Employee Job Satisfaction and Work Motivation in The Context of Public Sector Organization

Aldona A Somava

doi:10.53759/5181/jebi202101012

Abstract

The purpose of this research was to measure the effect of work motivation on employee job satisfaction in Ceylon Electricity Board (CEB), Batticaloa district. A Self-administered questionnaire consisting of several measures was employed to gather data from the technical and supporting employees who work in different sections of the CEB like the Distribution Maintenance Office, Area Chief Engineer Office, Distribution Construction Engineer Office and Sub Stores of Batticaloa district. A simple random sampling method was applied to get 285 responses from the respondents. The gathered data were utilized to test the model using the PLS-SEM approach with Smart PLS. The results showed that the essential features of work motivation are manager’s leadership styles, motivation practices, employee job expectations, reward management system and working environment, whereas the identified consequence was employee job satisfaction. All five variables had a positive effect on job satisfaction and among them, employee job expectations and manager’s leadership style had the highest influence and the reward management system had the least influence on job satisfaction. Further, this study offers thoughts for managers by pinpointing the critical factors influencing that motivate employees in CEB.

Highlights

Living in the 21st century and adapting to society being in a steady development, makes managers wonder how to hold their most important workers
The results showed that the essential features of work motivation are manager’s leadership styles, motivation practices, employee job expectations, reward management system and working environment, whereas the identified consequence was employee job satisfaction
The results show that manager’s leadership style has positive significant effect on employee job satisfaction (H1: β = 0.238, p< 0.01), as motivation practices (H2: β = 0.202, p< 0.01), reward management system (H3: β = 0.130, p< 0.01), whereas employee job expectations has a strongest impact on job satisfaction (H4: β = 0.373, p< 0.01) and working environment (H5: β = 0.216, p< 0.01)

Summary

Introduction

Living in the 21st century and adapting to society being in a steady development, makes managers wonder how to hold their most important workers. Terms like motivation and job satisfaction are being looked nearer upon, and a large number of the present best managers are truly keen on what their workers are thinking. Managers accept that firms can't run and accomplish their longing objectives and destinations without propelling their worker [1]. The workers who are inspired have a sense of belonging, recognition with achievement and effort to perform commendably well in their functions [2]. Incited workers can help make an organization seriously more worth added and beneficial [3]. If the motivation is not designed well, it makes an incompetent and non-willing job performer [4]

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Discussion

Conclusion