Employee motivation and job satisfaction are symbiotic concepts. High professional satisfaction is directly linked to high motivation and vice versa.

The more satisfied and contented employees are with a particular job role, the more motivated employees have to manage job responsibilities effectively.

Surveys from various industries suggest that employees with a high sense of motivation also report a greater sense of job satisfaction. Greater job satisfaction, therefore, leads to a greater sense of both personal and professional motivation, and similarly, strong motivation translates into greater satisfaction in a certain job.

In terms of motivation and job satisfaction, employers have sought, studied and discussed a variety of concepts to improve both. Based on numerous workplace studies and surveys, factors affecting job satisfaction include work environment and organizational culture, compensation, as well as career development opportunities. The ability of employees to balance the needs of both career and personal commitments is also important. If an employee feels that an employer meets their needs in this regard, they are more likely to feel motivated to perform at higher or higher company levels and report feeling more satisfied with their career choices.

Studies show that low motivation and job satisfaction negatively affect morale, employee attitudes and, subsequently, the additional desire or motivation to be productive. Unhappy employees have little reason to help an organization succeed and therefore show little motivation or interest in organizational goals. Focusing on increasing job satisfaction will encourage higher levels of productivity, reduce employee turnover, and reduce guilty absenteeism. Likewise, not only do such measures improve attrition, absenteeism and productivity, but also the mental and physical health of employees, further reducing the problems with valid absenteeism.

Motivating employees and thus increasing overall job satisfaction is as much art as it is science. Understanding human psychology better equips managers, supervisors and HR professionals to address the issues of motivation and job satisfaction. Rates, benefits, and physical workspaces are all examples of extrinsic or external motivating factors, which, according to numerous workplace studies, have the least effect on motivation and produce the least job satisfaction. Alternatively, intrinsic motivation, such as personal or professional goals, self-respect, and challenging or interesting work, have been shown in numerous studies to have a greater impact on employee motivation and job satisfaction. 

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