The Impact of Employee Motivation on Job Performance in Libyan Companies

Abstract

This paper explored the relationship between the four components of employee motivation (intrinsic motivation, extrinsic motivation, internalized motivation, and amotivation) and job performance in Libyan organizations. Data from a sample of 451 workers across various fields in and around Tripoli were collected and examined using the Work Extrinsic and Intrinsic Motivation Scale and a performance measurement instrument. A statistically significant overall relationship between motivation and job performance was r = 0.56 (p < 0.001). Motivated individuals demonstrated significantly better job performance than unmotivated individuals (t = 7.69, p < 0.001). A similar trend was observed for extrinsic motivation (t = 2.86, p = 0.0045), though to a lesser extent. Individuals with internalized motivation exhibited performance levels comparable to those who had intrinsic motivation (t = 7.05, p < 0.001). There was no significant difference in the performance scores among motivated workers (t = -0.46, p = 0.6451). Both the reliability of the measures employed proved adequate (Cronbach's α = 0.79 for the motivation scale; Cronbach's α = 0.81 for job performance). The results show that although internal and external motivational forces contribute, internally grounded motivations are more important for job performance.