Does Motivation Impact Employees' Job Performance in Public Sector Organizations? A Myth or A Reality
Job Performance in Public Sector
DOI:
https://doi.org/10.22555/ijelcs.v9i1.1148Keywords:
Motivation, Intrinsic Motivation , Extrinsic Motivation , Employee Engagement , Job Performance , Working Environment, Public Sector OrganizationsAbstract
This study's objective was to identify the impact of intrinsic and extrinsic motivation on the job performance of the employees of public sector organizations. To conduct the study, employee engagement was incorporated as a mediating variable, and the working environment was incorporated as a controlled variable. The study's research methodology was explanatory, with a deductive approach and positivist research philosophy. The study data was cross-sectional and collected through convenience-based sampling from respondents with a grade level of BPS-16 and above. The collected data was analyzed using hierarchical regression analysis through IBM-SPSS. The findings showed intrinsic and extrinsic motivation's direct and indirect contribution to job performance by mediating employee engagement. The study's originality to the literature remained the utilization of employee engagement and working environment as mediating and controlled variables to assess the impact of motivation.
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