Job Motivation and Its Impact on Job Satisfaction Among Accountants

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JOB MOTIVATION AND ITS IMPACT ON JOB

SATISFACTION AMONG ACCOUNTANTS

PSYCHOLOGY AND EDUCATION: A MULTIDISCIPLINARY JOURNAL

2023

Volume: 9

Pages: 412-418

Document ID: 2023PEMJ758

DOI: 10.5281/zenodo.7992448

Manuscript Accepted: 2023-31-5

Psych Educ, 2023, 9: 412-418, Document ID:2023 PEMJ758, doi:10.5281/zenodo.7992448, ISSN 2822-4353

Research Article

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Job Motivation and Its Impact on Job Satisfaction Among Accountants

Arianna S. Dacanay*, Giannah DV. Gonzales, Carl Xaviery A. Baldonado, Nicolai Renz SP. Guballa,

Hanz S. Marquez, Hazel Anne M. Domingo, Kyle Gian S. Diaz,

Denise Iresh S. Catolico, Edward Gabriel Gotis, Jhoselle Tus

For affiliations and correspondence, see the last page.

Abstract

Job motivation remains an area of concern among researchers due to the rising issues of poor or lack

of motivation among workers. This refers to one’s personal will or drives to perform a task at work.

Meanwhile, job satisfaction refers to an employee’s sense of fulfillment with his or her work

experience. Therefore, the current study utilized the descriptive- correlational research design to

investigate the impact of job motivation on the job satisfaction of accountants. To gather essential

data and achieve the objectives of the study, Multidimensional Work Motivational Scale (MWMS)

and Minnesota Satisfaction Questionnaire (MSQ) were administered to the target respondents. The

collected data were then analyzed using a Multiple Regression Analysis; findings revealed that job

motivation has a significant impact on the job satisfaction of accountants. Additionally, the results of

this study were carefully evaluated and discussed, and recommendations were made to benefit the

stakeholders of the study and contribute to the existing body of knowledge.

Keywords: job satisfaction, job motivation, accountants, multidimensional work motivational

scale, minnesota satisfaction questionnaire

Introduction

Human resource is the most critical asset of an

organization because employees directly contribute to

the failure or success of a business. However, a

worker’s productivity largely depends on various

external and internal factors such as job motivation

and satisfaction. As a crucial workplace

component, job motivation influences people to work

effectively by giving job incentives or benefits to

attain the desired goal (Forson et al., 2021). According

to the University of Utah Health (2022), motivation

can be intrinsic or extrinsic. Intrinsic motivation refers

to a person’s desire to do an activity for internal

reward or satisfaction. In contrast, extrinsic motivation

pushes a person to work because of external forces

such as money, fame, power, and the like.

Job satisfaction is a measure of a positive attitude

toward one’s job that results from examining one’s

characteristics and job nature (Dharmiarto et al.,

2021). Several factors, such as salaries, flexible work

arrangements, relationships with co-workers, and

freedom, can influence job satisfaction. Job

satisfaction remains an area of concern and interest

among researchers because its definition and factors

are complex and have produced varying findings in

past related studies (George & Jones, 2012, as cited by

Nitafan & Camay, 2020).

According to the Institute for Management

Development World Talent Ranking (2021), due to the

COVID-19 pandemic, Filipino workers displayed low

motivational levels, as the Philippines ranked 42

out

of 64 countries worldwide in terms of workers’

motivation. The same report found that the country has

the poorest economic performance among other

ASEAN countries in the index. This result shows that

job motivation among Filipino employees is a severe

issue that needs to be addressed; otherwise, it can

stimulate other problems, such as a decrease in the

country’s talent retention, a high unemployment rate,

and low work productivity.

Based on the State of the Global Workplace in 2022,

most employees worldwide are dissatisfied,

disengaged, and unhappy. Job dissatisfaction often

results in the withdrawal of organizational

commitment, unplanned employee turnover, lower

performance, and productivity, and reduced trust in

their employer (Ntimba et al., 2021).

In a study conducted by Bajpai and Rajpot (2018),

results showed that motivational factors, namely career

development, monetary and non-monetary benefits,

working conditions, and recognition programs,

significantly influence employees’ job satisfaction.

However, in contrast to the study mentioned above,

Nitafan and Camay (2020) conducted a research study

that investigated the relationship between work

motivation and job satisfaction among local

government employees; findings revealed that the

work motivation of the personnel does not

significantly correlate with their job satisfaction.

Although there is a low and positive relationship, the

association between the two variables has not been

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proven since it was not statistically substantial.

In this light, the study will investigate the impact of

job motivation on the job satisfaction of accountants in

Luzon. A survey conducted by Career Explorer in

2022 revealed that accountants rate their career

satisfaction with 2.6 out of 5 stars, making it one of the

least happy careers in the United States. In line with

this, the researchers decided to focus on accountants as

the subject of this study in order to determine whether

job motivation is one of the factors that significantly

influence job satisfaction.

Moreover, this study sought to answer the question:

Does job motivation significantly affect the job

satisfaction of accountants?

Literature Review

In a study conducted by Bajpai and Rajpot (2018),

they studied the impact of employees motivation on

job satisfaction and organizational commitment at

BALCO where a sample of 100 respondents were

selected to answer a self-administered questionnaire. A

regression analysis was used to investigate the

influence of job motivation on job satisfaction; with an

R2 of 0.691, findings revealed that the different

motivational factors affect job satisfaction by 69%.

Monetary benefits at 29.3% have the most influence

on job satisfaction while non-monetary benefits

recorded the lowest impact at 9.12%.

Furthermore, in the study of Pancasila et al. (2020),

they investigated the impact of work motivation and

leadership towards work satisfaction among 355

participants from the Bukit Asam Coal Mining

Company Ltd in Indonesia. The results showed that

job motivation has a significant and positive impact

towards job satisfaction. Employees with higher

positions are more likely to be satisfied because they

have more freedom. However, employees with lower

positions are more likely to experience dissatisfaction

with their work because their responsibilities are small

and less challenging. The study suggested that

improving employee performance may distribute a

higher increase in job satisfaction. However, they must

also pay attention to initiatives to boost employee

engagement, as this factor has a substantial impact on

job satisfaction.

However, Nitafan and Camay (2020) carried out a

local study about work motivation and job satisfaction

and yielded contrasting results. The findings showed

that there is no significant correlation between work

motivation and job satisfaction. Although there is a

low and positive relationship between the two

variables, since it was not statistically significant, this

correlation was perceived to be untrue and caused only

by probability.

A study conducted by Baah (2010, as cited in Syamsir,

2020) shared similar findings. The study concluded

that employees who are satisfied with their work do

not necessarily mean they are highly motivated and

vice versa. This means that job motivation does not

greatly affect the level of job satisfaction of the

employees. However, she still acknowledged that

employee satisfaction may be associated with job

performance and motivation to some extent depending

on the level of empowerment, training, performance

appraisal, incentives or benefits, flexible work hours,

and the job itself.

Methodology

Research Design

This study employed a descriptive-correlational

research design to explore the impact of job motivation

on job satisfaction. This research design will aid the

researchers in conducting the present study as it

provides a framework, sets the direction, and ensures

that the research methods, gathered data, and analysis

will allow the researchers to achieve research

objectives and draw valid conclusions. Siedlecki

(2020) defined descriptive research as studies that

describe individuals, events, or conditions by

investigating their nature. In this type of research, the

researcher only observes and describes the variables

instead of manipulating them. Meanwhile,

correlational research focuses on measuring two or

more pertinent variables and evaluating the

relationship between the variables (Stangor &

Walinga, 2019).

Respondents of the Study

Employees currently employed as accountants in

selected companies were the respondents of the

study. About 300 accountants participated in the study,

and stratified sampling technique were utilized.

Instrument of the Study

This study employed two instruments to examine the

impact of job motivation on the job satisfaction of

accountants. First, the researchers used the

Multidimensional Work Motivation Scale (MWMS)

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developed by Gangné et al. (2015) to evaluate the

employees' job motivation level. It consists of nineteen

indicators that assess six dimensions which are

amotivation, extrinsic regulation-social, extrinsic

regulation-material, introjected regulation, identified

regulation, and intrinsic motivation. The stem used by

this instrument is “Why do you or would you put effort

into your current job?” The MWMS uses a seven-point

Likert scale with responses that range from (1) "not at

all," (2) “very little,” (3) “a little,” (4) “moderately,”

(5) “strongly,” (6) “very strongly,” to (7)

"completely." This instrument’s reliability, factorial

structure, and validity were Alpha coefficients with

95% confidence intervals for each dimension were .89,

.71, .66, .73, and .76, respectively, proving the validity

and reliability of the instrument. Second, the

researchers utilized the Minnesota Satisfaction

Questionnaire (MSQ) to measure the respondents' job

satisfaction levels. The short form of this instrument

consists of twenty questions analyzing two categories:

intrinsic and extrinsic satisfaction. The MSQ employs

a five-point Likert scale with responses ranging from

(1) "very dissatisfied," (2) “dissatisfied,” (3) “neutral,”

(4) “satisfied,” to (5) "very satisfied." Thus, its internal

consistency a=0.77.

Ethical Consideration

The researchers considered the ethical considerations

in every part of the research process, as listed and

discussed by Hasan et al. (2021) in their study entitled

“Ethical Considerations In Research.” As part of the

aforementioned criteria in selecting the participants,

the researchers ensured that no one is forced or

coerced to be involved in the study. Thus, those who

are eligible to be participants but are not willing to

take part in the study will not be constrained to do so.

The researchers respected and valued the rights and

safety of the respondents during and after the data

collection procedure. Thus, the researchers first

secured the approval of the study’s methodologies,

strategies, and tools from their research advisor before

distributing the questionnaires. The brief information

and objectives of the study were explained to the

respondents, along with how participants' involvement

will help collect the needed information. The

researchers ensured that the language and sentences

used in the questionnaire are comprehensible and

suited to the respondents’ knowledge. Moreover, the

data collection procedure will be done after taking into

account the convenience and availability of the

respondents. The rights of the researcher and

respondents were protected during the conduct of this

investigation by maintaining ethical research

principles.

Data Gathering Procedure

It was crucial for the researchers to clearly and

completely follow a set of methods in performing the

research process and acquire all the necessary data and

information to effectively evaluate the impact of job

motivation on job satisfaction of accountants. Further,

the researchers secured a formal consent letter

addressed to the school directress and principal and

signed by the researchers and their research advisor,

asking permission to conduct the study and collect all

the needed data from the respondents. Before

distributing the questionnaires, the methodologies of

the study will be carefully studied and checked by the

research advisor. During the data collection process,

the participants in the study will be informed and made

aware of the importance of the survey. Furthermore,

the researchers will provide clear instructions on

completing the questionnaire to guide the participants

on what they would do. To ensure that the respondents

will submit accurate and relevant data and information,

they will be given adequate time to complete the

questionnaire and an assurance that their personal

information will be strictly confidential. With the help

of this technique, the respondents may complete the

questionnaire truthfully and provide the most accurate

data for the study. To gather the necessary data from

the participants, the questions will be made accessible

via a social media platform, particularly Google

Forms.

Results and Discussion

The Impact of Job Motivation on Job Satisfaction

As stated in the statement of the problem, the

researchers sought to determine the impact of job

motivation on job satisfaction by utilizing the data

collected from the Multidimensional Work Motivation

Scale (MWMS) and Minnesota Satisfaction

Questionnaire (MSQ). Thus, the statistical analysis

shown in Table 3 suggests that job motivation has a

significant impact on job satisfaction among the

respondents. Therefore, the null hypothesis is rejected.

In support of the findings of the study, Pancasila et al.

(2020) examined the influence of work motivation and

leadership on work satisfaction among 355

workers. Their findings revealed that job motivation

has a significant and positive impact on job

satisfaction. Hence, the study suggested that if the

company provides its workers with benefits and other

internal motivators and fulfills its employees'

expectations, then its employees will have higher work

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satisfaction.

Table 1. Results of the Regression Analysis

Moreso, Bajpai and Rajpot (2018) studied the impact

of employee motivation on job satisfaction and

organizational commitment. Findings showed that

different motivational factors affect job satisfaction by

69%, with an R2 of 0.691, which supports the results

of this current study. This study showed that monetary

benefits impact job satisfaction the most, while non-

monetary benefits have the least significant influence.

Conclusion

Based on the results of the study, the following

conclusions were reached: (1) The respondents were

found to have varying levels of job motivation. In

terms of amotivation, extrinsic-regulation material,

and introjected regulation, the respondents scored a

very high level of job motivation, whereas extrinsic-

regulation social, identified regulation, and intrinsic

motivation resulted in a high level. Overall, the

respondents showed a very high level of job

motivation. (2) The respondents were discovered to

have a high level of extrinsic and intrinsic job

satisfaction. (3) The statistical analysis revealed that

job motivation significantly affect the job satisfaction

of accountants. Hence, the conclusion of the null

hypothesis is rejected.

Following an extensive review of the research findings

and discussion among researchers, the proposed

recommendations are as follows: (1) For Accountants,

the researchers advise them to seek out rewarding and

high-quality employment opportunities and look for

hobbies that will promote their minds and encourage

them to concentrate on their work environment and

purpose because this will generate motivation that may

result in a more prosperous and fulfilling career.

Additionally, it suggests that an accountant should

practice time management, planning, and consistency

because these skills will help them do their work

satisfactorily and will help them do it correctly. (2) For

employers, businesses are encouraged to take a

dynamic strategy so that accountant workers can

utilize their skills and abilities to the fullest.

Researchers also recommended that businesses give

their staff members merit-based rewards because doing

so will increase their drive for work, increasing their

likelihood of being satisfied with their jobs. The more

motivated and content people are at work, the more

loyal they are to their employer's business, which

could result in both organizations' success. (3) For

future researchers, future studies may use this study to

expand their knowledge and understanding of the

relationship between an accountant's job satisfaction

and their motivation for the job. To advance the

research and increase knowledge on this subject, they

might also investigate other factors that this study did

not address.

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Affiliations and Corresponding Information

Arianna Dacanay