1

CHAPTER 1

THE PROBLEM AND ITS BACKGROUND

Introduction

Motivation is the complex set of forces starting and keeping a person at

work in an organization. It is something that moves the person to action

and continues him in the course of action already initiated (Dubrin, 2013). It

involves the process of stimulating the individual to achieve a particular goal. It

gives us the drive to thrive. It is a psychological process that gives behavior

purpose and direction (Kreitner, 1995).

The purpose of motivation is to increase one’s performance and to attain a

standard of excellence. As such, it is essential that motivation is given attention

by any management to encourage the employees to work efficiently and provide

high-quality results.

There are numerous ways to motivate an employee and each individual

has their own motive for working. Thus, people managers and management teams

face the challenge of creating solutions to match the differences. Knowing what

motivates your employees not only promote efficient performance but also

encourages them to be loyal and seek tenure with the company.

Motivation is needed to maintain a working environment which supports

employees to remain with the company. This could help in promoting job
 2

satisfaction and in reducing substantial costs involved in hiring and training new

staff.

People differ in the way they perform their jobs. Some need no

supervision and can work efficiently. Others need minimal supervision and some

perform at a marginal level. Most often, those who perform at a marginal level are

the ones who require micromanaging. Of course, employers would want their

employees to be more productive with quality service but also with minimal cost.

The question is how to mould employees into highly motivated workers with the

goal of maximum productivity and excellence in overall performance.

The challenge is to maintain those with high performance and provide

more motivation for those who have performance issues. But what factors would

cause such attitude? Will it be entirely money? Salary is often the main motive of

why people work, but is it enough to push them to their full potential? Some

employees could be gaining a lot of financial benefits, but their interest declines

over time because of different reasons such as boredom, thirst for more

challenging assignments, daily commute struggles to their home location or to

simply just spend more time with their families to name a few.

To increase efficiency and work quality, management must understand

each individual’s motivation factors.

 3

Commitment is complex and a multi-faceted construct, and can take

different forms. Work commitment has been defined as the relative importance

between work and one’s self (Loscoco, 1989). Work commitment is seen as a

person's adherence to work ethic, commitment to a career/profession, job

involvement, and organizational commitment (Morrow, 1993). Individuals can

feel committed to an organization, top management, supervisors, or a particular

work group. Commitment has been examined with regard to "career,

union and profession" (Darolia, Darolia, & Kumari, 2010). Studies showing

instances of high work commitment have also proven to highly relate to

organizational performance. It is the second most commonly studied job attitude

in I/O psychology for this reason (PSUWC, 2013). It affects all organizations at

some level and enables companies to evaluate issues like turnover during times of

varying economic stability. All of these attitudes interact to shape the conceptual

framework of each individual's work commitment.

Background of the Study

The National Irrigation Administration (NIA) is a government-owned and

controlled corporation primarily responsible for irrigation development and

management. It was created under Republic Act RA 3601 and its charter was

amended by Presidential Decree (PD) 552 on 11 September 1974 and PD 1702 on

 4

17 July 1980. Both increased the capitalization and broadened the authority of the

Agency (http://www.nia.gov.ph/).

NIA‘s functions include investigation, study and development of all

available water resources in the country primarily for irrigation purposes and

planning, design, construction and improvement of all types of irrigation projects

and appurtenant structures. Their main objective is to improve agricultural

productivity and to increase farmers' income. In order to carry this out, the agency

relies heavily on the skills and talents of engineers. Around 75% of NIA’s total

population are engineers and are currently deployed in the different parts of the

country. Some are relocated away from their families and comfort zones.

The proponent has been with NIA for the past 2 years and she has

witnessed the hard work and dedication of the men and women engineers of the

Agency. The location of the project sites are usually isolated areas, far away from

the luxuries of city living. Good internet connection is sometimes intermittent and

some have yet to establish a comfortable temporary facility for them to relax in

after a long day’s work. These conditions on top of the stress of coordinating with

contractors and other political entities are what they face every day with their

assigned sites.

This study aims to assess the motivation factors of engineers to help them

be continuously motivated and keep them from leaving the agency. Knowing
 5

what motivates them would help in ensuring that they do what needs to be done to

accomplish the Agency’s mission for the Filipino people. If these engineers would

be constantly motivated to perform their best and continue their tenure with NIA,

monitoring of project completion, communication between the agency and

contractors and the overall implementation and management of the irrigation

systems will be efficient.

The proponent believes this study would help the Agency identify and

address the current motivation factors of these esteemed engineers and to

encourage increased performance and employee retention.

Theoretical Framework

The motivation-hygiene theory proposed by psychologist Frederick

Herzberg is the theory this study is anchored on.

In the belief that an individual's relation to his or her work is a basic one

and that his or her attitude toward this work can very well determine the

individual's success or failure, Herzberg investigated the question "What do

people want from their jobs?" He asked people to describe, in detail, situations

when they felt exceptionally good or bad about their jobs.

Herzberg (1966) proposed that job satisfaction and dissatisfaction are not

opposite ends of a continuum, but rather represent two distinct variables.

Herzberg classified the job factors into two categories:

 6

1. Hygiene or Dissatisfiers - are those job factors which are essential for

existence of motivation at workplace. These do not lead to positive satisfaction

for long-term. If these factors are absent workplace, they lead to dissatisfaction. In

other words, hygiene factors are those factors which when adequate/reasonable in

a job, pacify the employees and do not make them dissatisfied. These factors are

extrinsic to work. Hygiene factors are also called as dissatisfiers or maintenance

factors as they are required to avoid dissatisfaction. These factors describe the job

environment/scenario. The hygiene factors symbolized the physiological needs

which the individuals wanted and expected to be fulfilled. Herzberg theorized that

lack of satisfiers would not cause dissatisfaction. The presence of hygiene factors

would not cause satisfaction, but their absence would cause dissatisfaction.

Hygiene factors include: Pay, Benefits, Company Policies and

administrative policies, Physical Working conditions, Status and

Interpersonal relations.

2. Motivational or Satisfiers - According to Herzberg, the hygiene

factors cannot be regarded as motivators. The motivational factors yield positive

satisfaction. These factors are inherent to work. These factors motivate the

employees for a superior performance. These factors are called satisfiers. These

are factors involved in performing the job. Employees find these factors

intrinsically rewarding. The motivators symbolized the psychological needs that

were perceived as an additional benefit.

 7

Motivational factors include: Recognition, Sense of achievement,

Growth and promotional opportunities, Responsibility and Meaningfulness

of the work.

The study will also anchor on the theory of organizational commitment.

Mowday, Porter, and Steers (1982) defined organizational commitment as a

strong belief in and acceptance of the organization’s goals and values; a

willingness to exert considerable effort on behalf of the organizations and a strong

desire to maintain membership in the organization. It means that if the employee’s

values are aligned with the organizations goals, hence this will lead to their

willingness to remain in the organization and has significantly influence their co-

workers.

According Meyer and Allen (1981), Organizational Commitment has 3

component models. The three dimensions are defined in the following way:

Affective commitment: refers to the employee's positive emotional

attachment to the organization. Such an individual also strongly identifies with the

goals of the organization and desires to maintain his membership. Individuals are

committed to an organization because they “want to”. This dimension is based on

Mowday et al.’s (1979) theory of commitment.

Continuance commitment: refers to an employee’s commitment to an

organization due to the fact that he calculates how high the costs of losing one’s

organizational membership are. Such considerations might include economic

 8

costs (for instance, pension accruals) and social costs (relationships/friendships

with colleagues might cease to exist) too. Individuals feel that they “have to”

commit to the organization.

Normative commitment: refers to an individual’s commitment an

organization because of feelings of obligation. Such feelings might derive from

the fact, for example, that the organization invested a certain amount of resources

when employing the person (trainings, courses, etc.), which makes the employee

feeling obliged to put considerable effort into the job and stay with the

organization until “repaying the debt”.

Research Paradigm

The following figure illustrates process flow of the study.

The first box represents the respondents’ profile in terms of sex, age,

marital status, years in service, position , and assigned location.

The second box shows the variables of work motivation relative to

hygiene factors such as pay/benefits, company policies and administrative

policies, physical working conditions, interpersonal relations, and job security;

and motivational factors such as: recognition, sense of achievement, growth and

promotional opportunities, responsibility, and meaningfulness of work to be

assessed the engineer-respondents.

 9

The third box shows the organizational commitment in terms of affective,

continuance, and affective commitment.

Significant difference in the assessment of the work motivation factors and

organizational commitment taking into consideration the respondent’s profile will

be determined as represented by the dash lines.

Significant relationship between work motivation factors and

organizational commitment is also determined as represented by the broken lines.

The output is represented by the fourth box which is improved human

resource management.

Work Motivation
 Hygiene Factors
 Pay/Benefits
 Company policies and
Respondent’s administrative policies
Profile  Physical working conditions
 Sex  Interpersonal relations Improved
 Job Security Human
 Age  Motivational Factors Resource
 Recognition
 Marital Management
 Sense of Achievement
Status  Growth & Promotional
Opportunities
 Years in  Responsibility
Service  Meaningfulness of Work

 Position
 Assigned Organizational Commitment
Location
 Affective
 Continuance
 Normative

Figure 1-Research Paradigm

 10

Statement of the Problem

The study will be conducted to determine the assessment on the work

motivation factors of Engineers in a selected government office in terms of the

following hygiene factors: pay/benefits, company policies and administrative

policies, physical working conditions, status and interpersonal relations, and the

motivational factors: recognition, sense of achievement, growth and promotional

opportunities, responsibility and meaningfulness of the work; and organizational

commitment in terms of affective, continuance, and normative with the end view

of improved human resource management.

Specifically, it aims to answer the following questions:

1. What is the profile of the engineer- respondent in terms of the following:

1.1 Sex;

1.2 Age;

1.3 Marital Status;

1.4 Years of Service;

1.5 Position; and

1.6 Assigned location?

2. What is the assessment of the engineer-respondents on their work

motivation factors in terms of the following:

2.1 Hygiene Factors

 11

2.1.1 Pay/Benefits;

2.1.2 Company policies and Administrative policies;

2.1.3 Physical working conditions;

2.1.4 Interpersonal relations;

2.1.5 Job security;

2.2 Motivational Factors

2.2.1 Recognition;

2.2.2 Sense of Achievement;

2.2.3 Growth and promotional opportunities

2.2.4 Responsibility; and

2.2.5 Meaningfulness of work?

3. Is there a significant difference in the assessment of the engineer-

respondents on their work motivation factors when their profile is taken as

test factor?

4. What is the assessment of the engineer-respondents on their

organizational commitment in terms of:

4.1. affective commitment;

4.2. continuance commitment; and

4.3. affective commitment?

 12

5. Is there a significant difference in the assessment of the engineer-

respondents on their organizational commitment when their profile is

taken as test factor?

6. Is there a significant relationship between the work motivation factors and

job commitment of engineer respondents?

7. What inputs to improved human resource management can be offered ?

Research Hypothesis

1. There is no significant difference in the assessment of the engineer-respondents

on their work motivation factors when their profile is taken as test factor.

2. There is no significant difference in the assessment of the engineer-

respondents on their organizational commitment when their profile is taken as

test factor.

3. There is no significant relationship between the work motivation factors and

job commitment of engineer respondents

Significance of the Study

The information from this study will contribute to the following:

NIA Administration: Recommendations that will emerge from this paper

will help in formulizing strategies to improve employee performance and

retention.
 13

NIA Engineers: Conclusions that will be derived from this paper could

encourage them to be more motivated and effective in their jobs.

Future researchers: This study will serve as basis for future research

related to this topic.

Scope and Delimitation

The main objective of this study is to assess the work motivation factors of

Engineers in a selected government office in terms of the following hygiene

factors: pay/benefits, company policies and administrative policies, physical

working conditions, status and interpersonal relations, and the motivational

factors: recognition, sense of achievement, growth and promotional

opportunities, responsibility and meaningfulness of the work; and organizational

commitment in terms of affective, continuance, and normative with the end view

of improved human resource management.

The study is limited to Engineers currently working in the National

Irrigation Administration.

The study will be conducted during the school year 2019-2020.

Definition of Terms

The following terms are defined operationally in this study:

Age- the length of time that a person has lived or a thing has existed
 14

Assigned location- the place where the engineer respondent is assigned

Benefits – refers to the indirect, non-cash, or cash compensation paid to an

employee above and beyond regular salary or wages.benefits offered to

employees such as health care plans, benefits for the family members, employee

help programs, etc.

Company Policies and Administrative Policies –refer to the

established rules of conduct within an organization, outlining the responsibilities

of both employees and employer

Hygiene factors are the factors that characterize the context or

environment of a person's work. They can be a cause of job dissatisfaction unless

appropriately applied by an organization

Growth and promotional opportunities refer to the advancement of an

employee within a company

Interpersonal relations – refer to the relationship of the employees with

his peers, superiors and subordinates.

Job security refers to the assurance that an employee has about the

continuity of gainful employment for his or her work life.

Marital Status refers to a person's state of being single, married,

separated, divorced, or widowed

 15

Meaningfulness of the work – refers to the work itself which is

meaningful, interesting and challenging for the employee to perform and get

motivated.

Motivational Factors refer to drivers of human behavior related to the

intrinsic nature of the work, but not necessarily to the surrounding circumstances

or environment

Pay – refers to the salary or remuneration which an employee receives out

of his work.

Physical Working Condition – refer to the condition of the workplace

where the employee is working .

Position refers to the rank or designation of the respondent in the company

Recognition refers to the acknowledgment of a company's staff for

exemplary performance.

Responsibility refers to the opportunity or ability of an employee to act

independently and make decisions without authorization.

Sense of achievement – refers to a thing done successfully with effort,

skill, or courage

Sex- refers to the biological differences between males and females, such as

the genitalia and genetic differences.

 16

Work motivation factors – refer to the condition of work which motivates

employees of NIA

Years of Service refer to the number of years the respondent is working in

NIA

Acronym

NIA – refers to the National Irrigation Administration

 17

CHAPTER 2

REVIEW OF RELATED LITERATURE AND STUDIES

This chapter presents the related literature found to be of significance to

this study. The main purpose of this review of related literature and studies is to

provide a theoretical background on the topic of motivation as well as insights on

the other aspects surrounding work motivation and its impact to employee

performance. Several major theories of motivation will be discussed in this

chapter.

Local Literature

As cited by Medina, R. (2011), job satisfaction is the positive feeling of

people have about their jobs. When people are satisfied with their jobs, the

following benefits become possible: high productivity; a strong tendency to

achieve customer loyalty; loyalty to the company; low absenteeism and turnover;

less job stress and burnout; better safety performance; and better life satisfaction.

Organizational commitment is the third positive employee attitude. It

refers to the degree to which an employee identifies with a particular organization

and its goals and wishes to maintain membership in the organization.

Organizational commitment may be categorized into three dimensions:

affective commitment; continuance commitment; and normative commitment.

 18

Affective commitment refers to the employee’s emotional attachment to

the organization and belief in its values.

Continuance commitment refers to the employee’s tendency to remain in

an organization because he cannot afford to live.

Normative commitment refers to an obligation to remain with the

company for moral or ethical reason.

Jose Mario B. Maximiano (2006) in his book, Managing Human

Resources in the 21st Century, posits that in order to motivate employees to

continue to work with them, companies should not only consider financial

rewards and external direct compensation like basic pay and fringe benefits.

There are other factors that motivate you to perform well such as the internal job

satisfaction factor. Money, assigned parking space, special perquisites like

scholarship and health insurance, and other benefits can motivate you to be

productive and continue with the company, but there are other motivators besides

them. Staying with the company also means thalt you have “organizational

commitment,” which refers to your affective ties to your organization. It is an

important job attitude because it is directly linked to intention to stay, as well as to

productivity and organizational citizenship behaviors. It is your emotional bond

to the organization.

As cited by Concepcion R. Martires (2008) in the book, Human Behavior

in Organizations Motivation, intrinsic inducement propels an individual to

 19

think, feel and perform in certain ways. It is internalized, and the most important,

yet elusive determinant of work behavior. It is predicated on needs and values of

an individual that direct behavior toward goals.

Motivation is strongly influenced by needs and values. Needs are the

basic components in our life we cannot do without. These can be prioritized

according to the status and role of the person. Values are the life’s artifacts that

we prize and cherish most. Like needs, they can also be arranged according to

one’s priorities. A need could also be a value and vice-versa.

Motivation is stronger when it springs from a person’s needs which are

consistent with his values.

The article of Edralin, Divina in Manila Standard (2013),Attract and

Maintain Involved and Committed Employees, states: In many companies in

different countries, including the Philippines, the world of work is constantly

confronted with the challenges brought about by globalization as they operate in

the midst of turbulent environments. Companies have realized that they need to

level up their competitiveness through innovation, reducing costs, improving the

quality of their product/service, investing in new technology, but more

importantly investing in their human capital. Strengthening job involvement and

commitment. One important objective of investing in human capital is to build

and strengthen employees job involvement and organizational commitment.

 20

Job involvement is the extent to which employees engross themselves in

their jobs, spend time and effort in them, and consider work as valuable and an

integral part of their lives. It is the employees feeling that they are empowered

to contribute to the company’s goals through the decisions they make in their

work and that their efforts are supported and recognized by management. It means

employees are happy and satisfied in what they are doing for the company and for

themselves. Organizational commitment is the degree to which employees prefer

to be with the company and resolve to be part of it actively for a long time.

Oftentimes, this is called organizational loyalty. It is the employees’ feeling that

they are proud to be associated with the company, strongly believe in its vision-

mission, and in product/s or services their company provides to the society. How

will the companies attract and maintain a significant pool of employees in the

organization who are involved and committed?

Medina, R. G. (2011) posits that organizational structure refers to the formal

pattern of how people and jobs are grouped in an organization. It consists of

mechanisms that serves to coordinate and control activities of organizational

members. Coordination is the process by which tasks and departments are

interrelated to achieve the goals of the organization; refers to the regulation of

activities in ways that will enable members to predict and stabilize relationships

with other members of the organization. The coordinating and control

 21

mechanisms must be both matched to the context of the organization to make the

organization effective.

According to Andres (1988) Filipinos are naturally family oriented. When

asked for the reason why they get up in the morning to work, you may often get

the answer – for my family. In terms of motivation, we can relate this to the

different theories and ideas presented throughout the generations. The Filipino

manager is typically person-oriented, who is committed to maintaining smooth

interpersonal relationship with subordinates, fellow managers, supervisors, and

even competitors. At the workplace, there is little hesitancy to mix informal

matters with official issues, pleasure with duties, social interaction with work

discussion; so much so, employees find it difficult to differentiate the

organizational from the personal life.

According to Carbonell (2008), although most organizations still assume

that pay and benefits are the keys to retaining employees, there are other factors

that Filipino employees look for in their companies such as quality of

compensation package, quality of company vision/strategy, opportunity for

growth, internal politics or bureaucracy, the level of challenge in work, the

amount of job stress, the clarity of the link between pay and individual

contributions, and the company’s responsiveness to employee needs. An

employee’s age and position in the organization is a factor as well where older
 22

Filipino employees tend to stay in the organization because of stability and

contentment. It showed that the top five retention factors that make employees

stay are: the level of cooperation within the organization, opportunities for

growth and enhancement, quality of the relationship with their respective

supervisor or manager, quality of the compensation package, and trust among

employees. Of these five, three are relational in nature: cooperation, supervisor or

manager relationships, and trust between employees.

According to Medina (2006), compensation is what employees receive in

exchange for their work. It may be defined as the function of providing adequate

and equitable remuneration for their contribution to organization objectives.

Medina further explained the reasons for granting benefits which are : to keep the

organization competitive, to motivate employees to perform, to keep the union

out, to comply with legal requirements and to keep the turnover costs low.

There are three general types of employee benefits: legally required benefits,

voluntary benefits and employee services.

Foreign Literature

Freund and Carmelli (2003) enumerates four universal forms of

commitment namely, Protestant work ethic, career commitment, job commitment,

and organizational commitment. The first three are not influence by the
 23

organization in which the worker is employed while the last is dependent on the

organization. Protestant work ethic pertains to the person’s personal belief system

while Job Commitment is defined as the strong relationship between the worker

and his/her job and his/her willingness to invest personal resources in the current

job. Career Commitment on the other hand is the extent on which the worker

wishes to develop and advance his/her career.

Job Commitment is dependent on the organization on which the employee

is employed. It is classified into three types; affective, continuance, and

normative. Affective commitment pertains to the emotional connection,

identification, and involvement of an employee with the organization.

Continuance commitment is defined as commitment based on the expenses that

the employees have to pay for leaving the current organizations; and normative

commitment refers to the employees sense of responsibility to be with the

organization (Ali, Karamat, Noreen, Khurram, Chuadary, Nadeem, Jamshaid, &

Farman, 2011).

Importance of Work Commitment

The success or failure of an organization is closely related to the effort and

motivation of its employees. The motivation of employees is often the product of

their commitment towards their job or career. Work commitment is an extremely

important topic for organizations to understand. The level to which an employee

engages in his or her work (job involvement), commits to and believes in the
 24

organization's goals and purpose (organizational commitment), desires to work

(work ethic), and commits to a specific career or profession can all have an

impact on an organization. In today's economy, where organizations are expected

to do more with less resources (i.e., people and money), it is extremely important

for organizations to retain their highly productive employees. "Employees who

are engaged in their work and committed to their organizations give companies

crucial competitive advantages - including higher productivity and lower

employee turnover" (Vance, 2006, p.1).

Communication is one of the best ways to keep employees engaged. It is

important that employees are listened to, valued, and encouraged to provide

feedback. In turn employers must respect employee’s opinions and follow-up on

commitments and responsibilities they have promised employees. By keeping

channels of communication open, employers and employees can benefit from

mutual trust and respect. In addition it is imperative that communication be across

all levels of the organization, from top management down as well as internally

and externally (Stirling J. 2008).

In short, the importance of work commitment is dependent upon the

organization itself. If the organization wants to become competitive and grow, as

in the example above, it will place a great deal of importance on the level to

which employees are engaged in their jobs and how committed the employees are
 25

to the organization. On the other hand, if the organization is content with high

turnover, low-producing employees, and high absenteeism, they should not be

concerned with work commitment. However, the leaders of that organization must

realize that, at some point in its organizational life cycle, the organization will

undoubtedly have to compete with an organization that does place importance on

work commitment, which could end up being detrimental to the continued

existence of the organization.

The term motivation is a familiar one as we often hear it in the context of

work as well as in sports, learning and other activities. Motivation is the force that

initiates, directs and sustains behavior. It is a central element of people

management as managers need to keep motivating employees to engage them in

the desired behavior to contribute to organization success. Work motivation is a

set of energetic forces that originate both within as well as beyond an individual’s

being, to initiate work-related behavior and to determine its form, direction,

intensity, and duration (Pinder 1998). It is a psychological process resulting from

the interaction between the individual and the environment (Latham & Budworth)

(2004).

In different organizations, motivation is indeed of central importance

because of its relation to performance. One of the most popular writers on

employee motivation is Fredrick Herzberg; famous for his two-factor theory,

otherwise known as the motivation-hygiene theory. He postulated that motivating

 26

employees is an on-going challenge (McCrimmon, 2007). Herzberg proposed that

there is need for the provision of real motivators or intrinsic job factors that caters

for human higher order needs, rather than hygiene maintenance factors or

extrinsic job factors which are not real motivators .

Herzberg’s work categorized motivation into two factors: Hygiene or

Dissatisfiers and Motivational or Satisfiers (Herzberg, Mausner, & Snyderman,

1959). Motivator or intrinsic factors, such as achievement and recognition,

produce job satisfaction whereas hygiene or extrinsic factors, such as pay and job

security, produce job dissatisfaction. To discuss further, intrinsic motivation

refers to the impetus behavior originating in performing the action itself or simply

put – the activity is done for its own sake.

On the other hand, extrinsic motivation describes the situation in which

the impetus for behavior originates outside the person and the performed task or

simply put – the activity is done as the means to another end. While the

distinction is quite clear, tasks can be simultaneously intrinsically and

extrinsically motivated. The interest in this theory peaked in the 1970s and in the

early 1980s (Ambrose & Kulik, 1999).

Cognitive evaluation theory (Deci, 1971) is designed to explain the effects

of external consequences on internal motivation. That is, intrinsically motivated

employees attribute the cause of their behavior to internal needs and perform

behaviors for intrinsic rewards and satisfaction. However, external elements (e.g.,
 27

the reward system) may lead the employee to question the true causes of his/her

behavior. Therefore, employees should be most intrinsically motivated in work

environments that minimize attributions of their behavior to “controlling” external

factors (Deci & Ryan, 1980). Most of the research published using cognitive

evaluation theory is during the 1970s and 1980s (Ambrose & Kulik, 1999).

Work design is based on Hackman and Oldham’s (1976) job characteristic

theory, which incorporates five important job characteristics – skill variety, task

identity, task significance, feedback, and autonomy – that result in positive

employee and organizational outcomes, typically firm performance.

Work design continues to be supported in empirical research and provides

a useful framework for job design today (Ambrose &Kulik, 1999).

Skinner’s reinforcement theory (1953, 1969) simply states those

employees’ behaviors that lead to positive outcomes is going to be repeated, and

behaviors that lead to negative outcomes is not be repeated. Managers should

positively reinforce employee behaviors that lead to positive outcomes (e.g., with

extrinsic rewards). Managers should negatively reinforce employee behavior that

leads to negative outcomes (e.g., with performance feedback and/or punishment).

Each of these traditional theories informs researchers and managers about

the specific elements and organizational levers used to motivate employees. For

example, Maslow’s hierarchy of needs specifies pay as one of the levers that

motivate employees.
 28

Equity theory refers to fairness and justice among employees, while work

design (job characteristic theory) is essential for a motivated high-performing

workforce. Yet they take a modular approach that only explains isolated pieces of

the broader holistic relationship between employee motivation and performance.

Although many researchers try to reconcile and find common implications from

these traditional theories (e.g., Rainlall, 2004), they neglect taking a holistic or

systems view for a comprehensive theory that should incorporate research from

other disciplines.

Haslam et al. (2000) presented a process-based analysis of need structure

and need salience derived from the social identity approach to organizational

behavior. To understand motivation, they argued, one must understand aspirations

for the self that exist in a hierarchy. When personal identity is salient, needs to

self-actualize and to enhance self-esteem through personal advancement and

growth become dominant. When social identity is salient, the need to enhance

group based self-esteem through a sense of relatedness, respect, peer recognition,

and attainment of group goals dominate. They stated that McGregor’s (1960)

Theory Y assumptions apply when the supervisor and employee share the same

identity; Theory X assumptions apply when they do not do so. People are

motivated to attain goals that are compatible with their self-identity.

Needs associated with a specific group membership are internalized; they

serve as a guide for behavior in a specific working context.

 29

Based on their socio-analytic theory, Hogan & Warremfeltz (2003) argued

that people have innate biological needs for (a) acceptance and approval; (b)

status, power, and control of resources; and (c) predictability and order. These

needs translate into behaviors for getting along with others, getting ahead in terms

of status, and making sense of the world.

Need-based theories explain why a person must act; they do not explain

why specific actions are chosen in specific situations to obtain specific outcomes.

Moreover, they do not easily account for individual differences. Hence, along

with increased attention to needs, there has also been a resurgence of interest in

individual differences, particularly with regard to the effects of job characteristics

on employee motivation.

Studies disclose that job motivational factors can stimulate employees in

a business organization. Some findings reveal that motivating individuals make

them more productive and innovative in their workplace. The management of

business organizations set this kind of strategy to fulfill their employees’ common

tasks, objectives and goals.

According to Warren (2010), “employee motivation is an important

concept in an organization. When workers are motivated in an organization, their

productivity raises and therefore the organization realizes various advantages

associated with the rise in labor productivity.”

 30

According to David McClelland (in Corpuz, 2006), the three most basic

needs in any given organization are: the need for 1) Achievement: drive to excel,

to achieve in relation to a set of standards or in competitive situations, to strive to

succeed. 2) Power: drive to influence and control, others and the social

environment and 3) Affiliation: drive for friendly and close interpersonal

relationships with others. There is no one theory of motivation that can be

claimed to embrace the entire range of human behavior. Here are other theories

related to motivation:

Maslow’s Hierarchy of Needs Theory

Maslow's hierarchy of needs is a motivational theory in psychology

comprising a five-tier model of human needs, often depicted as hierarchical levels

within a pyramid which are:

1. Physiological needs- These are the basic needs of air, water, food, clothing

and shelter. In other words, physiological needs are the needs for basic amenities

of life.

2. Safety needs- Safety needs include physical, environmental and emotional

safety and protection. For instance- Job security, financial security, protection

from animals, family security, health security, etc.

3. Social needs- Social needs include the need for love, affection, care,

belongingness, and friendship.

 31

4. Esteem needs- Esteem needs are of two types: internal esteem needs (self-

respect, confidence, competence, achievement and freedom) and external esteem

needs (recognition, power, status, attention and admiration).

5. Self-actualization need- This include the urge to become what you are

capable of becoming / what you have the potential to become. It includes the need

for growth and self-contentment. It also includes desire for gaining more

knowledge, social- service, creativity and being aesthetic. The self- actualization

needs are never fully satiable. As an individual grows psychologically,

opportunities keep cropping up to continue growing.

According to Maslow, individuals are motivated by unsatisfied needs. As

each of these needs is significantly satisfied, it drives and forces the next need to

emerge.

Theory X and Theory Y

In 1960, Douglas McGregor formulated Theory X and Theory Y

suggesting two aspects of human behaviour at work, or in other words, two

different views of individuals (employees): one of which is negative, called as

Theory X and the other is positive, so called as Theory Y. According to

McGregor, the perception of managers on the nature of individuals is based on

various assumptions.

Assumptions of Theory X
 32

• An average employee intrinsically does not like work and tries to escape it

whenever possible.

• Since the employee does not want to work, he must be persuaded,

compelled, or warned with punishment so as to achieve organizational goals. A

close supervision is required on part of managers. The managers adopt a more

dictatorial style.

• Many employees rank job security on top, and they have little or no

aspiration/ ambition.

• Employees generally dislike responsibilities.

• Employees resist change.

• An average employee needs formal direction.

Assumptions of Theory Y

• Employees can perceive their job as relaxing and normal. They exercise

their physical and mental efforts in an inherent manner in their jobs.

• Employees may not require only threat, external control and coercion to

work, but they can use self-direction and self-control if they are dedicated and

sincere to achieve the organizational objectives.

• If the job is rewarding and satisfying, then it will result in employees’

loyalty and commitment to organization.

• An average employee can learn to admit and recognize the responsibility.

In fact, he can even learn to obtain responsibility.

 33

• The employees have skills and capabilities. Their logical capabilities

should be fully utilized. In other words, the creativity, resourcefulness and

innovative potentiality of the employees can be utilized to solve organizational

problems.

Thus, we can say that Theory X presents a pessimistic view of employees’

nature and behaviour at work, while Theory Y presents an optimistic view of the

employees’ nature and behaviour at work. If correlate it with Maslow’s theory, we

can say that Theory X is based on the assumption that the employees emphasize

on the physiological needs and the safety needs; while Theory X is based on the

assumption that the social needs, esteem needs and the self-actualization needs

dominate the employees.

McGregor views Theory Y to be more valid and reasonable than Theory X. Thus,

he encouraged cordial team relations, responsible and stimulating jobs, and

participation of all in decision-making process.

ERG Theory of Motivation

To bring Maslow’s need hierarchy theory of motivation in synchronization

with empirical research, Clayton Alderfer redefined it in his own terms. His

rework is called as ERG theory of motivation. He re-categorized Maslow’s

hierarchy of needs into three simpler and broader classes of needs:

 34

• Existence needs- These include need for basic material necessities. In

short, it includes an individual’s physiological and physical safety needs.

• Relatedness needs- These include the aspiration individual’s have for

maintaining significant interpersonal relationships (be it with family, peers or

superiors), getting public fame and recognition. Maslow’s social needs and

external component of esteem needs fall under this class of need.

• Growth needs- These include need for self-development and personal

growth and advancement. Maslow’s self-actualization needs and intrinsic

component of esteem needs fall under this category of need.

Difference between Maslow Need Hierarchy Theory and Alderfer’s ERG Theory

ERG Theory states that at a given point of time, more than one need may

be operational.

ERG Theory also shows that if the fulfilment of a higher-level need is

subdued, there is an increase in desire for satisfying a lower-level need.

According to Maslow, an individual remains at a particular need level

until that need is satisfied. While according to ERG theory, if a higher- level need

aggravates, an individual may revert to increase the satisfaction of a lower- level

need. This is called frustration- regression aspect of ERG theory. For instance-

when growth need aggravates, then an individual might be motivated to

accomplish the relatedness need and if there are issues in accomplishing

 35

relatedness needs, then he might be motivated by the existence needs. Thus,

frustration/aggravation can result in regression to a lower-level need.

While Maslow’s need hierarchy theory is rigid as it assumes that the needs

follow a specific and orderly hierarchy and unless a lower-level need is satisfied,

an individual cannot proceed to the higher-level need; ERG Theory of motivation

is very flexible as he perceived the needs as a range/variety rather than perceiving

them as a hierarchy. According to Alderfer, an individual can work on growth

needs even if his existence or relatedness needs remain unsatisfied. Thus, he gives

explanation to the issue of “starving artist” who can struggle for growth even if he

is hungry.

McClelland’s Theory of Needs

David McClelland and his associates proposed McClelland’s theory of

Needs / Achievement Motivation Theory. This theory states that human behaviour

is affected by three needs - Need for Power, Achievement and Affiliation. Need

for achievement is the urge to excel, to accomplish in relation to a set of

standards, to struggle to achieve success. Need for power is the desire to influence

other individual’s behaviour as per your wish. In other words, it is the desire to

have control over others and to be influential. Need for affiliation is a need for

open and sociable interpersonal relationships. In other words, it is a desire for

relationship based on co-operation and mutual understanding.

 36

The individuals with high achievement needs are highly motivated by

competing and challenging work. They look for promotional opportunities in job.

They have a strong urge for feedback on their achievement. Such individuals try

to get satisfaction in performing things better. High achievement is directly

related to high performance. Individuals who are better and above average

performers are highly motivated. They assume responsibility for solving the

problems at work. McClelland called such individuals as gamblers as they set

challenging targets for themselves and they take deliberate risk to achieve those

set targets. Such individuals look for innovative ways of performing job. They

perceive achievement of goals as a reward, and value it more than a financial

reward.

The individuals who are motivated by power have a strong urge to be

influential and controlling. They want that their views and ideas should dominate

and thus, they want to lead. Such individuals are motivated by the need for

reputation and self-esteem. Individuals with greater power and authority will

perform better than those possessing less power. Generally, managers with high

need for power turn out to be more efficient and successful managers. They are

more determined and loyal to the organization they work for. Need for power

should not always be taken negatively. It can be viewed as the need to have a

positive effect on the organization and to support the organization in achieving its

goals.
 37

The individuals who are motivated by affiliation have an urge for a

friendly and supportive environment. Such individuals are effective performers in

a team. These people want to be liked by others. The manager’s ability to make

decisions is hampered if they have a high affiliation need as they prefer to be

accepted and liked by others, and this weakens their objectivity. Individuals

having high affiliation needs prefer working in an environment providing greater

personal interaction. Such people have a need to be on the good books of all.

They generally cannot be good leaders.

Goal Setting Theory of Motivation

In 1960’s, Edwin Locke put forward the Goal-setting theory of motivation.

This theory states that goal setting is essentially linked to task performance. It

states that specific and challenging goals along with appropriate feedback

contribute to higher and better task performance. In simple words, goals indicate

and give direction to an employee about what needs to be done and how much

efforts are required to be put in.

The important features of goal-setting theory are as follows:

The willingness to work towards attainment of goal is main source of job

motivation. Clear, particular and difficult goals are greater motivating factors than

easy, general and vague goals.

 38

Specific and clear goals lead to greater output and better performance.

Unambiguous, measurable and clear goals accompanied by a deadline for

completion avoids misunderstanding.

Goals should be realistic and challenging. This gives an individual a

feeling of pride and triumph when he attains them, and sets him up for attainment

of next goal. The more challenging the goal, the greater is the reward generally

and the more is the passion for achieving it.

Better and appropriate feedback of results directs the employee behaviour

and contributes to higher performance than absence of feedback. Feedback is a

means of gaining reputation, making clarifications and regulating goal difficulties.

It helps employees to work with more involvement and leads to greater job

satisfaction. Employees’ participation in goal is not always desirable.

Participation of setting goal, however, makes goal more acceptable and leads to

more involvement.

Reinforcement Theory of Motivation

Reinforcement theory of motivation was proposed by BF Skinner and his

associates. It states that individual’s behaviour is a function of its consequences. It

is based on “law of effect”, i.e, individual’s behaviour with positive consequences

tends to be repeated, but individual’s behaviour with negative consequences tends

not to be repeated.
 39

Reinforcement theory of motivation overlooks the internal state of

individual, i.e., the feelings and drives of individuals are ignored by Skinner. This

theory focuses totally on what happens to an individual when he takes some

action. Thus, according to Skinner, the external environment of the organization

must be designed effectively and positively so as to motivate the employee. This

theory is a strong tool for analyzing controlling mechanism for individual’s

behaviour. However, it does not focus on the causes of individual’s behaviour.

The managers use the following methods for controlling the behaviour of the

employees:

Positive Reinforcement- This implies giving a positive response when an

individual shows positive and required behaviour. For example - Immediately

praising an employee for coming early for job. This will increase probability of

outstanding behaviour occurring again. Reward is a positive reinforce, but not

necessarily. If and only if the employees’ behaviour improves, reward can said to

be a positive reinforcer. Positive reinforcement stimulates occurrence of a

behaviour. It must be noted that more spontaneous is the giving of reward, the

greater reinforcement value it has.

Negative Reinforcement- This implies rewarding an employee by

removing negative / undesirable consequences. Both positive and negative

reinforcement can be used for increasing desirable / required behaviour.

 40

Punishment- It implies removing positive consequences so as to lower the

probability of repeating undesirable behaviour in future. In other words,

punishment means applying undesirable consequence for showing undesirable

behaviour. For instance - Suspending an employee for breaking the organizational

rules. Punishment can be equalized by positive reinforcement from alternative

source.

Extinction- It implies absence of reinforcements. In other words,

extinction implies lowering the probability of undesired behaviour by removing

reward for that kind of behaviour. For instance - if an employee no longer

receives praise and admiration for his good work, he may feel that his behaviour

is generating no fruitful consequence. Extinction may unintentionally lower

desirable behaviour.

Equity Theory of Motivation

The core of the equity theory is the principle of balance or equity. As per

this motivation theory, an individual’s motivation level is correlated to his

perception of equity, fairness and justice practiced by the management. Higher is

individual’s perception of fairness, greater is the motivation level and vice versa.

While evaluating fairness, employee compares the job input (in terms of

contribution) to outcome (in terms of compensation) and also compares the same
 41

with that of another peer of equal cadre/category. D/I ratio (output-input ratio) is

used to make such a comparison.

Equity Theory

Ratio Comparison Perception

O/I a < O/I b Under-rewarded (Equity Tension)

O/I a = O/I b Equity

O/I a > O/I b Over-rewarded (Equity Tension)

Negative Tension state: Equity is perceived when this ratio is equal. While

if this ratio is unequal, it leads to “equity tension”. J.Stacy Adams called this a

negative tension state which motivates him to do something right to relieve this

tension. A comparison has been made between 2 workers A and B to understand

this point.

Referents: The four comparisons an employee can make have been termed

as “referents” according to Goodman. The referent chosen is a significant variable

in equity theory. These referents are as follows:

Self-inside: An employee’s experience in a different position inside his

present organization.

Self-outside: An employee’s experience in a situation outside the present

organization.

Other-inside: Another employee or group of employees inside the

employee’s present organization.

 42

Other-outside: Another employee or employees outside the employee’s

present organization.

An employee might compare himself with his peer within the present job

in the current organization or with his friend/peer working in some other

organization or with the past jobs held by him with others. An employee’s choice

of the referent will be influenced by the appeal of the referent and the employee’s

knowledge about the referent.

Moderating Variables: The gender, salary, education and the experience

level are moderating variables. Individuals with greater and higher education are

more informed. Thus, they are likely to compare themselves with the outsiders.

Males and females prefer same sex comparison. It has been observed that females

are paid typically less than males in comparable jobs and have less salary

expectations than male for the same work. Thus, a women employee that uses

another women employee as a referent tends to lead to a lower comparative

standard. Employees with greater experience know their organization very well

and compare themselves with their own colleagues, while employees with less

experience rely on their personal experiences and knowledge for making

comparisons.

Choices: The employees who perceive inequity and are under negative

tension can make the following choices:

Change in input (e.g. Don’t overexert)

 43

Change their outcome (Produce quantity output and increasing earning by

sacrificing quality when piece rate incentive system exist)

Choose a different referent

Quit the job

Change self perception (For instance - I know that I’ve performed better

and harder than everyone else.)

Change perception of others (For instance – Anna’s job is not as desirable

as I earlier thought it was.)

Expectancy Theory of Motivation

The expectancy theory was proposed by Victor Vroom of Yale School of

Management in 1964. Vroom stresses and focuses on outcomes, and not on needs

unlike Maslow and Herzberg. The theory states that the intensity of a tendency to

perform in a particular manner is dependent on the intensity of an expectation that

the performance will be followed by a definite outcome and on the appeal of the

outcome to the individual.

The Expectancy theory states that employee’s motivation is an outcome of

how much an individual wants a reward (Valence), the assessment that the

likelihood that the effort will lead to expected performance (Expectancy) and the

belief that the performance will lead to reward (Instrumentality). In short, Valence

is the significance associated by an individual about the expected outcome. It is an

 44

expected and not the actual satisfaction that an employee expects to receive after

achieving the goals. Expectancy is the faith that better efforts will result in better

performance. Expectancy is influenced by factors such as possession of

appropriate skills for performing the job, availability of right resources,

availability of crucial information and getting the required support for completing

the job.

Instrumentality is the faith that if you perform well, then a valid outcome

will be there. Instrumentality is affected by factors such as believe in the people

who decide who receives what outcome, the simplicity of the process deciding

who gets what outcome, and clarity of relationship between performance and

outcomes. Thus, the expectancy theory concentrates on the following three

relationships:

• Effort-performance relationship: What is the likelihood that the

individual’s effort be recognized in his performance appraisal?

• Performance-reward relationship: It talks about the extent to which the

employee believes that getting a good performance appraisal leads to

organizational rewards.

• Rewards-personal goals relationship: It is all about the attractiveness or

appeal of the potential reward to the individual.

 45

Vroom was of view that employees consciously decide whether to perform or not

at the job. This decision solely depended on the employee’s motivation level

which

Houston (2000) considers that for public employees the intrinsic reward of

the work that provides the feeling of accomplishment is more valuable compared

to extrinsic motivators such as high income or short work hours.

Moynihan and Pandey (2007) also suggest that helping employees feel as

if they are meaningfully contributing to organizational goals reduces employee

frustration and strengthens their commitment. However, the effectiveness of each

of the four elements must be considered within organizational conditions.

Wright (2007) further develops on the goal theory and reaches the

conclusion that it provides a strong theoretical foundation for understanding the

independent contributions of task, mission, and public service to employee work

motivation and performance. The author concludes that "public employees are

more motivated to perform their work when they have clearly understood and

challenging tasks that they feel are important and achievable". The intrinsic value

identified by the employees in the mission of their organization influences their

work motivation by increasing the importance they placed on their own work

(Wright, 2007).

However, increased individual performance of the public sector

employees also depends on their satisfaction with extrinsic rewards, such as

 46

financial benefits, professional development opportunities, challenging work

environment.

Bossaert (2003) appreciates that a stimulating career development system

is based on the existence of a promoting system founded upon merit recognition

and individual performance reward, mobility opportunities, professional training

and coaching.

Another important factor that generates increased performance compared

to resources, regulation, market structure and organization are considered to be

the managerial variables, including leadership style and expertise, organizational

culture, HRM and strategy (Boyne, 2003; Moynihan et al., 2012 ).

Public sector employees’ motivation and, implicitly, work performance is

influenced by a diversity of factors that are either intrinsic or extrinsic, by

organizational culture and work environment, the content of the activity

performed or the leadership style of their line manager. Through our paper, the

researchers intend to provide an analysis of the factors that specifically influence

Romanian civil servants work motivation and to identify the characteristics that

trigger a certain motivational behaviour.

The results can be a guide for business enterprises as well as government

agencies in adapting the motivation and hygiene factors for their employees.

Motivated employees have a greater ability to work well, to achieve the task and
 47

can bring more assets to the institution. Appreciation is key in making them

continuously engaged in the workplace.

According to Arnulf (2014), money is deemed to be the best motivator to

any individual. Looking back to the historical time, it is money that caused huge

differences between employees working in inhuman conditions in the early

industrial revolution and the ones working in slave-conditions in the countryside.

For those who take part in the “paid employee” system, the money means more

than just itself; it also means freedom and prosperity. That is why many people

trying to move to industrial regions with the hope to improving their lives and

working conditions. With that prospect of salary, today many young people are

still striving from poorer to better living conditions, from low to high education

since they think it is the only way to ensure a prosperous future.

Gleeson (2016) posits that there are many ways to motivate employees in

today’s working environment. Companies globally have been using different

strategies and approach in order to improve employees’ motivation. However, it

seems that the best motivator for employees is something that is indeed important

in their lives. Furthermore, different people might have different values and

approaches and, therefore, being able to understand employees’ needs and using

appropriate motivating methods can help increase the level of motivation

According to Carbonell (2008), although most organizations still assume

that pay and benefits are the keys to retaining employees, there are other factors
 48

that Filipino employees look for in their companies such as quality of

compensation package, quality of company vision/strategy, opportunity for

growth, internal politics or bureaucracy, the level of challenge in work, the

amount of job stress, the clarity of the link between pay and individual

contributions, and the company’s responsiveness to employee needs. An

employee’s age and position in the organization is a factor as well where older

Filipino employees tend to stay in the organization because of stability and

contentment. It showed that the top five retention factors that make employees

stay are: the level of cooperation within the organization, opportunities for

growth and enhancement, quality of the relationship with their respective

supervisor or manager, quality of the compensation package, and trust among

employees. Of these five, three are relational in nature: cooperation, supervisor or

manager relationships, and trust between employees.

According to Lipman (2014) Growth motivation is quite similar to

advancement motivation since it is one of the motivators that helps retain the

employees. However, the definition is broader and it is not only just about career

promotion or better salary and benefits. Good employees are enthusiastic, eager,

determined, and above all, ambitious. They are always looking for better

opportunities to grow, to acquire more knowledge, to learn new skills, to widen

their network, and to challenge themselves with different positions. Providing and

stimulating employees’ growth motivation is essential method of increasing the

 49

level of motivation. The work itself is also a contributor to employee motivation.

There is a fact that an employee might absolutely love his or her job, is satisfied

with the pay, and has good relationships with his/her colleagues, but still finds the

work itself completely boring and uninspiring. A happy employee may stay, but if

you really want to motivate the employees, create interesting work and let them

engage with it. This means forming strong work cultures, encouraging creative

thinking and innovation, and especially, avoiding unhealthy, unequal and

impotent working environments (Landrum 2015)

Acknowledging the important role of employees and the huge influence

they bring towards organizational effectiveness, companies are trying to retain

employees by creating motivation and a healthier workplace. This is very

important because if the personnel are not focused well, it associates with a

decline in business productivity and effectiveness. Unless and until the employees

are motivated and satisfied, an organization cannot foster to success (Manzoor

2011)

Robbins, (2010) states that organizational commitment is one of the job

attitudes that affect important behaviors such as turnover and absenteeism.

In Steeres' opinion commitment can be caused by personal factors such as

age and years of service or by the organizational features such as the freedom of

employees in decision making and job security (Soleimani & Haghiri, 2011).
 50

Organizational commitment is real power to individuals consider themselves

committed to the organizations and the organization representing them (Arnold,

2005) and it helps individuals to understand their identity in accordance with the

organization and its goals and wishes to be a member of the organization (Miller,

2003).

Organizational Commitment Strengths and Weaknesses

All three-commitment components have been negatively correlated to

turnover within organizations. This entails that the increased level of commitment

decreases the possibility of turnover. "Not surprisingly, affective commitment has

been more strongly related to job satisfaction than continuance commitment"

(Mathieu & Zajac, 1990). Affective commitment can enhance job satisfaction

because employees agree with the organizations’ objectives and principles, feel

they are treated fairly in terms of equity, support, and the organizational care they

receive (Hawkins, W.D. 1998). People who progress in a career with a particular

organization usually acquire more organizational commitment than those who

join along the way (Africa News, 2008).

The causality of the relationship between job satisfaction and

organizational commitment is difficult to determine. Nevertheless, it has been

shown that these commitment levels do correlate with job satisfaction. Someone
 51

who has a high level of job satisfaction is also likely to have a high level of job

involvement and organizational commitment (PSUWC, 2011).

According to Redmond (PSUWC, 2011), employees who have an elevated

continuance of commitment possibly will not participate at work as required by

the organization. Employees in this category only stay with the organization

because they have to, are often not devoted to the organization in a satisfying

way, and may leave when another opportunity presents itself. Continuance

commitment is usually studied by looking at the amount of time an employee has

been with a company (tenure) and the employee's alternatives. Government

employees are thought to have a higher continuance commitment than other

sectors based on the relative job security they feel they possess (Mowday, et

al.1979).

Organizational commitment involves more than just company loyalty; it is

the employee intrinsically wanting to defend against criticism both internal and

external (Business Daily Review, 2008). From an individual perspective,

organizational commitment has been linked to intrinsic motivation and job

satisfaction. Likewise, from an organizational perspective, organizational

commitment has positively contributed to organizational attachment (Joo & Lim,

2009).
 52

Some scholars have found that a moderate amount of job insecurity leads to

improved work performance, while others have found that it can lead to decreased

work performances (Africa News, 2008). It is therefore assumed that any

organization that is downsizing or laying-off employees will notice a significant

decrease of trust between management and employees. As a result, those

employees who remain on the job after downsizing and corporate restructure

often experience sharp drops in organizational commitment (Africa News, 2008).

Therefore in the aggregate, companies should strive to hire and retain employees

with high organizational commitment because it can "increase performance,

reduce absenteeism, [and] reduce turnover," thus providing positive outcomes for

both the individual and the organization (Cohen & Golan, 2007, p. 421).

Many studies show that employees’ commitment is more on the affective

domain (Ali et al, 2011). Employees remain the organization because they want

to and not because they need to. Their involvement is rooted to their personal

desire to be part of the organization and remain being so. Meyer and Allen (in

Schultz, n.d.) remark that committed employees stay with the organization, attend

work regularly, and put in a full day work and more.

Organizational Commitment Strengths and Weaknesses

All three-commitment components have been negatively correlated to

turnover within organizations. This entails that the increased level of commitment
 53

decreases the possibility of turnover. "Not surprisingly, affective commitment has

been more strongly related to job satisfaction than continuance commitment"

(Mathieu & Zajac, 1990). Affective commitment can enhance job satisfaction

because employees agree with the organizations’ objectives and principles, feel

they are treated fairly in terms of equity, support, and the organizational care they

receive (Hawkins, W.D. 1998). People who progress in a career with a particular

organization usually acquire more organizational commitment than those who

join along the way (Africa News, 2008).

The causality of the relationship between job satisfaction and

organizational commitment is difficult to determine. Nevertheless, it has been

shown that these commitment levels do correlate with job satisfaction. Someone

who has a high level of job satisfaction is also likely to have a high level of job

involvement and organizational commitment (PSUWC, 2011).

According to Redmond (PSUWC, 2011), employees who have an elevated

continuance of commitment possibly will not participate at work as required by

the organization. Employees in this category only stay with the organization

because they have to, are often not devoted to the organization in a satisfying

way, and may leave when another opportunity presents itself. Continuance

commitment is usually studied by looking at the amount of time an employee has

been with a company (tenure) and the employee's alternatives. Government

 54

employees are thought to have a higher continuance commitment than other

sectors based on the relative job security they feel they possess (Mowday, et

al.1979).

Organizational commitment involves more than just company loyalty; it is

the employee intrinsically wanting to defend against criticism both internal and

external (Business Daily Review, 2008). From an individual perspective,

organizational commitment has been linked to intrinsic motivation and job

satisfaction. Likewise, from an organizational perspective, organizational

commitment has positively contributed to organizational attachment (Joo & Lim,

2009).

Some scholars have found that a moderate amount of job insecurity leads

to improved work performance, while others have found that it can lead to

decreased work performances (Africa News, 2008). It is therefore assumed that

any organization that is downsizing or laying-off employees will notice a

significant decrease of trust between management and employees. As a result,

those employees who remain on the job after downsizing and corporate

restructure often experience sharp drops in organizational commitment (Africa

News, 2008). Therefore in the aggregate, companies should strive to hire and

retain employees with high organizational commitment because it can "increase

performance, reduce absenteeism, [and] reduce turnover," thus providing positive

 55

outcomes for both the individual and the organization (Cohen & Golan, 2007, p.

421).

Gender and Organizational Commitment

Some recent research has focused on how men and women perceive work

commitment differently. While both genders must find a work/life balance, this

can be particularly tricky for women who are generally considered to be the

primary caregivers of children as well as the person most responsible for

maintaining the household. One study that analyzed this concept within the

teaching profession concluded that career commitment for women was focused

more on "giving, learning, and helping" (Fisher, 2007, p. v) while men focused

more on academic research, which was more likely to further their careers. Fisher

goes on to argue that measures of work commitment are largely male-biased and

ineffective in determining to what extent women are committed to the

organization.

Generation Y and Organizational Commitment

A recent study highlighted in Journal of Property Management indicates

that Generation Y individuals (born 1980-2000) are likely to spend only a little

over two years in their first job and change jobs multiple times in their career. It

also indicates that only 7% of Gen Y work for fortune 500 companies due to the

increased interest within this demographic for start-up companies. The article

indicates that if large corporations want to remain competitive, they must

 56

aggressively recruit this age group. The Gen Y'ers are credited with actively

shaping corporate culture and expectations and will make up 75% of the

workforce by 2025 (JPM May-June 2012).

Managing Generation Y employees requires a better understanding of

what motivates and attracts these individuals to remain committed to an

organization. In the United States, four generations of workers, Traditionalists (75

million born before 1945; 10% of the workforce), Baby Boomers (80 million born

1945-1964, 45% of the workforce), Generation X (46 million born 1965-1980,

30% of the workforce), and Generation Y (76 million born after 1980; 15% of the

workforce), find themselves employed together for the first time (Eisner 2005).

Workforce commitment among Generation Y employees differs from those in

older generations, but not for lack of work ethic. Members of Generation Y value

different workplace attributes compared to older generations and understanding

these differences can improve workplace commitment from Generation Y

employees. Younger generations value status more so than Baby Boomers and

Generation X employees (Cennamo and Gardner, 2008). Generation Y employees

may feel increasing status will allow them to speed up job progression, whereas

older generations have already established their careers. Generation Y employees

were also found to value freedom-related items more than their older peers

(Cennamo and Gardner, 2008). Younger workers prefer more flexibility in terms

of work hours and supervision compared to older employees who prefer a more
 57

traditional job model including visibility in the office during certain hours. Older

generations may be more prone to working certain hours because they feel this is

a sign of hard work ethic, compared to younger workers whose productivity is

driven by task completion (Bloomberg 2008).

Additional research supports the idea that employers should consider

meeting Generation Y expectations by moving towards a Skill Based Pay model.

This looks to increase pay based on skill-sets, knowledge and breadth of

experience, rather than performing a key set of responsibilities. Employees paid in

this manner are encouraged to expand their knowledge so as to add further benefit

to their company. Generation Y employees find this model appealing as it

encourages growth over time in service, or years with a company. As many within

the workforce see themselves working for multiple employers in their life, this

structure suits their desire to grow and learn and makes employers who offer this

more attractive (Haeberle, n.d.).

Local Studies

The study, Human Needs Among Employees Of Selected Government

Financial Institutions of Vizcarra, G. (2011), assessed the human needs of

employees in selected government financial institutions. Human needs were

categorized into three areas such as existence needs, relatedness needs, and

growth needs. Using a descriptive-quantitative approach, data were gathered

 58

through a researcher-made questionnaire. The survey was conducted among

randomly selected employees of four (4) Government Financial Institutions

(GFIs). The results of the survey showed that the human needs as perceived by

the employees are ‘much met’. As per the employees’ responses, meeting their

human needs depends on both internal and external factors. Both growth needs

and existence needs depend on external factors as perceived by the employees and

these are the thrusts and priorities of their employers. On the contrary, their

relatedness needs depend primarily on internal factors like their own initiatives.

The employees themselves create opportunities to address their social needs and

they are good at it.

The study recommends that employers should create a conducive

atmosphere for employees to be able to interact with one another thus maximizing

their initiatives and desire to share ideas, skills and expertise in resolving work-

related issues and problems. organization, the leadership capability of the

managers, and the performance of the employees.

The findings in the study of Chavez, F. (2012) revealed that leadership

behavior, job satisfaction, and burnout were highly correlated to organizational

commitment (p<0.01), and found to be its significant predictors. Furthermore, the

conceptual model passed all the goodness of fit indices criteria.

Findings in the study of Quiambao, D. T. (2017) showed that the personal

factors namely; age, civil status and gender do not significantly affect
 59

organizational commitment. Further, the professional factors as being categorized

as the length of teaching service and salary were not correlated either to

organizational commitment. It was revealed that only educational attainment,

incentives and job satisfaction significantly affect the commitment of the teachers.

The study of Caringal, J. R.,et.al. (2014) revealed that there is no

significant relationship between the motivational needs and organizational climate

of the employees of the PPAPMO Batangas. Thus, the management should

continue to set programs and actions to motivate the employees of the PPA-PMO

Batangas in order for them to perform well in their work and to develop

camaraderie among the whole PPA-PMO community

Foreign Studies

Results in the study of Baltoglou, et. al. (2014) revealed that the public

servants are currently experiencing lack of motivation due to the crisis-imposed

increased workload and work resources restriction to low levels. The statistical

analysis proved two hypothesis that we made: a) there is correlation between the

crisis-imposed high job demands and burnout and b) the crisis-imposed decreased

job resources demotivate employees and disallows them from achieving work

engagement and reducing the negative effects of burnout.

 60

The results in the study of Ismail, N. (2012) showed that affective,

continuance and normative commitment that was not found to have significant

positive relationship with job satisfaction.

The findings of Valaei, N. (2014) indicated that payment, promotion,

fringe benefits, co-worker, communication, operating procedures and nature of

the work are positively associated with affective commitment. Furthermore,

payment, promotion, fringe benefits, supervision, contingent rewards, operating

procedures and nature of the work have a positive relationship with normative

commitment. Considering employees’ years of experience as a categorical

moderating variable, the results of partial least squares multi-group analysis show

how the discrepancies between employees’ years of experience influence their

level of commitment.

The study of Niyi, A. (2015) examines the effect of job satisfaction on

organizational commitment among non-academic staffs of tertiary institutions in

Ekiti State, with the main focus to determine the influence job satisfaction has on

affective commitment and continuance commitment. The findings indicate that

pay/salary, job security, supervision, job enrichment and job challenges lead to

job satisfaction. It also reveals that job satisfaction has significant positive

influence on both affective commitment and continuance commitment; however,

job satisfaction exerts a greater influence on continuance commitment.

 61

The results in the study of Gangai, N., et. al. (2015) shown that there is a

highly significant correlation among factors of organizational commitment,

including both gender. But, there is no significant correlation between job

satisfaction and organizational commitment and among three dimensions, only

continuance commitment and normative commitment is significant correlation

with job satisfaction at 0.05 level. Similar finding shown in the case of gender

(male and female) that there is no correlation between organizational commitment

components and job satisfaction.

Norizan, I. (2012) in his study indicated that there is a low correlation

between job satisfaction, commitment, and the intention to leave an organization,

which suggests that no direct relationship exists. There are satisfied, committed

employees who decide to leave, and dissatisfied, ambivalent employees who

steadfastly remain at their jobs

Nguyen, M. L. (2017) made the following conclusion in her study:

Money, personal growth, and work-life balance as the three most influential

motivation factors for employees.

Nonetheless, the research also revealed the factors that motivate

employees were not the same as the factors that retain employees at work. While

there might still other ways to increase employee’ level of motivation, the practice

of combining both physical incentives and spiritual stimulation was proved to be

the most effective.

 62

The study of Culibrk, et. al. (2018) which included 566 persons, employed

by 8 companies, revealed that existing models of work motivation need to be

adapted to fit the empirical data, resulting in a revised research model elaborated

in the paper. In the proposed model, job involvement partially mediates the effect

of job satisfaction on organizational commitment. Job satisfaction in Serbia is

affected by work characteristics but, contrary to many studies conducted in

developed economies, organizational policies and procedures do not seem

significantly affect employee satisfaction.

A study done by James R. Lindner, a research associate of Ohio State

University, as cited by Redmond, F. (2011) showed the following needs, in order

of high ranking to low ranking, were found to be motivational factors of workers:

interesting work, good wages, full appreciation of work done, job security, good

working conditions, promotions and growth in the organization, feeling of being

in on things, personal loyalty to employees, tactful discipline, and sympathetic

help with personal problems. When comparing these to Maslow's model, it is

interesting to see the relationship; interesting work- self-actualizing factor, good

wages- physiological factor, full appreciation of work done- esteem factor, job

security-safety factor

The findings in the study of Mosadeghrad, A. M., et. al. (2013) revealed

that factors that may influence the level of employees’ commitment are
 63

demographic variables of age, years of work experiences, educational levels,

organizational position, and type of employment, monthly salary, leadership style

of managers and the nine subscales of job satisfier factors . In study, employee

oriented leadership explained significant variance in employees’ job satisfaction

and commitment.

The present field study of Markovits, Y. et. al. (2010) examines the

satisfaction–commitment link with respect to differences between private and

public sector employees. A sample of 617 Greek employees (257 from the private

sector and 360 from the public sector) completed standardized questionnaires.

Results confirmed the hypothesized relationship differences: Extrinsic satisfaction

and intrinsic satisfaction are more strongly related to affective commitment and

normative commitment for public sector employees than for private sector ones.

The results are discussed, limitations are considered, and directions for future

research are proposed.

The paper of Bektas, I. Y. (2012) investigated the relationship between

teachers ‘job satisfaction and organizational commitment and evaluates whether

teachers’ age moderates the relationship between their job satisfaction and

organizational commitment in Turkey case. All constructs were measured using

instruments sourced from the extant literature and the questionnaire used in this

study is designed to examine the relationships between job satisfaction,

 64

organizational commitment and age among teachers. The study specifically

targeted teachers in secondary schools. In all, 432 copies of the questionnaire

were distributed; 173 were returned and sixteen of them were excluded because

they were incomplete; giving a response rate of 36%, which was deemed

acceptable. The results of this study have some important implications for school

managers and teachers. Organizational commitment positively correlated with job

satisfaction. He suggested that age differences among teachers have moderating

effect on relationships between their job satisfaction and organizational

commitment and these relationships are nonlinear. The role of age in relationship

between job satisfaction and organizational commitment is worth investigating

further. Our findings highlight the need to consider differences of teachers’ age

and school authorities need to develop strategies to deal with the needs of those

teachers who experience less job satisfaction and commitment.

Relevance to the Present Study

The review of related literature and similar studies is important for it helps

in providing insights and a possible solution to the problem of this research.

Additionally, it provides the researcher and its readers a robust compilation of

ideas and theoretical background on the assessment of motivation factors of NIA

Engineers. With this, valid reasoning based on the reviewed related studies can be

useful in enhancing work performance and employee retention of this

Government Agency.
 65

CHAPTER 3

RESEARCH METHODOLOGY

This chapter deals with the methods and procedures utilized in this study.

This includes the research design, population, sample and sampling technique,

research instrument, data gathering procedure, and statistical data analysis

procedure.

Research Design

The study will use a descriptive research design. The purpose of using a

descriptive research design is to collect detailed and factual information that

describe an existing phenomenon which can be applied in my current work. Data

will be collected based on the concepts defined in the research model. Descriptive

research is used when statistical data are needed on a fact (Kolb, 2008). In line

with this type of research, the tool used to conduct descriptive research is almost

always surveys. The benefit of using so is that if the sample is significantly large

and enough for the study, it can show that the fact is proven and is true for the

entire group surveyed.

Population Sample and Sampling Techniques

The total enumeration of the population of NIA Engineers from the Small

Reservoir Irrigation Project – Project Management Office will be used for this
 66

study. It will be composed of the Engineers assigned in the Central Office NIA

Compound EDSA Quezon City as well as those assigned in the Field Offices

nationwide.

Research Instrument

An adapted questionnaire will be the main instrument in gathering of data

necessary for the study. In the validation of the questionnaire’s content, expert

judgment will be undertaken. It refers to the degree to which the instruments

logically appear to measure the intended variable (Best, & Kahn, 2006).

The instrument will be submitted to a group of experts for corrections. Their

inputs and insights will be considered in the polishing and revision of the

instrument. After the revision, a dry run will be conducted to sample group of

population to test the reliability of the instrument. The dry run will help the

researcher improve the questionnaires by eliminating inconsistencies in the

instrument. The instrument will be tested through statistical validation using the

alpha-coefficient (frequently called the Cronbach Alpha, after the man who

developed it.). This is usually done to check the consistency of an instrument.

The research instrument consists of three (3) parts. First part pertains to the profile

of the respondents such as: age, sex, marital status, years in the company,

position, and assigned location; part 2 is the assessment on the work motivation

factors of the engineer-respondents relative to hygiene factors: pay/benefits,

company policies and administrative policies, physical working conditions, status

 67

and interpersonal relations, and the motivational factors: recognition, sense of

achievement, growth and promotional opportunities, responsibility and

meaningfulness of the work; and part 3 on the organizational commitment in

terms of affective, continuance, and normative commitment.

The main tool that will be utilized to gather the data from the respondents

is a survey-questionnaire form. The respondents will indicate the degree of their

agreement or disagreement with each of the statement. Each item will be rated on

a 5-point Likert scale ranging from strongly disagree (1) to strongly agree (5).

Data Gathering Procedure

The researcher will write a letter to the head of the Central Office

requesting permission to allow her to distribute survey questionnaires. As the

request is approved, the survey questionnaires will be distributed to the

respondents, and then the researcher will make explanations on how to

accomplish the said survey questionnaires.

The respondents will be given enough time to answer and fill-up the survey

questionnaires. After each and every respondent accomplished the instrument, the

researcher retrieves the survey questionnaire and consolidate the same for

encoding of the data gathered.

 68

Statistical Treatment of Data

To answer the questions specified in Chapter 1, test the hypothesis and

facilitate analysis of the data collected through the survey questionnaire,

applicable statistical tools will be used as follows:

Frequency distribution and percentage will be utilized to describe the

demographic profile of the employees in terms of: sex, age, years of service,

designation and assigned location.

Weighted mean and a Likert-scale type will be used to determine the

motivation factors of NIA Engineers and their organizational commitment

following the range and verbal interpretation . The following scale will be used to

interpret the data gathered:

4.51-5.00: Strongly Agree (SA)/Very Good(VG)

3.51 - 4.50: Agree (A)/Good (G)

2.51 - 3.50: Moderately Agree (MA)/Fair (F)

1.81 - 2.50: Disagree (D)/Poor(P)

1.00 – 1.80: Strongly Disagree (SD)/Very Poor (VP)

The weighted mean formula will be computed using below:

W X i i
X  i 1
n
 69

To test hypothesis of significant difference in the assessment of the work

motivation factors and organizational commitment, the Analysis of Variance

(ANOVA) will be used. The formula for the ANOVA is as follows:

SST   X
2

 X  2

( X C)   X 
2

SSB 
n N

Source of Sum of Degree of Mean Square Computed F

Variation Squares Freedom
Between SSB
SSB k–1 MSB 
column k 1 MSB
F
SSW MSW
Within column SSW k (n – 1) MSW 
k (n  1)
Total SST N–1
The hypothesis of no significant difference will be accepted or rejected using

0.05 as level of significance.

To determine if there is a significant relationship between work motivation

factors and organizational commitment Kendall’s Tau test will be used in

analyzing the data by using the statistical package for social sciences (SPSS).

The correlation between two (2) variables reflects the degree to which the

variables are related. A correlation of positive (+) means that there is a perfect

linear relationship between 2 variables. It is said that correlation is significant at

the 0.05 level (2-tailed).

 70

The qualitative interpretation of the degree of linear relationship existing

is shown in the following range of values.

+ 1.00 perfect positive (negative) correlation

+ 0.91 - 0.99 very high positive (negative) correlation

+ 0.71 - 0.90 high positive (negative) correlation

+ 0.51 - 0.70 moderate positive (negative) correlation

+ 0.31 - 0.50 low positive (negative) correlation

+0.01 - 0.30 negligible positive (negative) correlation

0.00 no correlation

Ethical Considerations

In the conduct of the study the researcher will consider the following

ethical considerations:

1. Respondents will be briefed fully on the purpose of the conduct of the

research.

2. It will be made very clear to the respondents that participation is voluntary.

3. Data collection and analysis will be described clearly to them so that they

would know what they will be doing.

4. Respondents will be given consent form for them to fill up.

5. Maintain the confidentiality of the information by protecting the anonymity of

the respondents.

6. Employment status of the respondents will not be affected.

 71

REFERENCES

Adeyemi, T. O. (2008) Organizational Climate And Teachers' Job Performance

In Primary Schools In Ondo State, Nigeria: An Analytical Survey. African
Journal of Cross-Cultural Psychology and Sport Facilitation, (AJCPSF) 8,
pp. 38-54.

Agarwal, A. S. (2010). Motivation and executive compensation. IUP Journal of

Corporate Governance, 9(1), 27-46. Retrieved from
http://vlex.in/source/iup-journalcorporate-governance-5174

Allen, N. J. and Meyer, J. P. (2011). The Measurement and Antecedents of

Affective Continuance and Normative Commitment to the Organization.
Journal of Occupational Psychology
Amabile, T. and Steven J. Kramer (2007) Harvard Business Review
Andres, T.D., Understanding The Filipino, Quezon City, Philippines: New Day
Publishers, 1987.

Arnolds, A., & Boshoff, C. (2002, June). Compensation, esteem valance and job
performance: An empirical assessment of Alderfer's ERG theory.
International Journal of Human Resource Management, 13(4), 697(23).
Retrieved from http://www.tandf.co.uk/journals/routledge/09585192.html

Bassett-Jones, N. and Lloyd, G.C. (2005) Does Hertzberg‟s motivation theory

have staying power? The Journal of Management Development, 24(10),
929- 943.
Berin, A. (2002). Job Motivators: The Experience of the College of Business and
Economics, De La Salle University. Taft Avenue, Manila

Business Daily. (2008, February 11). Kenya; Crisis Has Eroded Commitment to
Work. Africa News.

Cennamo, Lucy & Gardner, Dianne. (2008). Generational Differences in Work

Values, Outcomes and Person-Organisation Values Fit. Journal of
Managerial Psychology, 23(8), 891-906.

Cheng, Y., Chen, I.-S., Chen, C.-J., Burr, H., & Hasselhorn, H. M. (2013). The
influence of age on the distribution of self-rated health, burnout and their
 72

associations with psychosocial work conditions. Journal of Psychosomatic

Research, 74(3), 213–220.
Cohen, A. & Golan, R. (2007). Predicting Absenteeism And Turnover Intentions
By Past Absenteeism And Work Attitudes: An Empirical Examination Of
Female Employees In Long Term Nursing Care Facilities. The Career
Development International, 12(5), 416-432.

Colella, A., Hitt, M., & Miller, C. (2011). Organizational behavior. Hoboken.
Dewani, V. Motivation. slideshare. Accessed 3.9.2017. https:// www. slideshare.
net/vijaydewani7/ motivation-15959567
Dubrin, A. (2011) Essentials of Management. Philippines: Cengage Learning

Edralin, D. (2005) Human Resource Management Concepts and Applications In

The Philippines. Quezon City: Abiva Publishing Company.
Edralin D. (2013) Attract And Maintain Involved And Committed Employees
Manila Standard

Eisner, Susan P. (2005). Managing Generation Y. Retrieved

from http://www.freepatentsonline.com/article/SAM-Advanced-
Management-Journal/140749015.html

Fisher, Ronald Hames (2007). Gender and Emotions At Work: A

Reconceptualisation Of Work Commitment. Griffith University.

Griffin, R. W., & Moorhead, G. (2014). Organizational behavior. Cengage

Learning.
Hawkins, Wilbert, D.(1998) Predictors of Affective Organizational Commitment
Among High School Principals. (Unpublished doctoral dissertation).
Virginia Polytech Institute and State University.

Joo, B. & Lim, T. (2009). The Effects Of Organizational Learning Culture,

Perceived Job Complexity, And Proactive Personality On Organizational
Commitment And Intrinsic Motivation. Journal of Leadership &
Organizational Studies, 16(1), 48-60.
 73

Judge T.A. & Illies, R. (2002). Relationship of personality to performance

motivation: A meta-analytic review. Journal of Applied Psychology,
87(4), 797-807.
Kalleberg, A. (1997) Work Value and Job Reward: A Theory of Job Satisfaction,
Indiana: Mcgraw Hill

Latham, Gary P. (2007). Work motivation: history, theory, research and practice.
Thousand Oaks, Calif.: Sage.

Latham, Gary P. & Pinder, Craig C. (2004) Work Motivation Theory And
Research At The Dawn Of The Twenty-First Century
https://pdfs.semanticscholar.org/7abb/b35677824e3a5ca64f0211da47f4d9a05
992.pdf

Leea, Michael T. & Raschke, Robyn L. (2016). Understanding employee

motivation and organizational performance: Arguments for a set-theoretic
approach. Retrieved from
https://pdfs.semanticscholar.org/04a5/2742457d99f9ef0aef7766961d2959
4bc24d.pdf

Maslow, Abraham Harold. (1987). Motivation and personality. New York:

Harper & Row.

Mathieu, J. E. & Zajac, D. M. (1990). A Review And Meta-Analysis Of The

Antecedents, Correlates, And Consequences Of Organizational
Commitment. Psychological Bulletin, 108(2), 171-194.

Medina, R. G. (2011).Human Behavior in Organization. Quezon City: Rex Book

Store

Mowday, R., Steers, R., and Porter, L. (1979). The Measurement Of

Organizational Commitment. Journal of Vocational Behavior, 14, 224-
247_

Nacpil, Lena E.,& Lacap, Jean Paolo G. (2018). Job Satisfaction and
Organizational Commitment: The Case of Employees of a
Government Agency in Region III, Philippines. PREO Journal of
Business and Management ISSN: 2619-6824 Vol. 1, Issue 1.
 74

Pennsylvania State University World Campus (PSUWC) (2011). Lesson

12: Work and Organizational Commitment: Am I attached to the
organization?
PSYCH 484: Work Attitudes and Motivation. Retrieved
from https://cms.psu.edu/section/content/default.asp?

Pinder, Craig C. (1998). Work motivation in organizational behavior. Upper

Saddle River, NJ: Prentice Hall.\

Richard, Boamah (2014). The effect of motivation on employees’ performance:

Empirical Evidence from the Brong Afafo Education Directorate.
Retrieved from
http://ir.knust.edu.gh/bitstream/123456789/7567/1/Boamah%20Richard.p
df
Satyawadi, R., & Ghosh, P. (2012). Motivation and work values in Indian public
and private sectorenterprises: A comparative study. International
Journal of Human Resources Development andManagement, 12(3),
237–253
Thomas, Kenneth Wayne. (2009). Intrinsic Motivation at work. San Francisco,
Calif: Berrett-Koehler Publishers.

Vizcarra, G. C. 2011) Human Needs Among Employees Of Selected Government

Financial Institutions. Trinity Graduate Schoo.

Wiley, C. (1997). What motivates employees according to over 40 years of

motivation surveys? International Journal of Manpower, 18(3), 263-280.
Retrieved from http://emeraldinsight.com/journals.htm?issn=0143-7720

Yamamoto, H. (2013). The relationship between employees’ perceptions of

human resource managementand their retention: From the viewpoint
of attitudes toward job specialties. International Journal ofHuman
Resource Management, 24(4), 747–767
Zhao, H., & Seibert, S. (2006). The big five personality dimensions and
entrepreneurial status: A meta-analytic review. Journal of Applied
Psychology, 91(2), 259-271.
https://www.managementstudyguide.com/what_is_motivation.htm
http://www.nia.gov.ph/
https://www.nia.gov.ph/sites/default/files/pdf_reader/nia-book.pdf
 75

APPENDIX A
Informed Consent
Dear Participant,
I am currently on the last leg of my Master in Management graduate studies at the
Trinity University of Asia. As such, I would like to humbly request for your
cooperation to participate in this study designed to collect information on the
“Assessment on the Work Motivation Factors and Organizational Commitment
of Engineers in a Selected Government Office.
All responses and relevant information from the questionnaire will be kept strictly
confidential and will only be used for academic purposes. Furthermore, the
respondent’s name will not be linked with the research materials nor will be
identified or identifiable in the output of the research. Should you wish to know
the result of this study, the output will be made available to you once it is
complete.
Return of the questionnaire will be considered your consent to participate in this
research study. Thank you very much for your consideration.

Respectfully yours,

CARISSA V. CALALANG
Researcher
 76

APPENDIX B

Survey Questionnaire

I. Demographic Profile
Instructions: Please check the appropriate space provided corresponding to
your choice.

1. Sex ( ) Male ( ) Female

2. Age ( ) 20-25 ( ) 26-30 ( ) 30-40 ( ) 40-50 ( ) Above 50

3. Marital Status ( ) Single ( ) Married ( ) Widow ( ) Separated

4. Years of Service

( ) more than 1 year ( ) 5- 10 years ( ) 10-15 years

( ) more than 15 years ( ) 20-25 years ( ) 26-30 years

5. Position ( )Supervisory/Managerial ( ) Staff

PART 2. Assessment on the Work Motivation Factors

The following statements represent opinions. Kindly rate each statement
based on your assessment of the work motivation factors in your company. Your
perception will be determined based on your beliefs and observations. Please
check (✔) the box for your deemed most appropriate response in each of the
item.
Legend: 5 - Strongly Agree/Very Satisfied
4- Agree /Satisfied
3 - Less Agree/Less Satisfied
2- Disagree/Not Satisfied
1- Strongly Disagree/Not at All Satisfied
 77

Hygiene Factors
Pay 5 4 3 2 1
Pay is comparable with other government
1 institutions
Compensation practices at this institution are
2 reasonable
3 Employees are rewarded based on performance
Employees are compensated appropriately as
4 their responsibilities increased
Benefits 5 4 3 2 1
1 The Benefit Packages are satisfactory
The Benefit Packages meet the needs of my
2 family
The Benefit Packages are competitive with other
3 institutions
The benefits of my institution promote good
4 health among employees
5 The benefits place great value on diversity
Company Policies and Administrative Policies 5 4 3 2 1
I have a good understanding of the NIA policies
1 and guidelines
I understand how my work directly contributes
2 to the overall success of the organization
My immediate supervisor provides me with
regular information about NIA policies and
3 guidelines
My job is important in accomplishing the
4 mission of the institution
Management encourages employee development
5 and process improvement
Physical Working Conditions 5 4 3 2 1
I have access to resources needed to do my job
1 well.
The workplace is a comfortable and conducive
2 for work.
3 The workplace is safe.
4 The workplace is clean and orderly.

5 The workplace has good ventilation and lighting.

 78

Interpersonal Relations 5 4 3 2 1
I enjoy a good and healthy relationship with my
1 officemates.
Employees trust one another and extend their
2 full cooperation
I can easily share my worries and burdens with
3 my colleagues
Conflicts are handled in an unbiased and fair
4 manner
Interaction within co-workers occur at the same
5 level irrespective of cultural diversities

Motivational Factors
Recognition 5 4 3 2 1
1 I feel appreciated when I complete a task
My manager always acknowledges and thanks
2 me for a job well done
I receive adequate recognition for doing my job
3 well
4 I feel appreciated by my colleagues
Sense of Achievement 5 4 3 2 1
I am proud to work in this institution because it
1 recognizes my achievements
I feel satisfied with my job because it gives me a
2 feeling of accomplishment
I am inspired to contribute better ways to do
3 things
My ideas are accepted and heard in my current
4 work
Growth and promotional opportunities 5 4 3 2 1
I have adequate opportunities for professional
1 growth in this institution
2 I receive the training I need to do my job well
3 I am encouraged to learn from my mistakes
 79

I am proud to work in this institution because I

4 feel that I have grown as a person

5 I am able to share my ideas to management

Responsibility 5 4 3 2 1
My work excites me and provides variety in the
1 tasks that I do
2 I am empowered to do my job
3 My job is challenging
4 I have the freedom to use my own judgement
Meaningfulness of the work 5 4 3 2 1
I have the chance to do something that makes
1 me use of my abilities in my job
I have the chance to try my own methods of
2 doing the job
I am able to do things that do not go against my
3 conscience
The people I work with collaborate to achieve
4 our work goals
I have the chance to rotate and do different tasks
5 from time to time

Part 3- Assessment on Organizational Commitment

The following statements represent opinions. Your assessment will be

determined on the basis of your particular beliefs and observations. Kindly (√ )
your position on the scale to describe your organizational commitment to your
company in terms of affective commitment, continuance commitment and
normative commitment with reference to the legend given below:

Legend: 5 - Strongly Agree/Usually True

4- Agree /True
3 - Less Agree/Uncertain
2- Disagree/Not True
2- Strongly Disagree/Not at True
 80

Affective Commitment 5 4 3 2 1
1 I would be very happy to spend the rest of my
career in this company
2 I really feel as if the company’s problems are
my own
3 I feel like “part of the family” in this
company
4 The company has a great deal of personal
meaning for me.
5 I feel “emotionally attached” to the company

Continuance Commitment 5 4 3 2 1

1 It would be very hard for me to leave the

company right now, even if I wanted to
2 Too much of my life would be disrupted if I
leave the company right now
3 Right now, staying with my company is a
matter of necessity as much as desire
4 I believe that I have too few options to
consider leaving this company
5 If I had not already put so much of myself into
the company, I might consider working
elsewhere

Normative Commitment 5 4 3 2 1
1 I feel obligated to remain with my company
2 I would feel guilty if I left my company now.
3 This company deserves my loyalty.
4 I owe a great deal to my company
5 Even if it were to my advantage, I do not feel
it would be right to leave my company now
 81

APPENDIX C

Curriculum Vitae

CARISSA V.CALALANG
57 Saint Joseph Street, Villa Espana Subdivision, Araneta Ave.,
Quezon City
(02) 414-0482
(0917) 584-6868
carissacalalang@yahoo.com

EDUCATIONAL ATTAINMENT
2000 – 2004 University of Santo Tomas, Espana, Manila
BACHELOR OF SCIENCE IN COMMERCE
MAJOR IN ECONOMICS

1996 – 2000 St. Joseph’s College, Quezon City

5th Honorable Mention
WORK EXPERIENCE
July 2017 – Present Senior Accounting Processor
National Irrigation Administration, EDSA,
Quezon City
Maintains journals, ledgers and other related
accounting records and reports; keep records of
appropriation and Sub-Allotment Advises of
various Small Reservoir Irrigation Projects;
determine the availability of funds; examine and
verify claims of payment of various object class in
their respective funds, project allotment before
payment is made; reconcile and record various
obligated vouchers.

May 2012 – Feb 2016 Operations Manager

Assistant Vice President – Enterprise Supply
Chain Accounts Payable – Early Payment
Discount and Urgent Invoice Processing–
Australia, Singapore, Philippines, New Zealand,
Malaysia, Hong Kong, Taiwan, US, Canada,
United Kingdom, Ireland
 82

Citibank N.A., Paseo De Roxas Makati

Manages, motivates, and drives performance of
team leads and team members handling multiple
tasks; routinely handles exception/unusual issues
that are complex in nature and of substantial
departmental impact. Evaluates subordinates’
performance & determines hiring to ensure
adequate staffing; Recommends new work
procedures; Involved in special projects to support
management and site deliverables that would
benefit the Centre as a whole.

February 2010 – April 2012 Operations Manager

Manager - Citi Shared Services Accounts
Payable – Citi Travel and Expense
Reimbursement – US, Canada, United Kingdom,
Ireland
Citibank N.A., Paseo De Roxas Makati
Manages, motivates, and drives performance of
team leads and team members handling multiple
tasks; routinely handles exception/unusual issues
that are complex in nature and of substantial
departmental impact. Evaluates subordinates’
performance & determines hiring to ensure
adequate staffing; Recommends new work
procedures; Involved in special projects to support
management and site deliverables that would
benefit the Centre as a whole.

May 2008 – January 2010 Team Lead

Assistant Manager - Citi Shared Services
Accounts Payable- Global Processing Unit –
US and Canada Web Travel and Expense
Reimbursement
Citibank N.A., Paseo De Roxas Makati
Performs compliance on US and Canada Web
Travel and Expense reimbursements for processing
with adherence to applicable guidelines and
policies; assists in training facilitation for coaching
other team members for job sharing prior to job
 83

rotation; Partake in regional or in-country projects

that promote continuous process improvement.

January 2006 – May 2008 Payables Specialist. Quality Checker

Authorized Signer – Citi Business Services –
Global Processing Unit - US e-Invoice
Citibank N.A., Paseo De Roxas Makati
Performs compliance on invoices submitted to e-
Invoice for processing with adherence to applicable
guidelines and policies; assists in training
facilitation for coaching other team members for job
sharing prior to job rotation

May 2004 – January 2006 PHONEBANKING SPECIALIST (Top in

Quality Scores Batch 24)
Bank of the Philippine Islands, Paseo De Roxas
Makati
Assigned at BPI Call Center, trained to handle
phone in inquiries, requests, complaints and sales
related services; Assesses needs and
suggest/promote alternative products or services;
Cross sells bank products if there is an opportunity.

CERTIFICATION Career Service Professional (2004) Civil

Service Commission

TRAINING

November 2018 TRAINING WORKSHOP ON HARMONIZED

GENDER AND DEVELOPMENT
GUIDELINES
National Irrigation Administration

April 2018 GENDER SENSITIVITY TRAINING GENDER

EFFECTIVENESS SKILLS TRAINING
National Irrigation Administration
October 2017 TRANSFORMING THE GOVERNMENT
FINANCIAL SECTOR IN THE ERA OF
ASEAN INTEGRATION, Association of
Government Accountants of the Philippines
 84

Cebu City, Philippines

September 2015 India Invoice Processing Training

Mumbai, India

August 2014 Coaching for Results

Citi ROHQ

September-December 2010 Stepping Up to Management of Harvard

Management Mentor Programme
Citi Shared Services

June 2009 Creative Problem Solving and Decision Making

PROSEC, Citibank N.A., Citi Tower, Paseo De
Roxas Makati

January 2009 Effective Business Writing

Citi Shared Services

March 2008 Communication Assertiveness

Citi Shared Services

March 2006 – April 2006 US e-Invoice Specialist Certification

Citibank N.A, Citi Tower, Paseo De Roxas
Makati.

May 2004 – November 2004 PHONEBANKING SPECIALIST

CERTFICATION
Bank of the Philippine Islands, Ayala Avenue,
Makati
Underwent a 6-month intensive training designed to
prepare management trainees to take on the tasks
required of a Phonebanking Specialist of the BPI
Call center;
 85

SKILLS Competent in oral and written

communication, computer literate, knowledgeable
in Oracle P2P System, can work in a team structure
and has a high sense of urgency
REFERENCES
Joann Cape, SVP, Citi Shared Services,
(02) 813-9351
Josephine E. Abejon, (0922) 8012455
Leo Medina, VP, Enterprise Supply Chain –
Accounts Payable, (02) 894-7088