Contribution of quality of life to job motivation in a sample of workers from small and medium-sized Colombian companies

[spa] Aporte de la calidad de vida a la motivación laboral en una muestra de los trabajadores de pequeñas y medias empresas colombianas

Olena Klimenko

University Institution of Envigado (Colombia) Nubia Esther Hernández-Flórez

University of Sergio Arboleda (Colombia) Bibiana Ferley Bedoya Cortes

University Institution of Envigado (Colombia) Jorge Alfredo Hernández-Flórez

University of Pamplona (Colombia)

RESUMEN ABSTRACT

Resumen: El presente estudio de corte cuantitativo, nivel correlacional y diseño transversal, se orientò a identificar el aporte de la calidad de vida laboral a la motivación laboral en una muestra de trabajadores colombianos de pequeñas y medias empresas. Se midió la calidad de vida laboral, motivación laboral y las variables sociodemográficas como género, edad, tiempo de permanencia en la empresa, cargo ocupado y tipo de contrato. Los resultados revelan una dependencia prevalente de la regulación introyectada sobre la motivación intrínseca, lo cual sugiere riesgos potenciales de agotamiento, particularmente entre los hombres que buscan validación externa, mientras que las mujeres muestran motivaciones más autónomas. Además, los perfiles motivacionales difieren entre grupos de edad y niveles educativos, lo cual pone de relieve la necesidad de estrategias adaptadas que armonicen las cualificaciones con las expectativas laborales. Los hallazgos abogan por intervenciones organizacionales holísticas que fomenten la integración laboral, la satisfacción y el desarrollo personal para crear un entorno de trabajo favorable y mejorar la motivación general. La investigación subraya el papel crítico de la calidad de vida laboral para mejorar el bienestar de los empleados, la satisfacción en el trabajo y la retención de talentos, indicando que una gestión organizativa eficaz prioriza los entornos físicos y psicológicos de los trabajadores.

Abstract: The present study of quantitative cut, correlational level and cross-sectional design aimed to identify the contribution of quality of work life to job motivation in a sample of Colombian workers from small and medium enterprises. Quality of working life, work motivation and sociodemographic variables such as gender, age, length of service, position held and type of contract were measured. The results reveal a prevailing dependence on introjected regulation on intrinsic motivation, which suggests potential risks of exhaustion, particularly among men seeking external validation, while women show more autonomous motivations. In addition, motivational profiles differ across age groups and educational levels, underlining the need for tailored strategies to match qualifications with job expectations. The findings advocate holistic organizational interventions that promote job integration, satisfaction and personal development to create a supportive work environment and improve overall motivation. The research highlights the critical role of quality of work life in improving employee well-being, job satisfaction and talent retention, indicating that effective organizational management prioritises workers' physical and psychological environments.

PALABRAS CLAVE KEYWORDS

Calidad de vida laboral, motivación laboral, pequeñas y medias empresas

Como citar (APA 7ª Edición):

Quality of working life, job motivation, small and medium-sized enterprises.

Klimenko, O., Hernández-Flórez, N. E., Bedoya, B., y Hernández-Flórez, J. A. (2026). Contribution of quality of life to job motivation in a sample of workers from small and medium-sized Colombian companies. Qvadrata, estudios sobre educación, artes y humanidades, 8(15), 91-108. https://doi.org/10.54167/qvadrata.v8i15.2225

Introducción

In the current context with rapid changes in work structures and cultures demand adaptability and efficiency, job motivation is essential for organizational success. Motivated employees not only improve productivity and contribute significantly to business goals but are also more likely to stay in the organization, reducing turnover costs. A motivating and positive working environment that prioritises emotional well-being, encourages creativity and innovation, allowing companies to better adapt to market demands (Gagné et al., 2025).

In addition, work motivation impacts on the construction of a solid organizational culture where employees feel valued and appreciated. This is critical to attracting and retaining talent, as well as fostering long-term loyalty and commitment (Lamb et al., 2023). Diversity and inclusion also play an important role in increasing motivation among employees from different backgrounds (Ngwu-Lemchi et al., 2025). Organisations that provide career and personal development opportunities not only improve motivation but also create a continuous learning cycle which benefits both employees and the company as a whole (Welbeck & Thelma, 2026).

Work motivation is a multifaceted phenomenon influenced by intrinsic and extrinsic factors. According to the Theory of Self-Determination, intrinsic factors such as personal satisfaction and a sense of achievement are essential for fostering long-term motivation (Kamberi, 2025). Deci and Ryan (2020), point out that employees with a high level of autonomy and competence tend to show higher intrinsic motivation, which translates into greater organizational commitment and performance. However, extrinsic factors such as monetary rewards and recognition are also important, although their excessive use can lead to a decrease in intrinsic motivation (Kahn & Byosiere, 2021). It is therefore crucial for organizations to strike a balance between the two types of motivation.

In addition, the organizational culture and working environment play a decisive role in motivating employees. A positive work environment that encourages collaboration and inclusion is associated with increased motivation (Erepagamo & Tamunosiki-Amadi, 2025). Investment in career development and personal growth opportunities has also been shown to increase job motivation, as employees perceive their well-being and development as priorities for the organization (Welbeck & Thelma, 2026).

In this respect, the quality of working life is a very important factor when it comes to job motivation. Studying how the quality of work life contributes to job motivation is essential for understanding the dynamics that affect employee performance and well-being in modern organisations. High quality of working life, encompassing factors such as a healthy work environment, work-life balance and emotional support, is directly related to high levels of

employee satisfaction and commitment (Pandey et al., 2025). Research has shown that when employees perceive that their working environment meets their basic needs and promotes their well-being, they tend to be more motivated, resulting in increased productivity and lower staff turnover (Dumitriu et al., 2025). Therefore, analyzing this relationship allows companies to implement policies and practices that not only improve the quality of life of their employees, but also strengthen their motivation and, ultimately, organizational success.

So far, several deficiencies have been observed in the study of quality of work life and its impact on job motivation in the Colombian organizational context. En primer lugar, la investigación en este ámbito a menudo carece de un enfoque integral que considere tanto los factores intrínsecos como extrínsecos que afectan la calidad de vida laboral, lo que limita la comprensión de cómo se interrelacionan con la motivación. In addition, many studies focus on large companies, leaving aside small and medium-sized enterprises (SMEs), which are fundamental to the country’s economy and present different work contexts (Ríos et al., 2026). There is also a shortage of up-to-date and specific data addressing the cultural and social particularities of Colombia, which makes it difficult to apply general findings to local reality. Finally, many studies do not consider the voice of employees, resulting in a one-dimensional approach that does not adequately reflect workers' needs and expectations regarding their quality of working life and motivation (García Rubiano & Forero Aponte, 2016).

Studying the contribution of quality of work life to job motivation in small and medium- sized enterprises (SMEs) in the Colombian organizational context is essential for several reasons. First, SMEs represent a significant part of the Colombian economy, generating employment and contributing to the economic development of the country. However, they often face specific challenges, such as limited resources and less formal organizational structures, which can negatively impact the quality of life of their employees (Ríos et al., 2026). By investigating how the quality of work life influences job motivation, it is possible to identify effective strategies that these companies can implement to improve the well-being of their workers, which in turn could boost productivity and competitiveness in the market.

Also, in a Colombian context where organizational culture is evolving, understanding the relationship between quality of working life and motivation can provide greater understanding on how to create a healthy work environment that fosters employee commitment and loyalty. SMEs, being more flexible, have the ability to implement changes quickly and adapt to the needs of their workers, which can result in a competitive advantage. Also, in a country where job satisfaction and emotional well-being are crucial for talent retention, studying this relationship can help SMEs develop policies that not only attract qualified employees but also keep them engaged and motivated, contributing to the sustainable growth of the organisation and social development.

Finally, the analysis of how quality of working life impacts job motivation in SMEs can also inform public policy makers and business support agencies about the importance of promoting healthy work environments in this sector, promoting programs and regulations that benefit both workers and employers. This would not only benefit businesses but also contribute to the general well-being of Colombian society by improving the quality of life in the workplace.

Considering the above, this study aimed to identify the contribution of quality of working life to work motivation in a sample of workers from Colombian small and medium-sized enterprises.

Method

Type of study

Quantitative approach study, correlational-explanatory level, non-experimental method, observational and cross-sectional design.

Participants

The study involved 80 employers from 10 SMEs (small and medium-sized enterprises) in Medellin, Colombia. In terms of gender, female participation was predominant, with 46 women (57.5%) compared to 34 men (42.5%). With regard to age, the majority of participants were in the range from 31 to 45 years old, with 42 people (52.5%), followed by the group from 46 to 72 years old, with 27 participants (33.8%), and finally the youngest group from 18 to 30 years old, with 11 people (13.8%). These data reflected a predominantly adult working population with experience in the productive sector. In terms of educational level, 32 workers (40.0%) had a university education, 28 (35.0%) had technical training, 16 (20.0%) had attained baccalaureate level and 4 (5.0%) had only primary education. This indicated that the majority of participants had technical or higher education, suggesting a level of education favourable to the development of occupational skills. With regard to the type of contract, 45 employees (56.3 per cent) worked under open-ended contracts, 19 (23.8 per cent) on fixed terms and 16 (20.0 per cent) for services. These results showed a trend towards job stability in the companies analysed. In terms of the position held, the majority of respondents occupied operational functions (38 people (47.5%), followed by 29 administrative workers (36.3%) and 13 managers (16.3%), which showed an organizational structure with a greater representation of operating staff. Finally, with regard to the length of stay in the firm, 23 workers (28.7%) had been employed for between 3 and 6 years, 22 (27.5%) for less than 1 year, 19 (23.8%) for more than 6 years and 16 (20.0%) between 1 and

3 years, reflecting a balanced distribution between workers with recent experience and employees with longer career paths within the organisations.

Measures

To assess the quality of work life was used the CVT-Gohisalo short version questionnaire, initially developed by González et al. (2010), composed of 74 items in its original version. The instrument was validated in Mexico by González et al. (2009) and in Colombia by Peñarrieta-de Córdova et al. (2014). In the present study, the abbreviated version validated in the Ecuadorian population by Pando Moreno et al. (2018), was used. The questionnaire in Likert format with choice of answer between 1 (completely disagree), 2 (moderately disagree); 3 (neither disagree nor agree); 4 (moderately agree); 5 (completely agree), consists of 31 items that measure 7 factors: institutional support for work (α=.80); safety at work (α=.50); job integration (α=.60); job satisfaction (α=.80); well-being achieved through work (α=.80); personal development of the worker (α =.90) and management of free time (α=.80). The Cronbach coefficient of the general questionnaire is α=. 911.

The Multidimensional Labor Motivation Scale (MWMS), which has been widely validated in seven languages by Gagné et al. (2015), was translated into Spanish by Gagné et al. (2012), and has been validated by Gastañaduy  (2013), in the Peruvian population. The 19-item instrument in the Likert format, with a response choice between 1 (totally disagree) and 5 (totally agree), is made up of five sub-scales that evaluate different types of motivation: demotivation,

external regulation, introjected regulation, regulation identified and intrinsic motivation. The authors report good psychometric properties of the instrument.

Finally, the sociodemographic survey designed specifically for this study was applied, gathering information on the variables of age, gender, educational level, occupation, type of contract, and length of employment.

Procedure and ethical aspects

The collection of information was carried out following a structured process to ensure the quality and validity of the data obtained. This research was developed in accordance with the ethical principles governing human investigations in Colombia, ensuring respect for the rights, dignity and integrity of participants, considering technical regulations, Resolution 8430 of 1993 of the Ministry of Health and the Code of Ethics and Bioethics for Psychologists in Colombia (Law 1090 of 2006).

Data analysis

Initially, the distribution of variables was identified using the Kolmogorov-Smirnov test, indicating a non-normal distribution in all study variables. Descriptive statistics were used to evaluate scores obtained in the study variables and inferential statistics to identify the relationship of study variables with sociodemographic variables. The Mann-Whitney U test was used for two groups, and Kruskal-Wallis for more than two groups. For the correlation between variables, the Spearman statistic was used. Binary logistic regression was used to identify quality of work life variables that predict job motivation. For the inclusion of variables in the model, the Hosmer-Lemeshow criterion is used (the value of p<0.25). The dependent variable (total work motivation) was reclassified in the qualitative variables with 0 = absence of event (low score) and 1=presence of event (high score), using the average score of the variable as a cut-off point. SPSS version 25 software was used.

Results

The scores for the subvariables of quality of working life were high and medium, indicating that participants in the study have a positive perception about different aspects related to their quality of working life.

Table 1. Descriptive statistics of Quality of working life

1 The response value is set according to the range of responses on the scale, being 1-2 low, 2-4 medium and 4-5 high.

Free time Management 3,7 (1) medium high

Source: the author

The occupational motivation scores at the general level were in the middle, with a little high level of demotivation, the introjected regulation variable had a medium-high level, the identified regulation and intrinsic motivation in the middle, the external control variable scored low.

Table 2. Descriptive statistics of job motivation

Variables M (Sd) level2 Introjected regulation 3,8 (,5) medium high

Amotivation 4 (,8) medium high

External regulation 3 (,7) low

Identified regulation 3,5 (,4) middle

Intrinsic motivation 3,5 (,4) middle

Total motivation 3,3 (,7) middle

Source: the author

The comparison of work motivation variables according to gender showed statistically significant differences in intrinsic motivation variables (p=.028), identified regulation (p=.045) in favor of female gender and introjected regulation variables (p=.032) and external regulation (p=.037) in favour of the male gender.

Table 3. Differences in job motivation variables by gender

Female

Variables

Male

U de Mann- P

*Median and interquartile range

**p <. .05

Source: the author

2 The response value is set according to the range of responses on the scale, being 1-2 low, 2-4 medium and 4-5 high.

The comparison of occupational motivation according to the age of the participants indicated the statistically significant difference for the intrinsic motivation variable (p=.042), identified regulation (p=.0.37) and in the introjected regulation variable (p=.025) with higher scores in the younger age group.

Table 4. Differences in occupational motivation variables by age group

Variables

18-30 years Me (Ri)*

31-45 years Me (Ri)

46-72 years Me (Ri)

Kruscal Wallis P

* Median and interquartile range

**p <. .05

Source: the author

The comparison of job motivation variables according to educational level groups showed a statistically significant difference in the variables of introjected regulation (p=.046), external regulation (p=.024) with higher scores in lower education level groups, and in the demotivation variable (p=.039) with higher scores in groups with higher educational level.

Table 5. Differences in job motivation variables according to educational level

* Median and interquartile range

**p <. .05

Source: the author

The comparison of job motivation according to position indicated the presence of statistically significant difference in all variables. The intrinsic motivation variables (p=.036), introjected regulation (p=.047) and identified regulation (p=.044) showed a decrease in managerial to operational level scores. And the variables of demotivation (p=.026) and external regulation (p=.039), showed an increase in scores from the managerial to the operational level.

Table 6. Differences in job motivation variables according to job position

* Median and interquartile range

**p <. .05

Source: the author

The comparison of occupational motivation according to seniority in the company indicated a statistically significant difference in intrinsic motivation variables (p=.034) with increasing scores as seniority time increases, and in the external regulation variable (p=. 027), indicating decrease in scores as the age tempo increases.

Tabla 7. Diferencias en las variables de motivación laboral según antigüedad en la empresa

* Median and interquartile range

**p <. .05

*** p < .01

Source: the author

The comparison of job motivation according to type of contract presented the statistically significant difference for the variable of regulation introjected (p=.041) with lower scores in the group of provision of services, and in the external variable of regulation (p=.027) with lower scores in the indefinite term contract group.

Table 8. Differences in job motivation variables by type of contract

* Median and interquartile range

**p <. .05

Source: the author

The correlation between the subvariables of quality of work life and the subvariables of job motivation indicated the presence of significant and positive correlation between the total job motivation variable and safety at work (r=.349/p=.026), integration into the workplace (r=.346/p=.002), job satisfaction (r=.489/p=.009), well-being achieved through work (r=.471/p=.032) and personal development of the worker (r=.365/p=.004).

Intrinsic motivation was positively correlated with institutional support for work (r=.275/p=.014), safety at work (r=.285/p=.010), integration into the workplace (r=.349/p=.026), job satisfaction (r=.416/p=.000), well-being achieved through work (r=.213/p=.016) and Personal development of the worker (r=.415/p=.041).

The introjected Regulation variable was positively correlated with Institutional support for work (r=.415/p=.041), Job integration (r=.223/p=.047) and Job satisfaction (r=.2765/p=.013).

The identified Regulation variable was positively correlated with Integration into the workplace (r=.407/p=.000), Job satisfaction (r=.272/p=.015) and Personal development of the worker (r=.210/p=.041).

The external regulation variable was negatively correlated with job satisfaction (r=-

.376/p=.002) and personal development of the worker (r=-.285/p=.010).

Finally, demotivation was negatively correlated with Integration into the workplace (r=.291/p=.009), Job satisfaction (r=-.420/p=.004), Well-being achieved through work (r=-

.282/p=.011) and Personal development of the worker (r=-.354/p=.001).

Table 9. Correlations between job motivation and working conditions

*p <. .05

** p < .01

Source: the author

In the binary logistic regression model, the variables of workplace integration, job satisfaction and personal development of the worker entered, indicating that the adjusted model that the three variables act as predictors of a greater work motivation, increasing the probability of occurrence by 10%, 13% and 15% respectively.

Table 10. Logistic regression model for the total job motivation

95% C.I.for EXP(B)

worker

Dependent variable: total job motivation

Source: the author

Discusión

The results obtained in this research coincide with recent studies that highlight a trend towards positive assessment of the quality of working life in modern organizational environments, where well-being is prioritized as an engine for job retention. Medium-high and high levels of quality of work life are consistent with research that associates healthy organizational management with a favorable perception of working conditions (Donawa, 2018; Tho et al., 2024).

The positive perception (medium high/high level) in this study is aligned with the integrative approach to quality of working life, which considers both the physical environment and psychological well-being. Previous studies indicate that when workers perceive that the organization is concerned with their needs, levels of satisfaction rise regardless of the workload (Salas et al., 2021; Girón et al., 2021).

As regards job motivation, the results show a predominantly introjected motivation profile. The prevalence of introjected regulation (based on guilt or ego) over intrinsic motivation suggests that workers' commitment is mediated by internal pressures rather than the enjoyment of the task, a phenomenon observed in contexts of high professional demands (Karkkola, 2026). According to the Theory of Self-Determination, this means that employees have internalized goals but not accepted them as their own (Ryan & Deci, 2000, 2020; Schröder, 2024).

The fact that the identified and intrinsic regulation are at the intermediate level suggests that there is room for improvement in work autonomy. The relatively high level of demotivation is a critical factor for the sample of this study, since longitudinal investigations associate this indicator with burnout (Karkkola, 2026; Girón et al., 2021). Similarly, this result may suggest a lack of interest due to economic and motivational rewards or possibly a disconnection from the purpose of the job.

The gender differences found reinforce the evidence that women tend to develop more autonomous (identified and intrinsic) motivation profiles, suggesting a greater alignment of women with their personal values in the work environment. While men respond more frequently to controlled regulations, displaying a profile oriented towards greater sensitivity to social validation and extrinsic incentives (Gajenderan et al., 2023; Bose & Mohanty, 2024).

Recent literature supports the idea that there are differentiated patterns for women who show greater autonomous motivation, which implies that they perform their tasks because they consider them important or enjoyable (Moran et al., 2012; Van den Broeck et al., 2021); and for men who are more inclined towards controlled motivation, which is often linked to traditional roles where professional success is measured by status or tangible rewards (Deal et al., 2013; Van den Broeck et al., 2021).

The results that show higher scores in intrinsic motivation, identified and introjected regulation in younger workers coincide with recent research on new generations (Millennials and Generation Z), who prioritize purpose and personal growth. Younger workers tend to select jobs that resonate with their personal values, which explains higher levels of identification with the task objectives compared to older workers who may be in maintenance stages (Heyns & Kerr, 2018; Mahmoud et al., 2020; Tho et al., 2024).

Although it was traditionally believed that intrinsic motivation increased with age, current studies suggest that young employees enter the labour market with a high identified regulatory burden (alignment to values) and strong internal or introjected pressure (need to prove their worth) (Van den Broeck et al., 2021).

The highest score in introjective regulation among young people is a common finding: anxiety for success, competition and status seeking generate motivation based on "self-pressure" (Ryan & Deci, 2000; Gazi et al., 2024). Studies indicate that, in the early stages of a career, individuals feel the need to validate their professional identity vis-à-vis their peers and supervisors. This "controlled motivation" is a double-edged sword: it generates high productivity in the short term, but increases the risk of premature exhaustion (Ryan, & Deci, 2000, 2020; Jehanzeb & Mohanty, 2018).

The identified regulation implies that the worker recognizes the importance of his work. In the younger age group this is usually due to the fact that they are in a construction phase of their "professional self", where each task is seen as a necessary and valuable step for their future development (Gazi et al., 2024).

Unlike young people, older employees tend to show a more stable but sometimes less intense motivation in terms of "novelty", focusing more on safety and social relations (Van den Broeck et al., 2021).

The results of this study also indicated a relationship between educational level and types of motivational regulation. The finding that groups with lower levels of education have greater external and introjective regulation suggests that their motivation is more linked to controlled factors, such as tangible rewards or social pressures, a situation which is usually related to more operational jobs with less decision-making autonomy (Idrus et al., 2022).

On the other hand, greater demotivation in groups with a higher level of education coincides with studies on "overqualification", where highly educated employees feel that their tasks do not correspond to their professional abilities or expectations, associated with a lack of challenges or a mismatch between the individual’s skills and job requirements (Makhija, 2024).

The results show a decrease in autonomous motivation (intrinsic and identified) and an increase in controlled (external) motivation and demotivation at the bottom of the hierarchy (from management to operational level) are fully consistent with the theory of self- determination (Ryan & Deci, 2000, 2020; Junejo et al., 2025; Van den Broeck et al., 2021). This theory holds that positions with greater autonomy, such as managers, better meet basic psychological needs, which increases the intrinsic interest (Ryan & Deci, 2000, 2020; Junejo et al., 2025).

In contrast, operational levels are often subject to monotonous tasks and greater external supervision, which explains the prevalence of external regulation and demotivation, also associated with lack of recognition or perception of being a "replaceable link" (Pandya, 2024).

The results of the present study which link higher seniority with an increase in intrinsic motivation and a decrease in external regulation are consistent with the model of professional maturity, which suggests that as employees stay longer in an organization, they tend to develop a greater sense of mastery and belonging, which shifts the focus from external rewards (salary, prizes) to enjoyment and purpose of the task itself (Pandya, 2024). This phenomenon suggests

that time in the company facilitates the internalization of organizational values and the consolidation of professional competence (Hoxha & Ramadani, 2024).

As for the differences in job motivation according to type of contract, a lower score in introjected regulation among service workers suggests that they may have less emotional connection and commitment with the organization, which could result in less internal pressure to excel in their functions (Loqmane, 2025). On the other hand, a lower score in external regulation in the group with open-ended contracts suggests that these employees enjoy higher levels of autonomy and less pressure on their daily performance, which could encourage more intrinsic long-term motivation (Gazi et al., 2024; Tho et al., 2024).

In line with the above, studies indicate that employees on open-ended contracts tend to be more engaged in their work, which may influence their perception of external regulation. In contrast, temporary workers may be more focused on meeting immediate expectations to keep their jobs (Makhija, 2024).

The results which identify job integration variables, work satisfaction and personal development as significant predictors of work motivation are closely related to classical and contemporary theories of organizational psychology. The fact that personal development is the strongest predictor is consistent with Herzberg’s two-factor theory, which classifies personal growth as an intrinsic fundamental "motivator" (Jehanzeb,  &  Mohanty,  2018). Also, job integration and job satisfaction act as catalysts that strengthen the employee’s commitment, validating models of person-job adjustment, since a satisfied employee has a positive emotional disposition that facilitates the effort in his work performance (Idrus et al., 2022; Loqmane, 2025). Integration into the job acts as a necessary basis for efficient work performance and motivation, due to the fact that without a clear adjustment between the worker’s skills and his tasks, the other factors become ineffective (Idrus et al., 2022; Makhija, 2024).

In this respect, the results of the adjusted logistic regression model suggest that motivation does not depend on a single factor, but on a combination of operational success (integration), emotional well-being (satisfaction) and projection into the future (development).

Conclusions

The results of this research highlight the importance of quality of working life in the modern organizational context, where a focus on employee well-being not only improves job satisfaction, but also acts as a key driver for talent retention. Medium-high levels of quality of working life reflect effective organizational management that prioritises the physical and psychological environment of workers.

The predominance of introjected regulation over intrinsic motivation indicates that many employees feel driven by internal pressures, such as guilt and the need for validation, rather than a genuine connection to their work. This may be detrimental in the long run as it can lead to burnout, suggesting the need for strategies that encourage greater autonomy and enjoyment at work.

Research reveals that women tend to exhibit a more autonomous motivation, while men show a greater reliance on social validation and external rewards. This highlights the importance of considering gender differences in the design of motivation and career development policies in organizations.

The findings suggest that younger workers present a motivational profile which combines identified regulation with high internal pressure. This contrasts with older employees, who tend to value stability and social relations more than novelty. These differences should be considered when developing motivational programmes tailored to different age groups.

The relationship between educational level and types of motivational regulation indicates that less educated individuals tend to be more motivated by controlled factors, while those with higher education experience demotivation associated with over-qualification. This suggests the need to align employees' skills with the expectations and challenges of their roles.

Research confirms that higher hierarchical levels are associated with greater intrinsic motivation and less external control, while operational levels face greater demotivation. This emphasizes the importance of providing operational employees with a sense of purpose and recognition to improve their motivation.

The positive association between seniority and intrinsic motivation suggests that staying in an organization can lead to a greater sense of mastery and belonging. Organizations must create environments that facilitate this development to optimize performance and job satisfaction.

The identification of job integration, job satisfaction and personal development as significant predictors of work motivation reinforces the need for policies that promote an effective fit between employees' skills and their roles. This integration is essential to foster a positive and productive work environment.

The results of the adjusted logistic regression model suggest that work motivation is the result of a complex interaction between operational, emotional and developmental factors. This implies that organizational interventions must be holistic, addressing multiple aspects of the work environment to be effective.

The results of this study point towards an integrated approach to talent management that takes into account the diversity of employees' motivations and needs in a work environment that values their well-being and development.

Limitations of the study

The study presents limitations in terms of sample size and sampling procedure which was intentionally enhanced due to certain access constraints to organizations. Studies with a larger and statistically representative sample for the target population are recommended.

Conflict of interest

The authors declare that they have no conflict of interest in carrying out this research.

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