INTERACTION MODELLING OF JOB AUTONOMY AND INTRINSIC MOTIVATION

Abstract

This study explores the link between job autonomy and intrinsic motivation, two key factors in organizational behavior that affect employee performance and satisfaction. Job autonomy is the degree to which employees have control over the how and when to perform their to-do list, while intrinsic motivation is the behavioral aspect of working for the sake of one’s self. There is an extensive body of literature dedicated to these issues; however, the literature is scarce on the interplay between these factors and the extent to which they affect employee motivation. Employees from different sectors were recruited and a cross-sectional survey design was implemented to collect data. This study used advanced statistical techniques to examine the role of job autonomy in intrinsic motivation while taking into consideration some mediating variables of perceived competence, task significance, and psychological empowerment. Findings suggest that there is a strong positive relationship between autonomy and intrinsic motivation. Moreover, the study found that having control over one’s work, especially in the form of setting one’s own working hours and making important work-related decisions, significantly increases autonomy. The intrinsic motivation model shows that intrinsic motivation will be higher when an employee in a defined role is permitted to perform in a role and self-direct. These results have important consequences for organizations wanting to improve motivation through job design and management techniques. The study endorses policy changes and future research approaches to deepen the understanding of motivational dynamics in different organizational environments.