Intrinsic motivation in job performance and talent retention of employees
DOI:
https://doi.org/10.5281/zenodo.18004807Keywords:
intrinsic motivation, performance, retentionAbstract
The purpose of this research is to analyze the impact of intrinsic motivation on job performance and talent retention in a retail services company in Peru. This sector is characterized by rotating schedules, rigid operational structures, lack of training, and low financial incentives. The main objective is to identify the impact of intrinsic motivation on job performance and retention. The study adopts an applied quantitative approach, with a non-experimental, cross-sectional, and correlational-causal design. It worked with a population of 120 employees and a sample of 92 workers. The descriptive results showed an average of 40.52 for motivation, 45.33 for talent retention, and 65.32 for job performance, indicating that intrinsic motivation and retention are at moderate levels, while job performance is consistently high. Multiple regression analysis showed that intrinsic motivation has a significant impact (Spearman's Rho of 0.735 for job performance and 0.733 for talent retention), with strong positive correlations. The significance in both cases was less than 0.05, accepting the alternative hypothesis. It is concluded that a work environment that promotes intrinsic motivation not only optimizes individual performance but is also a key factor in talent retention. Therefore, the importance of implementing policies that promote a positive work climate and intrinsic satisfaction is highlighted.
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