Modelling the Factors Attributing to the Overall Satisfaction of Employees: The Case of the Moroccan Banking Sector.

• Author: Lachheb, Younes

BACKGROUND

Given the importance of the banking sector and the high level of competition among banking institutions, it is essential to understand the variables that may ultimately contribute to the competitiveness level of these institutions. As such, the overall level of employee satisfaction, which can lead to a greater job performance and consequently a higher level of competition in the industry. The study at hand uses regression analysis to study the impact of motivational variables on employee job satisfaction overall, which in turn could lead to a better competitive position of an individual institution in the industry.

Several studies have been conducted in order to investigate and determine the relationship between employees' level of satisfaction, their motivation, and the impact that they can have on the overall organizational performance. In this context, Jalagat (2016) noted that the interdependence and relationships among these variables are rather circular than linear. Furthermore, it is not easy to confirm that job satisfaction leads automatically to job performance. However, the three variables appeared to be interconnected (Jalagat, 2016). Bakotic (2016), in a study of 5806 employees from 40 large and medium-sized Croatian companies, concluded that there was a clear connection between job satisfaction and organizational performance. This apparent connection works in both direction. However, this connection appears to be more vivid when it is in the direction that goes from job satisfaction and leads to organizational performance (Bakotic, 2016).

In addition, many empirical studies focused on organizational factors that affect employee satisfaction the most and thus lead to employee motivation and organizational performance. Based on Herzberg's motivation hygiene theory, Sajuyigbe et al. (2013) studied a sample of 100 employees of manufacturing companies in Lbadan, Nigeria. They found that employees' satisfaction toward pay, performance bonus, recognition and praise are significantly associated with organizational performance. Singh et al. (2012), in a study related to young employees' priorities and expectations, found that the motivation of such category of workforce is more triggered through opportunities for career advancement, good relationships at work, and good opportunities for training and development. Pang and Lu (2018) conducted a study which examined the relationships among job satisfaction, motivation, and organizational performance as it relates to container shipping activities. The findings of the study showed that remuneration and job performance affected positively the financial performance. However, other factors, namely, job environment and job autonomy had positive effects on non-financial performance, such as service quality, employee's productivity, and customer service.

Springer (2011) studied the different relationships among the above three variables with employees in the banking sector. The findings of this study showed that there was a positive correlation between job motivation and job performance. Also, a positive correlation between job satisfaction and job performance was detected. Furthermore, the study reported that both satisfaction and motivation had a significant ability to predict job performance.

Abusharbeh and Nazzal (2018) examined the impact of motivation on employee performance in the Palestinian banking sector. The findings of this study showed that there was a high association between the level of motivation and employees' performance. In addition, the study reported that moral incentives were positively correlated with employees' performance in the Palestinian banking industry. Alalade and Oguntodu (2015) reached the same conclusion using the banking sector in Nigeria. The findings confirmed the fact that there was a significant connection between employees' motivation and their performance.

According to Srivastava and Bhatia (2013), five factors emerged as the most determinant for employee motivation within national banks in India. They included job satisfaction, promotions expectations, recognition, good pay, and styles of organization management. Based on these findings, job satisfaction was the most determinant factor among the five factors studied. Therefore, the authors suggested strategies aimed at redesigning jobs in order to meet employees' needs.

Nabi et al. (2017) conducted a study about employee motivation in Karmasangsthan Bank Limited in...