A STUDY ON RELATIONSHIP BETWEEN EMPLOYEE MOTIVATION, JOB SATISFACTION AND

EMPLOYEE ENGAGEMENT

1
Dr. Bernadette D’Silva, Director, 2Maryam Tariq, Assistant Professor, A. I’S Allana Institute of Management
Studies, Mumbai, India, 3Shahena Saleem Shaikh, 4Saba Salim Shaikh, 5Saif Nisar Shaikh, 6Sana Mohd Hanif Raad,
7
Humera Ilyas Patel (MMS Students, Batch 2021-2023, A. I’S Allana Institute of Management Studies, Mumbai,
India)

Abstract:
Research objectives:
In this study, relationships between job satisfaction, employee engagement, employee motivation were
hypothesized and investigated.
Research Design:
In this study a random sample of 140 respondents who work for the public and private sector was used. Data was
gathered using a questionnaire. IBM SPSS was used to handle the data, the linear relationships were further
explored through regression analysis.
Research Finding:
Employee motivation, Employee engagement and job satisfaction was positively co related. A possible moderator
effect of employee motivation was also explored. The findings provided support for the linear relationships and,
more especially, identified the drivers of these relationships.
Research Implication:
Research Limitations:
This study was limited to 140 respondents, the information given by the respondents was tentative in nature which
may change from time to time.

Key words: Employee Motivation, Job Satisfaction, Employee Engagement.

Introduction:
The goal of this study was to increase knowledge of the connections between employee engagement, job
satisfaction, and motivation among working professionals. Employers are increasingly concerned about keeping
their employees' motivated, engaged and satisfied due to the economic crisis. In the realm of human resource
management, employee motivation is one of the topics that has received the most investigation. It is extremely
important for both researchers and organization to fulfil the organizational goals; every organization tries to inspire
its workers. One of the problems for the HR professional is to maintain the level of employee motivation. When it
comes to managing their personnel, one of the most challenging issues modern managers faces is job satisfaction.
Numerous studies have shown that job happiness and motivation both have unusually strong effects on productivity,
and as a result, on the success of commercial organizations. In recent years, employee engagement has gained a lot
of attention. Employee engagement is a broad concept that affects practically every aspect of human resource
management that we are now aware of. If every aspect of human resources is not handled well, employees will not
give their all to their work as a result of such poor management. The foundation of prior notions like work
satisfaction, employee commitment, and organizational citizenship behavior is where the construct employee
engagement is constructed. Employee engagement has a wider reach than these ideas, despite the fact that it is
related to and includes them. As a result, the actual assets of the organization are the employees who are inspired,
devoted, and more invested in their work. Such workers enable firms to expand more quickly (Nawaz, 2004).
Employees are the true decision-makers in organizations, and if they lack participation and dedication, it is
inevitable that they will continue to act in this manner in the workplace. This approach to the study on the core
question of how various management strategies, such as employee engagement, job satisfaction, and employee
motivation, could be connected.

Statement of the problem:

Employers are increasingly concerned about maintaining their employees' motivation, satisfaction, and engagement
due to the economic crisis. The purpose of this research was to assess the employees' motivation, engagement, and
satisfaction.

Objective of the study:

To ascertain how employee engagement, job satisfaction and employee motivation are related to one another.

Hypothesis of the study:

H1: There is relationship among the Employee Engagement and Job Satisfaction
H2: There is relationship among the Employee Motivation and Job Satisfaction
H3: There is relationship among the Employee Engagement and Employee Motivation

Review of Literature:
Anton Vorina, Miro Simonič and Maria Vlasova. (2017). An analysis of the relationship between Job Satisfaction
and Employee engagement. Economic Themes, 55(2), 243-262: This essay investigates the connection between
work happiness and employee engagement. People spend the majority of their time at work, and it is thought that
motivation is a key component for performance at work. An important competitive advantage in the current
economy is having enthusiastic employees who concentrate their efforts on attaining the objectives of their
organizations. Several specialists have researched the impact of employee engagement on corporate performance.
The researchers came to the same conclusion: "The more engaged the workforce is, the better operating results they
produce for the business." For the purpose of this study, a random sample of 594 respondents who work in
Slovenia's public and private sectors was used. The investigation's primary objective is to ascertain whether (and
how) employee engagement affects job satisfaction. A written survey was carried out between January 4 and March
14, 2016. The statistical analysis was performed using IBM SPSS 20. Based on the linear regression F (1, 583) =
296.14, p-value = 0.000, and R-square = 0.337, the results show a positive and statistically significant link between
employee engagement and work satisfaction (5% significance level). The findings also indicate that there is no
statistically significant relationship between job satisfaction and gender and neither are there any relationships
between employee engagement and gender.
Setyo Riyanto and Novita Herlissha. (2020). Job Satisfaction Management, Work Motivation and Employee
Engagement to Improve Employee Performance. International Journal of Business and Management Invention
(IJBMI), 9(7), 11-16: The business needs to keep its human resources performing properly in order to stay in
business and meet its goals in the face of an industry that is becoming more and more competitive. The study's
objective was to determine and research the simultaneous and concurrent effects of employee engagement, job
motivation, and satisfaction at work on employee performance. This study was carried out in a software
development company business in Jakarta. This study uses survey techniques and SPSS version 23 to handle the
data through multiple linear regression analysis. The findings demonstrated that the work satisfaction variables had a
significant and partial favorable impact on employee performance. Employee performance is positively and
significantly impacted by this work incentive factor. Employee performance is significantly and favorably impacted
by employee engagement factors. Results of concurrent research (F test) Employee performance is significantly and
favorably affected by job motivation, job satisfaction, and employee engagement.
Abnas Shaheen and Yasir Aftab Farooqi. 2014. Relationship among Employee Motivation, Employee
Commitment, Job Involvement, Employee Engagement: A Case Study of University of Gujrat, Pakistan.
International Journal of Multidisciplinary Sciences and Engineering, 5 (9), 12-18: Employee motivation is crucial in
organizations since it is essentially the activity that determines how well things turn out. Employees who are
committed and driven to succeed are more creative and imaginative. Such workers increase their involvement and
engagement and help the business grow. By taking effective measures, they could alter the market conditions. The
goal of this essay was to investigate the relationship between worker dedication, engagement, and involvement in
their jobs. 200 academic staff members from the University of Gujarat were chosen as a sample for this study. Data
were gathered via a questionnaire. SPSS was used to analyze the data. Postulated hypotheses H1, H2, and H3 were
accepted based on statistical findings. Employee commitment, job involvement, and employee engagement are all
positively correlated with employee motivation. The effects of these findings on employee motivation, commitment,
engagement, and job involvement were examined in this research.
Riyanto, S., Ariyanto, E., & Lukertina, L. (2019). Work life balance and its influence on Employee Engagement
"Y" Generation in Courier Service Industry. International Review of Management and Marketing, 9(6), 25–31: The
strong and rapid growth of e-commerce in Indonesia has had a significant impact on the business environment in the
courier services sector. Work-life balance can be significantly impacted by the intense competition between
businesses in the courier service sector, particularly for members of the "Y" Generation, or those born between 1979
and 1994. The goal of the study is to identify the elements of Y generation employee involvement in the workplace
that affect work-life balance. Each post office on Java Island was represented by one of the 118 members of
generation Y who participated in the study. Due to the abundance of courier services and the fact that more than
50% of their main clients are located there, Java Island was selected as the research site. Questionnaires were
utilized in the study to gather. Winasis, S., Riyanto, S., & Ariyanto, E. (2020). Digital Transformation in the
Indonesian Banking Industry: Impact on Employee Engagement. In International Journal of Innovation, Creativity
and Change: Companies need personnel that have specialized knowledge in their industry, a broad awareness, and
the capacity to resolve challenges of high complexity, according to Andrews (Andrews J et al 2015). Companies
require employees who are committed to the process and completely support it, functioning as change agents who
can spread optimism and positive attitudes among their coworkers. Employees who are actively involved in the
company's mission will be able to develop a culture where innovation occurs organically as a result of change. High-
engagement employees will work enthusiastically and develop an emotional bond with the business. According to
Markos, workers are required to provide their full ingenuity and talent to assure the company's performance and
sustainability (Markos et al 2010). On the other hand, businesses must support the process, give the necessary tools,
and appoint leaders who are dependable, possess outstanding leadership qualities, and are supportive of their
subordinates. Increasing the understanding of banking industry companies about the hazards they can encounter in
connection with drastic changes that occur during the transformation process was one of the goals of this article.
Based on the survey results, it is recommended that more research examines the impact of other factors like self-
efficacy, work stress, leadership atmosphere, employee engagement, and job satisfaction that may have an impact
during radical changes. The findings of this follow-up study can make valuable contributions to the banking sector's
digital transformation in Indonesia and help the whole process succeed.
Umrotul Khasanah, U. K. (2013). The Practice of Profit and Loss Sharing System for Rice Farmers in East Java,
Indonesia. IOSR Journal of Business and Management, 9(3), 1–7: This study aims to investigate two topics: (1) the
profit and loss sharing (PLS) practice among rice farmers and (2) the significance of PLS for rice farmers. The
structuring method proposed by Giddens is used in this qualitative study. Data collection, reduction, and
presentation are the steps in the data analysis process that result in the findings, hypothesis, and conclusion. (1) The
PLS practice includes the following: (a) partnership as a basis for employment (b) equity capital prioritization (c)
one-third share model (2:1) and one-half share model (1/2:1/2) of PLS. (2) PLS has the following meanings: (a)
equality; (b) prosperity; (c) mutual cooperation; and (d) ta'awun. Tiwari, D. B., & Lenka, D. U. (2019). Employee
engagement: A study of survivors in Indian IT/ITES sector. IIMB Management Review: The purpose of this study is
to create a conceptual framework for employee engagement in organizations that have undergone downsizing and to
further explore its relationship to employer branding. 220 middle managers from Indian IT/ITES businesses were
chosen as a sample. The hypothesized model was assessed using structural equation modelling. According to the
findings, employee engagement is favorably correlated with internal corporate communication, knowledge sharing,
continual learning, intrapreneurship, and perceived communication satisfaction. Employer branding and employee
engagement are positively correlated. Employee engagement, however, is adversely correlated with resonant
leadership. In order to develop a strong employer brand, practitioners will benefit from redesigning their employee
engagement procedures.
Turner, P. (2020). Employee engagement in contemporary organizations: Maintaining high productivity and
sustained competitiveness: The development of employee engagement metrics is crucial to understanding the causes
and effects of factors such as job-specific and non-job-specific measurements, task performance and contextual
performance, and work role behavior’s such as job role, career role, innovator role, and team role. Performance on
the job, at work, in a role, and in terms of business results have all been used to gauge employee engagement. As a
result, there are numerous academically-based tools and techniques for measuring engagement that are
supplemented with exclusive metrics from business consulting firms. Depending on the needs of the organization or
the goals of a particular research project, measurements may be based on straightforward "pulse" survey questions
or more intricate multivariate analyses using a variety of custom questionnaires. In order to produce engagement
metrics, qualitative input, such as knowledge, skills, attitudes, and behavior, as well as relationships with leaders,
supervisors, and coworkers, as well as the setting or context in which these interactions take place, is first used.
Alternatively, there are indicators that are output-based that tie employee engagement to business or operational
benefit through quantitative analysis.
Srivastava, S., & Madan, P. (2016). Understanding the Roles of Organizational Identification, Trust and
Corporate Ethical Values in Employee Engagement–Organizational Citizenship Behavior Relationship: A Study on
Indian Managers. Management and Labour Studies, 41(4), 314–330: Understanding the functions of organizational
identity, trust, and corporate ethical values (CEV) in the relationship between employee engagement and
organizational citizenship behavior (OCB) is the study's justification. 246 middle-level managers from 30 different
public and private sector firms in the Delhi National Capital Region participated in the study. The study's findings
supported the theories. The study's findings supported the notion that organizational identity, trust, and CEV act as
moderators of the relationship between employee engagement and OCB. Organizations must acknowledge that OCB
are helpful behaviors that contribute significantly to organizational effectiveness; these behaviors grease the social
machinery of the organizations, reducing conflicts and boosting organizational effectiveness. These actions provide
a litheness that goes above and beyond the requirements of the job and gives employees in a company guidance in
how to behave at work. Organizations in the public and private sectors will benefit from knowing how these factors
are related in order to better understand the roles that organizational identity, trust, and CEV play in the relationship
between employee engagement and OCB.
Valentine, S., Godkin, L., Fleischman, G. M., & Kidwell, R. (2011). Corporate Ethical Values, Group Creativity,
Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response. Journal of Business
Ethics, 98(3), 353–372: A corporate culture bolstered by moral principles and other advantageous business methods
is likely to produce happier workers. This study set out to determine how perceived corporate ethical values interact
with group creativity to affect both job satisfaction and turnover intention. Information was gathered from 781
healthcare and administrative staff members at a multi-campus education-based healthcare organization using a self-
report questionnaire. A comparative convenience sample of 127 sales and marketing employees from various
companies operating in the south-central United States was used to gather further survey data. The findings showed
a favorable relationship between corporate ethical ideals and group innovation, and both factors were linked to
higher job satisfaction. In contrast, a lower inclination to leave the company was linked to job satisfaction and
corporate ethical standards. Sales managers should foster workplaces that foster higher ethical standards and
improved team innovation. Here are some ideas for how they might institutionalize these elements.
Research Model:
According to figure 1, the proposed research framework, there are three variables: Employee engagement (X1),
Employee Motivation (X2), and Job Satisfaction (X3). Job Satisfaction (X3) is Independent Variable for Employee
Motivation (X2) and Employee Engagement (X1) which is Dependent Variable. Employee Motivation (X2) is
Independent Variable for Employee Engagement (X1) for H1 and H2 hypothesis Job Satisfaction (X3) is
hypothesized in influencing the dependent Variable which is the Employee Engagement (X1) and Employee
Motivation (X2). For H3 hypothesis Employee Motivation (X2) is hypothesized in influencing the dependent
variable which is the Employee Engagement (X1)

Figure 1: Research Model

H1 Employee Engagement (X1)

Job Satisfaction (X3) H3

H2
Employee Motivation (X2)

Research Methodology:
A guiding principle is methodology, says Guba and Lincoln. A methodological approach to conducting educational
research involves having a clear understanding of the objectives, gathering data, making observations, and analyzing
the connections between the data and the subject matter. My research similarly followed these processes, which
included generating a hypothesis and testing it, creating tools, choosing a sample, assessing the data, and finally
generalizing it (Guba, 1994). Simple Random Sampling method was used. Regression analysis and a quantitative
research methodology were employed in this study. Regression analysis, a potent statistical technique that enables
you to explore the relationship between two or more variables of interest, has been applied in this study's
quantitative research strategy. Employee Engagement, Job Satisfaction, and Employee Motivation are the variables
in this study.

Sample Size:
The sample has been extracted from working employees. 140 participants were chosen as the sample size for this
study. The questionnaires were distributed to those people. Hence, n = 140.
Data Collection:
With the aid of a structural questionnaire, data was gathered. Data collection for this study was done quantitatively.
The staff received 140 questionnaires. This study has employed a reliability test, and regression analysis.

Results & Findings:

Scale used to measure employee motivation was given by Smith, J (2004). Employee Engagement was measured by
using scale developed by Wilson, K (2009). Job Satisfaction scale was not a developed one hence, Reliability
analysis was done. Together with each variable, employee engagement, employee motivation, and job satisfaction
are calculated in Table. The Cronbach's Alpha scale was used to validate the reliability study of job satisfaction,
employee motivation and employee engagement. Table – 1, below gives the Cronbach's Alpha value. The reliability
coefficient improves as it approaches 1.0, with alpha above 0.8 being regarded as good, alpha 0.7 being seen as fair,
and alpha less than 0.6 being regarded as poor (Sekaran, 1992). As per the output obtained alpha value obtained is in
range 0.894 to 0.967 which means scale is good.

TABLE – 1: -

No. of Cronbach'
Scale Items s Alpha Result
Employee Engagement 8 0.908 Good
Employee Motivation 20 0.967 Good
Job Satisfaction 7 0.894 Good

Regression Test:
The next step is to use simultaneous linear regression analysis to test these three hypotheses to determine the
influence of each independent variable on the dependent variable. Regression analysis was used to test the
conceptual model's hypothesis. Regression analysis looked at the impact of the determined association to test
hypothesis H1, if there is a relationship between Employee Engagement and Job Satisfaction.

TABLE – 2: -

Dependent Variable Independent Variable F T B

R
 Square
Employee Engagement Job Satisfaction 0.471 122.629 11.074 0.686

Above table -2, shows that with some degree of confidence in interpreting the results, the table provided
demonstrates that 0.686 percent of the variance in the assessed linkage was explained by the independent variable
Job Satisfaction. The findings of the regression table show a substantial positive link between employee engagement
and Job Satisfax+ction, as shown by the coefficient job satisfaction beta factor, which is 0.686, and the T value
11.074, which is significant at the p < 0.001 significant level. According to the statistical findings, H1 is approved
because it demonstrates a substantial positive association between employee engagement and job satisfaction.

TABLE – 3: -

R
Dependent Variable Independent Variable Square F T B
Employee Motivation Job Satisfaction 0.591 199.111 14.111 0.769

Hypothesis H2, whether employee motivation has a favorable impact on achieving job satisfaction, was examined
by regression analysis. Above Table – 3, demonstrates that Job satisfaction accounted for 0.591 percent of the
independent variable's variation. The findings of the regression show a substantial positive link between employee
motivation and job participation, as shown by the coefficient of employee motivation's beta factor, which is 0.769,
and the T value is 14.111, which is significant at a p < 0.001. The findings of H2 are accepted because they
demonstrate a robust, positive link between employee motivation and job satisfaction.

TABLE – 4: -

R
Dependent Variable Independent Variable Square F t B
Employee Engagement Employee Motivation 0.337 70.062 8.37 0.58

Regression analysis used to test hypothesis H3, which examined the relationship between employee motivation and
successful employee engagement. The table – 4, above demonstrates that employee motivation, an independent
variable, accounted for 0.337 percent of the variance. The findings of the regression table show a substantial positive
link between employee engagement and motivation, as shown by the coefficient of the beta factor of employee
motivation, which is 0.580, and the T value is 8.370, which is significant at the p < 0.001 significant level. Based on
the results in the table, H3 is accepted as the correct answer because it demonstrates a strong positive association
between employee engagement and motivation.

Limitations:
The biggest obstacle was time. Due to the limited amount of time available for the investigation, several facts were
not fully investigated. Many employees (working professionals) refused to complete the questionnaire while the data
was being collected. The respondents felt that their time was being wasted.

Suggestions and Conclusion:

The goal of this study was to better understand how job satisfaction, employee engagement, and motivation in the
workplace relate to one another. According to the study's findings, job satisfaction, employee engagement, and
motivation all had a significant favorable impact. The suggested hypotheses H1, H2, and H3 were accepted based on
the results of the table obtained. Employee engagement and motivation are positively correlated. Therefore,
employers must inspire employees at various levels. An inverse relationship indicates that motivated workers were
more involved and engaged in their work. Job satisfaction has positive relationship with employee motivation and
employee engagement. Employee satisfied with their job are motivated and more engagement. Hence the focus
should be on Job Satisfaction. Every company should start measuring employee’s passion about work and the work
environment by issuing an employee survey on a regular basis.

Acknowledgments:
Director - Dr. Bernadette D'Silva and Assistant Professor - Maryam Tariq, A. I. S. Allana Institute of Management
Studies, Mumbai, India, encouraged the publication of this work.

Reference:
Anton Vorina, Miro Simonič and Maria Vlasova. (2017). An analysis of the relationship between Job Satisfaction
and Employee engagement. Economic Themes, 55(2), 243-262.

Setyo Riyanto and Novita Herlissha. (2020). Job Satisfaction Management, Work Motivation and Employee
Engagement to Improve Employee Performance. International Journal of Business and Management Invention
(IJBMI), 9(7), 11-16.

Abnas Shaheen and Yasir Aftab Farooqi. 2014. Relationship among Employee Motivation, Employee Commitment,
Job Involvement, Employee Engagement: A Case Study of University of Gujrat, Pakistan. International Journal of
Multidisciplinary Sciences and Engineering, 5 (9), 12-18.
Riyanto, S., Ariyanto, E., & Lukertina, L. (2019). Work life balance and its influence on Employee Engagement "Y"
Generation in Courier Service Industry. International Review of Management and Marketing, 9(6), 25–31.

Umrotul Khasanah, U. K. (2013). The Practice of Profit and Loss Sharing System for Rice Farmers in East Java,
Indonesia. IOSR Journal of Business and Management, 9(3), 1–7.

Tiwari, D. B., & Lenka, D. U. (2019). Employee engagement: A study of survivors in Indian IT/ITES sector. IIMB
Management Review, 32, 249-266.

Turner, P. (2020). Employee engagement in contemporary organizations: Maintaining high productivity and
sustained competitiveness Turner, P. (2020). Employee engagement in contemporary organizations: Maintaining
high productivity and sustained competitiveness, 273-282.

Srivastava, S., & Madan, P. (2016). Understanding the Roles of Organizational Identification, Trust and Corporate
Ethical Values in Employee Engagement–Organizational Citizenship Behaviour Relationship: A Study on Indian
Managers. Management and Labour Studies, 41(4), 314–330.

Valentine, S., Godkin, L., Fleischman, G. M., & Kidwell, R. (2011). Corporate Ethical Values, Group Creativity,
Job Satisfaction and Turnover Intention: The Impact of Work Context on Work Response. Journal of Business
Ethics, 98(3), 353–372.

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