Original Research

The relationship between extrinsic motivation, job satisfaction and life satisfaction amongst employees in a public organisation

Chengedzai Mafini, Nobukhosi Dlodlo
SA Journal of Industrial Psychology | Vol 40, No 1 | a1166 | DOI: https://doi.org/10.4102/sajip.v40i1.1166 | © 2014 Chengedzai Mafini, Nobukhosi Dlodlo | This work is licensed under CC Attribution 4.0
Submitted: 03 July 2013 | Published: 09 April 2014

About the author(s)

Chengedzai Mafini, Logistics Department, Vaal University of Technology, South Africa
Nobukhosi Dlodlo, Department of Marketing, Vaal University of Technology, South Africa


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Abstract

Orientation: There is much research on extrinsic motivation, job satisfaction and life satisfaction in organisations. However, empirical evidence on how such factors affect employees in public organisations in developing countries is lacking.

Research purpose: To examine the relationships between extrinsic motivation, job satisfaction and life satisfaction amongst employees in a public organisation.

Motivation for the study: Labour strife is an endemic phenomenon in South Africa’s public sector as evidenced by the high incidences of industrial action and labour turnover. This study contributes to this subject by identifying the extrinsic factors that could be optimised with a view to enhancing job and life satisfaction amongst government employees.

Research approach, design and method: The study used the quantitative research survey approach: a questionnaire was administered to 246 employees in a South African public organisation. Extrinsic motivation factors were identified using principal components analysis. Mean score ranking was used to compare the relative importance of all factors. The conceptual framework was tested using Spearman’s rank correlation analysis and linear regression analysis.

Main findings: Statistically significant relationships were observed between job satisfaction and four extrinsic motivation factors: remuneration, quality of work life, supervision and teamwork. The relationship with promotion was insignificant, but a statistically significant relationship was established with life satisfaction.

Practical/managerial implications: The findings may be used to implement strategies for enhancing employee performance and industrial relations within public organisations.

Contribution/value-add: The study provides evidence of the interplay between extrinsic motivation, job satisfaction and life satisfaction for public servants in developing countries.


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