An investigative study on the relationship between work motivation (Intrinsic& Extrinsic) and work engagement in a South African higher educational institution.

Abstract

The aim of this study was to investigate the relationship between Work Motivation (Intrinsic & Extrinsic) and Employee Work Engagement among Durban University of Technology academic staff. The economy in the 21st century has become knowledge based which is highly global, informative, technology based, and increasingly concerned with society and the environment. However, in higher education institutions (HEIs), which are considered the hub of knowledge, the retention of knowledge workers, commonly referred to as academics, has become a crucial issue. Talent retention and employee turnover, therefore, are major concerns HEIs. Thereby, the need for this study to investigate the relationship between work motivation and employee engagement within the Higher Education Institute of Durban University of Technology (DUT). A quantitative research approach was used for this study to address the research problem as well as to answer the research questions. A sample (n= 318) was drawn from employees of the Durban University of Technology Academic staff. Data was collected through standardised questionnaires. Two standardized questionnaires, the Utrecht Work Engagement Survey (UWES), and Work Preference Inventory (WPI) for motivation (intrinsic and extrinsic) were used to obtain data from the participants. The results from the analysis of this study indicated a significant positive correlation between employee engagement and intrinsic motivation. The study also concluded that there is a negative correlation between extrinsic motivation and employee engagement. In relation to employee engagement with other demographic variables used in this (length of service, educational qualifications and age), length of service does not make any statistically significant contribution to employee work engagement. The analysis of this study concluded that educational qualification does not make a statistically significant contribution to employee work engagement. In relation to age, the study found that it made a statistically significant contribution to employee work engagement and was the second strongest determinant after intrinsic motivation. The findings point out that DUT academics prefer intrinsic factors to enhance their work engagement. Findings of this study provides instruction to DUT management about the institution’s efficiency and effectiveness in relation to motivation and work engagement. DUT organisational objectives will be met by providing (intrinsic) motivation which will make employees more engaged. DUT need to foster a conducive work environment that enables employees be intrinsically motivated to be engaged in their jobs. However, the researcher also recommends that more extensive research investigation into the relationship between work engagement and motivation in relation to corporate culture can be explored.