ABSTRACT:
Raising awareness of the workplaces, would greatly help the human resource team select employees who favor passion over money. This paper highlighted the influence of motivational factors on the job performance of employees. Generally, this study shall establish its significance by correlating motivational and job performance characteristics to create a generalization and interventions for the good of workplaces. The method involved a descriptive-correlational research method and used a standardized questionnaire to measure the given variables. The respondents of the study were the employees working in the Municipality offices. The employees' motivational factors and job performance were then analyzed using the Statistical Packages for Social Sciences (SPSS), and the data were presented using appropriate tables and texts. Next, using comparative and correlational analysis as statistical tools, the researcher determined the motivational factors' influence on the employees' job performance. Results indicate that for every unit increase of in intrinsic motivation, job performance increases by .073; a unit increase of integrated regulation increases job performance by .28; a unit increase of identified regulation increases job performance by .061; a unit increase of introjected regulation increases job performance by .092; a unit increase of external regulation increases job performance by .090, and lastly, a unit increase in amotivation increases job performance by .063. Since all of the given p-values exceed the margin of error (alpha) of 0.05, intrinsic motivation, integrated regulation, identified regulation, introjected regulation, external regulation, and amotivation do not significantly influence job performance individually.
Keywords: motivational factors; job performance; job satisfaction; human resource
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