The Impact of Job Satisfaction, Organizational Commitment, and Perceived Organizational Support on Employee Motivation: The Case of Public Agencies in Azerbaijan
Date Issued
2025-08
Author(s)
Kazimzada, Shalala
Abstract
This study investigates the impact of Job Satisfaction (JS), Organizational Commitment (OC), and
Perceived Organizational Support (POS) on Employee Motivation (EM) in the public sector of
Azerbaijan. Guided by established theories, including Herzberg’s Motivation–Hygiene Theory,
Self-Determination Theory, Organizational Support Theory, and the Three-Component Model of
Organizational Commitment, the research aims to determine both the direct and indirect effects of
these factors on motivation. Data were collected through a survey of 311 employees across five
public institutions in Baku. Using regression and mediation analyses, four hypotheses are tested.
The results confirm that each factor has a significant positive association with EM when examined
independently. However, in the joint model, only OC and POS remain significant predictors, while
JS loses its independent effect. Mediation analyses reveal that JS influences EM indirectly through
OC, indicating that satisfaction enhances motivation primarily by fostering commitment. POS,
meanwhile, demonstrates both direct effects on EM and indirect effects through OC, including a
serial pathway via JS and OC, highlighting its key role in sustaining motivation. Overall, the three
predictors together explain 36% of the variance in EM. Among demographic controls, age was
negatively associated with motivation, while gender and tenure are not significant.
These findings demonstrate that in Azerbaijan’s public sector, EM is shaped less by routine job
satisfaction and more by relational and organizational factors, particularly employees’ loyalty and
their perceptions of support. The study contributes to theory by clarifying the mediating role of
OC, provides practical insights for managers seeking to strengthen motivation through supportive
practices, and informs policy by emphasizing the importance of organizational fairness and
recognition in resource-constrained environments.
Perceived Organizational Support (POS) on Employee Motivation (EM) in the public sector of
Azerbaijan. Guided by established theories, including Herzberg’s Motivation–Hygiene Theory,
Self-Determination Theory, Organizational Support Theory, and the Three-Component Model of
Organizational Commitment, the research aims to determine both the direct and indirect effects of
these factors on motivation. Data were collected through a survey of 311 employees across five
public institutions in Baku. Using regression and mediation analyses, four hypotheses are tested.
The results confirm that each factor has a significant positive association with EM when examined
independently. However, in the joint model, only OC and POS remain significant predictors, while
JS loses its independent effect. Mediation analyses reveal that JS influences EM indirectly through
OC, indicating that satisfaction enhances motivation primarily by fostering commitment. POS,
meanwhile, demonstrates both direct effects on EM and indirect effects through OC, including a
serial pathway via JS and OC, highlighting its key role in sustaining motivation. Overall, the three
predictors together explain 36% of the variance in EM. Among demographic controls, age was
negatively associated with motivation, while gender and tenure are not significant.
These findings demonstrate that in Azerbaijan’s public sector, EM is shaped less by routine job
satisfaction and more by relational and organizational factors, particularly employees’ loyalty and
their perceptions of support. The study contributes to theory by clarifying the mediating role of
OC, provides practical insights for managers seeking to strengthen motivation through supportive
practices, and informs policy by emphasizing the importance of organizational fairness and
recognition in resource-constrained environments.