Jurnal Fikrah Jilid 8, Special Issue 1, 35-54, 2017
Available at : www.jurnalfikrah.org ISSN 1511-1113
© 2017 Pusat Pemikiran dan Kefahaman Islam (CITU)
35
Predicting Job Satisfaction Based on the
Fundamental Psychological Needs and Motivation of
Employees
Fatemeh Mirzaei
Student Psychology, Department Of Psychology, College Of Humanity,
Hamadan Branch Islamic Azad University, Hamadan, Iran
Nasrolah Erfani
Ph. D. Department of Psychology, Payame Noor University, I. R of Iran
Iraj Safaei Rad
Ph. D. Department of Psychology, Hamedan Branch,Islamic Azad
University, Hamedan, Iran
ABSTRACT
The aim of the study was predicting the job satisfaction based on the fundamental
psychological needs and job motivation among employees. In this study, 150
individuals were selected from the employees of industry, mine, and trade of
Hamedan in 2015 with a simple random sampling and the data were gathered
from the job satisfaction questionnaire of Smith and Hyulyn in 1969, fundamental
psychological need questionaire of Guardia, Deci, and Ryan in 2000, and job
motivation of Bakhshi and his coworkers in 2004. The data were analyzed with
Pearson correlation coefficient and multiple regression analysis. The results of
the study show that there is not a significant relationship between fundamental
psychological needs and job satisfaction, but there is a significant relationship
between a job motivation and job satisfaction of employees. Also, the data show
that competence and communication components have a direct significant effect
on the employees’ job motivation. Finally, competence and communication
components have an overall significant effect on the employees’ job satisfaction
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through employees’ job motivation. In summary, regarding the employees’
fundamental needs will lead to the increase in employees’ job motivation,
satisfaction, and life quality. Therefore, more employees’ job satisfaction will
increase their efficiency and attempt.
Keywords: Fundamental Psychological Needs, Job Motivation, Job Satisfaction
Introduction
The success of organizations and agencies are dependent to a set of key factors.
Therefore, identifying and strengthening those factors will lead to more success
and improvement in agencies and organizations. One of the employees’ pleasant
feelings is job satisfaction. Employees’ job satisfaction is one of the major
concern of managers in organizations and agencies. Satisfied employees work
better, present more and better services, and increase the efficiency of
organizations (Ghaderi, 2007). Job satisfaction is referred to individuals’ overall
point of views toward their jobs. A person who is satisfied with his or her job a
lot has a positive attitude toward his or her job, but a person who is dissatisfied
with his or her job has a negative attitude toward his or her job. When people talk
about employees’ attitude, they usually mean employees’ job satisfaction. Indeed,
job satisfaction and attitude are used interchangeably (Robbins, 1996). Job
satisfaction is an internal feeling which is included of two types of factors. These
two types of factors are internal factors (Psychological and individual
competencies) and external factors (environmental and organizational factors).
Job satisfaction is not lonely an important criterion and its outcomes are regarded
by managers because high satisfaction will lead to better performance and more
production. On the other hand, job dissatisfaction will have a lot of consequences
such as less production and employees’ inefficiency, absence, and leaving. Shafi
Abadi (1996) stated that job satisfaction is one the most important factors of job
success. Job satisfaction is a kind of factor which increases the individuals’
efficiency and satisfaction. Smith (1982) believes that job satisfaction is a kind
of factor which satisfies individuals’ demands in their workplace. In this respect,
job satisfaction could be best defined as an evaluation process in which an
individual’s properties were examined against his or her demands. We can state
that job satisfaction is resulted from factors like environmental conditions; job
organizational system; relationships govern on workplace; and social, cultural,
psychological, and personal factors (Shafi Abadi, 2005). Therefore, identifying
Fundamental Psychological Needs and Motivation of Employees
63
factors which lead to job satisfaction is of special importance. Job satisfaction is
one of the issues which is a subset of social psychology (Shafi Abadi, 2010).
Employees’ job motivation and their fundamental psychological needs are those
variables which can have a relationship with their job satisfaction. Incentive (the
state of arousal forcing organisms to do something) and motivation (the process
of mediation or an internal state forcing organisms to do something) can be
defined in different ways. One of the terms which is used for showing the quality,
quantity, and definition of motivation is a concept relating to behavior dynamics.
Dynamics is a term taken from physics science and its purpose is a force that
makes objects to move. Since behavioral motivation like dynamics will makes
organisms to move and satisfy their needs, dynamics is used for behavioral
motivation (Saatchi, Ghasemi, and Namazi, 2008). Motivation is referred to
processes which lead individuals’ behaviors and energies. Energy shows that a
behavior has a force. It means that a behavior is relatively strong, intense, and
stable. Direction shows that a behavior has a purpose. It means that a behavior
tends toward a special purpose or result (Rio, 2005). In order to use the human
resources in an appropriate way, we should be of work incentive and direct our
healthy motives. Therefore, it is completely practical for managers and
supervisors to be aware of different theories and scientific research achievements
of motivation (Moghimi, 2009). There is a difference between motivation and job
satisfaction: motivation refers to the hard work and effort to satisfy a desire or
goal, while satisfaction is a joy which is experienced from satisfied needs or
purposes (Moghimi, 2011). Job satisfaction is referred to factors, conditions, and
circumstances that trigger and shape individuals’ behaviors in an appropriate way
in relation to their job positions. Job motivation shows individuals’ willingness
toward doing something. Also, job motivation makes people to set their own
material, spiritual, and social environments; overcome the barriers; pass out from
others; and compete with others through working hard. Employees who are of
high job motivation are always try to gain more promotions. Since these people
are always looking for better ways to carry out their tasks and duties, they
promote faster. These employees should try a lot to carry out their duties and play
their roles (Akhoundi Bonab and his coworkers, 2010). Requirement is an internal
state in individuals which is essential for individuals’ life, growth, and health. If
people’s needs were satisfied, their health would be maintained and improved,
but if people’s needs were ignored, their physical or psychological health would
be impaired (Rio, 2005). There are different types of needs. Individuals’ physical
needs (thirst, hunger, and sexual desire) are dependent to the operation of
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biological systems, but individuals’ psychological needs (autonomy, competence,
and communication) are dependent to human’s nature and healthy growth.
Psychological needs are existent in human’s nature. Autonomy, competence, and
communication are three cases of individuals’ psychological needs. An
autonomous person is someone who wants to determine his actions, rather than
someone identify his actions. Competence means being effective in our
interactions with an environment. Therefore, we should use our talents and skills
and follow optimized challenges, and overcome on them. In communication, we
should make emotional relationships with other people. This requirement reflects
individuals’ desire toward emotional and friendly relationships. Communication
has an important incentive structure. Therefore, individuals who have good
communication with each other do their tasks better, are more resilient against
stress, and are of less psychological problems (Deci and Ryan, 1985).
Based on the theory raised by Deci and Ryan, much of the focus of this theory
was on the individuals’ intrinsic motivation and their three fundamental needs
such as autonomy, competence, and communication. These three needs are the
bases of psychological health, growth, intrinsic motivation, well-being, and
optimized and realistic performance. Most organizations are not of an appropriate
situation for working from the view point of organizational atmosphere and
environment. Since accounting procedures of companies, especially state
companies are solely based on financial assets, the companies’ future prospects
and organizations are put into danger. Making an excellent organizational
environment, friendly relationships among employees, and regarding employees’
autonomy are the things which lead the organizations into success. Therefore,
human resource management should focus on value-creating roles instead of
activities and systems. These kinds of roles will strengthen organizational
effectiveness and be converted to an intangible asset of an organization in a long
term (Abulallaee and Zaklili, 2003).
Job satisfaction is one of the important factors which increases the employees’
efficiency and sympathy. Also, this factor will increase employees’ attachment
toward their workplace, task quantity and quality, good and friendly relationships,
good communication, high morale and passion toward their work (Hooman,
2002).
Karimi, Homayouni Najafabadi, and Izadi examined the relationship among the
fundamental psychological need satisfaction, personality, and job enthusiasm of
employees’ Islamic Azad University of Najafabad during the years of 2013 to
2014. They reached to this conclusion that there is a positive and significant
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63
correlation among employees’ fundamental psychological need satisfaction,
personality, and job enthusiasm, but there is a negative and significant correlation
between the employees’ neuroticism personality and job engagement. Also, the
results of regression analysis showed that there is a positive relationship between
the employees’ fundamental psychological need satisfaction and extraversion and
a negative significant relationship between the employees’ extraversion and
neuroticism in relation to employees’ job engagement. These variables can
predict 46 percent of job engagement changes. Also, Rafiee, Goudarzi, and Azizi
(2015) examined the relationship of an organizational atmosphere and job nature
with the employees’ job motivation of Isfahan hospitals. The findings of the study
showed that there is a positive and significant relationship between an
organizational atmosphere and job motivation and between a job nature and job
motivation. Also, an organizational atmosphere and job nature are two variables
which predict the job motivation variance. A one-way variance analysis test
shows that there is a significant difference between employees’ job motivation
based on their type of employment. Mylyaskya and Costner (2011) examined a
relationship among the fundamental psychological need satisfaction, motivation,
and welfare in different fields. The results of this study showed that there was a
strong relationship among the fundamental psychological need satisfaction, self-
motivation, and welfare. Also, motivation has a mediator role in satisfying
psychological needs and welfare.With the use of an individualization approach,
we can reach to this point that there are similarities and differences in multiple
areas of life and the results of this study is true for multiple areas of life.
Syntyamtyv and his colleagues (2016) examined the role of monitoring behavior,
job satisfaction, and organizational commitment in their employees. The results
showed that the person-oriented leadership behavior through job satisfaction and
organizational commitment is influenced more than task-oriented leadership
behavior and organizational commitment has a direct effect on employees’
leaving job intention. The space of human activities in societies are formed by
organizations. Enterprises, in turn, are influenced by internal and external
organizational factors. Without any doubt, the most influential internal factor of
organizations is their workers. Since employed people spend half of their time in
their workplace, this environment should meet minimum psychological needs of
people. Therefore, people can serve faithfully and effectively through making
money and improving their professional knowledge and skills. In studies done
about the performance of organizations, it was focused on this issue that
employees' job satisfaction would lead to mental and organizational performance
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improvement. One of the areas where little work has been done on it is the
relationship between the job motivation and fundamental psychological need
variables. Therefore, the lack of content and structure will be felt seriously. The
present study examined this issue in order to answer this question that can we
predict employees’ job satisfaction with their job motivation and fundamental
psychological needs?
Methodology
With regard to research aims and assumptions, a method of this study is
correlation. A statistical population of this study which is included of employees
of Hamedan industry, mine, and trade is 251. Also, based on Cochran formula,
150 individuals were selected as the sample of the study through a simple random
sampling. Necessary information was gathered and analyzed with three
questionnaires.
1) The Scale of Basic Psychological Needs
This scale was built by Guardia, Deci, and Ryan in 2000 and can measure
people’s autonomy, competence, and their relationships with other participants.
This 21-point scale is calibrated based on seven-point Likert scale. Based on
Likert scale, the scoring method of this study has five options and is shown in the
following table. In the following table, the options and their scores were
identified.
1 2 3 4 5 6 7
It is not true It is partly true It is very true
This way of scoring is reversed for questions 3, 4, 7, 11, 15, 16, 18, 19, 20. Scores
are gathered for data analysis. The minimum score for this study is 21 and the
maximum score for this study is 147. Also, the following scores is for one
questionnaire. Therefore, the following scores should be multiplied by 150
because in this study, 150 questionnaires were distributed among participants.
Scores of 21 to 42 indicate that people’s basic psychological needs are low.
Scores of 42 to 105 show that people’s basic mental needs are average.
Scores higher than 105 show that people’s basic mental needs are high.
Components and questions of each component are as follows:
Autonomy subscale: 1, 4, 8, 11, 14, 17, 20
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Competence subscale: 3, 5, 10, 13, 15, 19
Communication subscale: 2, 6, 7, 9, 12, 16, 18, 21
Reliability coefficients obtained from the tests on the mother, father, romantic
partner and friends of the examinees have been reported respectively 92%, 92%,
92%, and 92% (Ghorbani and Watson, 2004). In Iran, this scale is performed in
Iranian managers and students’ samples and it is of suitable validity and
reliability. Therefore, Cronbach's alpha is fluctuate between 74 percent and 79
percent (Guardia and Deci, 2007). A validity of this study was confirmed. Also,
a reliability of a study was calculated with Cronbach’s alpha during a primary
study on 30 individuals of the statistical population selected randomly. Reliability
coefficients were calculated respectively for autonomy, competence, and
communication subscales and an overall scale %68, %68, %71, and %79.
Herzberg’s Job Motivation Scale
This scale has 40 items and it is based on Herzberg's two factor theory. With
regard to the intrinsic motivation (subjective) and external (health) factors, this
scale was set by Bakhshi and his colleagues in 2004 for the purpose of making
job motivation in faculty members of Rafsanjan University of Medical Sciences.
This scale is of 11 criteria for the purpose of investigating job motivation and is
determined with a point scale (Very important, important, less important, and
insignificant).
The number of phrases in each category of inner (mental) and external (health) is
as follow: Five statements are related to appreciation, four statements are related
to the professional development, three statements are related to the nature of the
work, three statements are related to independence and responsibility, two
statements are related to success and job promotion, Three statements are related
to salary, three statements related to the policy governing the work environment,
five statements are related to the way we communicate with others, four
statements are in the area of job security, three statements are related to the
conditions of the workplace, and five statements are related to the monitoring and
supervising authorities.
All statements, according to the frequency of their importance level for five
internal (subjective) and six external (health care) factors were counted with very
important and important choices in a category as important and trivial and
insignificant choices in a class as insignificant. In addition, a score of each option
and domain is calculated based on the score 4 which is very important and score
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1 which is insignificant. Also, an average and standard deviation of each option
and domain will be calculated and the groups are compared with chi-square test.
Bakhshi and his coworkers stated that the reliability of the test in one study was
0.92. Also, they confirmed the validity of the test through a primary study done
on 30 individuals of statistical population selected randomly. The reliability of
this study was counted with Cronbach’s alpha. A reliability coefficient of this
study was counted 0.95.
Job Satisfaction Test
This test which was built by Smith and Hyvlyn in 1969 is one of the most common
and precise tools of job satisfaction. The statements of this test are of descriptive
aspect and can investigate six types of satisfaction which are work nature,
supervision, salary, promotion, coworkers, and workplace. In the main form of
each aspect of job satisfaction questionnaire, procedure and scoring were put in a
separate paper. On the top and underneath of the page, the title and different
statements relating to each aspect were written. This questionnaire was translated
in Iran by Shekarkan and was used by some master of art students. A scoring way
of this scale is in a way that marks of 1 to 5 is given to each statement of Likert
scale. Then, the total scores of each scale are gathered together. Therefore, an
individual’s score of each scale is achieved in this way and can be divided by the
number of the statements of that scale. Therefore, we can reach to scores of 1 to
5 for each scale. Also, we can obtain to the overall score with the total score of
all statements. If the total score of all statements is divided by the total number of
statements, scores of 1 to 5 can be achieved for the overall test. Results are as
follows:
1) If the obtained score were one, an individual would not be of any job
satisfaction.
2) If the obtained score were two, an individual would be of little job satisfaction.
3) If the obtained score were three, an individual would be of average job
satisfaction.
4) If the obtained score were 4, an individual would be of high job satisfaction.
5) If the obtained score were five, an individual would be of very high job
satisfaction.
The validity of this indicator was confirmed by five Isfahan University experts
and professors of educational sciences and economics. Also, this test can show
job satisfaction and its different aspects in a high level. Coefficients of an internal
correlation of this index were obtained with Cronbakh’s method. These
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coefficients were considered 0.80, 0.89, 0.87, 0.90, and 0.90 respectively for
work nature, supervisor, coworkers, promotions, and salaries. A factor analysis
performed on this test by Marasi indicates that an index of job description is of
two major factors of job returns showing 32.16 percent of total variance of a test.
Components like promotion, salary, and workplace are of the highest amount.
The second factor was interpersonal and showed 27.94 percent of an overall
variance and its components like work nature, and satisfaction of supervisors and
coworkers were in the highest level. A validity of this study was confirmed by
supervisors and advisors. Also, a reliability of a questionnaire was examined with
the coefficient of Cronbakh’s alpha. A reliability of a questionnaire was obtained
0.93. Therefore, this amount shows that this test is of high reliability. In studies
conducted by Smith, Kendall, and Hyvlyn in 1969 and Kendall and Hyvlyn in
1972, a test reliability was identified 0.62 to 0.89. Also, subtest reliabilities of the
first study and the second study were reported respectively 0.59 to 0.92 and 0.62
to 0.93. In Iran, for the first time, Arshadi and his colleagues (1980) reported that
the overall reliability of the test and subtests on southern oil industry workers
were respectively 0.71 and 0.73 to 0.85. Ghani (1994) in his study on the teachers
of Ahvaz guidance schools identified respectively the total reliability of a test and
each subtests 0.85 and 0.65 to 0.89. He studied on 30 individuals of statistical
population selected randomly. In this study, a reliability of a scale was counted
with Cronbakh’s Alpha method. Reliability coefficients of subscales like work
nature, supervision, coworker, promotion, salary, workplace, and an overall scale
were counted respectively 0.91, 0.95, 0.92, 0.95, 0.87, 0.92, and 0.96.
Questionnaires were completed by Ghani after they were distributed among the
participants.Then, a frequency distribution table, percent, graphs, central indices,
and a descriptive statistical dispersion were used for the purpose of testing
research hypotheses with Pearson’s correlation coefficient and multiple
regression. First, these hypotheses including the normality of data distribution
and linear relationships among variables were examined with Kolmogorov-
Smirnov test and distribution graphs. Finally, data were analyzed with SPSS
software.
Findings
Demographic information showed that the amount of men, women, age average,
and standard deviation were respectively 82.2, 17.8, 39.40, and 7.35. In this study,
educational level of most bachelor of art employees, job title of most office
workers, job rank of most bachelor of art employees, work experience average,
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and standard deviation were respectively 44.2, 97.5, 67.5, 15.33, and 7.68
percent. Results obtained from measuring research variables were shown in table
1.
Table 1. Description of Research Variables among Employees
S X
Variables
7.05 31.27 Autonomy
4.95 27.11 Competence
7.14 38.11 Communicating with Others
15.95 96.49 Basic Psychological Needs
22.08 122.10 Job Motivation
14.33 74.31 Work Nature
9.85 55.94 Supervision
9.03 38.10 Salary
7.94 22.25 Promotion
8.42 21.47 Coworkers
6.31 23.41 Workplace
38.11 235.48 Job Satisfaction
N= 175
Based on the table 1, means of basic psychological need scores, job motivation
scores, and job satisfaction scores were respectively 96.49, 122.10, and 235.48.
Also, standard deviations of basic psychological needs, job motivation, and job
satisfaction were respectively 15.95, 22.08, and 38.11. First, research
assumptions were studied for the purpose of examining the Pearson’s correlation
coefficient and multiple regression analysis. In this study, the Kolmogorov-
Smirnov test was used for the purpose of studying a normal distribution of
research variable data. The results of this test was presented in table 2.
Table 2. Results of Normal Distribution of Research Variable Data
P Z Variables
0.589 0.773 Autonomy
0.109 1.207 Competence
0.402 0.893 Communication with Others
0.769 0.665 Basic Psychological Needs
0.128 1.173 Job Motivation
0.439 0.868 Work Nature
0.207 1.065 Supervision
0.245 1.025 Salary
0.183 0.093 Promotion
0.150 1.137 Coworkers
0.317 0.958 Workplace
0.575 0.781 Job Satisfaction
N= 175
The results of Kolmogorov-Smirnov test showed that the data distribution of
variables like autonomy (Z= 0.773, P= 0.589), competence (Z= 1.207, P= 0.109),
communicating with others (Z= 0.893, P= 0.402), basic psychological needs (Z=
0.665, P= 0.769), job motivation (Z= 1.173, P= 0.128), work nature (Z= 0.868,
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P= 0.439), supervision (Z= 1.065, P= 0.207), salary (Z= 1.025, P= 0.245),
promotion (Z= 0.093, P= 0.183), coworkers (Z= 1.137, P= 0.150), workplace (Z=
0.958, P= 0.317), and job satisfaction (Z= 0.781, P= 0.575) was normal. In this
study, a Pearson’s correlation test was used for the purpose of examining the
relationship between the employees’ basic psychological needs, job motivation,
and job satisfaction. The results of this study were presented in table 3.
Table 3. A Relationship among Basic Psychological Needs, its
Components, Job Motivation, and Job Satisfaction of Employees
P R The Criterion Variable Predictor Variables
0.187 0.106 Autonomy
0.129 0.122 Competence
0.822 -0.018 Job Satisfaction Communication
0.341 0.076 Basic Psychological Needs
0.002 0.241 Job Motivation
P< 0.01 and n= 157
Based on the results of Pearson’s correlation coefficient test, there were not
observed any significant relationship between employees’ autonomy and job
satisfaction (R= 0.106, P= 0.187), between employees’ competence and job
satisfaction (R= 0.122, P= 0.129), between employees’ communication and job
satisfaction (R= -0.018, P= 0.822), between employees’ basic psychological
needs and job satisfaction (R= 0.076, P= 0.341), and between employees’ job
motivation and job satisfaction (R= 0.241, P< 0.01). Job satisfaction can be
predicted with the multiple regression analysis for the purpose of examining the
hypothesis that is based on basic psychological needs and job motivation. The
results of this prediction were presented in tables 4 to 6.
Table 4. A Summary of Job Satisfaction Regression Analysis Based on
Employees’ Job Motivation P F M.S d.f S.S A Source of Changes
13148.074 1 13148.074 Regression
0.002 9.549 1376.846 155 213411.10 The Remaining Amount
156 226559.17 The Total Amount
10/1 >P **
Table 5. A Summary of Job Satisfaction Regression Analysis Based on the
Components of Employees’ Basic Psychological Needs P F M.S d.f S.S A Source of Changes
2590.907 3 7772.722 Regression
0.147 1.812 1429.977 153 218786.45 The Remaining Amount
156 226559.17 The Total Amount
10/1 >P **
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Table 6. A Summary of Job Motivation Regression Analysis Based on
Employees’ Basic Psychological Need Components P F M.S d.f S.S A Source of Changes
1824.711 3 5474.132 Regression
0.009 3.955 461.374 153 70590.237 The Remaining Amount
156 76064.369 The Total Amount
10/1 >P **
The results of regression analysis test showed that employees’ job satisfaction
can be predicted by employees’ job motivation significantly (F (1, 155) = 9.549,
P< 0.01). Employees’ job satisfaction cannot be predicted by components of
employees’ basic psychological needs significantly (F (3, 153) = 1.812, P=
0.147). Also, employees’ job motivation is predicted by employees’ basic
psychological need components (F (3, 153) = 3.955, P< 0.01).
Table 7. Regression Coefficients of Job Satisfaction Based on Employees’
Job Motivation and Basic Psychological Needs P t Beta SE B Coefficients
0.0001 11.066 16.692 184.713 Fixed Coefficient
0.002 3.090 0.241 0.135 0.416 Job Motivation
0.0001 11.305 19.255 217.674 Fixed Coefficient
0.186 1.328 0.136 0.554 0.736 Autonomy
0.150 1.445 0.139 0.739 1.068 Competence
0.105 -1.629 -0.168 0.55 -0.896 Communication
0.0001 9.393 10.937 102.735 Fixed Coefficient
0.175 1.361 0.137 0.315 0.428 Autonomy
0.009 2.645 0.249 0.420 1.110 Competence
0.045 -2.026 -0.205 0.312 -0.633 Communication
P< 0.01, P< 0.05
With regard to the Beta standardized weight, the results of table 7 shows that one
standard deviation change in employees’ job motivation will lead to 0.241
standard deviation change in employees’ job satisfaction. Predictor variable
coefficients of components like autonomy (t= 1.328, P= 0.186), competence (t=
1.445, P= 0.150), and communication (t= -10.629, P= 0.105) are not significant
for predicting employees’ job satisfaction. Also, a predictor variable coefficient
of components like autonomy is not significant for predicting employees’ job
satisfaction (t= 1.361, P= 0.175), but predictor variable coefficients of
components like competence (t= 2.645, P< 0.01) and communication (t= -2.026,
P< 0.05) are significant for predicting employees’ job satisfaction. In order to
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03
examine the main research hypothesis, the results of a regression analysis in a
way of path analysis are shown in table 8.
Table 8. Standardized Coefficients of Job Satisfaction Path Analysis Based
on Employees’ Basic Psychological Need Components and Job Motivation
Path Effects
0.249 Competence on job motivation
-0.205 Communication on job motivation Direct
0.241 Job motivation on job satisfaction
0.060 Competence on job satisfaction Indirect
-0.049 Communication on job satisfaction
0.309 Competence on job satisfaction Total
-0.254 Communication on job satisfaction
The results of regression analysis in a way of path analysis show that components
like competence ( = 0.249) and communication ( = -0.205) have a direct
significant effect on employees’ job motivation. Meanwhile, job motivation has
a direct significant effect on employees’ job satisfaction ( = 0.241). Also,
components like competence ( = 0.060) and communication ( = -0.049)
through job motivation have an indirect effect on employees’ job satisfaction.
Finally, components like competence ( = 0.309) and communication ( = -
0.254) have an overall significant effect on employees’ job satisfaction. A
Pearson’s correlation coefficient test was used for the purpose of examining the
internal correlation of employees’ basic psychological need components which
its results were presented in table 9.
Table 9. The Correlation Matrix of Employees’ Basic Psychological Need
Components
Communication Competence Autonomy Variables
r p r p r p
1 0 Autonomy
1 0 0.495 0.0001 Competence
1 0 0.503 0.0001 0.589 0.0001 Communication
P < 0.01 n= 157
The results of Pearson’s correlation coefficient test showed that there are a direct
significant correlation between an autonomy and competence (r= 0.495, P <
0.01), between an autonomy and communication (r= 0.589, P < 0.01), and
between a competence and communication (r= 0.503, P < 0.01). Therefore, we
can say that there is an internal correlation between employees’ basic
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psychological need components. In order to examine a main research hypothesis,
the results of regression analysis in a way of path analysis are shown in table 10.
Table 10. Standardized Coefficients of Research Variable Path Analysis
Path Effects
0.269 Competence on job motivation
-0.205 Communication on job motivation Direct
0.261 Job motivation on job satisfaction
0.060 Competence on job satisfaction Indirect
-0.049 Communication on job satisfaction
0.309 Competence on job satisfaction Total
-0.254 Communication on job satisfaction
The results of regression analysis in a way of path analysis show that components
like competence ( = 0.249) and communication ( = -0.205) have direct
significant effect on employees’ job motivation. Meanwhile, job motivation has
a direct significant effect on employees’ job satisfaction ( = 0.241). Also,
components like competence ( = 0.060) and communication ( = -0.049) have
an indirect significant effect on employees’ job satisfaction through job
motivation. Finally, components like competence ( = 0.309) and
communication ( = -0.254) have an overall significant effect on employees’ job
satisfaction. Coefficients of research variable direct effect are shown in figure
1.
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Figure 1. Path Analysis of Job Satisfaction Based on Components of Employees’ Basic
Psychological Needs and Job Motivation
Discussion and Conclusion
The results showed that there was not a significant relationship among
employees’ autonomy, communication, competence, and job satisfaction. This
result is in line with the results of studies obtained by Hosseinian, Yazdi, and
Hajian (2012) on the relationship between awareness and satisfaction from basic
psychological needs in breast cancer women. These researchers reach to this
conclusion that there is not a significant relationship between awareness and
satisfaction from basic needs from statistical view. We can say that people are
willing to act by themselves, feel competent and effective in doing their tasks,
and have intimate and committed relationships with people. Based on this theory,
if an environment let people think, identify, and select their tasks by themselves
and have illegal relationship with each other without any specified terms, these
things would make people to do these tasks only for obtaining the pleasure of
those tasks (intrinsic motivation) or in other words, for satisfying from their own
third requirements and not for obtaining rewards, avoiding from external
punishments (extrinsic motivation), maintaining or increasing their positive view
toward themselves, and avoiding from guilt and anxiety (internal motivation).
Therefore, they experience better quality performance, well-being, and mental
health (Deci and Rian 2000, Milia Skya and Costner 2011). In this study,
researchers compared the results of this study with some results of Gilson,
Autonomy
Communication
Job Satisfaction 0.589
0.137 0.136
-0.205 -0.168
0.241 Competence Job
Motivation
0.139
0.249
0.495
0.503
Jurnal Fikrah
44
Astndyj, and Askyvyngtvn’s (2008) study with an autonomy theory. They
understood that this study was not in line with Gilson, Astndyj, and
Askyvyngtvn’s (2008) study because this study could not predict competence and
working and living improvement and there was no significant relationship
between these variables, but there was a relationship between job satisfaction and
an autonomy and communication. Based on Glasser's choice theory, if a manager
gives freedom to his staff, they will be of autonomy and job satisfaction in
contrast to a manager does not give freedom to his staff and his staff feel lack of
freedom in their job (Glasser, 1998). The situations in which people live can
satisfy their need for competence, or they can ignore this requirement (Rio, 2005).
According to the researcher’s point of view, the difference in job positions where
people are and the difference in the satisfaction of people’s competence need in
different studies are the inconsistency of this study with other studies. Therefore,
we can make a rewarding work environment for the staff by choosing a leading
way of management and regarding employees’ capabilities and competencies.
Although interacting with others is enough to activate the need to communicate,
but it is necessary to establish social links between ourselves and others to satisfy
the need to communicate. In order to have satisfied social links with others, these
things should be picked up from these social links that other people care about
my well-fare and like me. Relationships that make people to communicate a lot
should show individuals’ true self as well as their caring and loving. Also, these
things should be important for the other party (Deci and Rian, 1995). If a boss of
an organization chooses a leading management way and moves toward making a
friendly, non-mandatory, and non-conflict environment for staff, staff’s
communication will be regarded and they will feel satisfied of their job.
Therefore, based on the researcher’s point of view, caring, if relations were lack
of love, accept, and value, a management way would have an effective role in
research results. The results showed that there is not a significant relationship
between employees’ basic psychological needs and job satisfaction. The results
of this study was in line with the results of Hosseinian, Yazdi, and Hajian’s (2012)
studies. We expect that our psychological needs which make us to look at our
environment nurture us. The thing that we make us busy in the environment is
that environment makes our psychological needs active and satisfied. On the
other hand, people find themselves in an environment that will help to their
psychological needs. Otherwise, it will makes people to be unsatisfied of their job
(Rio, 2005). According to Glasser's choice theory, if a manager wants his staff to
do their tasks and do not say anything and does not pay attention to their
Fundamental Psychological Needs and Motivation of Employees
44
capabilities and competencies, staff will not have a friendly and non-conflict
relationship with each other and feel that they cannot activate and satisfy their
basic psychological needs. Therefore, they will be unsatisfied of their job
(Glasser, 1998). The results showed that there is a significant relationship
between employees’ job motivation and job satisfaction. The obtained result was
in line with the studies of Hanifi and his coworkers who reached to this conclusion
that there was a direct and high relation between job motivation and managers’
efficiency level. Also, 25 percent of managers’ efficiency was dependent to their
job motivation. We can stated that people’s motivation is not isolated from the
social positions in which they are existent. People who are existent in social
positions that protect their needs and attempts are more alive, experience a
personal growth, and improve in their life rather than people who are existent in
neglect and frustrating environments (Rian and Deci, 2000). In a workplace, we
can use motivation principles for improving the employees’ efficiency and
satisfaction. Employees show positive emotions such as joy, hope, and
satisfaction when their motivation states will be increased (Rio, 2005). This result
was not in line with the results of Saatchi and his coworkers’ (2008) studies which
were on the relationship among the Marvdasht managers’ job motivation and
teachers’ job satisfaction and their organizational commitment and reached to this
conclusion that there was not a significant relationship among these three
variables. We can state that when people become disappointed of their workplace
and lose their motivation, they will show negative emotions from themselves such
as sadness, disappointment, and dissatisfaction. According to the choose theory,
leading managers use their clerks’ opinion in doing tasks. Also, they make their
clerks familiar with a qualified task and make a suitable workplace for clerks to
improve their interpersonal relationships, job motivation, and job satisfaction
(Glasser, 1998). The results of regression analysis test showed that employees’
job motivation could be predicted by the components of the basic psychological
needs. The data showed that components of competence and communication have
direct significant effect on employees’ job motivation. Meanwhile, employees’
job motivation has a direct significant effect on the employees’ job satisfaction.
Also, competence and communication have an indirect significant effect on the
employees’ job satisfaction through job motivation. Finally, competence and
communication have an overall significant effect on employees’ job satisfaction.
A self-determination theory (Deci and Rian, 1985) is based on this fact that
satisfaction from basic psychological needs influences on the positive results of
motivation, cognition, and behavior. Based on this theory, a source of growth and
Jurnal Fikrah
44
healthy functioning is satisfaction from psychological needs. If needs were
continuously satisfied, individuals would improve and act effectively. Also, if
they were avoided to satisfy their needs, they would face more likely ill-being
and bad performance. Therefore, if employees’ competence and communication
were provided with a workplace, employees’ eagerness toward following job
optimal challenges would be increased. Also, employees’ job motivation and job
satisfaction would be increased. This study is of special limitations. In this study,
we can point out to this issue that participants will become tired of answering to
131 questions which are based on basic psychological needs, job motivation, and
job satisfaction. Also, since participants are from all counties, they do not access
to a researcher to explain the questionnaire for them very well. With making
changes in an organization, employees’ behavior, and managers, we can increase
employees’ job satisfaction based on basic needs and job motivation. Therefore,
it is suggested that the following measures should be considered by senior
managers:
1) Providing necessary terms and conditions for job training and improving
employees’ capabilities for the purpose of satisfying their competence
need.
2) Encouraging and appreciating the performance of employees in order to
increase their job motivation.
3) Accepting employees’ constructive suggestions and giving freedom to
them will satisfy employees’ autonomy and competence. Also, this task
will increase employees’ motivation and job satisfaction.
4) Salary should be paid based on the employees’ performance in order to
increase the employees’ job motivation and job satisfaction.
5) Paying attention to a meritocracy system, criteria, and promotion factors
will increase employees’ competence and job satisfaction.
6) Providing necessary conditions to establish good, effective, and friendly
interpersonal relationships between clerks and between clerks and senior
managers in order to increase employees’ communication, job motivation,
and job satisfaction.
Fundamental Psychological Needs and Motivation of Employees
46
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