Motivation and leader-member-exchange theories applied to the General Authority of Civil Aviation in Saudi Arabia and their effect on employees' job performance

Motivation and its effect on employees’ performance is a broad, interesting, and important issue particularly for Human Resources Management (HRM). Motivation is the power behind individuals’ actions. For organisations’ high performance and maximum productivity motivation, programmes should be efficiently utilized. Leader Member Exchange (LMX) which is employed as a mediator in this empirical study between employees' motivation and job performance has also its influence on employees' job performance. Researchers have investigated motivation and its effect on job performance and developed theories which indicate and reflect the importance of these topics to organisations. The General Authority of Civil Aviation (GACA) is the organization of concern in this study. GACA is a public sector organisation which is located in Saudi Arabia. It has about 2500 employees. A quantitative methodology was employed to collect data from GACA's employees where 480 questionnaires were administered to all sectors of GACA in the headquarters in Jeddah, of which 319 were usable to be analysed. Exploratory factor analysis was employed to purify the refine factors of the main constructs, followed by confirmatory factor analysis to verify the factors and determine the constructs' psychometric properties. The hypothesised relationships were tested by employing structural equation modelling based on partial least square procedures. Mediation effects were examined using the Sobel test.The findings indicate that factors were reliable, valid and consistent with the employed motivation and LMX theories. Details of the nineteen factors produced from the five constructs and four dimensions of the conceptual model Figure 3.2 are presented in chapters five and six. All but two hypotheses of this study were supported, the exceptions being (H4: Job security and LMX are positively related, and H8, Work environment and LMX are positively related) which were rejected, as the relationships were not significant. This implies that employees' motivation in its all different forms has strong influence on employees' job performance when properly implemented and utilized. However in regard to GACA, which is a public sector organisation, the respondents' responses suggest that employees are not influenced by the motivation system as there is strong concern about, for example, the opportunities for training and development courses, rewards, incentives, allowances, promotion, HRM practices, etc., which imply that reform is needed and consequently job performance is not high. In reform of the motivation system, the administration or top management should take a strategic approach that is factual, effective and efficient, which would reflect on HRM practices, human resource development, LMX and all related parties. This would structure and constitute a much better and more constructive work environment, conductive to high job performance