cc
BY NC ND
ISSN-impreso 1390-7581
ISSN-digital 2661-6742
Volumen 19
Número 2
92
REE 19(2) Riobamba may. - ago. 2025
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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20.500.12692/24428?locale-attribute=en
cc
BY NC ND
ISSN-impreso 1390-7581
ISSN-digital 2661-6742
Volumen 19
Número 2
93
REE 19(2) Riobamba may. - ago. 2025
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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cc
BY NC ND
ISSN-impreso 1390-7581
ISSN-digital 2661-6742
Volumen 19
Número 2
94
REE 19(2) Riobamba may. - ago. 2025
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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cc
BY NC ND
ISSN-impreso 1390-7581
ISSN-digital 2661-6742
Volumen 19
Número 2
95
REE 19(2) Riobamba may. - ago. 2025
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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(76)90083-x.
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20.500.12692/51078 .
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0021-9010.78.4.538.
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20.500.12692/24428?locale-attribute=en
cc
BY NC ND
ISSN-impreso 1390-7581
ISSN-digital 2661-6742
Volumen 19
Número 2
96
REE 19(2) Riobamba may. - ago. 2025
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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20.500.12692/24428?locale-attribute=en
Variable
Statistics
Dimensions
M
Me
OF
R
K 2
Work Motivation
53.4
54
6.3
33
7.0
Achievement
21.6
22
2.5
15
38.6
Be able to
16.1
16
2.4
13
7.0
Affiliation
15.8
16
23
12
3.0
Job Satisfaction
84.0
85
11.9
63
12.6
Organizational commitment
91.9
93
16.2
93
15.3
Affective
31.8
33
6.2
33
27.5
Continuity
29.6
31
6.6
33
7.9
Normative
30.5
31
5.9
31
24.1
Multivariate normality
Multivariate kurtosis
2.93
Multicollinearity
Correlation between dimensions
0.14 -0.70
cc
BY NC ND
ISSN-impreso 1390-7581
ISSN-digital 2661-6742
Volumen 19
Número 2
97
REE 19(2) Riobamba may. - ago. 2025
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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rs Magnitude
Work motivation
Organizational commitment
Achievement
Affective
0.26
Low
Continuity
0.16
Low
Normative
0.26
Low
Variables
rs Magnitude
Work motivation
Organizational commitment
Be able to
Affective
0.39
Moderate
Continuity
0.33
Moderate
Normative
0.30
Moderate
cc
BY NC ND
ISSN-impreso 1390-7581
ISSN-digital 2661-6742
Volumen 19
Número 2
98
REE 19(2) Riobamba may. - ago. 2025
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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12692/11378 .
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https://psycnet.apa.org/fulltext/1980-29298-001.pdf .
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laboral de Warr, Cook y Wall en una empresa privada, [tesis en Internet]. Lima: Universidad
César Vallejo; 2020 [cited 15 Aug 2024]. Available on: https://repositorio.ucv.edu.pe/handle/
20.500.12692/51078 .
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and test of a three-component conceptualization. J Appl Psychol [Internet]. 1993;78(4):538–51.
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0021-9010.78.4.538.
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en los colaboradores de la Municipalidad de Trujillo [tesis en Internet]. Trujillo: Universidad
César Vallejo; 2018 [cited 15 Aug 2024]. Available on: https://repositorio.ucv.edu.pe/handle/
20.500.12692/24428?locale-attribute=en
Variables
rs Magnitude
Work motivation
Organizational commitment
Affiliation
Affective
0.36
Moderate
Continuity
0.37
Moderate
Normative
0.31
Moderate
Variables
rs
Magnitude
Job satisfaction
Affective
0.54
High
Continuity
0.41
Moderate
Normative
0.37
Moderate
cc
BY NC ND
ISSN-impreso 1390-7581
ISSN-digital 2661-6742
Volumen 19
Número 2
99
REE 19(2) Riobamba may. - ago. 2025
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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cc
BY NC ND
ISSN-impreso 1390-7581
ISSN-digital 2661-6742
Volumen 19
Número 2
100
REE 19(2) Riobamba may. - ago. 2025
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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20.500.12692/24428?locale-attribute=en
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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20.500.12692/24428?locale-attribute=en
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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20.500.12692/24428?locale-attribute=en
Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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Motivation, satisfaction, and work commitment among Peruvian workers
Motivación, satisfacción y compromiso laboral en trabajadores de Perú
https://doi.org/10.37135/ee.04.23.07
Authors:
Villalobos Angulo, Lidia Esther - https://orcid.org/0000-0003-4728-8200
Urbina Rios, Melany Pilar - https://orcid.org/0000-0003-1664-3070
Salirrosas-Cabada, Richard Irvin - https://orcid.org/0000-0002-4443-5992
Affiliation:
Universidad Cesar Vallejo.
Corresponding author: Richard Irvin Salirrosas Cabada. Universidad César Vallejo. Av. Victor
Larco 1770-Trujillo-La Libertad, Perú. Email: rsalirrosasc@ucvvirtual.edu.pe Teléfono:
+519563278.
Received: December 17, 2024 Accepted: March 18, 2025
RESUMEN
El objetivo del estudio fue determinar la relación entre la motivación, satisfacción y compromiso
laboral de los trabajadores de empresas privadas. Se utilizó un enfoque de investigación cuantitativa,
con un diseño no experimental, transversal descriptivo y correlacional alcanzando una muestra de
350 personas. Se aplicaron la escala de motivación, escala de satisfacción laboral y el cuestionario
de compromiso organizacional. Los resultados fueron procesados en el programa SPSS V24 y su
herramienta AMOS y revelaron una relación directa de magnitud moderada entre la motivación con
el compromiso (p=0,48), así como, con la satisfacción (p=0,47) y se encontró una relación de gran
magnitud entre satisfacción con el compromiso (p=0,54). También se identificó una relación directa
entre las dimensiones de motivación y satisfacción con los componentes del compromiso. Los
resultados ponen en evidencia la importancia de las variables de estudio y brinda un aporte a la
comunidad empresarial sugiriendo se presente mayor atención a esos factores en el entorno laboral.
Palabras clave: Motivación, satisfacción en el trabajo, compromiso laboral, empleados.
ABSTRACT
This study aimed to determine the relationship between motivation, satisfaction, and job commitment
of workers in private companies. A quantitative research approach was used, with a non-experimental,
cross-sectional, descriptive, and correlational design, reaching a sample of 350 people. The Motivation
Scale, the Job Satisfaction Scale, and the Organizational Commitment Questionnaire were applied.
The results were processed in the SPSS V24 program and its AMOS tool. There was a direct moderate
magnitude relationship between motivation and commitment (AR(p) =0.48), as well as with satisfaction
(AR(p) =0.47). Finally, there was a high magnitude relationship between satisfaction and commitment
(AR(p) =0.54). A direct relationship was also identified between motivation and satisfaction with
commitment components. The results highlight the importance of the variables under study and contribute
to the business community by suggesting that greater attention be paid to these factors in the work
environment.
Keywords: Motivation, Job Satisfaction, Work Commitment, Employees.
INTRODUCTION
Motivation is an internal state or impulse that reorientates thoughts and behavior toward objectives.(1,2,3)
Organizations that maintain and promote high employee motivation levels will have high customer
satisfaction.(4) On the contrary, the lack of motivational elements leads to a feeling of dejection in the
face of adversity, restlessness, and a decrease in enthusiasm, skill, or energy(5) and with aspects concerning
work or achieving goals.
McClelland's theory postulates three acquired needs that contribute to explaining the motivation
process.(6) There is a need for achievement and a strong desire to feel capable, validated, and competent(7)
through goals that represent a challenge and strengthen confidence in one's abilities.(8) Power is an
impulse to influence others and change situations to obtain goals.(9) And affiliation manifests through
relationships with others in a social environment.(4)
Job satisfaction is considered an optimistic emotional attitude resulting from the appreciation of positive
work experiences and the balance between the role that a person wishes to perform and the one that is
performed(3). It is also a product of individual personality factors.(10) Its analysis is based on its relationship
with factors such as commitment, absenteeism, performance level, and turnover(11,12) and the need for
organizations to provide physical and mental well-being to workers.(13) Its optimal level drives the
fulfillment of personal and business goals.(14)
Herzberg's two-factor theory postulates two essential factors that interfere with satisfaction. Hygienic
factors, which negatively impact satisfaction, relate to the work environment and salaries. Motivational
factors, such as recognition, responsibilities, and work-related desires, have a positive effect.(15) The former
refers to working conditions, while the latter refers to factors related to the employee's capabilities.(16)
Commitment represents a bond between the collaborator and their work that prevents them from
leaving and allows for better performance.(17) Committed employees experience less burnout(18) and feel
part of the organization.(19) According to Meyer and Allen's theory, it is shown in affective, continuation,
and normative factors. The effectiveness refers to the positive sentimental evaluation that individuals
reinforce when they realize that the organization meets their needs and perspectives, resulting in their
enjoyment of their work. The continuity dimension is related to evaluating the financial costs or benefits
lost upon retirement. Finally, the normative dimension considers attitudinal loyalty and a sense of
obligation toward the company.(20, 21, 22)
Motivation has a positive relationship with satisfaction and commitment(23). Based on the Social
Exchange Theory proposed by Blau in 1964, social relationships are understood as a reciprocity of
rewards concerning the needs of those who participate in them. In this sense, human interaction is
seen as a transaction of resources, giving and receiving something.(24)
In recent years, companies have perceived employee motivation, satisfaction, and commitment as
essential to determining prestige in a competitive labor market.(25) This leads to poor performance,
lack of alignment, and high turnover, aspects linked to disinterest and poor pleasure and loyalty. It is
also indicated that they are one of the main uncertainties evident in Latin American countries.(26)
From this perspective, various investigations have determined the relationship between motivation,
satisfaction, and commitment. For example, studies have shown that loyalty is strengthened when
workers perceive that the company culture facilitates learning and values efforts through internal and
external stimuli.(27) Furthermore, research such as that of Talledo and Amaya in 2020(28) and Lestari
and Alie carried out in 2021(29) delimited that motivational stimuli increase the sense of belonging in
the organization. Similarly, it is considered that job enrichment through the assignment of greater
responsibilities and complex tasks allows them to meet their expectations of personal growth.(3)
Therefore, promoting fair working conditions through new human talent management standards is
essential.(30) Based on this, the results of this research will allow the design of strategies to intensify
the presence of motivation, satisfaction, and commitment at work.
Therefore, this study aimed to determine the relationship between motivation, satisfaction, and
organizational commitment of workers in private companies, as well as between their dimensions.
MATERIALS AND METHODS
It corresponds to the type of quantitative research, non-experimental design, descriptive cross-sectio-
nal study, and correlational type.
A non-probability convenience sample was conducted, with 350 workers from private companies in
the transportation sector participating. The sample consisted of men and women between the ages of
25 and 50 who held administrative and operational positions. The inclusion criteria established that
participants had to provide informed consent, fully complete all tests, and have at least six months of
service.
The scale created by Steers and Braunstein in 1976 (31) and validated in the Trujillo context(32) was
used to evaluate motivation, consisting of 13 items. It presented reliability through the Omega coefficient
of 0.785 in the achievement dimension, 0.613 in power, and 0.657 in affiliation. The scale developed by
Warr et al. in 1979 (33) and adapted to the Peruvian environment was used to measure job satisfaction.(34)
It has 15 items that estimate organizational satisfaction and show a reliability of 0.88 using Cronbach's
alpha.
The organizational commitment was determined through the collecting information instrument
proposed by Meyer et al. in 1993(35) and validated in the Trujillo environment.(36) It had 18 items of
three dimensions: affective, continuity, and normative. It presented a reliability through the Omega
index of 0.82.
Access to the organizations selected for the study was arranged. After acceptance, the implementation
schedule was agreed upon, the materials to be used were consolidated, and the final evaluation continued.
The data collection process was conducted in person; each participant agreed to sign an informed consent
form and complete three questionnaires.
The data were processed using descriptive tools in SPSS V24 and its AMOS add-on. The
assumptions of the structural equations were assessed, starting with the joint symmetry and
kurtosis index. In addition, multivalent normality was analyzed using the kurtosis index. Furthermore,
multicollinearity was calculated using a Pearson correlation matrix. Based on these results, the
application of structural equations with the cooperation of the maximum likelihood method was
decided, considering satisfactory indices such as X2/df < 3; SRMR <0.08 and RMSEA < 0.08; CFI
>0.90; TLI >0.90 and PCFI >0.50.
Finally, Spearman's correlation coefficient was assessed, and the effect size was measured according
to Cohen's measure, which establishes the following magnitudes: trivial (0.00–0.10), low (0.11 to
0.30), moderate (0.31 to 50) and high (0.51 or more), respectively.
RESULTS
Table 1. Descriptive statistics and evaluation of assumptions
Note: M: Mean; Me: Median; SD: Standard Deviation; R: Range; K2 : Joint Symmetry and Kurtosis
Table 1 shows measures of central tendency (M and Me) and dispersion (SD and R). In addition, the
joint symmetry and kurtosis indexes were verified, with values > 5.99, confirming the failure to meet
the assumption of univariate normality in the scores of the variables and dimensions, except motiva-
tion for affiliation. On the other hand, the multivariate kurtosis index shows values of 2.93 < 70,
considering compliance with the assumption of multivariate normality, and the correlations between
the dimensions take values from 0.14 to 0.70, considering that scores below 0.70 show no redundan-
cy between the dimensions. Therefore, it was decided to use structural equations with the maximum
likelihood method and Spearman's correlation coefficient.
Figure 1. Relationship between work motivation, job satisfaction, and organizational commitment
Figure 1 displays the path diagram showing the correlation between the constructs of motivation,
satisfaction and organizational commitment in workers of private companies, finding a direct correla-
фф =.48), high
ффф
between motivation with satisfaction ( ф=0.47); finally, these results satisfactorily fit the reality of the
workers of private companies in Trujillo by presenting an X2/gl =2.98 < 3; SRMR= 0.057 < 0.08,
CFI=0.961 > 0.90, TLI=0.933 > 0.90 and PCFI=0.549 > 0.50.
Table 2. Relationship between achievement motivation and the components of organizational
commitment in workers of private companies
Note: rs: Spearman correlation coefficient

affective ( rs =0.26), normative ( rs =0.26), and continuity ( rs =0.16) components of employee
commitment.
Table 3. Relationship between power motivation and the components of organizational commitment
in private company workers
Note: rs: Spearman correlation coefficient
T

able to with the affective (rs =0.39), continuity ( rs =0.33), and normative (rs =0.30) components of
commitment in workers.
Table 4. Relationship between affiliation motivation and the components of organizational commitment
in workers of private companies
Note: rs: Spearman correlation coefficient

for affiliation with the affective (rs =0.33), continuity (rs =0.37), and normative (rs =0.31) components
of commitment in workers.
Table 5. Relationship between job satisfaction and components of organizational commitment in
workers of private companies
Note: rs: Spearman correlation coefficient


( rs =0.37) factors of commitment.
DISCUSSION
This research determined the objective of determining the relationship between motivation, satisfaction,
and commitment of workers in private companies. In this sense, a direct correlation was found
between the variables mentioned, showing that the impulse that enhances the behavior towards a
specific action(33) is proportional to the level of happiness experienced, which is communicated
through intrinsic and extrinsic attributes.(35) These factors, in turn, contribute to establishing an
emotional bond with the organization.(37) These results agree with the studies by Bytyqi et al.(27) who
affirm that when workers feel pleased and perceive that the culture facilitates learning, their loyalty
is strengthened. In contrast, in the inquiries of Lestari and Alie(29) and Marin and Plasencia(3), it was
found that there is a correlation between motivation satisfaction and commitment, although it is low
intensity. Based on the above, Blau's Social Exchange theory is corroborated, in which social
relationships are perceived as an exchange of stimuli in proportion to the needs of those involved.(24)
In this way, when an impulse that enhances behavior toward an objective is presented, a level of
happiness is encouraged in the individual, and, in turn, the connection with the company is stimulated.
Likewise, a direct relationship was evidenced between the motivation and commitment components.
Thus, it is confirmed that when the collaborator feels capable, validated, and competent,(7) they
influence other individuals,(9) they maintain satisfactory relationships with their environment,(4) and
they will form a behavior directed to the achievement of business objectives.(19) Following this, the
research of Talledo and Amaya(28) indicates that when motivational stimuli are established and, in
turn, representative relationships are maintained, keeping the margins and norms, the connection to
the organization will increase. Consequently, it is stated that, workers need to feel motivated by
fulfilling goals that symbolize a challenge that allows them to acquire confidence in their abilities
to achieve higher levels of commitment.(8)
In this same context, a direct relationship was determined between satisfaction with the components
of commitment. This indicates that the high degree of happiness the collaborator expresses is related
to a high sense of belonging through achieving objectives.(19) In this regard, it can be inferred that if
the employee is satisfied, they will want to continue working, strengthen emotional ties, and assume
the norms of their institution as their own. Therefore, companies must provide physical and mental
well-being by recognizing their work growth opportunities and taking responsibility. (14,21)
CONCLUSIONS
Given this, it can be concluded that keeping employees motivated, satisfied, and committed leads to
greater commitment to their organization. At the same time, it generates feelings of trust and competence
and drives them to influence others, motivating them to achieve personal and professional goals.
They also experience feelings of obligation and gratitude for the opportunities they receive, and they
are connected through their evaluation of the costs they incurred when performing their tasks. Given
the above, it can be concluded that achieving high levels of motivation, satisfaction, and commitment
requires satisfying the needs for achievement, power, and affiliation through intrinsic and extrinsic
attributes.
Conflicts of interest: The authors declare no conflicts of interest.
Contribution statement:
Villalobos Angulo, Lidia Esther, and Urbina Rios, Melany Pilar conducted the data collection,
instrument application, discussion, and conclusions.
Richard Irvin Salirrosas Cabada collaborated with the writing, data processing, table preparation,
and discussion.
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