THE RELATIONSHIP BETWEEN LEADERSHIP QUALITY AND
WORK CLIMATE WITH WORK MOTIVATION EMPLOYEES IN THE ADMINISTRATIVE DEPARTMENT OF
JUNIOR HIGH SCHOOLS IN GORONTALO CITY
Ansar, Warni Tune Sumar, Nurain Laiya
Universitas
Negeri Gorontalo, Indonesia
Email: [email protected], [email protected], n[email protected]
|
KEYWORDS Leadership Qualities, Work Climate,
Employee Work Motivation |
ABSTRACT This study aims to determine: 1) The
Relationship between Leadership Quality and Employee Work Motivation at SMP
Se Kota Gorontalo. 2) The Relationship between Work Climate and�� Employee Work Motivation at SMP Se Kota
Gorontalo. 3) Leadership Quality Relationships��� and Work Climate together with Employee
Work Motivation at SMP Se Kota Gorontalo.�
The method used is quantitative, with correlational techniques. The
technique of collecting data using questionnaires. The results of this study
show that Leadership Quality with Employee Work Motivation has a significant
relationship with� a� correlation coefficient of� 0.171 or 17.1� %, 2) Work Climate�� with�
Motivation�� Employee Work� has a significant relationship with a� correlation of� coefficients of 0.221 or 22.1� %, 3)�
Leadership Quality and� Work
Climate with Work Motivation� Employees
have a relationship�� that� significant with a correlation coefficient
of 0.542 or 54.2%. For this reason, it is recommended: 1) For institutions,
this research is expected to� be useful
as information material to add knowledge�
and insight so that even in this research� can improve performance� employees. 2) For employees, this research
is expected to be able to understand, understand and have a sense of
responsibility �to the work and become
a benchmark� in quality� and��
The working climate� for
the� results of work is in accordance
with the expectations of the institution |
INTRODUCTION
Every organization that uses
human resources or employees will deal with various things related to the
personality of its employees. One of the organizational behaviors that many
face today globally is the problem of work motivation of employees because motivation
is a state of the individual who encourages himself to be active and continue
to move in action, behaving within the agency he works. Based on data from the
Human Development Index in 2017, Indonesia is ranked 124th out of 187
countries. This ranking is far compared to other neighboring countries, namely
Singapore which is ranked 26th, Brunai Darussalam
ranked 33rd and Malaysia ranked 61st, meaning that Indonesia is still lagging
behind in success in managing an agency and human resources caused by low work
motivation in many organizations or agencies in Indonesia
In every organization, if
employees have good work motivation, they can carry out their work more
productively so that they can produce better work performance and feel
satisfaction for the work done. While different things are experienced by
employees who are less motivated at work, the problems that arise include an
irresponsible attitude to work, undisciplined and unable to produce good
performance. Of course, if the problem of low employee work motivation is
allowed, it will affect the performance of other employees and will have an
impact on reducing organizational productivity.
Work motivation is the very
main thing owned by individuals in carrying out their activities both in the
family environment and in the work environment in one agency because the work
motivation they have can have an impact on the ability of the employee himself
to complete his work. Theoretically, the motivation possessed indicates a
person's willingness to make various efforts as well as possible towards
organizational goals conditioned by his ability to meet an individual need (DeCenzo, Robbins, & Verhulst, 2016). So if an
employee has low work motivation, it will have an impact on his performance and
harm the agency he works because the goals of the agency that are expected to
be realized from the employee cannot be achieved.
There are many factors that
can affect employees in carrying out their work, namely factors that come from
within the employee himself and factors that come from outside the employee,
especially from the agency where he works. The impetus that arises and is encouraged
by agencies includes the ability of a leader to manage agencies and his ability
to create a conducive work climate in supporting work. An organization's
success or even failure is largely determined by leadership. Leaders who are
responsible for the failure to carry out a job so that they need an initiative
to act that produces a consistent pattern in order to find a way to solve a
common problem. Thus a leader must be responsive to change, able to analyze the
strengths and weaknesses of his human resources, be able to maximize
organizational performance and be able to solve problems quickly.
An uncomfortable work climate
and incompatible with the nature of the work will greatly interfere with the
work performed by the workforce. Uncomfortable work weather, not in accordance
with the specified conditions can reduce work capacity which results in a
decrease in work efficiency and productivity. Research conducted by (Anum & Basri, 2015) that leadership has an influence as well as a positive
relationship on employee work motivation at PDAM Madiun
City. Thecalculated F value is 49.912 while the F
table is 3.37 so it is concluded that the overall influence between leadership
on employee work motivation at PDAM Madiun City.In addition, from the research of (Nasreen, 2012) it was explained that there was a significant
influence between the work climate on the work motivation of library employees
at Yogyakarta State University (UNY) with a contribution of 21.1%.� From the two studies above, it shows that
leadership and work environment factors can affect employee work motivation.
Junior High School in Gorontalo City is a school/educational institution that
plays a role in developing, improving the quality and quality of students from
formal and non-formal fields. In this school, the activities of teachers or
staff employees are expected to be able to play a role in realizing an
educational pattern that is able to educate
From the results of
observations, there are several junior high schools in Gorontalo City whose
working environment conditions are not good in terms of supporting employee
activities in the administrative department such as poor room arrangement, room
conditions that are increasingly crowded with various office inventory and
discomfort created by a bad work climate and lack of attention from leaders in
this case the principal to continue to provide motivation to employees in the
section� administration. Other
information is also known that the low work motivation of employees in the
administrative department to attend school on time according to applicable
regulations, namely employees must be present at 07.00 WITA. Employees who
arrive late result in the completion of work not on time. This condition needs
attention from the principal as a leader in the school because the leader must
be able to improve various things that happen in the school environment such as
low employee work motivation.
Work motivation
Work motivation is a stimulus
or stimulus for every employee to work in carrying out their duties. With good
motivation, employees will feel happy and excited at work, resulting in
significant development and growth in the organization. Winardi
(2007:6) argues that motivation is a potential force that exists in a human
being, which can be developed on its own or developed by a number of outside
forces that in essence revolve around monetary rewards and non-monetary
rewards, which can influence the results of their work positively or
negatively, which depends on the situation and conditions facing the person in
question.
(Notoatmodjo, 2009) motivation is the desire that exists in an individual
who encourages him to do deeds (behavior). In addition, Flippo
(Notoatmodjo, 2009) In the context of organizational development, it is
formulated that motivation is a Hasibuan direction
which formulates that motivation is a stimulating of desire (want) and the
driving force of a person's working will. Motivation is needed in an
organization because it can encourage employee performance. This goal can be
achieved if the manager of an organization understands exactly the types of
motivation in order to encourage employees to work and provide incentives for
the results of their work. On the other hand, employees can avoid behaving on
the type of motivation that causes obstruction of organizational goals.
According to (As�ad, 2002) work motivation is defined as something that gives
rise to enthusiasm or encouragement of work. Therefore, motivation is commonly
referred to as a driver or morale. According to (Nasreen, 2012), motivation is defined as the willingness to expend a
high level of effort to organizational goals conditioned by the ability of that
effort to meet an individual's needs. While the general motivation is concerned
with efforts towards each goal whose focus is narrowed to the goals of the
organization. The three key elements in this definition are effort, purpose,
and need.
Motivation is something that
is needed by everyone in carrying out a task or activity for the achievement of
goals. Motivation refers to a process of influencing individual choices of
various forms of desired activity. The term motivation comes from the Latin
movere which means "to move" (to move. Robbins et al (Winardi, 2007) formulated "motivation as a willingness to carry
out high efforts to achieve the goals of organizational goals conditioned by
the ability of efforts to meet certain individual needs".
�� Based on the opinions of experts, it can be concluded that
employee work motivation is a stimulus or stimulus to� be able to� encourage in carrying out activities at work
by providing incentives or rewards to�
employees that can affect performance to�� achieve the goal.
Aspects in Work Motivation
(Mangkunegara & Prabu, 2012) stated that there are several aspects that underlie
the emergence of work motivation: a) a sense of security (security), b) the
opportunity to advance (advancement), c) the good name of the place of work
(company), d) work friends (boys), e) type of work (type of work), f) salary,
g) pleasant superiors (supervisors), h) working hours (hours
), i) working conditions, j) other facilities
provided (benefitsj).
(Hasibuan, 2008) stated that a sense of security is being able to do
its job without being burdened with risks that can endanger employees. The
existence of a feeling of security is something that everyone wants, especially
when he is carrying out the task on which his life depends. This feeling of
security includes a broad understanding, which includes a sense of security in
terms of work accidents, a sense of security from the continuation of the work
relationship or at any time being exposed to unwanted layoffs. The opportunity
to advance is an opportunity to obtain a position that is higher than the
previous position. Everyone always wants the development of the efforts they
have done. With the opportunity to advance, the desire to develop can be
fulfilled. (Manullang, 2006) posits that the good name of the workplace is the
place where the employee works is well known and has a good name in society.
The existence of pride in the place where a person works will give confidence
and enthusiasm to himself to carry out his work activities well. Workmates who
can cooperate with make good friends. Cooperation and mutual respect for fellow
colleagues will provide a feeling of calm and require unity and familiarity
that can facilitate work activities
Leadership Qualities
Quality at this time has
become the basis for innovation and leadership in consistent management. (Juran & Trivedi, 2015) states that to achieve leadership qualities requires
top managers to personally take over quality initiatives. Leadership quality is
an event in which quality principles are the basis for guiding, empowering, and
consistently supporting the achievement of excellence by employees throughout
the (Feigenbaum, 2007). Leadership qualities are emphasized more on a force
that can foster environmental trust, openness and honest communication to
encourage the development of individual qualities and the improvement of (Feigenbaum, 2007).
Leadership itself can be
interpreted as the process of influencing a group by a person or individual who
has certain abilities and expertise in a particular situation to achieve
certain goals. According to (Guntoro, 2020) leadership is translated into terms of traits,
personal behavior, influence on others, patterns, interactions, cooperative
relationships between roles, the position of one administrative position, and
persuasiveness, and perceptions from others about the legitimacy of influence.
C. Turney in 1992 (Yamin, Bitton, & Bates, 2010) defined leadership as a group of proccesthat
are carried out by a person in managing and inspiring a number of jobs to
achieve organizational goals through the application of management techniques.
Based on the description
above, it is synthesized that leadership quality is a leadership quality that
must be emphasized or more focused on a force to be able to foster trust in a
scope, and have honest communication in order to develop individual qualities,
leadership quality also requires quality principles because quality principles
are the basis for guiding and empowering the achievement of excellence by
employees in every organization.
Factors in the measurement of leadership qualities
(Bennis, 1997) in their book Learning to Lead described four
leadership qualities that result in trust: vision, empathy, consistency, and
integrity. First, we tend to trust leaders who create a strong vision,� which brings
together their followers on the basis of shared values and goals, as well as a
sense of belonging in the organization. Second, we tend to trust leaders who
show us Empathy that show that they understand the world as we do. Third, we
trust consistent leaders. This does not mean that we only trust leaders whose
positions never change, but change is understood as an evolutionary process
taking into account relevant evidence. Fourth, we tend to trust leaders with
strong principles, who demonstrate commitment to principled values through
their actions.(Hughes & Hase, 2010) Based on Bennis and Goldsmith's presentation, the
leadership indicators used in this study are: (1) Vision, (2) Empathy, (3)
consistency, and (4) Integrity. The leader is dealing with many people and no
one person is equal in potential and character. This is where the essence is
that the organization will never be led by a flawless person. As signposts, the
following are presented the characteristics of an expected effective leader: 1)
Be honest. Honesty increases the degree of credibility of leaders, thereby
evoking the trust and confidence of many people in them. Subordinates
contribute to greater pride in honest and credible leaders in the organization
they want leaders who are stronger in cooperation with teamwork, as well as
highlighting their feelings of ownership and personal responsibility 2), Do
what they say they will do 3), Keep their promises and carry out their
commitments, 4) Ensure their actions are consistent with the wishes of the
community they lead, 5) Have a clear idea of what others are talking about and
what they can do.
Working Climate
Work Climate is a picture of
the qualities, atmosphere and character that appear in norms and values,
interpersonal relationships, teaching and learning atmosphere, organizational
structure, positive ties to the institution and the physical environment
contained in the institution where employees serve. Work climate means not
limited to physical things only (temperature, pressure, noise) but also has a
psychological meaning. The psychological meaning is how the individual can
perceive his existence in the organization, the interaction between the personality
of the individual and the conditions of the work will generate an appropriate
work climate.
According to Litwin and
Stringer (Porter, Bigley, & Steers, 2003) The work climate is everything contained in the work
environment, which can be felt directly or indirectly by people in the work
environment. The picture of the work climate in employees depends on how
employees see, feel, and respond
his working environment. The
work climate is a function of how one perceives it; That is not an objective
reality. According to (Davis, n.d.) The Work Climate is the personality of an
organization that distinguishes it from other organizations which leads to the
perception of each member in looking at the organization. According to (DeCenzo et al., 2016) Work climate is a term used to contain a series of
behavioral variables that refer to values, beliefs, and basic principles that
act as a basis for an organizational management system.
�Litwin and Mayer (1968: 69) concluded that the
work climate can be classified into three types, namely: 1) Achieving climate
(achievement-oriented), The characteristic of this climate is that workers set
their own goals, production is valued, risks are moderate but quite
challenging, workers bear personal responsibility, there are creative and innovative
endeavors, competitive feedback, rewards for superior work results,� informal communication, and there are efforts
to encourage workers to seek help related to their work, 2) Affiliative climate
(friendly oriented), Climate characteristics are the presence of freedom,
informal structure, friendship, cooperative behavior, group loyalty and
cooperation, group decision making, avoidance of punishment, the existence of
group meetings, paying special attention to personal development and the
welfare of workers, 3) Power Related Climate�
(power-oriented), A feature of this climate is the emphasis on orders,
formal structure, predetermined roles, a strictly established scope of work,
responsibility for the perfect result
Based on the description above (Gu, Hempel, & Yu, 2020), it can be
concluded that the work climate is a company that fosters mutual trust between
employees so as to create a harmonious relationship and employees can work
together to achieve good work results, such a work climate is a work climate
with a high team spirit. On the contrary, mutual suspicion and lack of
togetherness so that harmonious relationships between co-workers do not occur,
such a work climate is a work climate with a low team spirit.
According to (Agustini, Subagia, & Suardana, 2013) The factors that affect the work climate are as
follows: 1) Flexibility 2) Responsibility 3) Standards 4) Work Wages 5) Clarity
6) Commitment 7) Structure 8) Support 9) Leadership.
Factors Affecting the Work Climate
The above work climate factors
are as follows: 1) Flexibility, Flexibility is a condition where the company
provides flexibility to act for employees and in terms of adjusting to the
tasks given. 2)� Responsibility, Responsibility
is the employee's feeling about the implementation of employee duties carried
out with a sense of responsibility for the results achieved. 3 Standard,
Standards are employees' feelings about the condition of the company where
management pays attention to tasks that are carried out properly, predetermined
goals as well as tolerance to errors or things that are not suitable or not
good. 4) Feedback, feedback is the employee's feeling of appreciation and
recognition of good work. The rewards received must be appropriate as well as the
awarding of prizes and awards that are appropriately received by the employee.
5) Clarity, Clarity is the feeling of employees that they know what is expected
of them with regard to the work, role and goals of the company. 6) Commitment,
Commitment is the feeling of employees regarding their feeling of pride in
owning the company and willingness to do better when needed. 7) Structure, The structure is reflective of the roles and
responsibilities of employees. Includes the position of an employee within the
company. 8) Support, Support is a reflection of employees' feelings about the
trust and mutual support that prevails in the work group. 9) Leadership,
Employees receive leadership in the company and all its decisions.
They realize that the election of a leader is based on the expertise he has.
RESEARCH METHOD
The method used in this study is
a quantitative method with correlational techniques. This method is used to
determine the relationship shown by the coefficient between the variables
Leadership Quality (X1), Work Climate (X2), and Employee
Work Motivation (Y).
The design of this study can be
described as follows:
�������������������������������������
������������������������������������� Research
Design
Sample
(Sugiyono, 2016) sample is part of the number and characteristics that the population has.
According to (Riduwan, 2007) a sample is a part of the population that is taken as a data source and can
represent the entire population. To determine the number of samples to be
taken, this study used the slovin formula (Ridwan and
Sunarto, 2007: 65) namely:
Information:
n = Number of Samples
N = Total Population
Precision value 95% or sig. 0.05
Based on this formula, the number of samples is obtained, namely:
a)
Leadership Qualities
�Leadership Quality is an event where
quality principles are the basis for guiding, empowering, and consistently
supporting the�� achievement of
excellence by employees throughout the organization. The frequency distribution
for leadership quality variables is presented in the� following el
tab:
Tabel 1 Leadership Quality
Frequency Distribution List (X1)
|
Number |
Interval Class |
Frequency |
|
1 |
66-68 |
29 |
|
2 |
69-71 |
14 |
|
3 |
72-74 |
18 |
|
4 |
75-77 |
14 |
|
5 |
78-80 |
8 |
|
6 |
81-83 |
10 |
|
7 |
84-86 |
11 |
|
Sum |
104 |
|
Source: Processed Data, 20 2 2
Based on the table above, it can
be seen that the largest frequency is at kelas
interval 66-68 with� a� frequency of29 employees, while the lowest is
in� the�
interval class 78-80 as many ask 8 employees.
It is depicted in this picture:
����
����� Figure 1 : Histogram of leadership quality variable frequency
distribution (X1)
Based on figure 4.1 above, you
can see the results of the score calculation for the following leadership
quality variables
����������������������� 
����������������������������������������������� � = 
������������������������������������������
Then it can be known that the results of the descriptive
analysis for the variables of leadership qualities. The results showed that the
Leadership Quality variable was on the excellent criteria with a score of
87.1%.
b) Working climate (X2)
The work climate is everything contained in the work environment, which can
be felt directly or indirectly by people in the work environment. The frequency
distribution of the working climate variable isdescribed
in the following� table
Table 2 Working Climate frequency distribution list (X2)
|
No |
Interval Class |
Frecurrence |
|
1 |
61-63 |
4 |
|
2 |
�������������� 6 4-66 |
25 |
|
3 |
67-69 |
�26 |
|
4 |
70-72 |
18 |
|
5 |
73-75 |
18 |
|
6 |
76-78 |
3 |
|
7 |
79-81 |
10 |
|
Sum |
104 |
|
Source: Processed data, 20 22
Based on the table above, it can
be seen that the largest frequency is in the interval class� 67-69 with the same frequency of 26
people while the� lowest is in the
interval class� 76-78 as many as 3
person. This can be illustrated in the following image:
Figure 2 : Histogram of working
climate variable frequency distribution (X2)
Based on figure 2 above, it can
be seen the results of the score calculation for the following work climate
variables:
����������������������� 
����������������������������������������������������������� 
����������������������� 
Then it can be known that the results of the descriptive
analysis for the Work Climate variable.�
The results showed that the Work Climate variable was on the excellent
criteria with a score of 86.6%.
c)
Employee Work Motivation (Y)
�Work motivation is to provide
stimulating power to the�
employee� concerned so
that� the employee works with all
his� might and efforts.� The frequency distribution of� the Work Motivation� variable�
is described in� the� following table:
Table 3 List of
Distribution of Work Motivation (Y) frequencies
|
No |
Interval Class |
Frequency |
|
1 |
61-63 |
4 |
|
2 |
64-66 |
17 |
|
3 |
67-69 |
34 |
|
4 |
70-72 |
25 |
|
5 |
73-75 |
15 |
|
6 |
76-78 |
7 |
|
7 |
79-81 |
2 |
|
Sum |
104 |
|
Source: Processed Data,20 22
Based on the table above, it can
be seen that the largest frequency is� in�
the� interval class� 67-69 with a�
frequency� of� 34 employees while the lowest is in� the�
interval class 79-81�� A total of
2� employees are depicted in the
following picture:
Figure 3 : Histogram of frequency distribution of
employee �work motivation variables
(Y)
Based on figure 3 above, it can be seen the results of
the score calculation for this employee work motivation variable
:
����������������������������������������������������������� 
����������� 
Then it can be known that the� results of the� descriptive analysis� for the�
variable Work Motivation.� The
results showed that the�
Work Motivation� variable
was on the excellent criterion� with a skor of 88.3%.
DISCUSSION
a.
The Relationship between Leadership Quality and Employee Work Motivation at
SMP Se Kota Gorontalo
Leadership is one of the factors that are very important for the success
of organizational management. Effective leadership will be able to encourage
the motivation of members of the organization so that the productivity, loyalty
and satisfaction of subordinates or members of the organization increase. At
first many argued that the leader was born, but with the development of
knowledge it is known that the formation of effective leadership can be
learned. Work motivation is a work will that arises due to the encouragement
from within the employee as a result of the integration of the whole rather
than personal needs, the influence of the physical and social environment where
the strength depends on the integration process. Motivation is a direction for employees in an organization to be willing to
work together in achieving the wishes of employees in order to achieve
organizational success.
As the results of descriptive testing, the
respondents ' answer analysis found that the largest frequency was
class 66-68 with a frequency of
29 administrative employees, while the
lowest was in the interval class 78-80 as �many as 8 employees. Then the results of a descriptive analysis for the Leadership
Quality variable. The results found that the Leadership Quality variable lies
in the �excellent �k riteria with a score of 87.1%.
This shows that the Leadership Quality with Employee Work Motivation at junior
high schools in Gorontalo City is very well utilized.
The results of hypothesis testing showed that at
a 95% confidence level, it can be concluded that there is a positive
relationship between Leadership Quality and Employee Work Motivation in Junior
High Schools in Gorontalo City. �The
magnitude of the correlation coefficient is 0.171.����������� �
Or in other words, the relationship
between free variables and bound variables is as much as 1.71%. So it can be said that the Leadership Quality variable has a
"close" relationship with the Employee Work Motivation variable.
b.
The Relationship between Work Climate and Employee Work Motivation at SMP
Se Kota Gorontalo
The results of descriptive testing of
respondents' answer analysis found that the largest frequency was in the interval class 67-69 with the same
frequency of 26 administrative employees while the lowest was in the interval class
of 76-78 seb3 employees. Then the results of a descriptive analysis for the
work climate variables. The results found that the working climate variable
lies in his excellent kriterwith a�� score of �86.5%. This shows that the Work Climate in junior
high schools in Gorontalo City can already help employees in working.
As found in hypothesis testing that there is a
positive relationship between Work Climate� and Employee Work Motivation in �SMP in �Gorontalo City. �For this reason, there is a need for attention
from the school to the work climate in order to improve employee performance.
If the work climate is adequate and able to meet various needs in work
activities, then the impact will be on employee performance results.
The magnitude of the correlation efficiency �is 0.221 or in other words, the relationship between the free variable and the
bound variable is 22.1% so that it can be said that the work climate variable
has a relationship with the employee work motivation variable.
c.
The Relationship between Leadership Quality and Climate with Employee Work
Motivation at SMP Se Kota Gorontalo
As the results of descriptive testing, namely
respondents' answers to the questionnaire, it was found that the largest
frequency was in the interval class 67-69 with a frequency of 34 employees while the lowest was in the interval class 79-81
as many as 2 employees. Then employee work motivation lies in an
excellent criterion with the largest
score percentage of 86.5%. This certainly shows that leadership quality
and work climate have been very good or effective which can grow results on
employee work motivation in junior high schools in Gorontalo City.
From the test results, it was found that at a 95%
confidence level, it can be concluded that
there is a positive relationship between Leadership Quality and Work
Climate and Employee Work Motivation in SMP in �Gorontalo City. ��Then the calculated r value of 0.542 Or in other words, the relationship between
the free variable and the bound variable is� 54.2%. So it
can be said that the variables
of Leadership Quality and Work Climate
have a "close" relationship with the variables of Employee Work Motivation.
According to As'ad (2002: 45) �work motivation is as something that
gives rise to enthusiasm or encouragement of work. Therefore, motivation is
commonly referred to as a driver or morale. According to (DeCenzo et al., 2016), motivation is defined as the willingness to expend a high level of effort
to organizational goals conditioned by the ability of that effort to meet an
individual's needs. In relation to the work environment, Ernest (Mangkunegara, 2002: 94) posits that work motivation is defined as an influential condition of
evoking, directing and maintaining behaviors related to the work environment.
CONCLUSION
From the results of the research and discussion above, it
can be concluded that:
There is a significant
relationship between Leadership Quality and Employee Work Motivation in Junior
High Schools in Gorontalo City. So it can be said that
the variable of leadership quality has a relationship with the variable of
employee work motivation.
There is a significant
relationship between the Work Climate and the Work Motivation of Employees in
Junior High Schools in Gorontalo City.
There is a significant
relationship between Leadership Quality and Work Climate with Employee Work
Motivation in Junior High Schools in Gorontalo City. So
it can be said that the variables of Leadership Quality and Work Climate have a
positive relationship with the variables of Employee Work Motivation.
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