Abstract
This study employed path analysis to examine a model of the organizational and individual correlates of workers' intrinsic job satisfaction in a sample of 221 human service workers. Work motivation theories, specifically Expectancy theory and Public Service Motivation theory, served as the theoretical foundation for the study. Results of the path analysis demonstrated that the model fit the data well. Statistically significant relationships were found among the following model variables: (1) Extrinsic job satisfaction affected intrinsic job satisfaction; (2) Personal responsibility and service quality perceptions affected extrinsic satisfaction; and (3) Empowering management practices affected all the other study variables. These findings suggest that although human services workers' altruistic desires may drive their interest in their jobs, they do have to feel empowered by management, responsible for their work and, most interestingly, they need to feel extrinsically rewarded and recognized for their work. These findings as well as implications for management in human services are discussed.
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