ABSTRACTThe present studyinvestigates the relationship between Motivation and Job Satisfaction.

Motivation has been treated as a dependent and Job Satisfaction as anindependent variable. The respondents were the employees of one of the publicsector giants of India, BSNL and the data has been colleted from 45 white coloremployees (supervisors and above) of BSNL, Saharanpur. Primary data has beencollected by the researcher through two different standard structuredquestionnaires based on a five pointer likert scale. The results show a positivecorrelation between motivation and job satisfaction i.e., motivation increaseswith increase in job satisfaction and vice-versa. The results of the study alsoindicate that, motivation remains unaffected of both age as well as the lengthof the service of the employees. It may be because of the fact that the factorsresponsible for motivation and satisfaction seem to be present in the workingenvironment of the organization.

The paper also finds the relative importanceof different factors that contribute to the satisfaction of employees;Compensation Package emerged as the most important factor, whereas the SelfActualization appears to be the least important factor.  INTRODUCTIONWork plays a dominantrole in our lives. It occupies more of our time than any other activity. Wedefine ourselves in part by our career or profession, it is very difficult toenjoy life without doing some productive work, and any activity which has somuch importance must evoke strong positive or negative reactions from and thesereactions tell how satisfied or dissatisfied one is with his/her work. Jobsatisfaction is so important in that its absence often leads to lethargy andreduced organizational commitment (Levinson, 1997, Moser, 1997).

Lack of jobsatisfaction is a predictor of quitting a job (Alexander, Lichtenstein andHellmann, 1997; Jamal, 1997).One of the most importantfactors that lead one to their goals is the drive. This drive is known asmotivation. It is a zest and determination with a kind of excitement that leadsone to persevere to reach greater heights, in no matter what avenue of theirlife; be it personal or professional. The drive may come from an internal orexternal source. The individual determines this.

If managers know what drivesthe people working for them, they can tailor job assignments and rewards towhat makes these people ìtick.î Motivation can also be conceived of as whateverit takes to encourage workers to perform by fulfilling or appealing to theirneeds. According to Olajidebe outside the goals of any organization whetherpublic, private, or nonprofitî. Akintoye (2000) asserts that money remains the mostsignificant motivational strategy. Though way back Abraham Maslow (1943), gavea model that shows that factors that motivate an individual keep changing asone climbs the ladder of age and maturity. And also, achievement of one goalsets the ball rolling for another one to be achieved. Thus, to be motivated isa constant need.

There are times when one faces a period of de-motivation andeverything seems bleak. It is then that they need to find what would motivatethem back into action. According to Carlyle’s ìGreat Man Theoryî (1888) anorganization’s achievements are its employee’s achievements. This theory showshow important employees are for an organization and how important it is thatthey are satisfied, motivated and hence productive.

As it is a well known factthat these two factors i.e., Motivation and Job Satisfaction have a greatimpact on the performance of an employee as well as the organization thus, thestudy of relationship between these two variables unarguably becomes a topic ofprime importance and of great interest for study and further research. Beforemoving further let us look at what other prominent and eminent researchers haveto say about these two factors or what they have found earlier in theirstudies. Review of Literature Crites (1985) has aptly distinguished between jobsatisfaction and job attitudes. He observes, ìIf it is some specific aspect ofthe job such as duties and tasks or working conditions, then the concept whichis defined would be job attitudesî. If it is the overall job in which theindividual is presently employed, then the concept would be job satisfactionAccording to Keith Davis and John W. Newstrom (2002), Job Satisfaction is a setof favorable or unfavorable feelings and emotions with which employees view theirwork.

It is anbe outside the goals of any organization whether public, private,or nonprofitî. Akintoye (2000) asserts that money remains the most significantmotivational strategy. Though way back Abraham Maslow (1943), gave a model thatshows that factors that motivate an individual keep changing as one climbs theladder of age and maturity. And also, achievement of one goal sets the ballrolling for another one to be achieved. Thus, to be motivated is a constantneed. There are times when one faces a period of de-motivation and everythingseems bleak. It is then that they need to find what would motivate them backinto action.

According to Carlyle’s ìGreat Man Theoryî (1888) an organization’sachievements are its employee’s achievements. This theory shows how importantemployees are for an organization and how important it is that they aresatisfied, motivated and hence productive. As it is a well known fact thatthese two factors i.

e., Motivation and Job Satisfaction have a great impact onthe performance of an employee as well as the organization thus, the study ofrelationship between these two variables unarguably becomes a topic of primeimportance and of great interest for study and further research. Before movingfurther let us look at what other prominent and eminent researchers have to sayabout these two factors or what they have found earlier in their studies.Review of Literature Crites (1985) has aptly distinguished between jobsatisfaction and job attitudes. He observes, ìIf it is some specific aspect ofthe job such as duties and tasks or working conditions, then the concept whichis defined would be job attitudesî. If it is the overall job in which theindividual is presently employed, then the concept would be job satisfactionAccording to Keith Davis and John W. Newstrom (2002), Job Satisfaction is a setof favorable or unfavorable feelings and emotions with which employees viewtheir work. It is anexamine the effect of individual attributes, jobcharacteristics, and organizational variables on three aspects of workmotivation: job satisfaction, organizational commitment, and job involvement.

They find that managers have varying degrees of influence over these differentaspects of work motivation, with greatest influence over job satisfaction andleast influence over job involvement. A number of variables are important forwork motivation, including public service motivation, advancementopportunities, role clarity; job routine ness, and group culture. Motivationbasically has two dimensions (Anonymous, 2010), one being ìmaking employeeswork better, more efficiently and effectivelyî from the point of view ofmanagers, the other being ìenabling employees to do their jobs in the best waywith enjoyment and desireî from the point of view of employees. Motivation andJob Satisfaction has been considered to be affected by economic variables andthis fact cannot be denied but are not sufficient enough to have a prolongedeffect. However, it is seen that appeal to the motivating economic tools andexpecting from them more than needed does not seem to result in success verymuch. Therefore, in planning rewarding, encouraging economic tools should beemployed in accordance with employees’ needs.

In fact, there are ways ofincreasing employees’ work motivation and satisfaction other than monetarytools (Moncrief, 2010). Yasemin Oraman (2011), worked to evaluate the effectivedynamics of work motivation and job satisfaction of textile employees. Itanalyzes the effectiveness of psycho-social, economic, organizational andmanagerial tools over individuals’ motivation in terms of maintaining themotivation and job satisfaction of the employees in the business. He came outwith the conclusions that economics tools by employee are positivelyexamine theeffect of individual attributes, job characteristics, and organizationalvariables on three aspects of work motivation: job satisfaction, organizationalcommitment, and job involvement.

They find that managers have varying degreesof influence over these different aspects of work motivation, with greatestinfluence over job satisfaction and least influence over job involvement. Anumber of variables are important for work motivation, including public servicemotivation, advancement opportunities, role clarity; job routine ness, andgroup culture. Motivation basically has two dimensions (Anonymous, 2010), onebeing ìmaking employees work better, more efficiently and effectivelyî from thepoint of view of managers, the other being ìenabling employees to do their jobsin the best way with enjoyment and desireî from the point of view of employees.Motivation and Job Satisfaction has been considered to be affected by economicvariables and this fact cannot be denied but are not sufficient enough to havea prolonged effect. However, it is seen that appeal to the motivating economictools and expecting from them more than needed does not seem to result insuccess very much. Therefore, in planning rewarding, encouraging economic toolsshould be employed in accordance with employees’ needs. In fact, there are waysof increasing employees’ work motivation and satisfaction other than monetarytools (Moncrief, 2010).

Yasemin Oraman (2011), worked to evaluate the effectivedynamics of work motivation and job satisfaction of textile employees. Itanalyzes the effectiveness of psycho-social, economic, organizational andmanagerial tools over individuals’ motivation in terms of maintaining themotivation and job satisfaction of the employees in the business. He came out withthe conclusions that economics tools by employee are positively1.

To find outthe Relationship between Motivation (Y) and Job Satisfaction (X). 2. To explorethe effects of Age and the Experience on the Motivational Level of theEmployees.

3. To find out the relative importance of the various Job Satisfyingfactors Hypothesis 1. There is no significant difference between the MeanMotivation Score of the high and low satisfied employees.

2. Motivation remainsunaffected of the age of the employees. 3. There is no significant relationshipbetween Motivation and the Length of Service of the employees. Research designIn the present study, Motivation has been treated as a dependent and JobSatisfaction as an independent variable. Mathematically, relationship betweenMotivation and Job Satisfaction is as below: M = f (JS) ‘M’ stands forMotivation and ‘JS’ stands for Job Satisfaction Then independent variable (JobSatisfaction) has been split into two groups: – high and low with reference tothe median of the variables scores in question. Above the median score isrepresenting high Job Satisfaction and below median score is low JobSatisfaction of the employees.

Thereafter, the mean motivational score of thehighly satisfied employees has been compared with the mean motivational scoreof the low satisfied employees with a view to explore the impact ofsatisfaction on motivation. Data collection As the research is descriptive innature the study relies on primary data collected from white collar employees,working in BSNL, 1. To find out the Relationship between Motivation (Y) and JobSatisfaction (X).

2. To explore the effects of Age and the Experience on theMotivational Level of the Employees. 3. To find out the relative importance ofthe various Job Satisfying factors Hypothesis 1. There is no significantdifference between the Mean Motivation Score of the high and low satisfiedemployees. 2. Motivation remains unaffected of the age of the employees.

3.There is no significant relationship between Motivation and the Length ofService of the employees. Research design In the present study, Motivation hasbeen treated as a dependent and Job Satisfaction as an independent variable.Mathematically, relationship between Motivation and Job Satisfaction is as below:M = f (JS) ‘M’ stands for Motivation and ‘JS’ stands for Job Satisfaction Thenindependent variable (Job Satisfaction) has been split into two groups: – highand low with reference to the median of the variables scores in question. Abovethe median score is representing high Job Satisfaction and below median scoreis low Job Satisfaction of the employees. Thereafter, the mean motivationalscore of the highly satisfied employees has been compared with the meanmotivational score of the low satisfied employees with a view to explore theimpact of satisfaction on motivation.

Data collection As the research isdescriptive in nature the study relies on primary data collected from whitecollar employees, working in BSNL, Table 2 Length of service-wise distributionof respondents Length of service No. of %age (in years) Employees Below 10 1124.4 10-20 23 51.2 Above 20 11 24.4 The Table 2 gives an idea about thedistribution of the employees on the basis of their years of experience in theorganization.

It can be inferred from the above table that majority of theemployees (51.2%) fall under the category of 10 to 20 years of experience. Itimplies that the organization consists mostly of rich in experience white coloremployees.

If we combine the above percentage with the employees who are with21 years and above experience it amounts to 75.6% of employees, this furthersubstantiates the richness of the experience of the employees. In Table 4, webifurcated the motivational scores of the employees belonging to the High andLow Job Satisfaction groups and thereafter the mean motivational scores of highand low satisfied groups were calculated. For testing the significance of thedifference between the mean scores obtained we calculated the Z-Static at 95% confidencelevel and alpha=.

05 which came out to be 8.759528. We compared this with thecritical Z value and found it to be much greater and hence we rejected ourfirst null hypothesis. The analysis provides ample evidence to infer that:there is a significant difference (Note: respondents scoring 30 and above havebeen considered as highly job satisfied and motivated) It can be inferred fromTable 3 that more than 80% of the employees belong to the group of highlysatisfied and motivated employees. This inference also tells us that most ofthe factors responsible for satisfaction and motivation are present in theorganization, while to further substantiate this we will go for furtherstatistical analysis. (Note: respondents scoring 30 and above have beenconsidered as highly job satisfied and motivated) It can be inferred from Table3 that more than 80% of the employees belong to the group of highly satisfiedand motivated employees.

This inference also tells us that most of the factorsresponsible for satisfaction and motivation are present in the organization,while to further substantiate this we will go for further statistical analysis.increase in the Job Satisfaction level of the employees and vice-versa. Thisstrong positive Testing the Significance of a Correlation Further, to ascertainwhether the observed correlation between motivation and Job Satisfaction ismerely due to chance or the correlation is a real one statistical significancewas tested by using the value table. It was found that the critical value givenin the value table was 0.

374, whereas the correlation between the two valueswas 0.822134 which was much higher than the critical value given in the table.Therefore, it may be inferred safely that the correlation between the variablesunder study is statistically significant and it is a real one and not merelybecause of chance.

Coefficient of Determination In our case r = 0.822134 thusr2 = 0.68 is 68% Thus 68% of the variation in the value of Job Satisfaction (Y)is accountable to Motivation (X) in this case and the rest may be depending onsome other factors which are not the part of the study so are considerer hereto be out of scope. As we know that correlation only tells us that there is arelationship between two or more variables and it does not tells us the kind ofcorrelation between the two variables is also evident from the graph shown inthe figure 1. relationship that exists. So to further substantiate our resultslet us find the Regression between the two variables under study and find whatkind of relationship exists.

Regression analysis As the coefficient ofcorrelation tells only that there is a relationship between the two variablesbut it does not clarify the kind of relationship existing between the two variables.Therefore, regression analysis was carried out to examine the kind ofrelationship existing between Motivation and Job Satisfaction. The functionalrelationship between the two variables under study may be understood with thehelp of the line of regression of motivation on Job Satisfaction. M = a + bJ (M= Motivation and J = Job Satisfaction while ‘a’ and ‘b’ are constants) We needto find out the values of ‘a’ and ‘b’ and put it in the above equation toestablish a functional relationship between the two variables. The finalregression equation comes out to be: M = 10.

95 + 0.72J Relationship ofMotivation to Experience and Length of Service Table 5 Relationship betweenMotivation and Age of employees Age Group Below 30-45 45- total (years)/ 30above Motivation level High 5 17 3 25 Low 7 7 6 20 total 12 24 9 45 Table 5shows the distribution of employees on the basis of there age and the level ofmotivation they fall into. It can be inferred from the table 5 that most of theemployees i.

e., 70% belonging to the 35-45 age group are motivated. While thecase is completely different in the other two age groups. To establishrelationship between these two variables the Chi-square for test ofindependence of two attributes (Table 5) was used that came out to be 0.081829.The critical value at alpha = .

05 and degree of freedom = 2 is 5.99. Since, thecalculated value was less than the critical value hence the null hypothesis wasaccepted i.e., Motivation remains unaffected of the age of the employees. TableNo. 6 : Relationship between Motivation and Length of Service Age Group Below10-20 21- total (years)/ 10 above Motivation level High 5 17 5 27 Low 6 6 6 18total 11 23 11 45 Table 6 shows the distribution of employees on the basis ofthere Length of Relationship of Motivation to Experience and Length of ServiceTable 5 Relationship between Motivation and Age of employees Age Group Below30-45 45- total (years)/ 30 above Motivation level High 5 17 3 25 Low 7 7 6 20total 12 24 9 45 Table 5 shows the distribution of employees on the basis ofthere age and the level of motivation they fall into. It can be inferred fromthe table 5 that most of the employees i.

e., 70% belonging to the 35-45 agegroup are motivated. While the case is completely different in the other twoage groups. To establish relationship between these two variables theChi-square for test of independence of two attributes (Table 5) was used thatcame out to be 0.081829. The critical value at alpha = .05 and degree offreedom = 2 is 5.

99. Since, the calculated value was less than the criticalvalue hence the null hypothesis was accepted i.e., Motivation remainsunaffected of the age of the employees. Table No. 6 : Relationship betweenMotivation and Length of Service Age Group Below 10-20 21- total (years)/ 10above Motivation level High 5 17 5 27 Low 6 6 6 18 total 11 23 11 45 Table 6shows the distribution of employees on the basis of there Length of 3. The Ageand the Length of service of the employees do not bear any impact on theMotivational level of the employees. 4.

The most important factor affecting thesatisfaction level of employees came out to be compensation package which gotthe maximum weightage (419/500). This was inferred directly from the responsesof the employees which the employees indicated in the questionnaire. 5.

Theleast important factor affecting the satisfaction level of employees came outto be self actualization which got the minimum weightage (280/500). Thesequence of factors according to their importance in decreasing order for JobSatisfaction, inferred directly from the questionnaire responses of therespondents: ? Compensation package ? Responsibility at work ? Empowerment atwork ? Achievement ? Learning opportunities ? Recognition ? Growthopportunities in career ? Challenging assignments ? Job enrichment ? Selfactualization Suggestions Organization should focus its efforts m more ondesigning better Compensation Packages, delegation of responsibility toworkers, and Empowerment of employees. Also it has been observed that the levelof Motivation among workers who are above the age of 45 years is low, thoughthe reasons for that are not known still organization should focus itsattention on that and must find out the reasons and do the needful. The same trendcan be seen in the employees having experience of more than 20 years. Thus itmakes it more imperative for the organization to focus on it and come out withsome solutions as these employees are the backbone of the organization.