Raziskovalno vprašanje (RV): Kako motivacija vpliva na zadovoljstvo zaposlenih in kako zaposlene spodbuditi k čim večji delovni motivaciji? Namen: Namen raziskave je bil s pomočjo intervjuja in anketnega vprašalnika ugotoviti, kako motivacija vpliva na zadovoljstvo zaposlenih na del ovnem mestu. Metoda : V nalogi sta uporabljen i tako kvalitativn a kot tudi kvantitativn a metod a , saj je bilo intervjuvanih pet oseb, med njimi dve vodji in trije zaposlen i v r azličnih organizacijah, hkrati je bil sestavljen in izveden t udi anketni vprašalni k, ki je bil razdeljen med naključno izbrane zaposlene osebe različnih poklicev, različne starost i in različnega spola . Vprašanja iz intervjuja so odprtega tipa % inte r vju vanec je s svojimi besedami oblikoval odgovor. Grafično in opisno so predstavljeni tudi rezultati ankete , ki so zaradi lažje interpretacije prikazani v odstotkih . Pri potrjevanju hipotez so odgovori n a določena vprašanja analizirani s pomočjo R - Commanderja , in sicer je narejen izračun Pearsonovega HI - kvadrata. N arejena je tudi tabelarično - kontingen t na primerjav a med različnimi spremenljivkami (spol, starost, i zobrazba in določeno vprašanje). Rezultati : Na podlagi rezultatov raziskave je bilo ugotovljeno , kako so zaposleni motivirani pri svojem delu in kakšne načine motiviranja uporabljajo vodje za sv oje podrejene. V nalogi so predstavljeni rezultati oziroma spoznanja, kateri demotivatorji so najbolj prisotni na delovnem mestu, kako pomembna je samomotivacija in kdo na delovnem mestu zaposlene najbolj motivira. Razisk ava obsega tudi prikaz modela vplivnih dejavnikov na motivacijo in zadovoljstvo zaposlenih, iz katerega lahko prav tako razberemo, da nematerialni dejavniki bolj vplivajo na motivacijo kot materialni dejavniki. Organizacija: Raziskava bo vodilnim pomagala razumeti, kako pomembno vlogo imajo pri motivaciji svojih podrejenih in kako zelo je pomembno, da so vodje tudi sami motivirani. Družba: Raziskava bo pomagala družbi pri poznavanju dejstva, kako zelo pomembna je motivacija tako na delovnem mestu kot tudi v zasebnem življenju. Pomembno je, da smo najprej motivirani sami, šele nato lahko motiviramo druge. Pri tem je najpomembnejša samomotivacija, ki jo posameznik lahko zazna kot notranjo t ežnjo oziroma kot notranji pulz (npr. uporaba pozitivnih misli, razgibavanje, postavitev osebnih predmetov v delovnem prostoru, urejen delovni prostor, neodlašanje z delom, postavitev lastnih ciljev in vztrajanje pri doseganju le - teh ...). Originalnost: Originalnost raziskave je v navedbi, da nematerialni dejavniki bolj motivirajo zaposlene kot materialni dejavniki, kar je v nasprotju s prepričanjem različnih znanstvenikov s področja motivacije. Posebnost raziskave je tudi v izvirnosti osnovne ideje, vsebine in metode. Rezultati štu dije prispevajo k znanju in razumevanju pomena motivacije na delovnem mestu ter s tem pojmom povezanim zadovoljstvom. Omejitve/nadaljnje raziskovanje: Izbran i vodj i in zaposlen i so bili intervjuvani po vnap rej določenih vprašanjih . Ena izmed omejitev je tudi časovna določ e nost, saj s o bili vodji in zaposlen i intervjuvani v točno določenem času (sedaj) in ne za nazaj. Pri anketnem vprašalniku predstavlja omejitev dejstvo, da so naključno izbrani zaposleni odgovarjali na točno določena vprašanja v točno določenem času.

Research Question ( RQ ) : How does motivation impact employees ' satisfaction ? Purpose: The purpose of this study was to determine how motivation impacts employee' satisfaction at a workplace using an interview and a questionnaire . Method: Two methods were used in my study, namely a qualitative as well as a quantitative method. Five people were interviewed, including two managers and three employees from various organizations. A survey questionnaire was drawn up and carried out among randomly selected employees of various professions, age groups and genders. Questions from the interview were open - ended - an interviewer put a response in his/her own words. The questionnaire results are pres ented and described graphically , which is to facilitate the interpretation given in percentages. With the aim of confirming the hypotheses answers to certain questions are analyzed with R Commander and Pearson's Chi - squared te st has been carried out as well . A tabular - contingent comparison of different variables (gender, age, education and s pecific question) has also been performed. Results: Based on the survey results, employees' motivation and the ways of motivation used by their heads was determined. The paper presents the results and findings, demotivators that are most present at work, how important self - motiva tion is and who in the workplace motivates employees the most. The study also includes a display model of factors influencing motivation and employee satisfaction, which very vividly states that it is the intangible factors that affect motivation and not t he material factors . Organization: The study will help the leaders understand how important it is to motivate their employees and that the leaders themselves are also motivated. Society: The survey will help the company acknowledge the importance motivation has not only at a workplace but also in one's private life. It is important that we are first motivated ourselves in order to motivate others. In this context, self - motivation is most i mportant - be it as an internal tendency or an internal pulse (for example: using positive thoughts, doing exercises, displaying personal objects at one's workspace, settling workspace, not delaying one's work, setting one's own goals and persisting in ach ieving them). Originality: The originality of the research is in the indication that intangible factors motivate employees more than material ones, which is contrary to the belief of various scientists in the fie ld of motivation. Furthermore, its specialt y is also in the originality of the basic ideas, contents and methods. The results of the study help understand the importance motivation has at one's workplace and thus t he satisfaction related to it. Limitations /Future Research : The chosen managers and employees were interviewed accor ding to predetermined questions where o ne of the limitations was time, as they were inte rviewed within a specified time frame and not retroactively. In that manner the fact that randomly selected employees respond to s pecific questions in a specific period of time presents quite a limitation.