The Effect of Intrinsic Motivation, Job Satisfaction, and Affec-tive Commitment on Employee Performance at the Regional Development Planning Agency

Motivation is a critical driver of employee engagement and, subsequently, organizational performance. This abstract explores the concepts of intrinsic and extrinsic motivation and their profound influence on the productivity, innovation, and overall success of an organization. Intrinsic motivation stems from internal factors like personal fulfillment and passion, while extrinsic motivation is driven by external rewards such as monetary incentives and recognition. This paper delves into the dynamics of both types of motivation and their interconnectedness within the workplace.Research indicates that a balanced integration of intrinsic and extrinsic motivation strategies can lead to improved job satisfaction, higher productivity, and enhanced organizational performance. Organizations that effectively tap into intrinsic motivation empower employees to find purpose and meaning in their work, fostering long-term commitment and innovation. Additionally, extrinsic motivators, when thoughtfully administered, can provide short-term boosts in productivity and drive employees to achieve specific goals.The paper also discusses the potential pitfalls of overreliance on extrinsic motivation, which may inadvertently stifle intrinsic motivation, creativity, and intrinsic job satisfaction. It emphasizes the importance of understanding individual differences in motivation preferences and tailoring strategies to the unique needs and aspirations of employees.In conclusion, recognizing the intricate interplay between intrinsic and extrinsic motivation and strategically incorporating both can significantly enhance organizational performance. This paper encourages organizations to strike a balance between these motivational forces, empowering employees to contribute their best to achieve the organization's goals while also finding personal fulfillment in their work. Intrinsic motivation, Extrinsic motivation, Organizational performance, Employee engagement, Job satisfaction, Motivation strategies, Employee productivity, Innovation, Leadership, Rewards and recognition, Employee motivation, Workplace culture, Employee empowerment, Individual differences, Work environment, Employee commitment, Performance enhancement, Employee job satisfaction, Motivational factors, Employee motivation balance.

This study investigates the antecedents of turnover intention among Vietnamese nurses at a hospital in Quang Ninh Province, North Vietnam. This study evaluates the relationship between home–work interface (HWI) and working conditions (WC) on intrinsic job satisfaction (IJS) and extrinsic job satisfaction (EJS), the relationship between intrinsic job satisfaction (IJS) and extrinsic job satisfaction (EJS) on affective commitment (AC) and turnover intention (TI), and the relationship between affective commitment (AC) and turnover intention (TI). The study employs cross-sectional data and a questionnaire survey to collect the data. The 306 qualified questionnaires were collected, and partial least squares structural equation modeling (PLS-SEM) was employed to analyze the research model and test the hypotheses. The study reveals that working conditions and the home-work interface affect intrinsic job satisfaction. Intrinsic and extrinsic job satisfaction affect affective commitment. Interestingly, affective commitment and intrinsic job satisfaction were not significantly affecting turnover intention. The present study develops and empirically examines a conceptual framework by providing theoretical insight and managerial implications into the turnover intention’s antecedents in Vietnamese nursing care at the hospital.

What Affects the Performance of Knowledge Workers?

Intrinsic motivation is a drive that is not triggered from the outside but grows and develops from within a person. While Job Satisfaction is a condition where an employee feels satisfied with his job. Both of these things are able to encourage employee behavior to work beyond that set by the company and has nothing to do with the reward system. In this thesis, the author examines the influence of Intrinsic Motivation and Job Satisfaction on Employee Performance mediated by Organization Citizenship Behavior (OCB). Subjects in this study were employees of PT.Cinemaxx branch of Lippo Plaza Yogyakarta. Then the number of samples used are 55 respondents or all employees of the company, this number has been fulfilled from Cohen approach in determining the number of samples that is at least 45 respondents. The analysis technique used in this research is SEM (Structural Equation Modeling) using SmartPLS v.3 software. Based on the results of the analysis, Intrinsic Motivation has a positive and significant impact on Employee Performance and OCB, Job Satisfaction has positive and significant influence to Employee Performance and OCB, OCB has a significant and positive influence on Employee Performance, and OCB has positively and significantly between Intrinsic Motivation on Employee Performance, while OCB has no influence of mediation between Job Satisfaction on Employee Performance.

This study aims to examine the effect of organizational culture and intrinsic motivation on affective commitment. This study also aims to examine whether job satisfaction acts as a mediating variable on the influence of organizational culture and intrinsic motivation on affective commitment to the employees of the Cooperatives and SMEs Service Office of Sleman Regency. This study uses the Associative method with a quantitative approach. The population in this study were all employees of the Department of Cooperatives and SMEs in Sleman Regency, with a sample of 45 employees. The sampling technique used saturated sampling with data collection using a questionnaire. The data analysis technique in this study used multiple linear regression, Sobel test, coefficient of determination, and standard beta. This study resulted in the findings that organizational culture has an effect on job satisfaction, and intrinsic motivation has an effect on job satisfaction. Likewise, organizational culture influences affective commitment. However, intrinsic motivation has no effect on affective commitment. Other findings show that job satisfaction has an effect on affective commitment. This study also produces findings that job satisfaction mediates the effect of organizational culture on affective commitment, and job satisfaction also mediates the effect of intrinsic motivation on affective commitment.
 Keywords: organizational culture, intrinsic motivation, job satisfaction, affective commitment.

This study aims to: 1) determine and analyze the effect of motivation on job satisfaction, 2) determine and analyze the effect of leadership on job satisfaction, 3) determine and analyze the effect of motivation on employee performance, 4) determine and analyze the effect of leadership on employee performance, 5) determine and analyze the effect of job satisfaction on employee performance, 6) determine and analyze the effect of motivation on employee performance through job satisfaction, and 7) determine and analyze the effect of job satisfaction on employee performance through job satisfaction. The study was conducted at PT. Artha Valasindo Mandiri (AVM), with a research sample of 50 respondents. The sampling technique used was saturated. The data analysis method uses descriptive analysis and path analysis. The results of the study indicate that: 1) there is an influence of motivation on job satisfaction, 2) there is an influence of leadership on job satisfaction, 3) there is an influence of motivation on employee performance, 4) there is an influence of leadership on employee performance, 5) there is an influence of job satisfaction on employee performance, 6) there is an influence of motivation on employee performance through job satisfaction, and 7) there is no influence of job satisfaction on employee performance through job satisfaction.

本研究是探討領導者-成員交換(LMX)關係對工作滿足、內在動機、外在報酬及情感性承諾有何影響，且同時探討各相關因素如何對員工創造力產生影響以及員工創造力與員工工作績效之間的關係。本研究以台灣企業員工為研究對象，採便利抽樣的方式於2010年11月中開始進行問卷調查，問卷調查期間為期1個月，以主管及其部屬配對式問卷方式進行，共計發放120 份主管問卷(每份含5位部屬)及600 份直屬部屬問卷，回收有效問卷為 395組，有效回收率為 65.7 % (395/600)。 本研究利用 SPSS 15.0 以及Amos 7.0 統計分析軟體進行實證作業，使用的統計方法包括：敘述性統計分析、因素分析、信度分析、內容效度分析以及線性結構關係模式（SEM）來驗證各研究變數的影響關係。實證結果發現如下： 1.領導者-成員交換(LMX)關係對內在動機、工作滿足、外在報酬及情感性承諾呈現顯著正向影響。 2.內在動機、外在報酬與情感性承諾對工作滿足呈現顯著正向影響。 3.內在動機對員工的創造力呈現顯著正向影響。 4.工作滿足對員工的創造力無顯著正向影響。 5.員工的創造力與員工工作績效呈現顯著正向影響。

ABSTRACTObjective: This study aims to analyze the influence of transformational leadership, intrinsic motivation, and job satisfaction on employee performance in the public sector.Methodology: This research employs a survey design with a quantitative approach to analyze the effects of transformational leadership, intrinsic motivation, and job satisfaction on employee performance. Data were collected through a structured questionnaire from 88 civil servants at the Regional Financial Management and Asset Agency of Ternate City. Analysis was conducted using multiple linear regression with SPSS after conducting validity, reliability, linearity, multicollinearity, and heteroscedasticity tests. Hypotheses were tested using statistical t and F criteria.Findings: The analysis results indicate that transformational leadership has a significant impact on employee performance. Intrinsic motivation shows a regression coefficient of 0.550 with a t-statistic value of 4.986 and a significance level of 0.000. Job satisfaction also has a significant effect with a regression coefficient of 0.336, a t-statistic of 6.295, and a significance level of 0.000. The R Square value of 0.518 indicates that 51.8% of the variability in employee performance can be explained by these three variables.Conclusion: Transformational leadership, intrinsic motivation, and job satisfaction collectively contribute significantly to enhancing employee performance. This study suggests a need for greater attention to these factors to improve employee performance in the public sector. Further research is needed to explore other factors that may have an impact.Â

This study aims to analyze the effect of quality of work life and intrinsic motivation on affective commitment with job satisfaction as a mediating variable on the employees of Dinas Perhubungan Kabupaten Bantul. This type of research is quantitative research. The sample size of this study was 92 employees. The sampling technique used the accidental sampling method. The data collection method in this study used a questionnaire. The data analysis technique used multiple linear regression analysis and Sobel test. The results showed that the quality of work life had a significant effect on job satisfaction. Intrinsic motivation has no significant effect on job satisfaction. Quality of work life has a significant effect on affective commitment. Intrinsic motivation and job satisfaction have no significant effect on affective commitment. Job satisfaction does not mediate the effect of quality of work life and intrinsic motivation on affective commitment.
 Keywords: Affective Commitment; Intrinsic Motivation; Job Satisfaction; Quality of Work Life.

When employees do work by “going beyond” or by “giving their all.” They look at their job as more than just a paycheck and eager to do all they can to make their work environment more effective, though such actions are not associated with their job descriptions. Such behaviors are sometimes because of the personality of an individual, but sometimes organizations boost such behaviors by providing a peaceful environment. Thus, this research is conducted to examine the effects of employees' corporate social responsibility perception on their affective commitment, job satisfaction, considering both intrinsic and extrinsic, and organizational citizenship behavior. The survey was conducted to test the variables from employees' perspectives in the organizations of Pakistan. The findings reveal that employees' CSR perception has a positive and significant association with organizational citizenship behavior. Moreover, employees' CSR perception depicts similar results, that is, positive and significant with affective commitment and intrinsic job satisfaction, but there is a negative association with extrinsic job satisfaction. Furthermore, findings reveal that affective commitment and intrinsic job satisfaction portray a positive and significant association with organizational citizenship behavior. In contrast, extrinsic job satisfaction has a negative relationship with organizational citizenship behavior. Lastly, mediation analyses depict that all variables, that is, affective commitment, intrinsic, and extrinsic job satisfaction partially mediates the association between employees' CSR perception and organizational citizenship behavior.

Saudi Arabia is one of the major leading economies in middle east, especially in the construction field. Enhanced extrinsic and intrinsic employee motivation has been widely attached with better employee performance in construction industry. Presently, a trend of demotivation among Saudi construction professionals is markedly noted. However, the matter of employee motivation with relation to employee performance has not been studied in the construction industry context of Saudi Arabia. The primary aim of this research is to determine the effects of motivation parameters on employee performance in the Saudi construction company of Nesma, Madinah branch. The research adopted a mixed research method, where interviews with four of the company’s managers were conducted to identify adopted motivation parameters in the company, and questionnaire surveys were distributed among the sixty-one professional employees of the company to evaluate the effects of different motivators on their levels of work motivation and performance. The data collected was analysed with SPSS v25 by means of descriptive statistics, relative importance index (RII), Multiple Linear Regression and Pearson Correlation to determine the relationship between different extrinsic and intrinsic motivators with employee motivation and employee performance. Data analysis revealed the most effective extrinsic and intrinsic motivators of the company’s employees. Along with a significant and positive relationship between intrinsic and extrinsic motivators with employee performance of (0.484) and (0.385) respectively, and a significant effect of intrinsic motivation on employee performance of (0.554). Backed with the detailed analyses, an employee motivation framework was developed then validated by the company’s experts, indicating its applicability and usefulness for improving their employee motivation and performance. The importance of this study is its uniqueness and novelty to be the first to discuss the issue of employee motivation in Saudi construction industry, in conjunction with its output framework which will help the company’s management to formulate effective policies to increase their employee’s motivation and level of performance, and eventually assist the progress of construction industry in Saudi Arabia.

This study aims at investigating the effect of direct transformational leadership on employee motivation, jobs satisfaction, and employee performance. Then investigating the effect of direct employee satisfaction and motivation on employee job performance and employee's performance, and to know that job satisfaction gives direct influence on employee performance. Than in this study also investigates the influence of indirect transformational leadership on employee performance through employee motivation and job satisfaction. The research was conducted all employees at FEB UMM. The technique of data collecting used questionnaires with Likert scale, whereas the method of analysis used to answer the purposes of this study was Partial Least Square (PLS). The finding of this study reveals that transformational leadership gives positive and significant effect on employee motivation and employees' job satisfaction, but no significant effect found on employee performance. The finding also shows that employee motivation gives positive and significant effect on job satisfaction, but no significant effect on employee performance. Then, job satisfaction also shows positive and significant effect on employee performance. Then, transformational leadership has no significant effect on employee performance through employee motivation, so that employee motivation cannot mediate the effect of transformational leadership on employee performance. While transformational leadership has significant effect on employee performance through job satisfaction, so job satisfaction expressed can mediate the effect of transformational leadership on employee performance.

Objective – The purpose of this research is to conduct an analysis of the interrelationships by testing hypotheses regarding the positive and significant impact of extrinsic motivation factors, affective commitment, and job satisfaction on the performance of employees at SMK PGRI 109 Tangerang, especially in the COVID-19 pandemic situation. Methodology/approach – The method used in this research is a quantitative causal approach. A total of 78 individual employees participated as respondents in this study, and the sample was drawn from the entire population. Data was collected through questionnaires and analyzed using SmartPLS 3.2.9 software. Findings – The results of this research indicate that there is a strong and significant relationship between extrinsic motivation, affective commitment, job satisfaction, and employee performance at SMK PGRI 109 Tangerang. These findings are proven to be applicable both partially and comprehensively across all tested paths. Therefore, the hypotheses regarding the positive and significant influence of these three factors on employee performance can be accepted. Novelty/value – The findings provide deeper insights into the factors influencing employee performance, namely extrinsic motivation, affective commitment, and job satisfaction. With a better understanding of this relationship, management has the opportunity to design strategies aimed at enhancing employee performance through increasing extrinsic motivation, affective commitment, and job satisfaction. Moreover, this research also contributes novel insights to the literature on the relationships among the mentioned factors.

<p><span class="fontstyle0">Intrinsic motivation is an employee motivating factor for achievement that comes from within the person, while extrinsic motivation is sourced from outside the person. This research has been conducted to survey on 140 employees of PT Taman Wisata Candi Prambanan consisting of 65 permanent employees and 75 contract employees. The results of this research can be concluded that intrinsic and extrinsic motivation have significant </span>effects to employee performance indirectly with job satisfactions mediation. The influence of extrinsic motivation on job satisfaction and subsequently to employee performance is more dominant than intrinsic motivation. The level of intrinsic motivation, extrinsic motivation, job satisfaction, and employee performance of permanent employees, higher than contract employees, and the difference of them is significant.</p>

Aims: This study determined.
 The relationship between teacher’s intrinsic motivation and job satisfaction in secondary schools in rural areas in Onitsha education zone.
 The relationship between teacher’s extrinsic motivation and job satisfaction in secondary schools in rural areas in Onitsha education zone.
 The relationship between teacher’s intrinsic motivation and job satisfaction in secondary schools in urban areas in Onitsha education zone.
 The relationship between teacher’s extrinsic motivation and job satisfaction in secondary schools in urban areas in Onitsha education zone.
 Study Design: This study adopted the Correlation Survey Research Design.
 Place and Duration of Study: This study was conducted among secondary school teachers in secondary schools in Onitsha Education Zone of Anambra State, Nigeria.
 Methodology: The population of this study comprised 1,179 (male = 92, female = 1087) teachers in government owned secondary schools in Onitsha education zone. The sample for this study is 300 teachers (175 – schools in urban areas, 125 – schools in rural areas). The instruments adopted for data collection were the Work Task Motivation Scale for Teachers (WTMST) and the Minnesota Satisfaction Questionnaire (MSQ). The Work task Motivation Scale for Teachers was developed by Fernet, Senecal, Guay, Marsh, Dowson (2008). The questionnaire contains 15 items on why teachers are motivated to carry out teaching tasks. The MSQ is developed by Weiss, Dawis, England and Lofquist (1967) to measure an employees’ satisfaction with their job. The MSQ consist of 20-items from the long form MSQ that best represent each of the 20 scales. The instruments for data collection were not subjected to further validation because they are standardized instruments. However, both the WTMST and MSQ have been adopted for use in other studies in Nigeria. Based on this usability, the instrument will be adopted for the present study. The administration of the instrument was done through direct delivery approach. In this approach, copies of the questionnaire were distributed personally to the respondents by the researcher with the help of some research assistants. The data collected was analyzed using the Pearson Product Moment Correlation Coefficient (Pearson r), applying the statistical package for social science (SPSS) for data coding and analysis.
 Results: The finding of this study revealed that a high positive relationship of 0.632 exist between intrinsic motivation and job satisfaction in secondary schools in rural areas in Onitsha education zone, A moderate positive relationship of 0.530 exist between teacher’s extrinsic motivation and job satisfaction in secondary schools in rural areas in Onitsha Education zone, A moderate positive relationship of 0.482 exist between teacher’s intrinsic motivation and job satisfaction in secondary schools in urban area in Onitsha Education zone, A high positive relationship of 0.70 exist between teacher’s extrinsic motivation and job satisfaction in secondary schools in urban area in Onitsha Education zone.
 Conclusion: This study concludes that a high and positive relationship exist between teacher’s intrinsic motivation and job satisfaction in secondary schools in rural and urban areas, a moderate and positive relationship exist between teacher’s extrinsic motivation and job satisfaction in secondary schools in rural and urban areas.