2.1.3 Motivation And Job Satisfaction More And More Practitioners Find That

2.1.3 Motivation and job satisfaction
More and more practitioners find that poor performance of managers and workers makes the organisation less productive and contributes to slow economic growth. Some studies conclude that there is a positive relationship between motivation and job satisfaction, individual performance, physical and mental health. They believe that behavioural influences, such as job satisfaction have a very important impact on quality of service, organisational commitment, and total organisational effectiveness (MacRobert, et al. 1993; Beall 1994; Joseph and Deshpande, 1997; cited: Lewis et al.2001; Morgan et al. 1995). Blegen (1993) conducted a meta-analysis, which included forty-eight studies looking at work satisfaction and included more than 15,000 nurses. The results of this analysis revealed that job satisfaction was associated strongly with reduced work stress, organisational commitment, communication with supervisor, autonomy and recognition. Furthermore, a large number of studies attempt to find what motivational factors result in job satisfaction. Herzberg (1968), in his two-factor theory, argues that the content of the job has a significant influence on motivation and satisfaction, and concludes that only motivational factors can have a lasting impression on a worker'sattitude,satisfaction,and work performance. Bavendam Research Incorporated (BRI, 2000) provides six factors, namely: opportunity, stress, leadership, work standards, fair rewards and adequate authority that influenced job satisfaction. Job satisfaction will change according to these six factors' change. This dissertation will try to measure what major motivators lead to employee's job satisfaction for different status employees.
2.1.4 Intrinsic and extrinsic motivation
Motivation varies as a function of several factors in the work environment, including evaluation expectation, actual performance feedback, reward, autonomy, and the nature of the work itself. Recently, both theory and empirical research suggest that human motivation toward work can be categorized into two distinct types, namely intrinsic and extrinsic motivation. Intrinsic reward arises from the intrinsic value of the work for the individual and includes traits specific to the work done, skill levels, autonomy and challenge (Lewis, 2001). Extrinsic motivation arises from the desire to obtain some outcomes that are apart from the work itself. Extrinsic motivators include anything coming from an outside source that is intended to control the initiation or performance of the work, for example: promised reward, praise, critical feedback, deadlines, surveillance, or specifications on how the work is to be done (Amabile, 1993).
Intrinsic and extrinsic motivation can both motivate people to do their work.