The Role of Intrinsic and Extrinsic Motivational Factors in Enhancing Job Performance Among Internal Auditors in Local Government Institutions

This study investigates the influence of intrinsic and extrinsic motivational factors on job performance among internal auditors in local government institutions in Ghana, specifically focusing on the Upper East and North East Regions. Utilizing a cross-sectional survey design, data were collected from 80 internal auditors through structured questionnaires covering intrinsic motivators (such as personal satisfaction and meaningful work) and extrinsic motivators (such as competitive salary and recognition). Descriptive statistics and multiple regression analysis were employed to analyze the data. Findings revealed that both intrinsic and extrinsic motivators significantly influence job performance, with intrinsic motivation (B = 0.35, p < 0.001) and extrinsic motivation (B = 0.30, p = 0.001) each contributing positively to job outcomes. Notably, intrinsic motivation was slightly more predictive of job performance (R² = 0.55), suggesting that internal auditors who derive personal satisfaction and fulfilment from their work tend to perform better. Furthermore, engagement levels and job satisfaction emerged as critical factors, with a strong correlation observed between intrinsic motivation and job performance (r = 0.60) and between extrinsic motivation and job performance (r = 0.65). These results underscore the need for a balanced approach to motivational strategies within local government institutions, emphasizing personal growth opportunities and external rewards. This study contributes to understanding motivation-performance dynamics in resource-limited public sector environments, highlighting potential pathways for enhancing job performance through tailored motivational interventions.

This study investigates the influence of intrinsic and extrinsic motivational factors on job performance among internal auditors in local government institutions in Ghana, specifically focusing on the Upper East and North East Regions. Utilizing a cross-sectional survey design, data were collected from 80 internal auditors through structured questionnaires covering intrinsic motivators (such as personal satisfaction and meaningful work) and extrinsic motivators (such as competitive salary and recognition). Descriptive statistics and multiple regression analysis were employed to analyze the data. Findings revealed that both intrinsic and extrinsic motivators significantly influence job performance, with intrinsic motivation (B = 0.35, p < 0.001) and extrinsic motivation (B = 0.30, p = 0.001) each contributing positively to job outcomes. Notably, intrinsic motivation was slightly more predictive of job performance (R² = 0.55), suggesting that internal auditors who derive personal satisfaction and fulfilment from their work tend to perform better. Furthermore, engagement levels and job satisfaction emerged as critical factors, with a strong correlation observed between intrinsic motivation and job performance (r = 0.60) and between extrinsic motivation and job performance (r = 0.65). These results underscore the need for a balanced approach to motivational strategies within local government institutions, emphasizing personal growth opportunities and external rewards. This study contributes to understanding motivation-performance dynamics in resource-limited public sector environments, highlighting potential pathways for enhancing job performance through tailored motivational interventions.