Exploring the Influence of Employee Motivations on Workplace Learning Effectiveness and Subsequent Job Performance: A Quantitative Study Within the Precision Calibration Operations Department in an Engineering Company
Restricted accessResearch articleFirst published online 2026
Exploring the Influence of Employee Motivations on Workplace Learning Effectiveness and Subsequent Job Performance: A Quantitative Study Within the Precision Calibration Operations Department in an Engineering Company
This study explores the influence of employee motivations on workplace learning effectiveness and subsequent job performance within the Precision Calibration Operations (PCO) Department in an engineering company. Grounded in human resource development (HRD) literature, the study adopted the self-determination theory (SDT) to understand effects of motivational dynamics on workplace learning effectiveness and subsequent job performance in an engineering workplace. Using a quantitative survey design, self-reported data was collected on influence of intrinsic and extrinsic motivations, social and environmental factors, and basic psychological needs on workplace learning effectiveness and subsequent job performance. A total of 90 employees, out of 110, in the PCO Department participated in the study in 2024. Regression analyses reveal that the social and environmental factors, as proxies for organization development (OD) interventions in this study, and participants’ intrinsic motivation are significant influencers for both workplace learning effectiveness and job performance. Findings of the study suggest the need for HRD practices to not only foster employees’ motivation but also create environments that support the personal and professional development of employees. This alignment could enhance intended workplace learning effectiveness and job performance. Future research could benefit from exploring employees’ long-term motivations in relation to effects of OD interventions across different workplace settings.
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