance motivation for employees - 125 -

results might not accurately represent the 6 CONCLUSIONS

overall population. Furthermore, the
questionnaire's topic can influence participants' The research emphasizes how critical job
emotional responses, potentially influencing satisfaction is to enhance employee motivation,
their responses. Researchers can utilize a variety which consequently improves organizational
of more complex and precise IT systems to outcomes. It can be observed that various
ensure more reliable outcomes. dimensions of employee motivation, such as job
In terms of practical contributions, performance, job involvement and job
practitioners can use the findings and theories commitment are influenced by job satisfaction.
as guidance to increase the effectiveness of The study’s findings provide practical
employee motivation administration. Job insights for organizations seeking to improve
satisfaction should be utilized as a tool to help their employees’ motivation levels and overall
employees maximize their potential and talents. performance and confirm the predetermined
For example, the organization could provide hypotheses. Employee satisfaction should be a
employees more freedom to choose their own top priority for managers, who should
goals and success criteria, which can lead to implement strategies for supporting work-life
higher job satisfaction. It is also recommended balance, offer compensation and benefits and
that the organization provide employees with encourage a friendly and supportive workplace.
unambiguous goals and support them in To improve employee motivation and
developing a variety of skills and knowledge to engagement, organizations can also provide
successfully and efficiently complete assigned possibilities for employees to develop, such as
tasks. Supervisors should use suitable tactics to training programs and opportunities for
improve their subordinates' job satisfaction, advancement in their careers.
such as open communication, feedback, and The conclusions are supported by the cross-
trusting relationships. sectional questionnaire carried out in Bucharest
The paper's findings back up existing and the empirical data acquired through the
studies that demonstrate a positive connection research analysis. We were able to demonstrate
between employee satisfaction and motivation. a strong connection between job satisfaction
While there are some limitations associated with and employee motivation by correlating this
these questionnaires, they are still valuable tools data with existing research and case studies.
for organizations looking to improve employee Overall, our study highlights the importance
motivation and job satisfaction. Companies can of job satisfaction in enhancing employee
create a more positive work environment by motivation as well as improving organisational
addressing any issues discovered in these outcomes. By implementing policies that focus
surveys, leading to higher employee motivation on employee satisfaction and growth,
and better business outcomes. A positive work organizations can create a more engaged and
environment can foster a sense of community effective workforce, leading to increased success
and belonging among employees, which can and development.
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