Predicting Job Satisfaction Based on the Fundamental ... · Fundamental Psychological Needs and Motivation of Employees 63 factors which lead to job satisfaction is of special importance

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)

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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

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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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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


0.402 0.893 Communication with Others



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


0.822 -0.018 Job Satisfaction Communication



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



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



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


0.186 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


0.175 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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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


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


0.309 Competence on job satisfaction Total


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


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.


46

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Predicting Job Satisfaction Based on the Fundamental ... · Fundamental Psychological Needs and Motivation of Employees 63 factors which lead to job satisfaction is of special importance