Abstract
The study aims to assess the current level of, and relationship between, employee motivation and job involvement. This cross-sectional study was undertaken in a financial institution from which 145 employees were drawn using a simple random sampling technique. Data was collected using the Employee Motivation Questionnaire (Fourie, 1989) and the Job Involvement Questionnaire (Lodahl and Kejner, 1965) and, was analysed using descriptive and inferential statistics. The results indicate that significant intercorrelations exist amongst the majority of dimensions and sub-dimensions of employee motivation and job involvement. Recommendations are graphically presented to provide practitioners and managers with guidelines for enhancing employee motivation and job involvement respectively.
Highlights
Motivating staff may be a critical factor in ensuring that an organisation thrives and succeeds in an increasingly competitive environment
The researchers postulate the existence of a direct relationship between motivation and job involvement
Respondents were required to use the 1–5-point Likert scale to respond to statements measuring sub-dimensions of employee motivation and job involvement, thereby indicating what motivated the respondents to work and what made them feel job-involved
Summary
Motivating staff may be a critical factor in ensuring that an organisation thrives and succeeds in an increasingly competitive environment. Motivation arouses the energy that drives the individual’s behaviour, it directs the individual to choose the correct behaviour for goal attainment, and it sustains the individual’s behaviour until the goal has been achieved and the need is met. Following these various definitions of motivation, the question arises as to precisely what drives employees to willingly expend effort and arouses them to behave in such a way that the goal is attained and the need is met. Answers to these questions may be found in several theories of motivation that have been developed over the years relating to:
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