Effects of demotivational managerial practices on job satisfaction and job performance: Empirical evidence from Myanmar's construction industry

Abstract

The study examined how demotivational managerial practices in the construction industry are linked to job satisfaction and performance. Data were gathered from a questionnaire survey of 260 non-managerial construction professionals in Yangon, Myanmar. Exploratory factor analysis (EFA) was conducted to assess the underline dimensions of demotivational managerial practices before developing a structural equation model. The model identified job satisfaction as a positive direct antecedent of job performance. Inadequate reward and recognition directly predicted a decline in job satisfaction. Besides, the relationship between inadequate reward and recognition and job performance was fully mediated by job satisfaction. The empirical component of the findings was also discussed.