Work motivation and job performance in nepalese commercial banks

Abstract

This study examines the relationship between work motivation and job performance in Nepalese commercial banks, focusing on the roles of job meaningfulness, supervisory support, cognitive engagement, emotional engagement, and overall employee engagement. The study employed primary data to analyze the data. Using data collected from employees across multiple commercial banks, correlation analysis revealed that job performance is significantly and positively associated with job meaningfulness (r = 0.650, p < 0.01), supervisory support (r = 0.564, p < 0.01), emotional engagement (r = 0.629, p < 0.01), employee engagement (r = 0.181, p < 0.01), and cognitive engagement (r = 0.775, p < 0.01). Regression results indicate that cognitive engagement (β = 0.517, p < 0.001) and job meaningfulness (β = 0.276, p < 0.001) are the most influential predictors of job performance, followed by emotional engagement (β = 0.102, p = 0.012) and supervisory support (β = 0.089, p = 0.014), while overall employee engagement did not show a statistically significant effect (p > 0.05). The findings suggest that enhancing employees’ sense of purpose in their work, providing effective managerial support, and fostering both cognitive and emotional investment in job roles can significantly boost performance outcomes. These results offer practical implications for human resource strategies in the banking sector, emphasizing the importance of motivational drivers and targeted engagement initiatives to sustain high performance levels.

Keywords: Job Meaningfulness, Supervisory Support, Emotional Engagement, Employee Engagement, Cognitive Engagement, Job Performance