Research Paper
klikki27
literature_review4.pdf
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 50
Determinants of Employee Motivation and its impact
on Knowledge Transfer and Job Satisfaction
Nida Zafar
Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
Email: [email protected]
Sana Ishaq
Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
Email: [email protected]
Shaista Shoukat
Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
Email: [email protected]
Muhammad Rizwan
Lecturer, Department of Management Sciences
The Islamia University of Bahawalpur, Pakistan
E-mail: [email protected]
Doi:10.5296/ ijhrs.v4i3.5874 URL: http://dx.doi.org/10.5296/ ijhrs.v4i3.5874
Abstract
This study specifically examines the impact of different variables like extrinsic reward (Pay),
intrinsic reward (Appreciation), training and expectancy on employee motivation and impact
of employee motivation on job satisfaction and knowledge transfer. The general purpose of
this study is to motivate employees. If employees are motivated, they will be satisfied by
their jobs and if they are satisfied by their job then they will work hard to attain
organizational goals and if goals are achieved then organization will get profit. The current
research is descriptive in its nature. We select the sample from different sectors in Pakistan.
We select the sample of 200 respondents from population for the collection of data and to
check the response of different employees. For this purpose, we structured a self-
administrated questionnaire and filled it from the right respondent for true results. We use
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 51
Regression analysis in this study. This analysis is very important to check the confidence of
the study from different respondents. Due to this analysis, we found that Pay and
Appreciation are not directly effecting the employee motivation. Job satisfaction also has no
direct link with employee motivation but training of employee, expectancy and knowledge
transfer have direct relationship with employee motivation. These three variables help a lot to
motivate an employee.
Keywords: Pay, Appreciation, Expectancy, Training, Job Satisfaction and Knowledge
Transfer.
1. Introduction
Now a day, because of competition in businesses, organizations are facing many challenges.
From these challenges, keeping their human resource is of most importance. Today, humans
are considered to be the most important resources of an organization. Employee motivation is
compulsory for getting efficiency. Motivation is a group of different items which effects
employee‟s behavior for getting required goal. Motivation is important to boost up employees
to perform well in long run and helps an organization to grow for excellence. Motivating
the people is not an easy step.
The general purpose of this study is to motivate employees. Motivated employees help
organization to survive. Motivating employees is more fruitful for an organization. Managers
have to understand which thing will help much to motivate employees. Among all the roles of
a manager, motivating employees is uncertainly very complicated. If employees are
motivated, they will be satisfied by their jobs and if they are satisfied by their job then they
will work hard to attain organizational goals and if goals are achieved then organization will
get profit. Specifically, this study describes the impact of different rewards (extrinsic rewards
and intrinsic rewards), expectancy and training on employee motivation and impact of
employee motivation on knowledge transfer and job satisfaction. Rewards are of 2 types:
1. Extrinsic rewards
2. Intrinsic rewards
Extrinsic rewards are tangible in nature. They can be in the form of salary/pay, incentives and
bonuses. Intrinsic rewards are intangible like appreciation, caring attitudes from employer
and job rotation. Rewards have also been defined as monetary and non-monetary rewards.
Monetary rewards are tangible like promotion, bonuses etc. Non-monetary rewards are
intangible like praise and person‟s recognitions. Many authors argue that monetary and
non-monetary rewards are considered as extrinsic rewards. Intrinsic non-monetary rewards
refer to the rewards that are intangible in nature and extrinsic non-monetary rewards are
tangible like social rewards.
The opinion of performance management has given a reward system which know the needs
of employees and goals which an organization wants to get. The system also said that training
and development of employees is needed to motivate them. This training or development
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 52
opinion of employees gives them intrinsic motivation. An organization must have a reward
system to appraise the performance of employees and then rewarding them. For employees to
work together efficiently knowledge transfer is also important. To generate extrinsic and
intrinsic motivation managers are motivated to make best use of knowledge transfer. When
economy expands, it moves towards globalization. In the global economy enormous number
of competitor organization need many kinds of solution. Many factors create difficulty for the
organization when global crisis arise, firms need to change the organization system. The main
focus of organization is to invest their employees in form of rewards in search of
development, motivation and increase in the performance of human resources. According to
the Barber and Bretz (2000) the reward management system has impact on to motivation to
retain the employees to perceive high level of performance.
Expectancy is defined as that effort will lead to good performance. Expectancy is that one‟s
effort will take to better performance is based on past knowledge and self-confidence. In the
global economy to meet the competitor manager involves highly train workforce to acquire
the goals. There must be HR practice motivate and provide best place to the work. According
to (Meyer and Allen, 1991) training directly or indirectly effect the motivation and loyalty of
an employee for his organization .Companies invest their employees to assure the skills
which help out not in present but also in future.
Increasing competition forces companies need to have highly skilled, motivated and loyal
employees who work for the success of the company. So motivation of these employees is
requirement of the company. Committed and loyal employees work at their best for
organization‟ success. Job satisfaction is the employee‟s opinion that how much they are
satisfied with their job. It is positive and emotional state resulting from evaluation of one‟s
job. Existence of enterprises and their success are affected by quality of human resources.
Therefore motivation of employees is necessary for developing an organization.
2. Literature review
Employee motivation
Reflection of level of energy, commitment and creativity that a company‟s workers bring to
their jobs. Motivation is an emotional feature that encourages an employee to act towards a
desired goal. Employee motivation means to motivate employees by giving rewards to them
to attain the organizational goals.
The individual motivation of employees plays an important role in getting high level
satisfaction (Petcharak, 2004). Motivation is a process in which people are influenced to
move onwards for performing something especially to fulfill their needs and get satisfaction
(Butkus and Green, 1999). Baron (1893) defined motivation in his own right. He says
“motivation is a collection or arrangements of procedures involved in push and pull forces
that makes the actions stronger towards success”. Kinicki and Kreitner (2001) assume that
motivation corresponds to such emotional processes that cause the inspiration and
determination of voluntary actions that helps to attain the goals. Rutherford (1990) found in
his research that motivation is the effective agent in an organization because; motivated
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 53
employees are always innovative in their jobs. It is task for the organization to appreciate and
understand the procedures necessary to have an effect on encouragement of their workers.
The majority of theorists in the area of motivation argue that, there is an unquestionable link
between motivation and job satisfaction and motivation with employee loyalty to the
organization (Basset-Jones and Lloyd, 2005; Chen et al., 2004; Lok and Crawford, 2004;
Pool and Pool, 2007). Sirotaet al. (2005), in a major study of motivation and job satisfaction,
involving 135,000 respondents from different countries and groupings, found that
organizations employing motivation strategies, that include three major things, i.e. justice,
companionship and achievement. Barber and Bretz (2000) mentioned that reward
management systems have major impact on organizations ability to catch, retain and motivate
high potential employees and as a result getting the high levels of performance.
Extrinsic reward
Extrinsic rewards are tangible and are exterior to work and efficiency of the employees.
Salary/pay, incentives and bonuses are the types of extrinsic rewards. Pay has direct link with
efficiency of the employee (Bishop, 1987). There must be a successful extrinsic reward
system to get better performance and high efficiency of the employees (Carraher, 2006).
Extrinsic rewards as tangible rewards obtained due to doing the job, such as pay and
promotion (Porter and Lawler, 1968). Mottaz (1985) says that extrinsic rewards are also
defined as social and organizational rewards. Organizational rewards are like pay, bonuses
and fringe benefits which can be seen (Katz & Van Maanen, 1977; Malhotra et al., 2007;
Mottaz, 1985). Whilst Kuvaas (2006) said that employee‟s loyalty depends upon pay and
bonuses given to them. Social rewards help employees to create interest for achieving
company‟s objective (Burke, 2002). Reio and Callahon (2004) conclude that extrinsic
rewards motivate the employee and obtain high efficiency from them. Many researches were
conducted by Professor Elton Mayo who said that motivating employees is the main work of
an organization. Frey (1997) argues that pay plays an important role in motivating the
employees. He also argues that if bonuses and incentives are given to the employees, they
will be satisfied and motivated and work hard to obtain the organizational goal.
H1: There is a positive impact of extrinsic rewards (Pay) on employee motivation.
Intrinsic rewards
Intrinsic rewards are intangible in nature. We cannot touch them with our hands but only feel
them such as appreciation, caring attitudes from employer and job rotation. Intrinsic rewards
are the rewards within the job itself such as satisfaction from completing a task, appreciation
from employer (Ajila, 2004). Loyalty of employees depends upon rewards and recognition
(Andrew, 2004). Porter and Lawler (1968) said that the satisfaction which an employee gains
by doing his work is intrinsic reward. Mottaz (1985) said that intrinsic rewards are of
different kinds. Task rewards are example of it and they refer duties and responsibility of an
employee. Intrinsic non-monetary rewards can also be defined as the appreciation which an
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 54
employee gets by his or her efforts by completing his job (Porter & Lawler, 1968). Malhotra
et al. (2007) explained that intrinsic non-monetary rewards influence the loyalty of an
employee more effectively than extrinsic rewards. Adeyemo and Aremu (1999), said that
employer who is more helpful to his employees is also a big reason of employee loyalty.
Burke (2002) said that if controllers are loyal to their employees and behave nicely with them
than employees will be more loyal to their employers and their jobs. Reio and Callahon (2004)
argued that intrinsic rewards are used to motivate employees for higher efficiency. Dee prose
(1994) said that intrinsic rewards are very effective for getting motivation and efficiency of
employees. So, they will work better for organization. The overall success of an organization
depends on how an organization motivates its employees and how they differentiate their
performance. Lawler (2003) said that success of the organizations depends on how they
motivate their employees. Many researches were conducted by Professor Elton Mayo who
said that motivating employees is the main work of an organization.
H2: There is a positive impact of intrinsic rewards (Appreciation) on employee
motivation.
Training effectiveness
On Organization commitment and employee motivation the training producers used by
companies both have direct and indirect effect (Meyer and Allen, 1991) “A intrusion system
is developed to increase the job performance on individual basis” (Chiaburu and Tekleab,
2005, p. 29).
According to Swart et al. (2005) the motivation of the individual, the individual‟s needs and
training system are the source of individual improvement. The mainstream of theorists in the
area of motivation argue that, there is an undeniable link between motivation with employee
commitment to the organization and motivation.(Basset-Jones and Lloyd, 2005; Chen et al.,
2004;The fear occur during job performance due to lack of skills unfavorable causes ,lack of
communication skill ,annoyance and other factors to control situations and increase work
productivity training is much important (Chen et al., 2004). Row den and Connie (2005),
through training the organization employee know well how to satisfy their customer. Tsai et
al. (2007), when employees are trained and satisfy their jobs and loyal to their organization
will show a positive effect on organizational goals. According to Harrison (2000), training is
main component and his key factor learning also help the organization to achieve their
objective and goals would create a positive effect. In general, it can be argued that the
outcome or results the organization is expected usually are low. According to few studies
employee‟s thoughts moreover change through training. Lang (1992) argued the training
system developed by the organization help to increase the productivity of employees and
achieve goals. Another survey, conducted by Gaertner and Nollen (1989) in manufacturing
firms, concealed employee loyalty linked with the concealed HRM methods. These methods
were inner encouragement, and training opportunity.
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 55
H3: There is a positive impact of perceived training effectiveness on employee
motivation.
Expectancy
Expectancy is the apparent chance that effort goes to good presentation; variables affecting
the individual‟s expectancy discernment include self-efficacy, goal difficulty, and perceived
control. We get the targeted performance through expectancy the basis of experience and
knowledge. Expectancy usually is supported by tentative verification (Tien, 2000;
Vansteenkiste et al., 2005) and it is normally used theories of motivation in the
workplace/organization (Campbell and Pritchard, 1976; Henemne and Schwab, 1972;
Mitchell and Biglan, 1971) employee motivation play important role in job performance, both
the academy and hotel industry be renowned with the significance of motivating.
The organization are aware of key factors that motivate their employees and give them long
term benefits which help in present and future both. (Simons and Enz, 1995; Siu et al., 1997;
Wong et al., 1999). Through expectancy we made general criteria for evaluating, check the
employee performance toward employee behavior to perform certain job, making decision
and achieving goals. (Chen and Lou, 2002).However, Mitchell (1974) the components of
expectancy will help to learn about validity. In concurrence with expectancy many different
methods, producer statistical tools are used, but a main alarm remains: that the validity of the
expectancy remains unclear and vague (Van Eerde and Thierry, 1996). Landy and Becker
(1990) suggested that the factors to improve the prediction of an expectancy model capacity
stretch out in variables such as the number of outcomes or results ,the valence of the
outcomes, and the particular reliant changeable selected for learning.
H4: There is a positive impact of expectancy on employee motivation.
Job satisfaction
Job satisfaction is the pleasant or positive state that one has from his/her job experience. It is
employees perception that how much their expectations have fulfilled they have from their
job (Locke, 1976). Job satisfaction is the state that how much output meets or exceeds our
expectations and it represents the most important attitudes like work itself, salary, promotion
opportunities, supervision and coworkers and people show positive responce about it(Luthans,
1998).Absence of job satisfaction can be reason of lack of interest and organizational
commitment (Moser, 1997). Dissatisfaction is the big cause for employees to leave the job
and they are more absent than satisfied employees (Rusbultet al, 1988).Job satisfaction can be
linked with employee motivation. Satisfied employees spend more time to understand their
work. The employees who are satisfied with the job adapt both changes in circumstances
either bad or good. As result those who enjoy their jobs are expected to have strong
motivation or vice versa.
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 56
H5: There is a positive impact of employee motivation on job satisfaction.
Knowledge transfer
To enable employees to work together efficiently knowledge transfer is essential. To increase
the organization efficiency managers should encourage their employees. Employee
motivation cannot be controlled on profit. Employees transfer their knowledge related to their
individual learning when they are intrinsically motivated (Huysman and de Wit,
2004).Employee motivation has two important roles in knowledge transfer. First it is reward
of process itself and second it is the source of enhancing individual participation of
knowledge (Lucas and Ogilvie, 2006).
H6: There is a positive impact of employee motivation on knowledge transfer process.
Research Model
Figure.1
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 57
3. Research methodology
This study is descriptive in nature. Descriptive research is defined as anything that is
interesting for the observer. Descriptive research nature is used to explain or describe the
existing situation with some scales and proofs rather than using judgment and perception
about the situation (Creswell, 1994). Descriptive research is mainly used for the conformation
of newly developed model or hypothesis. This hypothesis will reflect existing situation.
Researchers use this research to explain present phenomenon and will kept focus on past
research or modern thinking.
Sample &Data
The main purpose of this study is to explain the current situation of different variables on
employee motivation. We select the sample from different sectors in Pakistan. This study is
purely conducted from employees. We select the sample of 200 from population for
collection of data and to check the response of different employees. For this purpose, we
structured a self- administrated questionnaire and filled it from the right respondent for true
results.
For true results, we use the non-probability sampling which also known as convenience
sampling. Purpose of sampling method is to acquire and gather the appropriate information
from relevant sample according to availability which is known as “convenience sampling”
(Zikmund, 1997). This technique is usually used to cover a large no. of population to see the
overall impact of variables (Lym et al, 2010).
Before collection of data and filling the questionnaire, we made conditions for our selected
sample which are as follows:
They should be employee of some public or private organization.
Respondent should be belonging of Pakistan.
Our sample should have to follow these conditions to participate in self-administrated
questionnaire. It will reduce the biasness in result and also increase the reliability of results.
We select our sample from different sectors of Pakistan. The response rate of respondents was
80 percent which is a good rate and reliable for results as compare to the several previous
studies on the similar topic. Our sample was mostly employee of middle level and low level
in organization hierarchy. The survey was conducted through personal visits. We also assure
from respondent about his willingness to take part in activity before handing over the
questionnaire to them.
We select this sample from different public or private organizations and institutes of Pakistan.
The selection of employees is based on the previous results of the studies on employee
motivation. Motivation is a process in which people are influenced to move onward for
performing something especially to fulfill their needs and get satisfaction (Butkus and Green,
1999). Baron (1893) defined motivation in his own way. He says “motivation is a collection
or arrangements of procedures involved in push and pull forces that makes the actions
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 58
stronger towards success”.
Instruments and measures
The item of each variable are taken from previous highly authenticate and proof researches.
The related instruments for currently study focus on major intentions which are as follows:
Main use of this study is to see the relationships between different variables to see the
motivation of employees in reality.
Collect information about current situation in organizations.
To see the variation in motivation from last researches.
Collect information about different features of respondents.
The questionnaire contains two sections:
Section 1: It contains personal and demographic information of different respondents. This
information is all about gender, age, income and type of organization.
Section 2: It contains the questions about employee motivation in any organization. This
section consists of latent variables which are basic measures in current study. The variables
are employee motivation, extrinsic reward (Pay), intrinsic reward (appreciation), training,
expectancy, job satisfaction and knowledge transfer. We developed this section with the help
of past literature and we used questionnaire.
Every item of this questionnaire is taken by past literature and also published researches. The
main variables of the model and their references are given in this table.
Table 1: Scales of study
No. Variables
Items
References
1 Employee
Motivation
1. I feel a sense of personal motivation when I do this
job well.
2. My opinion of myself goes down when I do the job
badly.
3. I take pride in doing my job as well as I can.
4. I feel unhappy when my work is not up to my usual
standard.
5. I like to look back at a day‟s work with a sense of a
job well done.
6. I try to think ways of doing my job effectively.
Butkus and
Green, 1999
Baron , 1893
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 59
2 Pay 1. I am satisfied with the existing salary structure of the
company.
2. I am satisfied with the compensation I get & I think it
matches with my responsibility.
3. My salary structure is revised annually.
4. I get salary according to the duties I perform on the
job.
Bishop, 1987
3 Appreciation 1. I am happy with my work responsibilities.
2. I am happy with the recognition and rewards for my
outstanding work and contribution.
3. I am appreciated by my boss for any extra work
which I do.
Ajila, 2004
4 Training 1. My company provides me the opportunity to improve
my skills.
2. There is lot of chance to learn new things in this
company.
3. My company frequently arranges training programs
for the employees.
4. Doing job in this company will benefit me in the
future.
Chiaburu &
Tekleab, 2005
5 Expectancy 1. If I work very hard, my job performance will
significantly improve.
2. If I work very hard, I will get a lot more accomplish.
3. If I put more effort into my job, my productivity will
improve significantly.
4. If I put more effort into my job, I will definitely be
regarded as effective employees.
Vroom , 1964
6 Job Satisfaction 1. My basic salary is sufficiently paid according to my
daily working hours and workload.
2. I am satisfied with my chances for salary increases.
3. The work I do is appreciated.
4. I believe those that do well on the job have fair
Luthans, 1998
Moser, 1997
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 60
chances of being promoted.
5. It is possible to get promoted fast in my job.
7 Knowledge
Transfer
1. I feel secure when sharing information and
know-how with my colleagues.
2. I know precisely who in the company has the specific
know-how that can help me with my work.
3. I have access to people who have the tacit know-how
I require, irrespective of their hierarchal level.
4. The company rewards the results of teamwork
performed.
5. When I need to obtain specific know-how, the
company designates a specialist to assist me.
6. When I need some know-how, the company
encourages me to attempt to obtain it from other
employees.
7. When I need some know-how, the company
encourages me to attempt to obtain the company
possesses.
8. Know-how is not the source of power in the
company.
9. The in-company culture favors questioning the work
of colleagues.
10. My colleagues and superiors appreciate the
suggestions and ideas that I put forward based on my
own know-how, even when I don‟t have sufficient
information to back them up.
11. A medium that I use most to interact with people in
the company whose know how is important for my
work is personal conversation.
Lucas and
Ogilvie, 2006
Procedure
The structured questionnaire was distributed among 200 respondents in Lahore, Bahawalpur,
Sadiq Abad, Haroon Abad, Multan and Karachi. The entire respondents were selected on their
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 61
willingness and on their ease. These respondents were also fulfilling the features of above
mentioned variables and their items. Firstly, we explain the whole criteria and all questions to
the respondents for their conveniences and easiness for filling the questionnaire. We also told
the purpose of this study and its impact was positive. We select 160 questionnaires for future
procedure and reject 40 questionnaires for some confusion or incomplete response. After
collection and arranging the questionnaire, we started entering the data into SPSS for final
analysis and results.
Reliability analysis
This analysis is very important to check the assurance of the study from different respondents.
In reliability, we will check the cronbach‟s alpha of every variable separately. The limits of
cronbach‟s alpha decided by Nunally (1970) which is 0.50. After this Moss et al (1998)
decide the limit for every variable 0.60. The cronbach‟s alpha of every variable is as follow:
Table 2: Reliability of measurement instruments
Scales Items Cronbach’s alpha
Employee Motivation
Pay
Appreciation
Training
Expectancy
Job Satisfaction
Knowledge Transfer
6
4
3
4
4
5
11
0.621
0.703
0.676
0.742
0.696
0.767
0.819
By seeing table, we can conclude that all variables have cronbach‟s alpha more than limit of
reliability. Every variable is acceptable and their reliability is ideal for further results. This
table shows that all the 37 items of different variables are valid and much suitable to measure
the attitude of employee towards motivation in organizations.
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 62
4. Result and Analysis
Profiles of the respondents
Here is the table of personal information about respondent. This respondent selection was
according to our requirements and specifications.
Table 3: Profile of Respondents
Category Frequency Percentage
Variables
Gender Male
Female
91
69
56.9
43.1
Age Below 20 years
20-30 years
30-40 years
Above 40 years
28
90
32
10
17.5
56.3
20.0
6.3
Income Below 10,000
10,000-20,000
20,000-30,000
30,000-40,000
Above 40,000
56
48
41
2
13
35.0
30.0
25.6
1.3
8.1
Organization Public
Private
89
71
55.6
44.4
Hypotheses Testing
Pay and employee motivation
According to the Regression results of the study, there is a positive insignificant relationship
between pay and employee motivation. Pay has ß=0.001 and p=0.995. Therefore, H1 is
rejected.
Appreciation and employee motivation
According to the Regression results of the study, there is a positive insignificant relationship
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 63
between appreciation and employee motivation. Appreciation has ß=0.060 and p=0.498.
Therefore, H2 is rejected.
Training and employee motivation
According to the Regression results of the study, there is a positive significant relationship
between training and employee motivation. Training has ß=0.185 and p=0.045. Therefore, H3
is accepted.
Expectancy and employee motivation
According to the Regression results of the study, there is a positive significant relationship
between expectancy and employee motivation. Expectancy has ß=0.220 and p=0.018.
Therefore, H4 is accepted.
There is 12.7% variation in employee motivation due to Pay, Appreciation, Training and
Expectancy.
Job Satisfaction and employee motivation
According to the regression results of the study, there is a positive insignificant relationship
between employee motivation and job satisfaction. Job satisfaction has ß=0.105 and p=0.188.
Therefore, H5 is rejected. There is 0.5% variation in job satisfaction due to employee
motivation.
Knowledge Transfer and employee motivation
According to the regression results of the study, there is a positive significant relationship
between employee motivation and Knowledge Transfer. Knowledge Transfer has ß=0.259
and p=0.001. Therefore, H6 is accepted. There is 6.1% variation in knowledge transfer due to
employee motivation.
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 64
Table 4: Regression Results
Research Model Results
Figure.2
Hypot
hesis
Model
variables
Estimate
s
S.E
C.R
P Results
H1 Employee Motivation
Pay
0.001 0.053 0.007 0.995 Not
supported
H2 Employee Motivation
Appreciation
0.060 0.062 0.679 0.498 Not
supported
H3 Employee motivation
Training
0.185 0.066 2.023 0.045 Supported
H4 Employee motivation
Expectancy
0.220 0.072 2.382 0.018 Supported
H5 Job Satisfaction
Employee Motivation
0.105 0.116 1.321 0.188 Not
supported
H6 Knowledge Transfer
Employee Motivation
0.259 0.088 3.372 0.001 Supported
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 65
5. Discussion and Conclusion
The main purpose of this study is to observe the relationship of employee motivation with
pay, appreciation, training, expectancy, job satisfaction and knowledge transfer. Employee
motivation is the main variable of this study which is affected by some specific factors as
specified above this section. The literature review of all variables based on the previous
theories of some known and qualified researchers. The model is truly developed by us but the
bases was taken by the study of these researchers: Butkus and Green (1999), Baron (1893),
Bishop (1987), Chiaburu & Tekleab (2005) Luthans (1998), Moser (1997), Lucas and Ogilvie
(2006), Vroom (1964), Ajila (2004). After developing hypothesis on the bases of literature
review, in this study we develop a self-administrated questionnaire on the bases of prior
published studies and qualified researches. For collection of data, survey was done by us. We
distributed 200 questionnaires in Pakistan and from these 160 questionnaires were selected
for final analysis. This study is truly based on employees from Pakistan.
This study supports the results of the hypothesis. Results show that employee motivation has
influenced by some particular factors. Employee thinking, perception and feelings have much
influence on motivation inside the organization. Employee will perceive his motivation by
expectations of job and organization.
Rewards are not directly effecting the employee motivation in some organizations.
Employees have no concern with rewards. Reward has an insignificant impact on employee
motivation. As results shows; extrinsic reward (pay) and intrinsic reward (appreciation) have
insignificant relationship with employee motivation. Reward system should be based on
individual performance not in totality.
Training has positive impact on employee motivation. It has significant relation and impact
on employee motivation. Employee will more motivate in presence of training. In training
organizations have to teach them about their job and organization culture. It will create
confidence in employees and they will do their work with full interest. It will create a positive
influence as hypothesis result shows. Expectancy is the apparent chance that effort goes to
good presentation; variables affecting the individual‟s expectancy discernment include
self-efficacy, goal difficulty, and perceived control. We get the targeted performance
through expectancy the basis of experience and knowledge. Expectancy usually is supported
by tentative verification (Tien, 2000; Vansteenkiste et al., 2005)and it is normally used
theories of motivation in the workplace/organization (Campbell and Pritchard, 1976;
Henemne and Schwab, 1972; Mitchell and Biglan, 1971) employee motivation play
important role in job performance, So result shows, expectancy will create a positive
significant relationship with employee motivation.
Job satisfaction is employee‟s perception that how their job provide them with those things
they consider important for them. Job satisfaction has no direct impact to motivate employees.
As results shows, job satisfaction has an insignificant relationship with employee motivation.
Knowledge transfer is necessary for efficient management as knowledge transfer enable
employees to work together efficiently. As knowledge transfer is the source of enhancing
organization1s efficiency so managers should encourage their employees. Knowledge
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 66
transfer has a direct impact on employee motivation. As results shows, knowledge transfer
has a positive significant relationship with employee motivation.
6. Limitations / future study
If employee will be more attach with his job and his performance will be positively influence
the organizational performance. The variation in results can be due to change in worth, social
circle, expectations and country. As our sample size is small so deviation takes place. There
were some limits in study but we can say that it is a good addition in the field of this research.
And these limits can be reduced by future study on all these variables.
References
1. Ajila, C and Abiola, A. (2004). Influence of Rewards on Workers Performance in
an Organization, Journal of Social Science, 8(1), pp.7-12
2. Adeyemo, D.A., & Aremu, A.O. (1999). Career commitment among secondary
school teachers in Oyo state, Nigeria: The Role of biographical mediators.
Nigerian Journal of Applied Psychology, 5(2), 184–194.
3. Burke, W.W. (2002). Organizational Change: Theory and Practice. Sage:
Thousand Oaks.
4. Baron, R. A. (1983). Behavior in organizations, p. 123, New York: Allyn & Bacon,
Inc.
5. Bishop, J. (1987). The recognition & Reward of Employee Performance, Journal
of Labor Economics Vol. 5, No. 4 Part 2: The New Economics of Personnel pp.
S36-S56.
6. Basset-Jones, N. and Lloyd, G.F. (2005), “Does Herzberg‟s motivation theory have
staying power?” The Journal of Management Development, Vol. 24, pp. 929-43.
7. Chiaburu, D.S. and Tekleab, A.G. (2005), “Individual and contextual influences on
multiple dimensions of training effectiveness”, Journal of European Industrial
Training, Vol. 29 No. 8, pp. 604-26.
8. Carraher, R, Gibson, A. & Buckley R (2006). Compensation in the Baltic and the
USA, Baltic Journal of Management Vol. 1, pp 7-23.
9. Chen, T.Y., Chang, P.L. and Yen, C.W. (2004), “A study of career needs, career
development programs, job satisfaction and the turnover intensity of R & D
personnel”, Career Development International, Vol. 9 No. 4, pp. 424-37.
10. Campbell, J.P., Pritchard, R.D., 1976. Motivation theory in industrial and
organizational psychology. In: Dunnette, M.D., Hough, L.M. (Eds.), Handbook of
Industrial and Organizational Psychology. Wiley, New York, pp. 63–130.
11. Chen, Y., Lou, H., 2002. Toward an understanding of the behavioral intention to
use a groupware application. Journal of End User Computing 14, 1–16.
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 67
12. Deeprose, D. (1994). How to recognize and reward employees. New York:
AMACOM.
13. Eby, L.T., Freeman, D.M., Rush, M.C., & Lance, C.E. (1999). Motivational bases
of affective organizational commitment: A partial test of an integrative theoretical
model. Journal of Occupational and Organizational Psychology, 72(4), 463–483.
14. Frey. B. (1997). On the Relationship between Intrinsic and Extrinsic Work
Motivation. International Journal of Industrial Organization, 15, p 427 – 439.
15. Gartner, K.N. and Nollen, S.D. (1989), “Career experiences, perceptions of
employment practices and psychological commitment to the organisation”,
Human Relations, Vol. 42, pp. 975-91.
16. Huysman, M. and de Wit, D. (2004), „„Practices of managing knowledge sharing:
towards a second wave of knowledge management‟‟, Knowledge and Process
Management, Vol. 11 No. 2, pp. 81-92.
17. Harrison, R. (2000), Employee Development, Beekman Publishing, Silver Lakes,
Pretoria.
18. Herzberg, F. (2003), “One more time: how do you motivate employees?”, Harvard
Business Review on Motivating People, Harvard Business School Press, Boston,
MA, pp. 45-72.
19. Katz, R., & Van Maanan, J. (1977). The loci of work satisfaction: Job interaction
and policy. Human Relations, 30, 469–486.
20. Luthans, F. (1998). Organizational Behavior. Boston: Irwin McGraw-Hill. Luthans,
Fred, Harriette S. McCaul, Nancy G. Dodd (1985). Organizational Commitment: A
Comparison of American, Japanese, and Korean Employees, The Academy of
Management Journal, 28(1), pp.213-219.
21. Landy, F.J., Becker, W.S., 1990. Motivation theory reconsidered. In: Staw, B.M.,
Cummings, L.L. (Eds.), Work in Organizations. Jai Press, Greenwich, CT, pp.
1–38.
22. Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette
(Ed.), Handbook of industrial and organizational psychology (pp.1297-1349).
Chicago: Rand McNally.
23. Lawler, E. E. (2003). Treat people right. San Francisco: Jossey-Bass Inc.
McGraw-Hill Irwin.
24. Lang, D.L. (1992), “Organizational culture and commitment”, Human Resource
Development Quarterly, Vol. 3 No. 2, pp. 191-6.
25. Lucas, L.M. and Ogilvie, D. (2006), „„Things are not always what they seem. How
reputations, culture and incentives influence knowledge transfer‟‟, The Learning
Organization, Vol. 13 No. 1, pp. 7-24.
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 68
26. Meyer, J. and Allen, N. (1991), “A three component conceptualization of
organizational commitment”, Human Resource Management Review, Vol. 1 No. 1,
pp. 61-90.
27. Moser, K. (1997). Commitment in organizations. Psychologies, 41 (4),
pp.160-170.
28. Mitchell, T.R., 1974. Expectancy models of job satisfaction, occupational
preference and effort: a theoretical, methodological and empirical appraisal.
Psychological Bulletin 81, 1053–1077.
29. Mottaz, C.J. (1985). The relative importance of intrinsic and extrinsic rewards as
determinants of work satisfaction. The Sociological Quarterly, 26(3), 365–385.
30. Malhotra, N., Budhwar, P., & Prowse, P. (2007). Linking rewards to commitment:
An empirical investigation of four UK call centres. International Journal of
Human Resource Management, 18(12), 2095–2017.
31. Porter, L.W., & Lawler, E.E. (1968). Managerial Attitudes and Performance.
Homewood, IL: Dorsey Press.
32. Roomkin, M.J. and Weisbrod, B.A. (1999), „„Managerial compensation and
incentives in for-profit and non-profit hospitals‟‟, Journal of Law, Economics, and
Organization, Vol. 15 No. 3, pp. 750-81.
33. Rowden, R.W. and Conine, C.T. Jr (2005), “The impact of workplace learning and
job satisfaction in small US commercial banks”, Journal of workplace Learning,
Vol. 17 No. 4, pp. 215-30.
34. Reio, G, T. & Callahon, J. L. (2004). Affect, Curiosity, and socialization-related
Learning; a path analysis of antecedents to job performance, Journal of Business
and Psychology, Vol.19, pp3-22.
35. Rusbult, C. E., Farrell, D., Rogers, D., & Mainous, A. G. (1988). Impact of
exchange variables on exit, voice, loyalty, and neglect: An integrative model of
responses to declining job satisfaction. Academy of Management Journal, 31(3),
pp.599-627.
36. Simons, T., Enz, C.A., 1995. Motivating hotel employees. The Cornell Hotel and
Restaurant Administration Quarterly. 36 (1), 20–27.
37. Siu, V., Tsang, N., Wong, S., 1997. What motivates Hong Kong‟s hotel employees?
The Cornell Hotel and Restaurant Administration Quarterly 38 (5), 44–49.
38. Swart, J., Mann, C., Brown, S. and Price, A. (2005), Human Resource
Development: Strategy and Tactics, Elsevier Butterworth-Heinemann Publications,
Oxford. Art
39. Tien, F.F., 2000. To what degree does the desire for promotion motivate faculty to
perform research? Testing the expectancy theory. Research in Higher Education
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 3
www.macrothink.org/ijhrs 69
41 (6), 723–752.
40. Tsai, P., Yen, C.Y., Huang, L. and Huang, I. (2007), “A study on motivating
employee‟s learning commitment in the post-downsizing era: job satisfaction
perspective”, Journal of World Business, Vol. 42 No. 2, pp. 157-69.
41. Vroom, V.H., 1964. Work and Motivation. Wiley, New York. Wahba, M., House,
R., 1974. Expectancy theory in work and motivation: some logical and
methodological issues. Human Relations 27, 121–147.
42. Vansteenkiste, M., Lens, W., De Witte, H., Feather, N.T., 2005. Understanding
unemployed people‟s job search behavior, unemployment experience and
well-being: a comparison of expectancy-value theory and self-determination
theory. British Journal of Social Psychology 44 (2), 268–286.
43. Van Eerde, W., Thierry, H., 1996. Vroom‟s expectancy models and work related
criteria: a meta-analysis. Journal of Applied Psychology 81 (5), 575–586.
44. Rizwan, M., Javeed, K., Nawaz, M. I., Erum, A., Afzal, S., Azam, S. & Rehman,
A. (2013) A descriptive study to explore relationship between HR practices and
employee performance in private banks of Pakistan. Journal of Basic and Applied
Scientific Research, 3(12), 225-234
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
