Effect of Job Satisfaction & Motivation on Employee Performance

Running head: EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE
PERFORMANCE
Effect of job satisfaction and motivation on employee performance
Name of the Student:
Name of the University:
Author’s Note:

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Abstract
This paper has been framed in order to have knowledge about how employee motivation
and job satisfaction has an impact on employee performance. The paper starts with the
introduction where the research aims and objectives along with the problem statement have been
explained. The review of literature explains that the variables that have been explained has a
huge role to play and thereby employee performance as well as the productivity of the firms can
be increased. The analysis of the data reveals that training and development along with financial
incentives would be improved thereby employee motivation and performance can be enhanced.
The paper even provides recommendations with respect to the answers that have been generated.

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Table of Contents
Chapter 1: Introduction....................................................................................................................4
1.1 Background of the Study.......................................................................................................5
1.2 Research Problem..................................................................................................................6
1.3 Research Objectives...............................................................................................................6
1.4 Research Aim.........................................................................................................................7
1.5 Research Questions................................................................................................................7
Chapter 2: Literature Review...........................................................................................................8
2.1 Introduction............................................................................................................................8
2.2 Theories of job satisfaction....................................................................................................8
2.3 Hertzberg’s Two Factor Theory............................................................................................8
2.4 Motivation..............................................................................................................................9
2.5 Employee Motivation..........................................................................................................11
2.6 Conceptual Framework........................................................................................................13
Chapter 3: Research Methodology................................................................................................15
3.1 Introduction..........................................................................................................................15
3.2 Research Design..................................................................................................................15
3.3 Research Approach..............................................................................................................16
3.4 Data Collection Strategy and Distribution...........................................................................16
3.5 Data Collection Techniques.................................................................................................17

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
3.6 Ethics...................................................................................................................................17
Chapter 4: Data Analysis and Discussion......................................................................................18
Frequency Table........................................................................................................................18
Correlation.................................................................................................................................46
Regression..................................................................................................................................58
Chapter 5: Conclusion and Recommendation...............................................................................59
5.1 Conclusion...........................................................................................................................59
5.2 Recommendation.................................................................................................................60
Reference List and Bibliography...................................................................................................60
Appendix........................................................................................................................................66
Questionnaire.............................................................................................................................66

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Chapter 1: Introduction
Motivation has been a topic that has been researched extensively. From the beginning
various researchers have been concentrating on various motivational theories like the Herzberg’s
two-factor theory, Maslow’ hierarchy of needs and the Vroom’s expectancy theory. These
researches have concentrated on the motivation in a general manner and employee motivation
more distinctively. In the past few years, several explanations of motivations have been
explained. Lazaroiu (2015) has explained employee motivation as a performance that is in
relation to the work actions as desired.
Job satisfaction can be explained as the psychological condition of how the entity feels
towards work and in the other aspect the attitude and the feelings of the individuals about the
numerous internal and external components towards the firm and the jobs they perform in the
firm. The components of job satisfaction are associated to the pay, benefits relationship, nature
of work and relationship with the colleagues. The satisfaction of the employees is regarded as an
overall module of the human resource strategies of a firm. According to, Ristic, Selakovic and
Qureshi (2017), job satisfaction means a role which is positively associated to the extent to
which the personal requirements of one are satisfied in the job scenario. Graves, Sarkis and Zhu
(2013) debates that employees are mostly satisfied and increasingly productive when their job
provides them with security from the stress associated with the economy, identification of their
effort, grievances, opportunity to give out recommendations and ideas, contribution in decision
making, safety measures etc. Job satisfaction explains that pleasurable emotional condition of the
feeling that leads from the work performance.
It starts with the recruitment of the correct person and sustains with the practising
programs to keep them occupied and committed to the firm. Porter, Riesenmy and Fields (2016)

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
contends that organizations with increased quality of human capital can perform in a much
enhanced places and deliver more and higher sustainable returns to the shareholders than the
firms with mediocre employees. Sustainable competitive edge needs satisfaction of the
employees for the absorption of the knowledge base for a firm. This knowledge is often hard and
tacit to convey among the employees. The firms that are competitive globally depend on their
employees to give out advantageous, exact and original solutions to the issues the firm may have.
The employees are deemed to be the section of the intangible assets of the firm. They are a
priceless commodity that becomes a key part of the value of the firm.
1.1 Background of the Study
Employee job satisfaction is extremely significant in a firm as the productivity of a firm
depends on it. If the employees are satisfied, they would provide enhanced quality of
performance in the optimal time and thereby leading to development in the profits. The
employees who are satisfied are more likely to be innovative and creative and thereby coming up
with the ideas that permits the firm to change and develop in a positive manner with the
transitions in the market and time.
The employee satisfaction has been becoming more interesting for the firms that is
inclusive of the all the sectors that have been performing in the economy (Cunningham 2016).
The need for the employees for the strategic effort is looked upon as keeping the existing
employees satisfied and thereby improving the rate of retention and reduces the associated costs
of an increased turnover.
The economy of Switzerland has a developed financial structure and has various
industries performing within the environment. The employee level in the country has been
significantly good and therefore the companies has been undertaking various external and

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
internal motivational measures with the help of which the employees would remain motivated
and thereby the development would be good and the country would be prospering.
Employee job satisfaction and talent are related closely and brains that are happy leads to
creativity of the brains. Employee happiness and job satisfaction can be a big aspiration in the
development of talent management because of their impact on loyalty, productivity and
creativity of the employees. The employees who are talented are in the want for a lucid vision of
there the firm is going ahead and an opportunity to grow personally and enhance oneself.
1.2 Research Problem
The research problem has been the significant factor because of which the paper has been
constructed. It has been viewed that the research papers has the motive of answering the research
issues by identifying the associated variables and thereby answering the issues in a suitable
manner. The issues that is present in the companies that are operating in Switzerland has been to
recruit talented and experienced employees and maintaining the level of motivation within the
workplace and thereby keeping them satisfied and hence the employees would be motivated to
operate in an effective manner. In order to gain knowledge about the process that would keep the
employees motivated it is essential to understand the factors that satisfies the desires of the
employees. Hence, this aspect would be examined in order to understand the impact of job
satisfaction and motivation in the performance of the employees.
1.3 Research Objectives
The objectives of the research explain the aspects that would be highlighted in this paper and
they are as follows:
 To evaluate the effect of job security on employee satisfaction and motivation

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
 To evaluate the impact of training and development on the empowerment of the
employee satisfaction and employees
 To evaluate the impact of rewards and remuneration on the employee satisfaction and
motivation on the performance of the employees
1.4 Research Aim
The goal of the paper has been to investigate the factors that have an impact on the
motivation and satisfaction of the employees in the companies functioning in Switzerland.
1.5 Research Questions
The research questions are the challenges that the researcher tries to recognise thereby
concluding the paper in an effective manner. The questions are as follows:
Q1. What are the intrinsic factors that have an effect on employee motivation?
Q2. What are the extrinsic factors that have an impact on employee motivation?
Q3. What impact does the employee motivation have on the employee performance?

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Chapter 2: Literature Review
2.1 Introduction
This part of the thesis looks to examine the reports and the journals that have been
published earlier by other authors who have constructed similar researches earlier. It has been
viewed that these reports and the journals have a key role to play is aiding the authors in creating
the existing thesis. The previous researches function as a recommendation with the help of which
the researcher can conclude the paper in a suitable manner and thereby is capable of concluding
how employee motivation has been able to have an impact on the performance of the employees
(Lau and Roopnarain 2014). The variables that are related to the topic under consideration would
be investigated in the review of literature in association to what the authors have recommended
in order to move forward with the research paper.
2.2 Theories of job satisfaction
The researchers and the authors have given comprehensive theories that are reliant on job
satisfaction. The aim has been to provide a model for gaining knowledge not only about the
factors that has an influence on the attributes but even why it leads to such impacts.
2.3 Hertzberg’s Two Factor Theory
The research undertaken by Hertzberg has ascertained what individuals actually require
from their jobs. The employees had to explain the work scenario in which they feel comfortable
or dissatisfied in their job. The answers that have been received was then diversified into
dissatisfaction and satisfaction. The features associated to the job satisfaction is inclusive of the
recognition, advancement and the work itself, development and responsibilities. It has been

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
referred to these features as the motivators. The features associated to dissatisfaction include the
supervision.
According to Dobre (2013) Hertzberg’s two factor theory is a significant aspect of
reference for the management who requires them to gain a knowledge about job satisfaction and
associated performance of the job satisfaction issues. Yusof et al. (2017) cites that this theory is
an effective reminder that are two significant aspects of all the jobs with respect to what
employees perform with respect to the job tasks and the setting of the work which they perform.
Mikkelsen, Jacobsen and Andersen (2017) explains that the managers should look to terminate
poor sources of hygiene of the job satisfaction in the working environment in order to construct
factors that are satisfying into the job content to increase the job satisfaction opportunities. This
theory is authentic and important for assessment as it identifies that the employees have two
classes of needs that function within them and both of them should be highlighted. This theory is
therefore acting as a guide for the researcher in constructing determinant of the employee
satisfaction in the companies functioning in various countries.
2.4 Motivation
In a complex and dynamic environment the leader establishes the atmosphere within
which the employees obtain trust and have been given the power to take decisions in the
company that can lead to the generation of an extent of motivation for the employees and thereby
the performance of the company can be enhanced. Gopal and Chowdhury (2014) has cited that
performance act as a function of individual motivation, structure and resistance to bring in
transformations in the organizational strategy, which acts as a pragmatic role that is related to
motivation in the organization. Conversely, Kim and Scullion (2013) have addressed that the
development of the human resource management with the assistance of the financial

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
remunerations, the changes in the behaviour of the firm and the rewards that has established a
huge extent of argument in the arena of sales performance with respect to the human resource
management.
According to Njoroge and Yazdanifard (2014), the development of relationship among
the management and the employees in the mentoring program of the firm has led to employees
who are motivated and thereby remain committed to the organization. Conversely, Frederiksen,
Knudsen and Magnusson (2014) has undertaken an instance in one corporate establishment by
exploiting the process of balanced score card and have found that the company result will
increase if the employees are provided with motivation that is positive in nature. The
establishment of the targets has been with respect to the operations based and will support in the
provision of the strategic suggestions by authorising the evaluation of the actual performance
against the target that have been based with respect to the goals of the organization. The
feedback that is strategic in nature and the attitude that has been goal directive and are projected
to enhance the organizational performance. Muogbo (2013) has addressed that there are no
activity factor that needs to be scared of the impacts of the extrinsic rewards in motivation.
Zammit (2015) in their disclosure have addressed and framed a model that is in respect to the
strategic arrangement, company performance and the extent of motivation in the aspect of the
balanced score card and found that effective strategic arrangement influences and empowers the
executives. The managers motivate the employees to function in a work design that is in nature
participative in which they permissible and gains it together which makes them responsible for
their performance. Gupta and Shaw (2014) has addressed that the rewards that are financial in
nature can be discovered as a tough determinant for the motivation and satisfaction of the
employees and achievement that can lead to the essential outcome in accordance to the level of

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
the organization. Antoni et al. (2015) has identified those significant issues of the research with
respect to the work design of the job and the practices in order to motivate the employee
performance in order to desire the global problems.
Victor (2014) has highlighted that motivation assists motivation supports in the sharing of
the knowledge with the help of social media process that can be intra-organizational and thereby
can assist in the accomplishment of the objectives and the goals. Sanyal and Biswas (2014)
highlighted that the impact of quality performing working mechanism are even known as the
human resource management on the measures that are everlasting with respect to the
performance of the organization. Zameer et al. (2014) recognises that the employees have the
mind set and the spirit to discover the intention and the explanation of their role and motivation
to be a segment of the community and hence undertaking the roles that are inspiring and essential
for them to partake a high extent with an outlook to the individual and social development.
2.5 Employee Motivation
Muslim, Dean and Cohen (2016) have proposed a huge mind-set with deference to which
the management cannot influence the employees and the administration can just influence what
the employees have been inspired to undertake.
As per Olafsen et al. 2015(), providing enhancement and training programs that
effectively adds to the professional and self-awareness development of the employees is a
productive process for the purpose of employee motivation. Korzynski (2015) has cautioned that
motivational segments of improvement and training activities to be increased and appropriately
they require be proposing and consolidating by a third party with knowledge about experience
and competency.

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
The alternate working patterns like the sharing of employment, work rotation and
adaptable working hours have been marked as a proficient motivational method. Besides, Irfan
and Lodhi (2015) argues about that motivational parts of the substitute working patterns
alongside their different advantages have been supplemented by raising the quantity of
organizations and on the other hand at the same time several firms have been deserted from
accepting advantages of such open doors.
An intrigue perspective concerning the issue has been advanced by () as for which the
individuals from the management particularly ought to have the capacity to sustain the level of
their own inspiration at larger levels so as to take part in proficient motivation to their
subordinates. In this manner Sukoco (2017) recommends that the administration should fuse the
methodologies that are pro-active in nature as for taking part in motivational rehearses.
Furthermore, McGregor and Doshi (2015) proposes concentrating on particular varieties
of the intangible motivational systems like birthday festivities and other key dates with the
dynamic participation of the entire group.
As indicated by Ncube, C.M. and Samuel (2014) the key test of motivation in the
working environments is identifying what kind of motivation each employees need as for their
individual contrasts. In different aspects, the individual contrasts have been featured by Knies et
al. (2015) as the key confinement for the management in engaging in employee motivation in an
exact manner.
Cherian and Jacob (2013) has attracted attention regarding the rising accuracy of the
work-life balance issues for the existing employees and concentrates their negative effect in the
degree of employee motivation. Distinctively, Zámečník (2014) refers to that unless the

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employees achieve an adequate level of work life balance in the individual level, the interest in
the management on the degree of employee motivation can be wasted.
This viewpoint has been dependent on the Hierarchy of Needs theoretical framework
regarding which there is a particular chain of importance for the individual prerequisites and the
more simple human necessities that should be fulfilled in order for the following level needs to
perform as motivators.
There are different components that are related to employee motivation that affects the
new businesses that are working in Switzerland and different parts of the world. The elements
can be isolated into extrinsic and intrinsic components as per their effect on employee
motivation. The level of employee motivation is imperative for a new business as the viability of
the employees would enhance the organizational performance.
2.6 Conceptual Framework
The conceptual model discusses about the variables that are related to this paper and
especially employee motivation and hence helps the author to gain knowledge about the factors
that have an effect on the degree of the operations of the firms that operates in Switzerland. The
conceptual framework is as follows:

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Employee Motivation
Job Security
Training and development
Rewards and recognition
Job Empowerment
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Table 1: Conceptual Framework
(As Created By the Author)

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Chapter 3: Research Methodology
3.1 Introduction
The procedure of the research has the goal of explaining the method that would be
embraced so as to collect the information in a successful manner and accordingly conclude the
paper regarding the research goals and aims. The procedure of accumulating the data has a key
part to play as this guides the researcher to gather the data that would be successful for the paper
and consequently mitigating with any odds of false data that is accessible to the researcher (Asim
2013). The methodology would comprise of the design of the research, research approach,
procedure of data gathering, analysis of the data, data validity and reliability and the ethics with
the help of which the author can have an idea regarding the components that have an effect on
employee motivation.
3.2 Research Design
The design of the research that was used for the paper has been a descriptive research
plan. The research design looks to portray the strategies and the plans that would be picked
keeping in mind the end goal to incorporate the various components of the proposition in a
logical and reasonable manner and in this way guaranteeing the researcher can productively
address the issues related with the research and hence this is the outline for the evaluation,
gathering and assessment of the data (Stea, Foss and Christensen 2015).
The role of research design has been to guarantee that the confirmation that has been
acquired guides the researchers to address in an efficient way the issues that are correlated. This
theory tries to address the components that have an impact on employee motivation and in this
manner discovery and the addressing of the elements should be undertaken with the assistance of

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which the research objectives and aims can be accomplished. Consequently, descriptive research
design will be utilized as a part of this paper with the assistance of which every one of the factors
can be surveyed and clarified successfully with the assistance of which the data can be broken
down and the paper can be concluded.
3.3 Research Approach
The research approach clarifies the procedure that would be taken with the assistance of
which the data would be inspected and the presumptions would be approved. There are two sorts
of approaches that are accessible to the researchers and they are inductive and deductive process.
With respect to this paper, there has been perception that the analyst has hoped to make
utilization of the deductive technique as this paper would analyze the elements that have been
explained by the past researches. This paper would cross inspect and after that accumulate the
data keeping in mind the end goal to survey the data received from the respondents and
consequently complete the paper effectively (Nie et al. 2015).
3.4 Data Collection Strategy and Distribution
There are various sorts of systems that are accessible to the analysts which they can use
keeping in mind the end goal to gather the data. It is reliant on the researcher to pick the process
that is best for this paper. This theory depends on surveying the variables that have an impact on
employee motivation and consequently, the most exact data would be accumulated from the
responses of the participants who are working in the companies in Switzerland. There has been a
perception that reactions of the respondents would be the best data as new and perspective of the
employees of the organizations with respect to motivation can be known effectively (Ahamed
and Sunderasan 2016). Thus, the paper has gathered information with the assistance of
questionnaire. The survey would involve close ended questions that are identified with the point

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
and consequently would help the respondents to answer the issues that are related with the
theme. The questionnaires would be forwarded among the chosen members through electronic
mail and eye to eye meeting and they would be given a time limit inside which they need to
present the questionnaire to the researcher. The data that would be assembled from the surveys
would be arranged with a specific end goal to remove the questionnaires that have not been
finished. The information that is accessible from the finished surveys is put away in an
appropriate place and accordingly can be utilized with the end goal of the research..
3.5 Data Collection Techniques
The information that would be gathered would be experienced different statistical tools
with the assistance of which the information can be utilized to evaluate the issues that are
germane to the point. The information would be evaluated with the assistance of SPSS software
with the assistance of which answers could be featured. The paper has picked a sample size of 50
respondents from a huge pool of representatives keeping in mind the end goal to assemble the
appropriate response that is required for this research.
3.6 Ethics
The research ethics of the paper hopes to answer the data that would be assembled for
finishing up the paper with the assistance of ethical codes that are accessible to the researcher so
the information that has been utilized can be observed to be genuine and true. This mitigates the
odds of the availability of any false data in the paper and hence genuine outcomes can be gained.

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Chapter 4: Data Analysis and Discussion
This part of the paper looks to evaluate the responses gained from the selected
respondents. The data has gone through frequency table assessment and correlation and
regression assessment thereby discovering what the respondents think about employee
motivation. The data analysis is as follows:
Frequency Table
Gender
Frequency Percent Valid Percent Cumulative
Percent
Valid
Male 25 50.0 50.0 50.0
Female 25 50.0 50.0 100.0
Total 50 100.0 100.0
This question answers the gender of the respondents and it has been observed that 50% of
the respondents are male and the rest 50% are female. Hence, the respondents have been equally
distributed among male and female and thereby the responses of both genders can be known in
an effective manner.
Age Group
Frequency Percent Valid Percent Cumulative
Percent
Valid Below 25 years 15 30.0 30.0 30.0

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
25-34 years 17 34.0 34.0 64.0
45-54 years 8 16.0 16.0 80.0
55-64 years 5 10.0 10.0 90.0
Above 65 years 5 10.0 10.0 100.0
Total 50 100.0 100.0
This question answers the age group of the respondents and it is seen that 34% of the
respondents are within the age group of 25-34 years. 30% of the respondents are within the age
of below 25 years. 16% of the participants are in the age group of 45-54 years. The rest of the
age groups have similar percentage of 10%.
Position in Job
Frequency Percent Valid Percent Cumulative
Percent
Valid
Employee 11 22.0 22.0 22.0
Line Manager 26 52.0 52.0 74.0
CEO 7 14.0 14.0 88.0
Other 6 12.0 12.0 100.0
Total 50 100.0 100.0

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
This question answers the position they hold in the firm and it is seen that 52% are line
managers and 22% are employee. 14% are the CEO of various firms and the rest of them are
falling in the “other” section with a percentage of 12%.

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
How do you assess your performance in the profession, as measured by your
potential that you could theoretically perform?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Miserable 7 14.0 14.0 14.0
Less Miserable 8 16.0 16.0 30.0
Average 16 32.0 32.0 62.0
Good 10 20.0 20.0 82.0
Satisfactory 6 12.0 12.0 94.0
Outstanding 3 6.0 6.0 100.0
Total 50 100.0 100.0
With respect to this question, there has been an observation that the respondents mark
themselves as “average” as 32% of the respondents has marked the same. 20% of them have
marked “good” while 16% have said less miserable and 14% as miserable. A small percentage of
6% are happy with their performance.
How are you measured in your organization?

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Frequency Percent Valid Percent Cumulative
Percent
Valid
No targets specified 5 10.0 10.0 10.0
Qualitative 15 30.0 30.0 40.0
Quantitative 15 30.0 30.0 70.0
Both 15 30.0 30.0 100.0
Total 50 100.0 100.0
The answer reveals that there is a balanced way the employees are measured in the
organization as 30% has said qualitative and 30% has said quantitative and 30% have said both.
10% have said that no targets have been specified.
Are you satisfied with your position and its tasks?Are you satisfied with your
position and its tasks?
Frequency Percent Valid Percent Cumulative
Percent
Valid
No 18 36.0 36.0 36.0
Can't Say 18 36.0 36.0 72.0
Yes 14 28.0 28.0 100.0
Total 50 100.0 100.0

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
This question suggests that most of the respondents are not satisfied with the position as
the percentage comes to 36% and a large section has even restricted from answering this
question as 36% has said “can’t say”. 28% have been satisfied with their position.
Are your tasks and their objectives clearly communicated by your line manager?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Not at all 2 4.0 4.0 4.0
Very Little 8 16.0 16.0 20.0
Average 8 16.0 16.0 36.0
Satisfactory 17 34.0 34.0 70.0
Absolute 15 30.0 30.0 100.0
Total 50 100.0 100.0
These questions answers whether the tasks are communicated effectively and it is seen
that 34% has marked “satisfactory” and 30% has marked “absolutely”. Hence, it is said that tasks
are communicated in an effective manner.

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Does your manager directly influence your professional performance?
Frequency Percent Valid Percent Cumulative
Percent
Valid
No 15 30.0 30.0 30.0
Can't Say 21 42.0 42.0 72.0
Yes 14 28.0 28.0 100.0
Total 50 100.0 100.0
This question has not been able to answer whether managers have been directly been able
to influence the professional performance as 42% has abstained from answering this question.
30% have said no to this statement while 28% has said yes.
Are you satisfied with the leadership style of your line manager?
Frequency Percent Valid Percent Cumulative
Percent
Valid Highly Dissatisfied 1 2.0 2.0 2.0
Dissatisfied 6 12.0 12.0 14.0
Neutral 13 26.0 26.0 40.0
Satisfied 18 36.0 36.0 76.0

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Highly Satisfied 12 24.0 24.0 100.0
Total 50 100.0 100.0
This question has been able to answer that leadership style of the line managers has been
suitable enough in order to satisfy the employees. 36% have remained satisfied with this question
and 24% has been highly satisfied.
How do you rate your motivation in your job?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Very Weak 3 6.0 6.0 6.0
Weak 10 20.0 20.0 26.0
Average 13 26.0 26.0 52.0
Strong 19 38.0 38.0 90.0
Very Strong 5 10.0 10.0 100.0
Total 50 100.0 100.0
This question asks the respondents to rate their level of motivation 38% has said strong
and 26% has said average. This explains that the employees have been highly motivated.

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
What would influence your motivation the most?
Frequency Percent Valid Percent Cumulative
Percent
Valid
More Cash 15 30.0 30.0 30.0
More Appreciation 11 22.0 22.0 52.0
Better Working Environment 7 14.0 14.0 66.0
More Responsibility 9 18.0 18.0 84.0
Better Line Manager 4 8.0 8.0 92.0
None of it, It's just a job 4 8.0 8.0 100.0
Total 50 100.0 100.0
This question asks the responses about the factor that mostly influences the employees
within a firm and it is seen that 30% have opted for cash while 22% has gone for more
appreciation. 18% has gone for enhanced level of responsibility and 14% has said working
environment. Therefore, it can be said that cash is one of the key aspects that can motivate the
employees to perform in an effective manner.
Do you feel sufficiently motivated by your supervisor?
Frequency Percent Valid Percent Cumulative
Percent
Valid No 25 50.0 50.0 50.0

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Yes 25 50.0 50.0 100.0
Total 50 100.0 100.0
This question has received a mixed response as 50% get motivated by their superior and
the rest 50% does not receive the same.
Do you think that your opinions and suggestions are taken into account when
making decisions?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Never 13 26.0 26.0 26.0
Rarely 15 30.0 30.0 56.0
Sometimes 14 28.0 28.0 84.0
Always 8 16.0 16.0 100.0
Total 50 100.0 100.0
While looking at the factor that whether the suggestions of the employees are taken into
consideration while undertaking decisions in a firm explains that 30% have said rarely while
28% has said sometimes. 26% has said never and thereby explaining that decisions are not taken
into consideration.

31
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
What would you first change in your company if you had the opportunity?
Frequency Percent Valid Percent Cumulative
Percent
Valid
Nothing, it's perfect as it is 12 24.0 24.0 24.0
Improve financial incentives for
employees
16 32.0 32.0 56.0
Make the hierarchies flatter 14 28.0 28.0 84.0
Replace my line manager 8 16.0 16.0 100.0
Total 50 100.0 100.0
The responses with respect to this question explain that responses have said that
improvement in the financial incentives is important as 32% have marked this point. 28% have
said that flatter hierarchies can be undertaken.
Does your organization offer trainings to help you achieve better professional performance?
Frequency Percent Valid Percent Cumulative
Percent
Valid No 14 28.0 28.0 28.0
Yes 26 52.0 52.0 80.0

32
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
No, but external training is co-
financed
10 20.0 20.0 100.0
Total 50 100.0 100.0
It is seen that the respondents feel that they need training and development in order to
increase their motivational level as 52% has said yes.
Does your organization strive for your personal development in the job?
Frequency Percent Valid Percent Cumulative
Percent
Valid
No 17 34.0 34.0 34.0
Yes 23 46.0 46.0 80.0
No interest, because - from the
company's point of view - I am
already doing the job well
10 20.0 20.0 100.0
Total 50 100.0 100.0
The organizations in Switzerland look for personal development of their employees as
46% of the respondents have said yes while 34% have said no. On the other hand, 20% have said
no interest from the firm.

33
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Do you think your work performance is sufficiently appreciated and
praised by the manager or the company?
Frequency Percent Valid Percent Cumulative
Percent
Valid
No 19 38.0 38.0 38.0
Yes 31 62.0 62.0 100.0
Total 50 100.0 100.0
62% percent of the respondents have explained that performance of the work has been
appreciated by the managers and therefore they have played a key part in the development of
employee motivation.

34
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

35
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

36
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

37
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

38
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

39
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

40
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

41
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

42
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

43
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

44
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

45
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

46
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE

47
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Correlation
Correlations
How do you
assess your
performance in
the profession,
as measured by
your potential
that you could
theoretically
perform?
How are you
measured in
your
organization?
Are you satisfied
with your
position and its
tasks?Are you
satisfied with
your position
and its tasks?

48
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
How do you assess your
performance in the
profession, as measured by
your potential that you could
theoretically perform?
Pearson Correlation 1 .145 -.096
Sig. (2-tailed) .316 .507
N 50 50 50
How are you measured in
your organization?
Pearson Correlation .145 1 -.251
Sig. (2-tailed) .316 .078
N 50 50 50
Are you satisfied with your
position and its tasks?Are
you satisfied with your
position and its tasks?
Pearson Correlation -.096 -.251 1
Sig. (2-tailed) .507 .078
N 50 50 50
Are your tasks and their
objectives clearly
communicated by your line
manager?
Pearson Correlation -.053 .122 -.434
Sig. (2-tailed) .714 .398 .002
N 50 50 50
Does your manager directly
influence your professional
performance?
Pearson Correlation -.244 -.059 .030
Sig. (2-tailed) .088 .684 .834
N 50 50 50
Are you satisfied with the
leadership style of your line
manager?
Pearson Correlation -.086 .036 -.031
Sig. (2-tailed) .552 .805 .829
N 50 50 50
How do you rate your
motivation in your job?
Pearson Correlation .090 -.160 -.022
Sig. (2-tailed) .535 .268 .877
N 50 50 50
What would influence your
motivation the most?
Pearson Correlation .272 .008 .048
Sig. (2-tailed) .056 .958 .743

49
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Correlations
Are your tasks
and their
objectives clearly
communicated by
your line
manager?
Does your
manager directly
influence your
professional
performance?
Are you satisfied
with the
leadership style
of your line
manager?
How do you assess your
performance in the profession,
as measured by your potential
that you could theoretically
perform?
Pearson Correlation -.053 -.244 -.086
Sig. (2-tailed) .714 .088 .552
N 50 50 50
How are you measured in your
organization?
Pearson Correlation .122 -.059 .036
Sig. (2-tailed) .398 .684 .805
N 50 50 50
Are you satisfied with your
position and its tasks?Are you
satisfied with your position and
its tasks?
Pearson Correlation -.434 .030 -.031
Sig. (2-tailed) .002 .834 .829
N 50 50 50
Are your tasks and their
objectives clearly
communicated by your line
manager?
Pearson Correlation 1 -.097 .253
Sig. (2-tailed) .505 .077
N 50 50 50
Does your manager directly
influence your professional
performance?
Pearson Correlation -.097 1 -.315
Sig. (2-tailed) .505 .026
N 50 50 50
Are you satisfied with the
leadership style of your line
manager?
Pearson Correlation .253 -.315 1
Sig. (2-tailed) .077 .026
N 50 50 50
How do you rate your Pearson Correlation .253 .006 -.088

50
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
motivation in your job?
Sig. (2-tailed) .076 .965 .545
N 50 50 50
What would influence your
motivation the most?
Pearson Correlation -.091 .143 .026
Sig. (2-tailed) .528 .321 .857
Correlations
How do you rate
your motivation in
your job?
What would
influence your
motivation the
most?
Do you feel
sufficiently
motivated by your
supervisor?
How do you assess your
performance in the profession,
as measured by your potential
that you could theoretically
perform?
Pearson Correlation .090 .272 .217
Sig. (2-tailed) .535 .056 .130
N 50 50 50
How are you measured in your
organization?
Pearson Correlation -.160 .008 -.082
Sig. (2-tailed) .268 .958 .573
N 50 50 50
Are you satisfied with your
position and its tasks?Are you
satisfied with your position and
its tasks?
Pearson Correlation -.022 .048 -.201
Sig. (2-tailed) .877 .743 .162
N 50 50 50
Are your tasks and their
objectives clearly
communicated by your line
manager?
Pearson Correlation .253 -.091 .051
Sig. (2-tailed) .076 .528 .724
N 50 50 50
Does your manager directly
influence your professional
performance?
Pearson Correlation .006 .143 .131
Sig. (2-tailed) .965 .321 .363
N 50 50 50
Are you satisfied with the Pearson Correlation -.088 .026 .000

51
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
leadership style of your line
manager?
Sig. (2-tailed) .545 .857 1.000
N 50 50 50
How do you rate your
motivation in your job?
Pearson Correlation 1 .013 .242
Sig. (2-tailed) .929 .090
N 50 50 50
What would influence your
motivation the most?
Pearson Correlation .013 1 .199
Sig. (2-tailed) .929 .166
Correlations
Do you think that
your opinions and
suggestions are
taken into
account when
making
decisions?
What would you
first change in
your company if
you had the
opportunity?
Does your
organization offer
trainings to help
you achieve
better
professional
performance?
How do you assess your
performance in the profession,
as measured by your potential
that you could theoretically
perform?
Pearson Correlation -.127 .096 .205
Sig. (2-tailed) .379 .505 .154
N 50 50 50
How are you measured in your
organization?
Pearson Correlation .206 .052 -.083
Sig. (2-tailed) .152 .718 .566
N 50 50 50
Are you satisfied with your
position and its tasks?Are you
satisfied with your position and
its tasks?
Pearson Correlation -.283 .110 .317
Sig. (2-tailed) .046 .447 .025
N 50 50 50
Are your tasks and their Pearson Correlation .151 -.145 -.328

52
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
objectives clearly
communicated by your line
manager?
Sig. (2-tailed) .296 .316 .020
N 50 50 50
Does your manager directly
influence your professional
performance?
Pearson Correlation .034 -.017 -.079
Sig. (2-tailed) .814 .909 .584
N 50 50 50
Are you satisfied with the
leadership style of your line
manager?
Pearson Correlation -.105 .072 -.036
Sig. (2-tailed) .469 .619 .803
N 50 50 50
How do you rate your
motivation in your job?
Pearson Correlation -.044 -.086 -.351
Sig. (2-tailed) .763 .553 .012
N 50 50 50
What would influence your
motivation the most?
Pearson Correlation .025 -.119 -.198
Sig. (2-tailed) .863 .412 .168
Correlations
Does your
organization strive for
your personal
development in the
job?
Do you think your
work performance is
sufficiently
appreciated and
praised by the
manager or the
company?
How do you assess your
performance in the profession, as
measured by your potential that you
could theoretically perform?
Pearson Correlation -.155 -.077
Sig. (2-tailed) .281 .595
N 50 50
How are you measured in your
organization?
Pearson Correlation -.096 .050
Sig. (2-tailed) .506 .728

53
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
N 50 50
Are you satisfied with your position
and its tasks?Are you satisfied with
your position and its tasks?
Pearson Correlation -.020 .077
Sig. (2-tailed) .893 .597
N 50 50
Are your tasks and their objectives
clearly communicated by your line
manager?
Pearson Correlation .187 -.306
Sig. (2-tailed) .193 .031
N 50 50
Does your manager directly influence
your professional performance?
Pearson Correlation -.151 .142
Sig. (2-tailed) .296 .326
N 50 50
Are you satisfied with the leadership
style of your line manager?
Pearson Correlation -.087 -.043
Sig. (2-tailed) .546 .765
N 50 50
How do you rate your motivation in
your job?
Pearson Correlation .176 -.002
Sig. (2-tailed) .221 .987
N 50 50
What would influence your motivation
the most?
Pearson Correlation .161 .293
Sig. (2-tailed) .265 .039
Correlations

54
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
How do you
assess your
performance in
the profession,
as measured by
your potential
that you could
theoretically
perform?
How are you
measured in
your
organization?
Are you satisfied
with your
position and its
tasks?Are you
satisfied with
your position
and its tasks?
What would influence your
motivation the most? N 50 50 50
Do you feel sufficiently
motivated by your
supervisor?
Pearson Correlation .217 -.082 -.201
Sig. (2-tailed) .130 .573 .162
N 50 50 50
Do you think that your
opinions and suggestions are
taken into account when
making decisions?
Pearson Correlation -.127 .206 -.283
Sig. (2-tailed) .379 .152 .046
N 50 50 50
What would you first change
in your company if you had
the opportunity?
Pearson Correlation .096 .052 .110
Sig. (2-tailed) .505 .718 .447
N 50 50 50
Does your organization offer
trainings to help you achieve
better professional
performance?
Pearson Correlation .205 -.083 .317
Sig. (2-tailed) .154 .566 .025
N 50 50 50

55
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Does your organization strive
for your personal
development in the job?
Pearson Correlation -.155 -.096 -.020
Sig. (2-tailed) .281 .506 .893
N 50 50 50
Do you think your work
performance is sufficiently
appreciated and praised by
the manager or the
company?
Pearson Correlation -.077 .050 .077
Sig. (2-tailed) .595 .728 .597
N 50 50 50
Correlations
Are your tasks
and their
objectives clearly
communicated by
your line
manager?
Does your
manager directly
influence your
professional
performance?
Are you satisfied
with the
leadership style
of your line
manager?
What would influence your
motivation the most? N 50 50 50
Do you feel sufficiently
motivated by your supervisor?
Pearson Correlation .051 .131 .000
Sig. (2-tailed) .724 .363 1.000
N 50 50 50
Do you think that your opinions
and suggestions are taken into
account when making
decisions?
Pearson Correlation .151 .034 -.105
Sig. (2-tailed) .296 .814 .469
N 50 50 50
What would you first change in
your company if you had the
opportunity?
Pearson Correlation -.145 -.017 .072
Sig. (2-tailed) .316 .909 .619
N 50 50 50
Does your organization offer Pearson Correlation -.328 -.079 -.036

56
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
trainings to help you achieve
better professional
performance?
Sig. (2-tailed) .020 .584 .803
N 50 50 50
Does your organization strive
for your personal development
in the job?
Pearson Correlation .187 -.151 -.087
Sig. (2-tailed) .193 .296 .546
N 50 50 50
Do you think your work
performance is sufficiently
appreciated and praised by the
manager or the company?
Pearson Correlation -.306 .142 -.043
Sig. (2-tailed) .031 .326 .765
N 50 50 50
Correlations
How do you rate
your motivation in
your job?
What would
influence your
motivation the
most?
Do you feel
sufficiently
motivated by your
supervisor?
What would influence your
motivation the most? N 50 50 50
Do you feel sufficiently
motivated by your supervisor?
Pearson Correlation .242 .199 1
Sig. (2-tailed) .090 .166
N 50 50 50
Do you think that your opinions
and suggestions are taken into
account when making
decisions?
Pearson Correlation -.044 .025 .291
Sig. (2-tailed) .763 .863 .040
N 50 50 50
What would you first change in
your company if you had the
opportunity?
Pearson Correlation -.086 -.119 .315
Sig. (2-tailed) .553 .412 .026
N 50 50 50
Does your organization offer Pearson Correlation -.351 -.198 -.174

57
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
trainings to help you achieve
better professional
performance?
Sig. (2-tailed) .012 .168 .226
N 50 50 50
Does your organization strive
for your personal development
in the job?
Pearson Correlation .176 .161 .083
Sig. (2-tailed) .221 .265 .566
N 50 50 50
Do you think your work
performance is sufficiently
appreciated and praised by the
manager or the company?
Pearson Correlation -.002 .293 .041
Sig. (2-tailed) .987 .039 .776
N 50 50 50
Correlations
Do you think that
your opinions and
suggestions are
taken into
account when
making
decisions?
What would you
first change in
your company if
you had the
opportunity?
Does your
organization offer
trainings to help
you achieve
better
professional
performance?
What would influence your
motivation the most? N 50 50 50
Do you feel sufficiently
motivated by your supervisor?
Pearson Correlation .291 .315 -.174
Sig. (2-tailed) .040 .026 .226
N 50 50 50
Do you think that your opinions
and suggestions are taken into
account when making
decisions?
Pearson Correlation 1 .131 -.272
Sig. (2-tailed) .363 .056
N 50 50 50
What would you first change in
your company if you had the
opportunity?
Pearson Correlation .131 1 .299
Sig. (2-tailed) .363 .035

58
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
N 50 50 50
Does your organization offer
trainings to help you achieve
better professional
performance?
Pearson Correlation -.272 .299 1
Sig. (2-tailed) .056 .035
N 50 50 50
Does your organization strive
for your personal development
in the job?
Pearson Correlation .225 .151 -.224
Sig. (2-tailed) .116 .296 .118
N 50 50 50
Do you think your work
performance is sufficiently
appreciated and praised by the
manager or the company?
Pearson Correlation -.141 -.006 -.151
Sig. (2-tailed) .327 .964 .296
N 50 50 50
Correlations
Does your
organization strive for
your personal
development in the
job?
Do you think your
work performance is
sufficiently
appreciated and
praised by the
manager or the
company?
What would influence your motivation
the most? N 50 50
Do you feel sufficiently motivated by
your supervisor?
Pearson Correlation .083 .041
Sig. (2-tailed) .566 .776
N 50 50
Do you think that your opinions and
suggestions are taken into account
when making decisions?
Pearson Correlation .225 -.141
Sig. (2-tailed) .116 .327
N 50 50
What would you first change in your Pearson Correlation .151 -.006

59
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
company if you had the opportunity?
Sig. (2-tailed) .296 .964
N 50 50
Does your organization offer trainings
to help you achieve better
professional performance?
Pearson Correlation -.224 -.151
Sig. (2-tailed) .118 .296
N 50 50
Does your organization strive for your
personal development in the job?
Pearson Correlation 1 -.266
Sig. (2-tailed) .062
N 50 50
Do you think your work performance
is sufficiently appreciated and
praised by the manager or the
company?
Pearson Correlation -.266 1
Sig. (2-tailed) .062
N 50 50
Regression
Coefficientsa
Model Unstandardized Coefficients Standardized
Coefficients
t Sig.
B Std. Error Beta
1
(Constant) 2.852 .602 4.739 .000
Are you satisfied with the
leadership style of your line
manager?
-.234 .104 -.316 -2.248 .029
How do you rate your
motivation in your job? -.015 .100 -.021 -.149 .882
Are you satisfied with your
position and its tasks?Are
you satisfied with your
position and its tasks?
.019 .134 .020 .143 .887

60
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
Chapter 5: Conclusion and Recommendation
5.1 Conclusion
The evaluation of the paper has featured the point that employee motivation is one of the
key components with the assistance of which organizations can upgrade their business. The
paper has explained the factors with the assistance of which the effect of employee motivation
can be comprehended in the organizations. The aim of the paper has given the elements that have
been examined in this paper with the assistance of which precise outcomes have been received.
The review of literature has concentrated on every one of the factors that straightforwardly
indirectly and directly affects employee motivation. The most basic factors have been surveyed
in this paper as operating a business is tough in nature and any effect on employee motivation
can hamper the business. The paper has accumulated essential data as essential data would give
the most authentic data that would be helpful for the construction of the paper and would make
an appropriate understanding about employee motivation and its impact on business. The paper

61
EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
has chosen respondents from the employees of the firm that operates in Switzerland and thereby
50 respondents have been chosen.
The evaluation of the data clarifies that every one of the factors that have been regarded
has critical effect on employee motivation. Conversely, there has been a perception that
enhanced training and development should be undertaken with the help of which the level of
employee motivation can be enhanced. It is seen that expressive suggestions of the employees
should be taken with the help of which motivation can be improved. Financial incentives should
even be increased with the help of which motivational factors within the employees can be
improved.
5.2 Recommendation
There are a few suggestions that can be brought forward with respect to this paper. It is
seen that the employee satisfaction and motivation has an impact on the performance of the
employees. Hence, focus on training and development should be provided in order to make them
more competent and thereby enhance the productivity of the firm. Cash and financial incentives
should be undertaken with the help of which motivational level can even be increased.

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EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE PERFORMANCE
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Appendix
Questionnaire
Q1. Gender
Male
Female
Q2. Age
Below 25 years
25-34 years
45-54 years
55-64 years
Above 65 years
Q3. Position in Job
Employee
Line Manager
CEO
Other
Q4. How do you assess your performance in the profession, as measured by your potential that
you could theoretically perform?
Miserable