Analysing the Connection Between Motivation, Compensation, and Employee Job Satisfaction

This research aims to assess the relationship between motivation, compensation and job satisfaction of employees in the banking industry using the Hatso Branch of Ghana Commercial Bank as a study area. For this case study, sixty (60) people sample staff of the study area were selected as the research population using a simple random sampling method, using quantitative and qualitative analysis. To measure employees’ motivation, compensation and job satisfaction, a questionnaire to measure compensation satisfaction has been used. This model includes payment justice, Organizationally designed procedures, and supervisor and performance-based pay. Herzberg and Kitchener's model has also been used to measure employee motivation. Motivation, compensation and job satisfaction play an essential role in employee turnover because it would lead to employees resigning when their motivation, compensation and job satisfaction are low. The results indicate that human resources practice positively and significantly correlates with motivation, compensation, and job satisfaction. On the other hand, human resources practice and motivation, compensation and job satisfaction are negatively and significantly correlated with turnover. Turnover affects the cost of operations and drains the organisation of inherent implicit knowledge. Relationships of motivation, compensation, and job satisfaction have been studied to manage these effects. However, only moderate results have been obtained, a situation blamed on excluding individual difference factors and other relationships involving these factors. The relationship between motivation, compensation and job satisfaction intention was evaluated using data from 60 employees in the study area (senior and Junior inclusive). Motivation, compensation and job satisfaction were found to have a negative relationship with organisational turnovers or performance. Intrinsic and extrinsic satisfaction moderated this relationship, such that participants who were low in their satisfaction had a greater tendency to exit the organisation even at high levels of motivation, compensation and job satisfaction. These results indicate that the effect of motivation, compensation, and job satisfaction on turnover can be enhanced in two ways: when employees find congruence between their job and their self-identity and when they are involved in such jobs, which enhances their overall job satisfaction. Consequently, Human resource managers will be challenged to prioritise job design and develop policies that help employees balance their work and non-work involvements to enhance their overall motivation, compensation and job satisfaction.