Impact Of Employee Engagement On Job

Satisfaction And Motivation

BY
JANVI AGRAWAL and
SHREYA NAIR

ABSTRACT
The main aim of this study is to analyse the impact of
Employee Engagement on Job Satisfaction and Motivation. The
result of this research paper shows the significant relationship
between Employee Engagement and Job Satisfaction. But no
significant relationship was found between Employee
Engagement and Employee Motivation. T-test was also applied
to compare the level of employee engagement, Job satisfaction
and motivation between male and female respondent. This paper
discussed the implications of these findings on employee
motivation, commitment, engagement, and job satisfaction.
Keywords– Employee Motivation, Employee Commitment, Job
Satisfaction and Employee Engagement.

INTRODUCTION
Employee motivation is one of the most researched are in the field
of Human Resource Management. It has the great significance for
the researcher and the organizations also. Every organization is
trying to motivate their employees to achieve the organizational
objectives. To keep up the motivational level of employees is one
of the challenges for the HR Professional.
They have to continuously find out the new ways to motivate the
employees. Motivation also related with the Satisfaction of the
employees. Employee satisfaction is also another employee
behaviour which studied a lot in the behavioral research. Various
dimension of employee satisfaction has been found by the previous
researchers. These researchers have been proved that organization
has to adopt the policies and practices which keep up the
motivation level of their employees. High motivation level also leads
to the higher satisfaction of the employees but this research
paper is exploring the effect of Employee engagement on
Employee satisfaction and motivation.

Frank et al (2004) defined employee engagement as emotional

and intellectual commitment to the organization or the amount of
discretionary effort exhibited by employees in their job. This is a
behaviour which employees exhibited when they are at job. It’s also
defined as employee’s positive and negative attachment with the job,
other employees and work. The positive attached employees may
depict the positive outcome like high motivation and satisfaction.
A negative attached employee may exhibited lower motivation and
lower satisfaction level. This study has been attempted to find out the
possible relationship of employee engagement with Job Satisfaction
and Motivation in the Indian organizations.

LITERATURE REVIEW
Crant (2000) in his study explained the Employee Engagement as
a range of constructs that are present in the organizational
mentality (psychology).
Kahn (1990) implies that, if the people like and dislike their work,
that it affects the engagement of employees.
According to Holbeche and Springett (2003), people used to share their
destiny and objective that connects them at an emotional level. These
personal aspirations raises the high levels of engagement at the
workplaces.
Kahn’s (1990) describes in his study that there are the
psychological conditions or antecedents that are compulsory for
engagement, but they do not fully explain why individuals was
reacting to these conditions.
Kahn (1990) also mentioned that at people were differently
engage as per their experiences of psychological
meaningfulness, security and situations.
According to (Robinson (2006), Employee engagement can
be achieved through the creation of healthy organizational
environment.
Amabile (1994) stated that employee who have high level of job
satisfaction was motivated by rewards, and rewards supported work
engagement.
Zaini’s (2009) was mentioned that satisfaction of rewards in
private and public sector employee had been releated with job
satisfaction.
Zaini et al. (2009) argues that job satisfaction is also related with
the non monetary and monetary compensation.
Ali and Ahmed, (2009) was found that In reference to statistics,
there was a significant relationship between reward and recognition,
and between motivation and job satisfaction. Ali and Ahmed,
(2009) stated that Variations in rewards and recognition can
bring a positive change in work motivation and job satisfaction of
the employee. Organizations that wants to improve their
customer satisfaction must be concerned about some internal
issues related to employee’s satisfaction and view their
employees as customer too.

Balzar (1997), in his study stated that job satisfaction was a

sensation that employees have about their work environment and
their expectations towards work satisfaction of the workers . This
was studied that relationship between work adjustment and
satisfaction which makes favorable strategies and rules for the
employees related to policy development, pay scales, the work
environment and staff input, may lead to satisfaction, employee
engagement, and increased employee loyalty with the organization
because satisfied employees are attentive while dealing the
customers and the employees not satisfied with the job can makes
customer unhappy.
Dunn (1990) suggested that job satisfaction was important
element of employees feeling that can be negative or positive to
their responsibilities”.
Campbell, Fowles and Weber (2004) stated that job satisfaction could
be enhanced with increasing participation in decision making and
avoiding ambiguity in identifying responsibilities at workplace. Petty
(1984) and Fisher (2003) stated that Job Satisfaction has been playing
important role in management research, namely regarding the job
satisfaction-job performance relationship. Schneider and Bowen,
(1985) was found that Job satisfaction is an attitude that relates to
overall attitudes towards life, or life satisfaction. Zaini et al. (2009)
and Chew (2005) argues that job satisfaction is associated with the non
monetary compensation and monetary compensation (pay,
promotion, and bonus) is one of the most important explanatory
variables in both the sectors . It was found that motivation as process
which leads job satisfaction. but the relationship between motivation
and job satisfaction was not clear, it can be illustrated by means
of the motivational theories. For this different authors gave
different theory for both. According to Luthan (1998) it was
founded that motivation should not be thought of as the only
explanation of behavior, since it interacts with other mediating
processes and with the environment. He also found that motivation
as, “a process that starts with a physiological deficiency or need
that activates a behavior or a drive that is aimed at a goal incentive”. It
implies that psychology of employees play a crucial role to make the
person motivated. Each and every employee has some ability that
motivates them to perform and make satisfied with their job. If
we see that intrinsic compared to extrinsic motivation and the
factors that are used in both types of motivation enables one to
understand the role that motivation plays with job satisfaction.
Motivation researchers have recognized that the desire to make
an effort can derive from different sources (Grant, 2008). Hoy and
Miskel (1987) was stated that employee motivation is the
complex forces, drives, needs that directed towards the
achievement of personal goals. They imply that there are some
reasons, which helps the employee to do their work properly, and give
them positive energy.

OBJECTIVES OF THE STUDY

The following are the specific objectives of the study:
1.To develop and standardize a measure to evaluate employee
engagement, motivation and Job Satisfaction.
2.To study the underlying factors of job engagement, job
satisfaction and motivation.
3.To study the relationship between employee engagement,
job satisfaction and motivation.
4.To identify the difference between the male and female respondent
towards the Employee Engagement, Job Satisfaction and Motivation.
5.To identify avenues for further research.

HYPOTHESIS
H01: There is no impact of employee engagement on job satisfaction.
H02: There is no impact of employee engagement on motivation
H03: There is no difference in responses of employee
engagement between male and female faculties.
H04: There is no difference in responses of Job satisfaction
between male and female faculties.
H05: There is no difference in responses of motivation
between male and female faculties.

RESEARCH METHODOLOGY
The study was exploratory in nature with survey method both online
and offline being used to complete the study.
The population included employees of different companies and it
also included some teachers working at school level.
Non probability Purposive sampling technique was used to select the
sample. The Sample size was 80 respondents. Standardized
questionnaires were used for measuring the employee engagement,
job satisfaction and motivation of faculty & teachers. Data was
collected on a likert type scale, where 1 stands for minimum
agreement and 5 stands for maximum agreement.
Item to total correlation was applied to check the internal
consistency of the questionnaires. The measures were
standardized through computation of reliability and validity.
Regression was applied to know the relationship between the
employee engagements, job satisfaction, and motivation. T-test
was used to compare the respondents’ response on the employee
engagements, job satisfaction, and motivation.

RESULT AND DISCUSSION

Reliability Measure

The reliability of all three measure viz., employee engagement, Job

satisfaction and
motivation was computed by using SPSS software. Cronbach’s
alpha reliability coefficients were computed to calculate reliability
of all items in the questionnaire.
Reliability test using SPSS software and the reliability
test measures are given below:
Table 1: Alpha Reliability statistics for total data

Measures Cronbach alpha value

Job Satisfaction .782

Employee Engagement .708

Motivation .747

It is visible that all reliability values are greater than the standard
value that is 0.7. It is considered that reliability of all measure is
adequate. So the statement in the questionnaire was treated as
reliable statements.

Kaiser-Meyer-Olkin (KMO) Measure of Sampling Adequacy: The

Kaiser-MeyerOlkin (KMO) measure of sampling adequacy is an index
used to examine the appropriateness of factor analysis. High values
(between 0.5 and 1.0) indicate factor analysis is appropriate.
Values below 0.5 imply that factor analysis may not be
appropriate. The Kaiser - Meyer - Olkin Measure of Sampling
Adequacy
value for the all the measures above was higher than 0.5
indicating that the sample was adequate to consider the data
suitable for factor analysis. Bartlett’s Test of Sphericity: Bartlett’s
test of sphericity is a test statistic used to examine the
hypothesis that the variables are uncorrelated in the population. In
other words, the population correlation matrix is an identity
matrix; each variable correlates perfectly with itself (r = 1) but has
no correlation with the other variables (r = 0).
The Bartlett’s Test of Sphericity was tested through Chi-Square
value having a value which was significant at 0% level of
significance.
Therefore, the above hypothesis is rejected, indicating that the data
was suitable for factor analysis.
Principle component factor analysis with varimax rotation was applied
to find out the underlying factors of the questionnaire. Factor analysis
converged on 4 factors after 8 iterations.
Factor analysis of Employee Engagement-
Principle component factor analysis with varimax rotation was applied
to find out
the underlying factors of the Employee Engagement. Factor analysis
converged on3 factors after iterations.
Table 3. Factor analysis of Employee Engagement
Factor analysis of Job Satisfaction
Principle component factor analysis with varimax rotation was applied
to find out the underlying factors of the Job Satisfaction. Factor analysis
converged on 3 factors after iterations.

Table 4. Factor analysis of Job

Factor analysis of Motivation
Principle component factor analysis with varimax rotation was applied
to find out the underlying factors of the Employee Motivation. Factor
analysis converged on 3 factors after iterations.

REGRESSION ANALYSIS
1. Impact of Employee Engagement on Job Satisfaction

H01 : There is no impact of Employee engagement on Job satisfaction

Regression was applied taking Employee Engagement as independent variable
and job satisfaction as dependent variables.
Y = a + bX
Y(Job Satisfaction) = 18.884 + .615x(Employee Engagement) + Error

Model having Employee Engagement as independent variable and job

satisfaction as dependent variable was having a good fit as
indicated F test value from the ANOVA table that is 38.000
significant at .000 level of significance. Employee Engagement was
having a significant cause and effect relationship with job
satisfaction as indicated by beta value from coefficient table that
is .401 tested through T Test values .614 significant at .000 level
of significance. The model summary table indicated that
independent variables Employee Engagement were explaining
16.1% variance in dependent variable job satisfaction since the r
square value from the table is .161 therefore null hypothesis was
rejected and significant cause & effect relationship found between
Employee Engagement and Job Satisfaction.

2.Impact of Employee Engagement on Motivation

H02 : There is no impact of Employee engagement on Employee

motivation. Regression was applied taking Employee Engagement
as independent variable and Employee Motivation as dependent
variables. Y = a + bX
Y(Employee Motivation) = 18.884 + .615x(Employee Engagement) +
Error
Model having Employee Engagement as independent variable and
Employee Motivation as dependent variable was having a no good fit
as
indicated F test value from the ANOVA table that is 2.278
insignificant at .133 level of significance.
Employee Engagement was having an insignificant cause and
effect relationship with Employee Motivation as indicated by beta
value from coefficient table that is .107 tested through T Test values of
1.509 insignificant at .133 level of significance.
The model summary table indicated that independent variables
Employee Engagement were explaining 1.1% variance in dependent
Employee Motivation since the r square value from the table
is .011 therefore null hypothesis was not rejected and no
significant cause & effect relationship found between Employee
Engagement and Employee Motivation. T - Test
An independent- sample t-test is used when we want to
compare the score, on some continuous variable, for two different
groups of subjects. In this study, we are comparing the level of
employee engagement, Job satisfaction and motivation between
male and female respondent.

Table 8. Independent Samples Test

Table
H03: There is no difference in responses of employee
engagement between male and female faculties.
The output provides two t values, one assuming that the variances
are equal and another assuming that the variances are unequal. To the
left of the t – test output is the “Levene’s Test for Equality of
Variances,” which tests whether the variance are equal. Because in
the “ Levene’s Test for equality of Variances” F=.004 and the P> 0.05
we used the “ Equal Variances assumed” test. The result indicate that
there is statically significant difference found between the mean
score for males and females (t=2.925, P=.004) for Employee
Engagement therefore null hypothesis was rejected. H04: There is
no difference in responses of Job satisfaction
between male and female employeees
For Job Satisfaction Because in the “Levene’s Test for equality
of Variances” (F=2.050 and the P> 0.05), we used the “Equal
Variances assumed” test. The result indicate that there is no statically
significant difference between the mean score for males and females
(t=.935, P=.351) for Job Satisfaction therefore null hypothesis was
not rejected.
H05: There is no difference in responses of motivation between male
and female faculties.
For Employee Motivation on the basis of “Levene’s Test for equality of
Variances” (F=9.359, p=.003), we used the “Equal Variances not
assumed” hypothesis. The result indicate that there is statically
significant difference between the mean score for males and
females
(t=.193.212, P=.753) for Employee Motivation as the hypothesis
is ‘Equal Variances not assumed’ therefore null hypothesis was
not rejected and it can be concluded that motivation varies between
males and females.

CONCLUSION
This study was conducted in the employees of different dept.
The educational institutes in India, generally used the
traditional management practices which results into the lower
involvement of employees in organizational work. Employee
engagement is one phenomenon which is only going to develop
when employees are more involved in their work. Satisfaction of
employees have relationship with the Employee Engagement as
denotes by the result of this study but study explained that
Employee
Engagement have no relationship with the Employee Motivation.
One of the possible reasons of this negative relationship is lower
involvement of worker. The study also explained that there is a
gender difference in the opinion of faculty members for Employee
Engagement and Employee Motivation but no difference was
found for Job Satisfaction.