Dissertation (D.P.A.) -- Jose Rizal University, 2013.

Includes bibliography

Abstract "The study was conducted to determine the correlation of internal motivation, external motivation, and job satisfaction to employees’ productivity of Yayasan Sjarikat Oesaha (YSO) Adabiah Padang West Sumatra in Indonesia. Systematically, to answer the issues raised in this study, the researcher used the descriptive research method. A total of 303 respondents took part in this study. They were selected through purposive sampling or inclusion of certain individuals deliberately into the sampling frame. Data for this study were collected using a questionnaire supplemented by interviews and documentation. Nevertheless, the data collected were subjected to statistical analysis using percentage, weighted average, variance analysis, regression analysis, and the coefficient of determination. Majority of YSO personnel were teachers who belonged to middle-age group, with bachelor’s degree, with several years of work experience and receiving a modest income. The respondents in this study generally were mature professionals who have the education and work experience needed to improve productivity. The personnel of YSO have sensible internal and external motivation and moderate job satisfaction. There was insignificant very weak or low correlation between the internal motivation and the profile variables, between external motivation and the profile variables and between job satisfaction and the profile variables, while there was insignificant very weak or low correlation between work productivity and the profile variables. The most unique predictor of work productivity was external motivation followed by job satisfaction. The least important was internal motivation. The management of YSO should look into the issue of fast turnover of employees. Looking into the reason/s why they do not stay longer in the institution and addressing their concerns may improve their job satisfaction and its benefits may redound to the improvement of work productivity. Human Resource Development Office should devise a staff development program that may result to the improvement of the internal and external motivation as well as job satisfaction of the personnel of YSO. Since work experience is the most unique predictor of both internal and external motivation, YSO should devise ways and means on how to keep its personnel. Hiring new employees is expensive in terms of staff formation and development. It is also risky in terms of maintaining smooth working relationships among personnel. Since gender is the most unique predictor of work productivity, YSO should take into consideration gender in making work assignments. Giving correct assignments pertinent to males or females may improve work productivity in YSO. Since the most unique predictor of work productivity is external motivation followed by job satisfaction, YSO should give priority to these two predictors in designing staff development. YSO should prepare a Human Resource Development Plan that embodies: Classification of Training, Human Resource Development Programs, other HRD Interventions, Policies and Procedures that will be the bases in the implementation phase of the programs. This will be further directed towards the improvement of the employees’ growth and career development which will contribute immensely in achieving YSO’s mission and vision, and their personal goals. All training and development programs shall serve as the milestone in providing adequate training, encouragement of staff development and opportunities for growth. More so, modules and topics for training design shall be formulated after the Training Needs Assessment (TNA) of YSO workforce has been conducted."-- Provided by the author.

Text in English