| Project failure may occur due to the lack of motivation and poor job satisfaction. With existing studies reporting mixed results, the purpose of this study was to understand the relationships between intrinsic motivation factors and job satisfaction factors for project management personnel. This qualitative, correlational study used the Abridged Job Descriptive Index (aJDI) and Job in General (aJIG) instruments (Stanton et al., 2002) to measure job satisfaction factors and the Basic Needs Satisfaction at Work (BNSW) instrument (Deci et al., 2001; Ilardi, Leone, Kasser, and Ryan, 1993; Kasser, Davey and Ryan, 1992) to measure motivation factors. The population of the study was the global online project management community, and 113 participants agreed to take the survey. This study found that project managers reported higher job satisfaction than project team members did, and project team members reported higher levels of intrinsic motivation than project managers did. The results from the project managers found a very weak but positive relationship between the intrinsic motivation factor of competence and the pay factor of job satisfaction (rs = .004, r-squared = -1.963). The results from the project team members also indicated a weak, positive relationship between the pay factor of job satisfaction and the intrinsic motivation factor of the autonomy factor (rs = .011, r-squared = -1.569). Project team members also had a slightly positive relationship between relatedness and the job itself ( rs = .018, r-squared = -1.973) and relatedness and the job in general (rs = .030, r -squared = -6.674). Every other job satisfaction factor had a negative relationship with the intrinsic factors of motivation for project managers and project team members. Since all the participants reported strong levels of intrinsic motivation, future researchers may use a different model to measure job satisfaction for project management personnel. |
PDF Full Text Request