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

• Published in: Journal of engineering and technology management 2023-01, Vol.67, p.101730, Article 101730
• Main Authors: Aung, Zin Mar, Santoso, Djoen San, Dodanwala, Tharindu C.
• Format: Article
• Language: English
• Subjects: Job performance; Job satisfaction; Managerial practices; Motivation; Well-being
• ISSN: 0923-4748; 1879-1719
• DOI: 10.1016/j.jengtecman.2022.101730

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. •Assess the link between managerial practices, job satisfaction, and performance.•Demotivational managerial practices affect job satisfaction and job performance.•Inadequate reward and recognition affect job satisfaction and job performance.•Influence of job satisfaction on job performance.•Influence of demotivational managerial practices on job performance.