The Impact of Intrinsic Motivation on the Sustainable Extra-Role Performance with the Mediating Role of Job Engagement

Abstract

Employee motivation and engagement are crucial in attaining optimum workplace productivity because when employees are driven and interested in their duties, they are more likely to give more of themselves, be more innovative, and actively contribute to the organization’s success. The goal of this study is to examine the effects of intrinsic motivation and staff engagement on extra-role performance. It also examines how employee engagement functions as a mediating factor between these factors. The research participants are workers of a Kosovo-based energy production firm. The data were gathered using the convenience sample approach, with 350 people working in various jobs and locations. To investigate the study’s hypotheses, we employed the PROCESS 4 macro model and multiple regression analysis. The study found that motivation from within improves job performance and has a positive relationship with work engagement. Similarly, when the influence of engagement on extra-role performance was investigated, the findings found that engagement had a very significant effect. Furthermore, there was evidence of a positive relationship between intrinsic motivation and extra-role performance, with work engagement serving as a moderator. This study makes an important contribution that sustainably motivated and engaged employees are essentially more likely to stay in the organization, reducing the cost of staff turnover. Good employee performance increases the organization’s ability to adapt to change and innovate, contributing to long-term sustainability.

1. Introduction

Employee intrinsic motivation is an important concept that has a substantial influence on productivity, engagement, and work performance. The key to reaching optimal productivity at work is having engaged and motivated employees. Although there are many different ways to encourage employees, it is generally acknowledged that intrinsically driven employees work more effectively.

Based on the self-determination theory (SDT) [1], intrinsic motivation is described as doing something with desire and will that comes from within and is independent of any external advantages or the threat of punishment at work.

Employees with intrinsic motivation are more engaged and devoted to attaining the organization’s goals. Early studies have established a substantial association between employee motivation and work performance. According to Grant [2], motivation has a direct and immediate positive effect on staff productivity and job performance. Years later, Kuvaas et al. [3] examined employee behavior, intrinsic motivation, and work performance; in this study, employees and managers from gas station stores in Norway were included. The study determined that internal motivation was the most crucial component in increasing employee productivity and performance at work.

Work engagement is a concept that is closely related to intrinsic motivation and performance. It refers to the positive mental and spiritual state, enthusiasm, and fulfillment that employees experience at work [4]. There are studies that investigated employee motivation and engagement in the workplace, for example. Georgellis [5] found that employees who are motivated show more dedication, performance, and productivity at work, as well as a higher level of engagement [6].

The current literature does not provide information on the impact of intrinsic motivation on a specific sub-dimension of performance, such as extra-role performance. The purpose of this study is to investigate how work engagement and intrinsic motivation affect contextual performance.

Hoxha et al. [7] conducted research in two public enterprises in Kosovo examining the impact of psychological needs on individual performance, using conscientiousness as a moderator. The findings of the study revealed a positive relationship between psychological needs and individual job performance.

Kosovo has had continuous problems with the supply of electricity since the production of energy does not cover the needs of the domestic market. The Government of Kosovo has taken steps to create opportunities for the production of renewable energy, such as solar energy, wind energy, and hydropower. However, the Kosovo Energy Corporation (KEK) remains the main electricity supply company in the country, generating it mainly through the burning of coal. KEK faces an outdated technical infrastructure, and its employees are exposed to various risks during work, as well as air pollution.

This research has several important contributions. First, it deepens the current literature on these study variables and derives results by investigating how employees’ intrinsic motivation affects their engagement and performance, using employee engagement as a mediating variable.

Second, the study focuses on the energy sector in Kosovo, a developing country with limited research in the field of human resources.

Third, unlike previous studies that have been conducted in some public enterprises, no study has yet been conducted involving energy production workers in Kosovo.

Finally, the study provides a comprehensive model based on SDT, which examines the impact of sub-dimensions (autonomy, relatedness, and competence) related to the impact of intrinsic motivation on employee engagement and job performance. Employee engagement serves as a mediating variable in this study. The proposed study will address the following research questions:

• How does the internal motivation of employees affect their engagement in the workplace?
• Does intrinsic motivation have a direct impact on employee performance?
• How does employee engagement act as a mediating variable between intrinsic motivation and job performance?
• What are the specific sub-dimensions of intrinsic motivation that have the greatest impact on employee engagement and performance in the energy sector in Kosovo?

These research questions aim to provide a deep understanding of the links among intrinsic motivation, engagement, and employee performance, providing a strong theoretical and practical basis for improving human resource management in the energy sector in Kosovo.

2. Literature Review

2.1. Intrinsic Motivation

In recent years, intrinsic motivation, or motivation without money, has become a hot topic in major business magazines around the world. Intrinsic motivation is the drive to engage in a behavior for the inherent pleasure and satisfaction it brings rather than for external rewards or to avoid punishment [8]. According to Pinder [9], in his book Work Motivation in Organizational Behavior, he examined the impact of intrinsic motivation in organizational conflict. He emphasized the importance of intrinsic motivation in obtaining positive results such as engagement among workers and performance at work.

A few years later, researchers [1] looked into the idea of intrinsic motivation through the fulfillment of psychological demands, which are a component of SDT. The study discovered that when an employee’s psychological needs are met, intrinsic motivation rises; conversely, failing to meet these needs has a negative influence on intrinsic motivation.

SDT is a theory of motivation that has been successfully applied in several fields, including education, health care, sports, and psychotherapy, as well as in the areas of employee motivation, engagement, and job performance [1]. SDT argues that employees’ performance at work and their well-being in work activities are significantly affected by the type and level of their motivation. According to this theory, motivation can be classified into intrinsic motivation, which stems from enjoyment and interest in the activity itself, and extrinsic motivation, which is driven by external rewards and pressures.

SDT emphasizes the importance of meeting three basic psychological needs—autonomy, competence, and social connectedness—to support intrinsic motivation and promote well-being and optimal performance in the workplace.

The need for autonomy relates to someone’s desire to have more control over their own actions and decisions, as well as greater independence from external influences and to take action in accordance with individual interests and principles [10]. Fulfilling this need gives people a sense of responsibility for what they do and decide [10]. The demand for competence relates to the process by which people are capable and efficient in carrying out their tasks [10]. This need is met when people believe they are learning and improving their skills for the future [11]. Furthermore, relatedness fulfillment relates to an individual’s willingness to close positive ties, involvement in relation to others, and a sense of importance [10]. This need is met when people recognize the value of social ties and the sense of belonging that comes from being part of a community [11].

Many previous studies have emphasized the importance of SDT in work engagement and performance [12]. This study investigated how three perceived psychological needs in SDT affected student engagement in online learning during the COVID-19 period.

Another paper analyzed how the development of digital technology requires everyone, especially older people, to develop the skills to engage with technology for everyday tasks and communication, examining the factors that drive SDT-based motivation in using digital technology [13].

Furthermore, another study investigated the effect of employee pay on intrinsic motivation, psychological well-being, and job performance for 593 Norwegian workers [14]. A study conducted in the food service sector in Malta showed a strong positive relationship between work motivation and job performance [15].

Based on the research of the existing literature, which analyzed the effect of these variables in different sectors and countries, we have built a new model to analyze the effect of internal motivation on commitment and work performance in the energy sector in Kosovo. This model aims to discover the most effective ways to increase the commitment and performance of employees using SDT principles, thus contributing to the improvement of working conditions and results of organizations in the energy sector.

2.2. Job Performance

The rapid change in the nature of work in organizations has called into question the traditional approach to task performance, which is no longer sufficient to explain employee behavior and engagement at work [16]. The rapid growth of competition, new market innovations, and the continuous advancement of the services provided by organizations necessitate a new approach to employee behavior, such as out-of-role performance, which allows employees to adapt to rapid market changes and makes them more effective in performing their tasks in a more dynamic organizational environment [17]. Several studies have been undertaken on the dynamic nature of work performance [18,19]. According to studies, individuals do not always perform optimally; they may perform better in some cases and worse in others. Employees exhibit two kinds of performance-related behaviors: in-role and extra-role performance. Extra-role performance refers to the actions of individuals who go beyond their formal job responsibilities, engaging in activities not explicitly required or rewarded by their employer. This voluntary effort is not directly compensated or mandated [20]. Examples of extra-role performance demonstrate employees’ willingness to assist their colleagues when they take on heavy workloads voluntarily. In this regard, ref. [21] found that the performance outside the role of the employees changes significantly on a daily basis. It is important that these changes are positive and show significant changes over time.

2.3. Work Engagement

Kahn [22] was the first to describe job engagement as a positive mental state characterized by fulfillment and motivation experienced at work. Bakker et al. [23] found that employees who are genuinely interested in their work are more deeply engaged and perform better, while motivation and a positive attitude enhance their dedication to colleagues.

Kahn [19] defines work engagement as three primary work networks: physical, psychological, and emotional challenges. Years later, Schaufeli et al. [24] expanded and analyzed these three aspects of work engagement, identifying three additional dimensions that are important for job engagement: vigor, dedication, and absorption. Vigor relates to employees’ physical and mental strength at work. Dedication is related to employees’ feelings of importance, pleasure, and excitement at work. Absorption is characterized as the performance of work tasks in a focused and dedicated manner [25,26]. Many other researchers and professionals have confirmed and approved Schaufeli and colleagues’ definition of employee engagement, which has led to the application of these dimensions of engagement in various industries [27].

2.4. Research Hypotheses

Several studies have examined the effect of intrinsic motivation of worker engagement on work performance [28,29]. Following that, we suggest this study’s hypothesis for investigating and further exploring the impacts of intrinsic motivation and employee engagement on another dimension of performance, contextual performance. This emphasis on contextual performance adds value to understanding the influence of employee motivation and engagement on their contribution to the organization.

2.5. Intrinsic Motivation and Job Performance

In many studies, it was found that motivation improves work performance. In their study, which included 13,967 workers from 42 various companies, Van Loon et al. [30] demonstrated that motivation positively influences job performance and organizational goal achievement. These results correspond with those of [31], who discovered that increased employee motivation in the public sector has a good effect on the performance of Danish teachers. Different companies and institutions should motivate employees more because motivation has been shown to be a positive predictor of work performance; this was also demonstrated in the work of [32], which included hotel employees.

Likewise, the first studies using SDT to investigate the impact of intrinsic motivation on work performance found a positive association [33,34]. Furthermore, a meta-analysis of 41 studies using samples of children and adults revealed that intrinsically motivated people were significantly more engaged in work activities [35].

Employees who are intrinsically motivated also tend to increase their psychological engagement at work, long work hours, and have more energy when performing tasks of work [36]. Additionally, intrinsic motivation has also improved teachers’ performance [37]. This study explores the influence of worker motivation on another component of performance, which is extra-role. Therefore, based on the above evidence, we offer the following first hypothesis:

Hypothesis (H1). 

Intrinsic motivation has a positive effect on extra-role performance.

Figure 1 presents the model proposed for the study hypothesis.

2.6. Work Motivation and Job Engagement

Previous studies have indicated that employees often value specific aspects of their jobs more than promotions or salary increases [2]. In addition, Weibel et al. [38] backed the prior findings by asserting that an individual’s intrinsic motivation has a positive relationship with absorption as one of the three sub-dimensions of job engagement. Years later, ref. [39] supported these findings by asserting that workers were more motivated and productive when they had clear work goals, more autonomy in performing work, and were competent in performing work. Furthermore, using the SDT [6], they conducted a study to examine the relationship between intrinsic motivation and job engagement involving 544 nurses and 216 Chinese doctors. The findings suggested that intrinsic motivation enhanced employees’ levels of energy, dedication, and absorption at work. Moreover, Keyko et al. [40] performed an in-depth examination of research to examine the effects of work engagement in clinical nursing work; the findings revealed 77 factors that influence work engagement, including organizational climate, professional resources, job satisfaction, and age. Positive engagement results demonstrated that they were important not only for the institution but also for individual nurse motivation at work. Consequently, we present the second hypothesis:

Hypothesis (H2). 

Intrinsic motivation has a positive effect on job engagement.

2.7. Job Engagement and Work Performance

Many experts believe that job commitment is positively associated with performance since it is characterized by feelings of enhanced passion and energy while doing tasks at work. Individuals who are engaged have high and continuous energy, and they are more active at work and in pursuing projects to achieve the company goals [41,42]. In addition, Bakker et al. [43] discovered that employee engagement was positively associated with two aspects of performance (task and contextual performance) in their paper, which involved 144 workers from various professions. In a previous study carried out by Bakker et al. [27], in which 54 Dutch teachers participated, the impact of worker commitment on weekly work performance was tested, and the findings indicated that work commitment was a good predictor of performance.

Also, Wang et al. [44] conducted a study on the hotel industry, and the findings revealed that engaged employees have better emotional behaviors and are more optimistic, which both improve job performance. However, results from the research presented by Yao et al. [45] that included IT professionals indicated a significant positive relation to engagement and work performance. The following hypothesis was then proposed:

Hypothesis (H3). 

Job engagement has a positive effect on extra-role performance.

2.8. Mediating Role of Job Engagement

Figure 1 suggests that work engagement acts as a mediator in the relationship between motivation and job performance.

According to the job demands–resources (JD-R) paradigm, the provision of adequate job resources increases employee engagement, resulting in positive work results. Breevaart et al. [46] reinforce this idea, emphasizing the critical importance of job resources in increasing employee engagement and, as a result, generating positive workplace outcomes.

In several previous research studies, employee engagement was utilized as a study variable in the position of the moderator to analyze the impact of specific factors on job performance.

Employee engagement, according to the JD-R model, mediates the relationship between job resources, as shown in one study [47]. This implies that employment resources indirectly influence work results by their impact on employee engagement.

Radic et al. [48] showed that the interaction between job demands and resources has a substantial impact on employee engagement, which in turn influences their commitment to the company.

Furthermore, previous research has found a strong correlation between engaging leadership and work engagement through increased job resources [49]. As a result, an argument emerges that workplace resources play a critical role in meeting core psychological needs, hence increasing work engagement [50]. As a result, it is possible to argue that good leadership practices contribute to the supply of job resources, which in turn favorably influences workers’ psychological well-being and engagement with their work.

Van den Broeck et al. [51] discovered that meeting the three fundamental psychological demands indicated in SDT partially mediates the effect of job resources on engagement (vigor). Rigby et al. [52] later claimed that meeting employees’ core psychological demands improves the quality of motivation. They also underlined the need for relevant work goals in cultivating high-quality motivation, similar to job engagement. Therefore, we expected the following hypothesis:

Hypothesis (H4). 

Employee engagement serves as a positive mediator between work motivation and extra-role performance.

3. Methodology

The conceptual model shown in Figure 1 explains the relationships between the study’s hypotheses.

3.1. Participants

The employees of the public Energy Corporation of Kosovo (KEK) were included in this research. This is the largest energy company in Kosovo, which produces energy through its two thermal power plants, Kosova A and Kosova B.

After the approval of our request for research by the company’s management, the questionnaires were distributed. Each participant in the research was asked to read the introductory part of the survey to understand the purpose of the research and to ensure the confidentiality of their individual responses.

The study population consisted of approximately 4700 employees, and we distributed 1257 workers across nearly every work unit. In the end, 350 of them were collected, but some of the surveys were incomplete; therefore, only 312 questionnaires were included in the analysis of this study. The return rate of completed questionnaires was 27.84%. The gender distribution of the sample was 78% male (n = 243), and the marital status distribution was 81.09% married versus single. The mean age was 46.32 years (SD = 13.21), and the mean tenure was 15.34 years (SD = 9.61).

3.2. Procedure

We employed multiple regression analyses to test the first three hypotheses of the study and model 4 of PROCESS macro [53] to test the fourth hypothesis, which plays a moderating effect. To conduct the research analysis, we organized the variables included in the study into categories based on the questionnaires used to analyze their influence.

To analyze the study instruments’ results, we translated all of them into Albanian language using the five-step cross-cultural methodology [54], which offers a systematic approach to cross-cultural research in five steps. In the first step, two professionals who spoke Albanian as their mother tongue translated the study’s instruments from English. In the second step, the questionnaires’ translations were carefully analyzed and improved by a university professor of management who determined that the questionnaires used in the study were clear as well as easy for people to understand. In the third step of the process, a professional with extensive knowledge of English translated the research questionnaires back into the source language. The fourth-step translations were reviewed in comparison with the initial surveys that would be utilized in the study; some required modifications were made during the expert interpretation process to guarantee translation correctness and adequacy. In the final stage of this procedure, a scientist with a PhD in the same area of study was requested to evaluate the appropriateness, substance, and significance of the instruments of measurement employed in this research. After translating the study questionnaires, we studied and assessed the validity and reliability of every scale in our sample. Following translation, we performed validity and reliability testing on all measures in our sample. We used confirmatory factor analysis (CFA) in Amos v.23 to examine structural validity and Cronbach’s alpha coefficient (α) in SPSS v.23 to measure reliability.

In the study, our dependent variable was extra-role performance, our independent variable was intrinsic motivation, and employee engagement was both dependent and independent because it also served as a mediating variable.

In our study, we also assessed normality statistics for skewness and kurtosis, using the minimum acceptable criterion of −1.96 to 1.96 as a guideline. For our research variables, skewness values varied from −0.819 to 1.321, while kurtosis values ranged from −0.812 to 0.456; this demonstrates that the skewness and kurtosis values of all research variables fall within the normal distribution range.

3.3. Instruments

3.3.1. Intrinsic Motivation Scale

The Psychological Needs Satisfaction scale was tested with 21 items [55], which assess the three sub-dimensions of internal motivation: autonomy, competence, and relatedness. We used a five-point Likert scale to rate the items, with 1 indicating “not at all true” and 5 indicating “very true”.

3.3.2. Work Engagement Scale

Work engagement was measured using the Utrecht Work Engagement Scale’s short 9-item version UWES [56]. We used a five-point grading scale with 1 indicating “never” and 5 indicating “always”. A higher score on this scale indicates a greater sense of energy, dedication, and absorption.

3.3.3. Job Performance Scale

In this study, we focused on employing contextual performance metrics; this is why we only utilize items that measure it. We evaluated work performance using the multidimensional work performance [57]. In this study, we concentrated on using contextual performance indicators; thus, we only selected items that measured them. We used a five-point ranking scale, with 1 signifying “never” and 5 representing “always”. Greater marks on this scale imply stronger contextual performance.

4. Results

Table 1. Confirmatory factor analysis of all instruments.

Instruments	χ2/df	CFI	TLI	RMSA	CR	AVE
Intrinsic motivation	2.483	0.95	0.97	0.070	0.89	0.77
Job engagement	3.134	0.93	0.95	0.072	0.82	0.65
Extra-role performance	3.231	0.94	0.93	0.074	0.77	0.49

shows the validity and reliability outcomes for all the translated instruments utilized in this study. Confirmatory factor analysis (CFA) results for all three instruments reveal that all ratings are within an acceptable range with minimal variance. The intrinsic motivation scale (χ2/df = 2.483, CFI = 0.95, TLI = 0.97, RMSEA = 0.070, CR = 0.89, AVE = 0.77) and job engagement scale (χ2/df = 3.134, CFI = 0.93, TLI = 0.95, RMSEA = 0.072, CR = 0.82, AVE = 0.65) and extra-role performance scale (χ2/df = 3.231, CFI = 0.94, TLI = 0.93, RMSEA = 0.074, CR = 0.77, AVE = 0.49) showed significant results.

The reliability of the study instruments was determined using Cronbach’s alpha coefficient. Cronbach’s alpha values for intrinsic motivation were 0.871, for extra-role performance 0.812, and for job engagement 0.852. All Cronbach’s alpha values were ≥0.80, indicating strong dependability. Regarding the reliability of the study instruments, the results showed that the study variables have a reliability ranging from 0.81 to 0.92, indicating that the study instruments are very reliable.

To evaluate the research hypotheses, we performed hierarchical regression analysis for hypotheses H1, H2, and H3 and the mean score of each scale. Meanwhile, to test Hypothesis 4, we employed Hayes’ model 4 of the PROCESS macro [53].

4.1. Correlation Analysis

Correlation analysis was utilized to analyze the correlations between the variables in this study, as well as to determine their strength and direction. This statistical approach assisted in determining positive, negative, or neutral correlations between variables, allowing for a more in-depth knowledge of the interactions between the data utilized in this study.

Correlation analyses of the demographic factors revealed both positive and negative relationships, as well as interactions with some of the other variables utilized in the study. The impacts of demographic factors are shown in

Table 2. Means (M), standard deviations (SD), and correlation coefficients for research variables.

		Mean	SD	(1)	(2)	(3)	(4)	(5)	(6)	(7)
1	Age	46.32	13.21	1
2	Gender	1.73	0.64	0.041	1
3	Marital Status	1.81	0.41	0.032	−0.146 *	1
4	Education	1.87	0.63	−0.047	−0.052	−0.068	1
5	Tenure	15.34	9.61	0.574 **	0.031	0.211 **	−0.157 *	1
6	Autonomy	4.37	0.39	−0.076	0.027	−0.036	−0.136 *	−0.018	(0.81)
7	Relatedness	4.45	0.42	−0.179 **	−0.011	−0.143 *	−0.171 **	−0.023	0.384 **	(0.83)
8	Competence	4.71	0.46	−0.191 **	−0.086	−0.058	−0.061	−0.145 *	0.352 **	0.357 **
9	Vigor	4.39	0.45	−0.058	−0.051	−0.054	0.012	−0.047	0.342 **	0.297 **
10	Dedication	4.53	0.52	−0.078	0.032	0.082	0.021	−0.054	0.321 **	0.194 **
11	Absorption	4.62	0.47	−0.059	0.021	0.014	0.034	−0.147 *	0.183 **	0.191 **
12	Extra-role performance	4.34	0.39	0.042	−0.034	−0.136*	−0.143 *	0.132 *	0.327 **	0.341 **
	N = 312, * p < 0.05, ** p < 0.01.
						(8)	(9)	(10)	(11)	(12)
1	Age
2	Gender
3	Marital Status
4	Education
5	Tenure
6	Competence					(0.85)
7	Vigor					0.354 **	(0.90)
8	Dedication					0.329 **	0.354 **	(0.91)
9	Absorption					0.292 **	0.345 **	0.372 **	(0.90)
10	Extra-role performance					0.327 **	0.271 **	0.332 **	0.354 **	(0.74)
N = 312, * p < 0.05, ** p < 0.01.

.

Regarding demographic variables, the results showed that marital status has a negative relationship with gender (r = −0.146, p < 0.05). Moreover, tenure showed a positive effect with age (r = 0.574, p < 0.01) and marital status (r = 0.221, p < 0.01), while it had a negative relationship with education level (r = −0.157, p < 0.05).

This research gives an in-depth view of the intricate interactions between participants’ characteristics and other study variables, allowing for a better understanding of the possible effects of demographic factors on study outcomes.

The correlation analysis for the research variables revealed a substantial positive relationship between autonomy and relatedness (r = 0.384, p < 0.01). This finding implies that when people perceive more autonomy at work, they also feel a better feeling of connection with their coworkers.

In addition, autonomy correlated significantly with competence (r = 0.352, p < 0.01), vigor (r = 0.342, p < 0.01), dedication (r = 0.321, p < 0.01), absorption (r = 0.183, p < 0.01), and extra-role performance (r = 0.327, p < 0.01). These findings highlight that greater autonomy has a favorable impact on individuals’ dedication and performance in the workplace.

Relatedness has a favorable relationship with competence (r = 0.357, p < 0.01), demonstrating that a sense of connection in the workplace enhances employee skill and knowledge advancement. Relatedness was also correlated positively with vigor (r = 0.297, p < 0.01), dedication (r = 0.194, p < 0.01), absorption (r = 0.191, p < 0.01), and extra-role performance (r = 0.341, p < 0.01). These findings demonstrate that individuals’ sense of connection and inclusion in the workplace has a major beneficial influence on employee energy, dedication, and performance.

Competence correlates significantly with vigor (r = 0.354, p < 0.01), commitment (r = 0.329, p < 0.01), absorption (r = 0.292, p < 0.01), and contextual performance (r = 0.327, p < 0.01). These findings demonstrate that a high degree of competency is associated with employee commitment and engagement at work.

Vigor had a substantial positive connection with dedication (r = 0.354, p < 0.01), absorption (r = 0.345, p < 0.01), and contextual performance (r = 0.271, p < 0.01).

This suggests that when vigor increases, so do dedication, absorption, and contextual performance, revealing a considerable link between these elements.

In summary, the findings reveal that dedication has a positive connection with absorption (r = 0.372) and contextual performance (r = 0.32). Both are statistically significant at p < 0.01. This suggests that those with higher degrees of commitment also have higher levels of absorption and perform better on contextual tasks in their respective occupations. Furthermore, absorption is favorably correlated with performance outside of the role (r = 0.354, p < 0.01). This means that people who are more involved in their work are more likely to participate in extra-role actions that contribute favorably outside of the formal responsibilities of their jobs.

4.2. Regression Analysis

Multiple regression analysis is a statistical method used to study the relationship between a dependent variable and two or more independent variables. This method helps predict the values of the dependent variable using information from the independent variables. In addition to prediction, it also allows researchers to estimate the degree and direction of influence of each independent variable on the dependent variable. The application of this analysis in our paper is of particular importance because many factors can influence a single result. This helps us identify and understand which factors have the greatest impact and how they interact with each other to influence the outcome of our study.

To test the research hypotheses H1, H2, and H3, we constructed six distinct hierarchical regression models, as shown in

Table 3. Regression investigation of factors impacting extra-role performance.

Independent Variables	Dependent Variables
Extra-Role Performance	Vigor
	Model 1				Model 2				Model 3
	(1 Step)				(2 Steps)				(2 Steps)
	β	SE	t	Sig	β	SE	t	Sig	β	SE	t	Sig
Constant		0.15	25.012	0		0.398	4.21	0		0.463	1.135	0
Age	0.064	0.012	1.321	0.413	0.086	0.012	1.313	0.312	0.041	0.013	0.012	0.765
Gender	0.011	0.026	0.213	0.765	−0.013	0.032	−0.062	0.751	−0.051	0.042	−0.052	0.221
Marital Status	−0.512	0.033	−0.634	0.345	−0.028	0.039	−0.187	0.842	0.006	0.081	0.007	0.843
Education	0.036	0.031	0.641	0.156	0.057	0.028	1.483	0.071	0.039	0.029	0.048	0.376
Tenure	−0.618	0.002	−0.314	0.001	−0.223	0.009	−0.142	0.001	−0.038	0.003	−0.005	0.463
Autonomy					0.231	0.029	3.936	0.003	0.312	0.045	0.261	0.000
Relatedness					0.312	0.045	5.115	0.000	0.065	0.029	0.079	0.078
Competence					0.216	0.042	5.856	0.001	0.214	0.053	0.241	0.001
Vigor
Dedication
Absorption
R		0.245				0.436
R²		0.046				0.312
R² change		0.052				0.234
F		2942				10.026
Sig.		0.002				0.001
	Dedication				Absorption				Extra-Role Performance
	Model 1				Model 2				Model 3
	(1 Step)				(2 Steps)				(2 Steps)
	β	SE	t	Sig	β	SE	t	Sig	β	SE	t	Sig
Constant		0.191	2.97	0		0.298	1.117	0		0.145	2.47	0
Age	0.027	0.010	0.003	0.598	0.064	0.004	0.005	0.243	0.126	0.006	0.005	0.018
Gender	−0.023	0.045	−0.004	0.796	−0.032	0.051	−0.026	0.614	0.031	0.049	0.028	0.631
Marital Status	0.076	0.006	0.023	0.154	0.026	0.072	0.041	0.602	−0.058	0.058	−0.054	0.416
Education	0.041	0.031	0.014	0.401	0.0293	0.032	0.032	0.435	−0.127	0.021	−0.049	0.002
Tenure	−0.009	0.007	−0.065	0.213	−0.159	0.006	−0.008	0.019	−0.169	0.004	−0.003	0.037
Autonomy	0.214	0.039	0.142	0.000	0.051	0.049	0.049	0.431
Relatedness	0.031	0.043	0.031	0.495	0.038	0.047	0.041	0.456
Competence	0.352	0.053	0.297	0.003	0.302	0.058	0.301	0.000
Vigor									0.219	0.041	0.176	0.001
Dedication									0.239	0.031	0.136	0.004
Absorption									0.285	0.042	0.242	0.000
R		0.397				0.298				0.482
R²		0.243				0.075				0.312
R² change		0.185				0.049				0.201
F		8756				2563				10.985
Sig.		0.000				0.000				0.000

. Model 1 examined especially the impact of demographic characteristics such as age, gender, marital status, education level, and experience. This study intended to evaluate the degree to which factors explain the extra-role performance.

Model 1 predicts a negative relationship among extra-role performance and tenure based on demographic characteristics. The beta coefficient (β = −0.512) and p-value (<0.05) show significant negative connection. This indicates that as tenure increases, extra-role performance declines.

Model 2 consists of two stages; the first stage includes demographic characteristics as predictors, while the second stage adds intrinsic motivation sub-dimensions to the model. The dependent variable studied in this research is extra-role performance.

The study provided strong support for Hypothesis 1, revealing that all three sub-dimensions of intrinsic motivation, autonomy (β = 0.231, p < 0.05), competence (β = 0.216, p < 0.01), and relatedness (β = 0.312, p < 0.01) significantly and positively affected contextual performance.

This demonstrates that when people feel intrinsically motivated in their workplace, they tend to perform beyond their work duties or tasks.

To investigate Hypothesis 2, we developed models 3, 4, and 5 to study the relationship between intrinsic motivation and work engagement.

Model 3 evaluated how different sub-dimensions of intrinsic motivation contribute to explaining vigor. The study found that autonomy (β = 0.312, p < 0.01) and competence (β = 0.214, p < 0.01) significantly influence vigor.

Model 4 reveals a significant positive effect of autonomy (β = 0.214, p < 0.01) and competence (β = 0.318, p < 0.05) on dedication.

In Model 5, competence (β = 0.302, p < 0.01) had a substantial positive influence on absorption, whereas tenure and education had a significant negative impact. These findings give limited support for Hypothesis 2.

To examine Hypothesis 3, Model 6 was formulated to explore the influence of job engagement on extra-role performance. The study indicated that job engagement had a substantial beneficial effect on performance, including vigor (β = 0.219, p < 0.01), commitment (β = 0.239, p < 0.05), and absorption (β = 0.285, p < 0.01). Age had a substantial beneficial impact (β = 0.126, p < 0.05), whereas education (β = −0.127, p < 0.05) and tenure (β = −0.169, p < 0.05) had negative impacts. These results provide complete support for Hypothesis 3.

4.3. Mediation Analysis

Macro PROCESS is a statistical method suitable for researchers who want to conduct mediation, moderation, and interaction analyses. This method helps in understanding how and why effects occur, thus facilitating the interpretation of complex relationships between variables in various scientific studies.

To test Hypothesis 4, which predicts that employee engagement has an indirect influence on the link between motivation and work performance, we will use Hayes’ [50] PROCESS macro model 4.

Table 4. Bootstrapping results for direct and indirect effects.

Direct Effect	Effect	S. E		t
A→EP	0.342 **	0.061		4.12
R→EP	0.092 *	0.052		5.21
C→EP	0.293 **	0.055		5.64
Indirect effect	Effect	S. E	LL95%CI	UL95%CI
(95% Bias-Corrected Confidence Interval method)
A→Absorption→EP	0.068	0.26	0.019	0.142
C→Absorption→EP	0.053	0.24	0.009	0.132

N = 312, * p < 0.05, ** p < 0.01. A, autonomy; R, relatedness; C, competence; EP, extra-role performance; LL, lower limit; UL, upper limit; CI, confidence interval; S.E, standard error.

illustrates the impacts of direct and indirect influence. The Bootstrap 5000 results show that autonomy has a statistically significant positive indirect influence on extra-role performance through the partial mediation of absorption (β = 0.068, CI: 0.019, 0.142). This means that when employees have more freedom and autonomy to set and organize their tasks, they are more likely to be fully engaged in their work. The interaction of this positive effect of autonomy through absorption explains how this additional freedom and responsibility can lead to high performance outside the bounds of ordinary tasks.

Likewise, competence has a significant positive indirect influence on extra-role performance, partly mediated by absorption (β = 0.053, CI: 0.009, 0.132).

This finding suggests that when employees perceive themselves to be effective and competent in their professions, they are more likely to engage in committed behaviors outside of regular work tasks. The interaction of this positive effect of competence through absorption—a state where employees are deeply involved in their tasks—explains how confidence in their abilities contributes to improving their behavior in the organization.

The results are significant since no zero exists between the upper- and lower-level confidence intervals (CI). Based on the foregoing findings, we have partial mediation that partially supports H4.

5. Discussion

The primary objective of this research was to thoroughly examine and provide insights into the relationship between intrinsic motivation and contextual performance in the Kosovo Energy Corporation’s (KEK) organizational environment. A particular emphasis was placed on investigating how work engagement serves as a mediating factor in this relationship, aiming to shed light on the complex dynamics of employee motivation and performance within the operational context of this enterprise.

Based on the first hypothesis, which investigates the effect of motivation on employee performance, the findings of this study revealed that the three characteristics of intrinsic motivation have a positive and highly significant impact on extra-role performance. This research demonstrates that motivated employees are more likely to complete activities and responsibilities that extend beyond the bounds of their employment contract and also to assist their coworkers in times of need. This emphasizes the significance of internal motivation in the progress and performance of individuals in businesses like the Energy Corporation of Kosovo (KEK). Our results are in correspondence with those of Andersen et al. [31], who estimated that increased employee motivation in the government sector had a favorable effect on teacher performance. In addition, our findings on the effect of intrinsic motivation on work performance according to SDT are consistent with those of [34]. Furthermore, our findings are consistent with those of [30], who found that employee motivation had a substantial positive association with work performance.

Our results are consistent with SDT, which emphasizes the importance of three psychological needs for optimal motivation and well-being of individuals. SDT suggests that when these needs are met, individuals have higher intrinsic motivation and are more engaged and productive in their work. Our findings reinforce this theory by showing that employees who feel independent in making decisions and competent in performing their tasks have a higher performance outside of their role.

The purpose of the second hypothesis of the study was to investigate the relationship between work engagement and intrinsic motivation. The results of the study show that autonomy and the perception of competence in the workplace positively influence the energy level and engagement of employees. These results suggest that factors such as perceived competence in performing activities and flexibility to make decisions and manage procedures at work are key elements that contribute to higher energy levels in employees. Likewise, the results showed that these factors positively affect the engagement of employees to their work. However, unlike engagement, feeling connected to colleagues does not appear to have a significant impact on employee engagement.

Regarding the influence of intrinsic motivation on absorption, it was established that only competence had a positive influence, while the other two sub-dimensions, relatedness and autonomy, did not show any significant effect. This suggests that a sense of task competence is a key factor in how individuals become engaged and deeply involved in their work.

Our results are consistent with the main tenets of SDT, which emphasizes the importance of meeting three psychological needs to achieve optimal motivation and personal well-being. Our findings support the idea that competence and autonomy are important for increasing levels of energy and engagement at work. These results suggest that to promote work engagement, organizations should focus on creating a work environment that fulfills these needs.

Our findings are consistent with previous studies, such as those of [6,38,39], which showed a positive relationship between intrinsic motivation and work engagement. These studies emphasize that when individuals feel capable and have autonomy in their work, they are more engaged and committed to their work. However, our findings that feeling connected to colleagues does not have a significant impact on employee commitment challenge some of the previous studies that have suggested the importance of social connections in the workplace. This may indicate that in the specific context of KEK, factors of autonomy and competence are more important than social connections to promote work engagement.

Regarding the third hypothesis, the study’s findings revealed that worker engagement has a favorable and significant impact on extra-role performance. This suggests that people who are deeply involved in their work tend to perform better in extra-role activities, expanding their contribution beyond core job responsibilities. This may include actions like assisting coworkers, actively participating in numerous organizational activities, and performing other tasks outside of their primary responsibilities.

Our results are consistent with current theories of work engagement, such as Bakker et al. [43] model of work engagement (Job Demands–Resources Model). This model suggests that work engagement positively affects performance, including not only in-role performance but also extra-role performance.

Our findings are consistent with the studies of [43,45], which have shown that work engagement has a significant impact on both in- and out-of-role performance. The study of [43] showed that work engagement positively affects both aspects of performance, while the study of [45] on IT professionals proved the same in a different professional context. These findings suggest that work engagement is a universal factor that positively affects employee performance in different organizational contexts. Furthermore, Alshehami [58] has analyzed the impact of financial resources on the efficiency of micro and small enterprises. The results of the study showed a positive relationship between intrinsic outcome expectation and entrepreneurial self-efficacy.

Hypothesis 4 of this study investigates the link between motivation and work performance as a mediator of employee engagement. We expected that the three aspects of employee engagement (vigor, dedication, and absorption) would play a useful mediation function between employee motivation and job performance, but the findings indicated the opposite.

The results of the study showed that absorption has an indirect positive mediating effect between autonomy and job performance.

Employees who are attentive and totally involved in their tasks typically perform better. This is followed by the benefits of job autonomy. Absorption, or their intense dedication to their task, influences this interaction. When they are really engaged, they tend to perform better.

As a result, absorption may be viewed as a positive indirect impact that mediates the relationship between autonomy and work performance. This demonstrates that freedom of action and a sense of independence in the workplace are significantly associated with goal attainment and excellent employee performance. In this approach, absorption establishes a strong link between autonomy and job efficiency.

Furthermore, the findings demonstrated that competence has a significant indirect positive influence on extra-role performance, as mediated by absorption. This conclusion implies that, in the context of the study, greater levels of competence promote an increase in extra-role performance due to a positive relationship with absorption level.

Our results support the Theory of SDT, which suggests that satisfying psychological needs is essential to achieving high levels of motivation and job satisfaction. Employee engagement acts as a key link that reinforces this relationship. When employees feel engaged in their work, they experience a sense of fulfillment and greater satisfaction, making them more motivated and satisfied with their work.

Our findings are consistent with the study of [59], which showed that employee engagement plays a positive mediating role between motivation and job satisfaction. This concordance suggests that work engagement is a critical factor influencing how motivation translates into job satisfaction. Previous studies have shown that employees who are engaged in their work are more likely to be satisfied with their jobs, suggesting that improved engagement can lead to increased employee satisfaction.

6. Conclusions

The study’s goal was to analyze and clarify the link between work motivation and contextual performance, with job engagement serving as a mediating factor. The case study was carried out with personnel from the Energy Corporation of Kosovo (KEK).

We used SDT to investigate how employees’ intrinsic motivation affects their degree of engagement and performance at work. According to the research, employee motivation and engagement have a positive and considerable influence on organizational performance.

In this study, we attempted to determine the relationships between intrinsic motivation, employee engagement, and performance in activities beyond their typical tasks.

Furthermore, we investigated the mediating influence of worker engagement on their motivation and job performance.

Employees from the KEK company were involved in this study, which enlarged and diversified our work even more because they work in diverse job duties. To summarize, the purpose of this research was to gain a better knowledge of the impact of employee motivation and engagement on organizational performance.

This study is unique in that it highlights the relevance of addressing psychological needs and job engagement in the performance of employees at the public company KEK.

Given the relevance of these research elements for employees, we believe that in the future, these phenomena should be investigated in the private sector, as well as in many sectors and industries.

We believe that our study has made a meaningful contribution to the academic and practical fields by introducing new information and improving our understanding of organizational dynamics and the role of employee motivation and engagement in workplace success.

The purpose of this study was to contribute to human resource management theory and practice by emphasizing internal motivation and employee engagement as critical aspects of organizational effectiveness. Based on SDT, we attempted to discover and understand the complicated links between intrinsic motivation and worker engagement in extra-role performance.

Analyzing these research factors inside the KEK enterprise, we aimed to find the distinctive context and interactions at the local level, adding a unique dimension to our research. For us, it is critical that our research has an evident effect and influences the practice of human resource management, supporting companies in better understanding how to inspire and engage their employees in order to accomplish organizational goals.

Our results suggest that organizations should create work environments that promote intrinsic motivation and employee engagement to improve their performance and satisfaction. While our study was conducted in the context of a public enterprise such as KEK, our findings have important implications for the private sector as well. Organizations in all sectors should focus on strategies that improve intrinsic motivation and employee engagement to increase organizational effectiveness and employee satisfaction.

This study contributes to the theory and practice of human resource management by emphasizing the importance of addressing psychological needs and work engagement to improve employee performance.

Further studies could explore the specific factors that influence employee motivation and engagement in different organizational and cultural contexts. This may include research on the impact of leadership style, work environment, and human resource policies on employee motivation and engagement.

Comparative studies can investigate how employee motivation and engagement differ between different sectors and industries. This can help identify good practices that can be adopted by organizations in different sectors to improve employee motivation and engagement.

In conclusion, this study has made a valuable contribution to the academic and practical literature by providing new insights into the relationship among intrinsic motivation, employee engagement, and organizational performance. We believe that our findings will help create a more productive and sustainable work environment, promoting greater engagement and improving individual and organizational performance.

6.1. Theoretical Implication

This is an additional research paper that analyses the effect of intrinsic motivation and employee engagement on work performance. For this reason, the proposed model and findings of this study provide a number of theoretical implications of particular importance.

The first is the implication that this paper offers a new application of SDT in the energy sector in a developing country like Kosovo, contributing to the existing literature with new data and contexts. It identifies and analyses the specific sub-dimensions of intrinsic motivation that influence employee engagement and performance, adding in-depth knowledge on employee motivation in the workplace. Another theoretical implication is that the study emphasizes the importance of employee engagement as a mediating variable that links intrinsic motivation with job performance. The results show that there is a positive indirect mediation relationship between these variables.

Another important implication is the application of SDT in other contexts. By applying SDT to the energy sector in Kosovo, the study verifies the validity and use of SDT in other public and private sector enterprises in Kosovo and beyond.

This study also provides a detailed research base for other academics and specific recommendations for future investigations and initiatives. Academics can use this research paper to conduct similar studies in other sectors or in other developing countries, thereby expanding the applicability and validity of the findings.

6.2. Practical Implication

The findings of this study provide several important practical implications. The study suggests that enterprises in the energy sector in Kosovo should focus on creating a work environment that supports the autonomy, competence and social connections of employees to increase their intrinsic motivation and engagement. The results can be used by companies in Kosovo to develop training and professional development programs that emphasize the importance of these psychological factors in the workplace. Managers can use the study’s findings to develop strategies that increase employee engagement and promote a work culture that values and supports employees. Application of the findings of this study by enterprise managers can help reduce stress and improve employee well-being, resulting in higher performance and job satisfaction. Another important implication is that organizations in Kosovo can review and modify their policies and structures to ensure that they support the intrinsic motivation of employees, as well as include policies that promote work flexibility, increased employee involvement employees in decision-making processes and the creation of a supportive environment at work.

6.3. Limitations of the Study

This study has several limitations. First, the study is focused only on the energy sector in Kosovo, which may limit the generalization of the findings to other sectors or other countries. Second, the study may have used a limited data sample that does not adequately represent the diversity of the employee population in the energy sector or in a developing country like Kosovo. Third, although the study highlights the importance of employee engagement as a mediating variable, there may be other mediating or moderating variables that have not been considered. Fourth, a quantitative approach is used, showing that in-depth qualitative knowledge may be lacking and vice versa.

This research contributes substantially to the understanding that motivated and engaged employees are more likely to stay with the firm, lowering the cost of staff turnover. Good employee performance enhances the organization’s ability to adapt and develop, leading to long-term sustainability. Engaged employees contribute to higher productivity and efficiency, leading to sustainable business practices. The interaction among intrinsic motivation, work engagement and extra-role performance is essential to fostering a sustainable organizational environment. By understanding and using these study variables, organizations can increase their long-term sustainability and overall performance.