MOTIVATION FACTORS AFFECTING EMPLOYEE ENGAGEMENT OF MARKETING PERSONNEL IN COMPANY A

Abstract

Purpose - This study aimed to examine motivation factors, hygiene factors and personal factors affecting employee engagement among marketing employees at Company A.

Design/Methodology/Approach - A quantitative research design was employed with a sample of 120 respondents. Data were collected using questionnaires and analyzed using descriptive statistics, t-test, One-way ANOVA, and multiple regression analysis at a significance level of .05.

Findings - The findings revealed that the majority of respondents reported the highest level of overall work motivation (M = 4.60) and organizational commitment (M = 4.57) The hypothesis testing results indicated that the motivational factors that significantly affected organizational commitment were achievement (β = .482) and recognition (β = .194) However, the factors of work itself, responsibility, and advancement opportunities were not statistically significant. For hygiene factors, salary (β = .289), administrative policies (β = .171), working environment (β = .168), and job security (β = .146) were found to have a statistically significant influence on organizational commitment at the .05 level. With regard to personal factors, the results indicated that respondents with different genders, ages, and income levels demonstrated significantly different levels of organizational commitment.

Research Limitations – This study is limited by its narrow sample size, studying only 120 individuals from a single department of Company A. This restricts the applicability of the results to other companies with different management approaches. Furthermore, the use of self-administered questionnaires may introduce bias from respondents adopting socially desirable responses, potentially reducing the objectivity and reliability of the study results.

Managerial  Implications - The following recommendations are provided for management: 1) Promote tangible recognition and appreciation of employee achievements to foster motivation and pride in their work. 2) Develop a compensation, salary, and benefits system that is appropriate, fair, and aligned with job responsibilities to enhance job security and reduce employee turnover. 3) Establish clear and transparent management policies and create a work environment conducive to performance in order to promote long-term employee engagement with the organization.

Originality/Value - This study confirms and expands our understanding of the relationship between work motivation and employee engagement in the specific context of marketing staff at Company A.