Title: Employee Motivation Strategies and Their Effect on Job Satisfaction in Service-Based Organisations
Authors: Ajiboye Moses Oluwatoyin & Merith Ifeoma Anaba
Volume: 9
Issue: 12
Pages: 61-71
Publication Date: 2025/12/28
Abstract:
This study investigates the effect of employee motivation strategies on job satisfaction in service-based organisations, with a focus on the comparative influence of intrinsic and extrinsic factors. Using a quantitative, cross-sectional survey design, data were collected from 320 employees across banking, hospitality, healthcare, and retail sectors in Nigeria. The study employed validated instruments to measure intrinsic motivation (recognition, autonomy, skill development), extrinsic motivation (salary, benefits, work conditions), and job satisfaction. Descriptive statistics, reliability tests, correlation analysis, multiple regression, and structural equation modelling were applied to analyse the data. Findings reveal that both intrinsic and extrinsic motivation strategies significantly influence job satisfaction; however, intrinsic motivators exert a stronger effect. Recognition, autonomy, and skill development emerged as the most influential predictors of satisfaction, while extrinsic factors primarily acted to prevent dissatisfaction. The results support theoretical frameworks including Self-Determination Theory, Herzberg's Two-Factor Theory, and Social Exchange Theory, highlighting the importance of psychological fulfilment, fairness, and supportive organisational climates. The study contributes to understanding the mechanisms through which motivation strategies affect employee attitudes in service contexts. Practically, it underscores the need for integrated motivational approaches that combine intrinsic empowerment with fair extrinsic rewards to enhance engagement, satisfaction, and organisational performance. Implications for HR management and avenues for future research are discussed.