| Abstract [eng] |
This master's thesis examines the relationships between employee motivation measures, motivation, work engagement, and job satisfaction in the context of organizational change. The relevance of the topic is determined by the increasing scope of organizational change, which causes uncertainty, stress, and emotional strain for employees. Therefore, it becomes essential for organizations to ensure employee motivation, engagement, and job satisfaction. The research problem is formulated as the question of how different motivation measures (financial, non-financial, social, and intrinsic) are related to employee motivation, work engagement, and job satisfaction, taking into account the moderating effect of organizational change. The object of the research is the relationships between motivation measures, employee motivation, work engagement, and job satisfaction in the context of organizational change. The aim of the study is to examine the impact of different motivation measures on employee motivation, engagement, and job satisfaction, assessing the mediating role of employee engagement and the moderating effect of organizational change. The theoretical part analyzes the concepts of motivation measures, employee motivation, engagement, job satisfaction, and organizational change, as well as their interrelationships. The study is based on self-determination theory, expectancy theory, and social cognitive theory. The theoretical analysis revealed that different motivation measures have varying effects on employee motivation, which is closely related to engagement and job satisfaction. It is also emphasized in the literature that organizational change may alter the nature of these relationships. The empirical study was conducted using a quantitative research method – a standardized questionnaire survey. The data were collected from employees working in state-owned enterprises. Descriptive statistics, correlation, regression, mediation, and moderation analyses were applied. The results of the study showed that all analyzed motivation measures have a positive effect on employee motivation, with the strongest effect observed for social and intrinsic measures. It was found that employee motivation positively influences engagement and job satisfaction, while engagement increases job satisfaction and acts as a mediator. Moderation analysis revealed that organizational change strengthens the effect of social motivation measures on employee motivation, while the effects of financial, non-financial, and intrinsic measures do not significantly change. It was also found that organizational change does not have a statistically significant moderating effect on the relationships between employee motivation, engagement, and job satisfaction. In conclusion, employee motivation, engagement, and job satisfaction are closely interrelated phenomena significantly influenced by motivation measures applied in organizations. The results revealed that organizational change has a limited moderating effect and significantly strengthens only the impact of social motivation measures on employee motivation, while no statistically significant moderating effect was found in other cases. Based on these findings, organizations are recommended to apply a comprehensive motivation system combining financial, non-financial, social, and intrinsic measures, with particular emphasis on social and intrinsic measures and on strengthening employee engagement. |
