A Qualitative Study on Perceptions of the Communication, Intrinsic and Extrinsic Motivational Factors on the Job Satisfaction of Employee

Despite the numerous studies presented concerning the effect of motivation on employee satisfaction, organizations continue to have a problem in this area (Manzoor, 2012). The problem occurs when organizations are unable to motivate their employees to produce acceptable levels of quality work. Various causes can lead to employees becoming dissatisfied with their jobs that are both personal and work-related. Managers utilize motivational incentives to entice their employees to be more actively involved in their work (Tebeian, 2012). The key to motivational incentives is that they are of value to the employees. If the employees do not hold any value for the motivational incentives, then the incentives will not have any effect on the satisfaction level of the employees (Tebeian, 2012. This qualitative research study will utilize the multiple case study approach to interview employees, to gather the results of employees 'experiences in their work environment. The participants of this study were employees who work with a company for at least six months. The focus is on employee satisfaction and how it is affected by motivational factors.;Findings.;The study findings demonstrate that internal communication affects the satisfaction of employees, and their commitment to the organization (Emanoil, Ramona & Lucia, 2013). The employees' commitment to the organization affects its overall productivity and performance towards meeting organizational objectives (Emanoil et al, 2013). As an organization meets their objectives, the company is more profitable. Although the motivational factors may come in many different forms, the importance lies in the employees' perception of the incentives provided by the organization. The research findings indicated that the fulfillment of employees' needs is found using intrinsic motivation as empowered employees become engaged in stimulating and useful work (Grant & Berry, 2011). While the initial research suggested that intrinsic motivation is the most productive, some organizations have found effective methods to utilize extrinsic motivation (Cerasoli et al, 2014). Employee dissatisfaction occurs when employees are not motivated by their work and organization in their performance. A variety of factors contribute to the dissatisfaction of employees, such as ineffective communication, poor leadership, a lack of trust within the organization, management's lack of supervisory skills or inadequate training and educational opportunities for employees (Slack et al., 2010). Employee dissatisfaction is a complex issue and although there have been many studies on that topic and its associated factors over the years; the problem is still prevalent today (Yucel, 2012).;Recommendations for Practice.;Based on the results of the study, recommended actions were identified to improve the motivation and job satisfaction of employees. These actions include the following items for organizations: (a) provide a motivational work environment, (b) provide training and development for employees, (c) encourage co-worker interaction, (d) involve employees in decision making, determine appropriate rewards and recognition, and (e) ensure effective communication at all levels.;The first recommendation concerns providing motivational support within the work environment encourages employee engagement which results in increased satisfaction and productivity (Brajer-Marczak, 2014). The second recommendation is the provision of training and development is an effective motivational tool, because as employees learn, they become more confident in their work and enhance their promotion potential (Sung & Word, 2012). The third recommendation concerns the encouragement of co-worker interaction within the work environment is important for the cohesiveness of the work unit and the organization (Battistelli, et al, 2013). The fourth recommendation concerns the importance of involving employees in organizational decision making so that the employee sees how he or she fits and takes ownership for their work. The fifth recommendation involves communication as an important organizational tool to remain in touch with employees and ensure that employees remain current on events (van Scheers & Botha, 2014). Effective communication should flow in all directions within the organization, both up and down and across channels (Sokro, 2012).;Recommendations for Future Research.;Recommendations for future research are that more extensive research be conducted on the leadership role on employee satisfaction, and the affect it has on the organization. The scope and limitations of the study has been focused on the motivational factors that affect employee satisfaction: incentive and extrinsic rewards and communication. It would be interesting for future researchers to explore the leadership role, and how it affects both the employees and the organization. At this point, the researcher would like to recommend the following expansions or topics:;Expand the scope to review targeted training that improves employee skills so that they are more experienced and self-assured in their work. Management should always ensure that all employees receive updated training on a regular basis, in addition to training that develops the employee into a confident worker (Zhou et al, 2015). Training initiatives should also be provided for skills that allow for advancement, in addition to education benefits towards a degree program.;Provide programs for organizational social events that allow co-workers to spend time together while they are not working. One option is to have social events that employees can participate in that go beyond the yearly Christmas party. Another option is for the organization to sponsor volunteer programs that allow their employees' participation, as this will enhance their community outreach and attitudes (Brajer-Marczak, 2014). Review potential options to improve employer and employee communication levels. Communication should flow effectively in all directions within the organization, as employees must be able to communicate with co-workers, managers and leaders (Sokro, 2012). Effective communication can also be a resourceful tool in the management of conflict resolution between employees (Bradley et al, 2015).