An Exploratory Single Case Study on the Correlates of Work Motivation, Employee Engagement and Job Satisfaction

Ricardo V. Arcilla
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Ricardo V. Arcilla: College of Humanities and Social Sciences, Social Sciences Department, Catanduanes State University, Virac, Catandunes 4800, Philippines

International Journal of Research and Innovation in Applied Science, 2025, vol. 10, issue 3, 101-107

Abstract: This single-case study explored the intricate interplay of work motivation, employee engagement, and job satisfaction within a university professor’s experience. Employing in-depth interviews, this qualitative research examined the participant’s perceptions, revealing a strong emphasis on intrinsic motivation over financial incentives. The participant’s motivation stemmed from the inherent challenges and excitement of teaching, aligning with aspects of Herzberg’s Two-Factor Theory. Employee engagement was characterized by a deep emotional connection, reflecting a desire to restore its historical prestige. However, this strong identification also contributed to a perceived cultural divide with the broader university system, leading to resistance towards institutional changes, such as ISO certification. This resistance highlighted the significant influence of organizational identity and perceived autonomy on employee engagement. Job satisfaction was primarily derived from the participant’s sense of self-fulfillment in teaching, independent of direct institutional contributions, supporting elements of Self-Determination Theory. The study revealed a perceived interconnectedness between motivation, engagement, and job satisfaction, with intrinsic motivation driving both engagement and satisfaction. The findings underscore the importance of understanding and addressing cultural boundaries within institutions. A top-down approach to policy implementation was deemed ineffective, suggesting the need for a more collaborative and reciprocal management style. The participant’s emphasis on human-centered management highlighted the necessity for leaders to prioritize employee perspectives and foster open communication. This study concludes that institutions must recognize and nurture intrinsic motivators, bridge organizational divides, and adopt a democratic approach to policy implementation to cultivate an engaged and satisfied workforce.

Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:bjf:journl:v:10:y:2025:i:3:p:101-107

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