Is Self-Motivation linked to Job-related Factors? A Case Study of Teaching and Non-teaching Personnel

This study aims to determine the relationship between personal motivational factors and job-related factors as measure of employee satisfaction in the workplace. Through descriptive-correlational research design, a total of 100 teaching and non-teaching personnel of a state university were surveyed to determine their personal motivational factors and the job-related factors they consider to stay in their job. The result showed a positive relationship between various motivational factors such as health and wellness, rewards and recognition, peer support, work-life balance and work environment and the working environment factors including the workload and job description. In addition, the organization’s role induces high level of motivation to the individual employees. It also shows that all of the motivation factors as well as the job-related factors truly motivate employees to work with satisfaction. The significant relationship exists on the input and output variables showed that health and wellness, rewards and recognition, fear, peer support, work life balance and work environment greatly help the respondents to understand better their roles performed in the organization.


Introduction
Motivation directs workplace control, behavior and performance. Employee motivation has been a famous area of research as applied in various industries such as hospitality According to Froman (2010), healthy environment makes a productive team.
Educational institutions boost high motivation among its employees (Rao, 2016;Parkes & Daniel, 2013;Smela et al., 2019) which is mainly anchored on personal efficacy, interest in the task, and effort placed on teaching responsibilities (Almeida et al., 2021). One of the educational implications in motivation is that employees also need to be motivated so that they will perform their job effectively. Motivation is a strong driving force to behavior; people need to be well motivated. Sometimes, incentives may be used to reinforce motivation (Ashraf & Jack, 2014;Mustafa & Ali, 2019;Wolff et al., 2005;Tumi et al., 2022). However, most studies proved non-monetary rewards highly motivate employees in the higher education and other industries (Sureephong & Dahlan, 2020;Meyer et al., 2022;Mustafa & Ali, 2019;Low & Robertson, 2006;Markova & Ford, 2011;Longden & Throsby, 2021). While the success of HYHU\ RUJDQL]DWLRQ LV GHSHQGHQW XSRQ WKH HPSOR\HH ¶V ZRUN SHUIRUPDQFH the best way to ensure employees commitment and loyalty is through motivation. If employees are highly motivated, they get fully satisfied with their job (Sudiardhita et al., 2018;Rahim & -DP ¶DQ, 2018;Christofer et al., 2022;Idris & Wahyudi, 2021;Kaseger et al., 2021;Juli, 2021) and work performance, efficiency and productivity levels increase (Strauss et al., 2017;Razak et al., 2018;Sadiartha & Suartina, 2019;Said et al., 2022). Personal productivity is an on-going process that heightens further as you acquire the right mind set and attitude necessary for a motivated work ethic.

Motivational factors
According to Golzadesh (2001), human beings, whether in industrial or business organizations are one of the important factors for the attainment of the organizational goals. As such, motivating factors inside humans must be recognized in order to enhance efficiency and productivity and then embark on satisfying their needs to improve their efficiency. In addition, all authorities in the field of management regard motivation as a complex behavior and thus with a multidimensional nature. As a result, the understanding and the application of motivation is dependent on the knowledge and skills needed to apply it.
Awareness of motivation as the cause of the activities and behaviors done by the organizational members is of high significance for all managers. The explorations of motivation provide answers to questions dealing with human behavior. For instance, some people are active while some are inactive. Managers must be aware of the reasons for job interest/disinterest. The answers to these issues FDQ EH IRXQG LQ HPSOR\HHV ¶ PRWLYDWLRQ DQG WKHLU PRWLYHV 7KHUHIRUH managers can take easily some actions to fulfil organizational goals in cooperation with the employees and successfully perform their other roles by gaining mastery on how to motivate employees. Accordingly, making employees satisfied and getting them more interested in their job as well as the fulfilment of organizational goal is of vital importance. If the reasons for

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working conditions and make them more satisfied since when people feel satisfaction with their jobs they will unconsciously perform their job more carefully and they will be pleased by doing so.

Employees Satisfaction
Weiss (2012) argued that job satisfaction is an attitude anchored on the cognitive evaluation which are affect (emotion), beliefs and behaviors. This definition suggests that employees form attitudes towards their jobs by taking into account their feelings, beliefs, and behaviors. One of the biggest preludes to the study of job satisfaction was the Hawthorne studies.

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ultimately showed that novel changes in work conditions temporarily increase productivity called the Hawthorne Effect. It was later found that this increase resulted, not from the new conditions, but from the knowledge of being observed.
Job satisfaction can be influenced by various factors within the work environment, including wages, working hours, employee autonomy, organizational structure, and communication between employees and management (Lane et al., 2010). For instance, Arnetz (2013) argues that most employees have issues with their supervisor, who does not treat them with respect. Additionally, supervisors exhibit abusive behaviors toward employees, making them uncomfortable sharing excellent and innovative ideas with their supervisors. Similar scenarios like top management confines employees to their assigned tasks rather than instilling a sense of responsibility through teamwork to achieve high performance.
There are several studies on the relationship between work environment and job satisfaction worldwide in different contexts over the years. The study is gaining more and more their work, the recognition, the responsibility that is granted to them, and opportunities for personal growth and advancement) help employees to find their worth concerning value given to them by the organization. Further, this can increase employees' motivational level, ultimately raising employees' internal happiness and cause satisfaction.

Methodology
The study utilized the descriptive correlational type of research to determine the possible relationship between the motivational and job-related factors.
The study used quota sampling on the 100 teaching and non-teaching personnel of a state university in the Philippines. Due to the COVID-19 restrictions, the sample was chosen from a single campus. Any university staff who consented on the survey was automatically included in the sample. All the employees were considered for the sample selection.
The study used a researcher-made survey questionnaire, which was validated by experts and underwent pilot testing. The questionnaires were pre-tested to twenty (20)  The study used frequency, weighted mean, and Pearson Product Moment Correlation Coefficient as statistical tools to analyze the data. showed that the various motivational factors are influential to the job satisfaction and retention.

Results and Discussions
The work environment contributed much to the persRQQHO ¶V GHVLUH WR VWD\ RQ WKHLU FXUUHQW position at the university. It implies that even with the pandemic restrictions and the work-from-home arrangements, the personnel still consider the health and wellness programs of the university as a necessity to stay and be satisfied with their job. Similarly, Kitani (2014) emphasizes that employees look to their employers to foster a workplace culture of health and well-being. The employees find it necessary to start a culture of health and wellness because of the current work environment. This implies two areas: the work environment seems positive to health and wellness program as manifested by more employees joining the various activities hosted by the university and the work environment promotes inactivity that makes employees find some actions and activities. Table 2 shows the perception of the employees on the various job-related factors affecting their satisfaction and retention.

Conclusion
This study found a strong positive correlation between the personal motivational factors and job-related motivation factors. In the case of the teaching and non-teaching personnel, their self-motivation is strongly linked to the various job-related factors. Hence, as the desire for their job increased, their perception of their role in the organization also increases. This explains the pattern of retention of most of the respondents. For instance, their high personal desire for the work environment that motivates them to come to work also induces them to look at their role positively thereby increasing their job satisfaction. These non-monetary motivational factors are highly regarded as job motivators.