Introduction

1.1 Background:

This part provides an overview of the study's background, emphasizing the research gap, purpose,

objectives, and research problem statement. It also discusses the study's significance. It covers important

topics like job performance and Self-Motivation, as well as Job Engagement and the employment

relationship. It also specifies the study's goals, objectives, problem statement, and research gap.

Additionally, the section sheds light on the study's overall organization, limits, and implications.

The term "employment relationship management" refers to the internal response to the management of

how an organization conducts its business. Incentives, guidance, and learning performance, as well as

analysis of workforce and other operational problems hosts that are linked to human resource management

are all included in employment relationship management, which is a broader set of roles or positions

(Swarnalatha & Prasanna, 2013, p. 8). In the event that an organization or business operates in a highly

competitive environment, the need for WRM within the organization or business is an absolute necessity

not to be overlooked. According to Singh and Kumar (2011), on page 126, the objectives of employment

relationship management are to establish a high-quality and prosperous company or business by increasing

the number of relationships that exist between employees and between employees and the company itself.

WRM aims to establish enduring bonds with valued staff members. The WRM aims to establish or build

enduring relationships with their deserving employees. WRM users are primarily divided into two groups:

managers and employees. Managers can use WRM to assist themselves with a variety of tasks related to

hiring, training, performance management, and compensation management. WRM gives managers the

ability to communicate with their teams or groups in order to share information, foster a general

understanding, and align people with the overall goals of the company. WRM also provides assistance to

individuals by modelling workflows that illustrate how tasks should be completed (Buttle, 2009, p. 358).
According to Bartol and Martin, motivation is a powerful tool that reinforces behaviors and increases the

likelihood that they will continue (Bartol and Martin, 1998). In a different sense, an inner drive is the drive

to fulfil unmet needs and achieve a particular objective. It is also a process that begins with a psychological

or physiological need and is used to stimulate performance that is determined by a goal. Employee

motivation has always been seen as a critical issue or problem for any organization (Amabile, 1993, p.185).

Greek philosophers were the main proponents of hedonism, which holds that people make an effort to

avoid suffering and seek pleasure. (Steers et al., 2004, pp. 379-380; Kamal et al., 2006, p.1).

It is widely acknowledged in the human resource literature that employee motivation and promotion

drive both public and private organizations to achieve optimal performance and superior quality human

resources. There is growing agreement among managers regarding the value of incorporating good or

high-quality HR (human resource) performance on motivating factors in order to promote high-quality

performance (Stella, 2008).

Field work and individual task performance are serious issues in organizational management that have

garnered a lot of attention from academia. As a result, numerous studies have been conducted on this

topic. Despite its significance, there was no individual or comprehensive definition of the theoretical

framework (structure) of work or task performance. (Koopmans, 2014)

According to Campbell's definition of work performance, job performance refers to actions or behaviours

that are relevant to the goals or objectives of the organization (Campbell, 1990).

Performance has been viewed as a multifaceted concept or idea. Two categories are used to classify job

performance: performance categories and behavior categories. What employees do while working is

referred to by behavioral aspects during the act itself. Certain behaviors, like computer software

programming, sales conversations with customers, and teaching students statistics, are acknowledged as

performance aspects. This idea explains how actions are only counted or scaled. concept (Erratul , Munirah

, & Norlida , 2015).

have emerged as top concerns in the era of eager corporate clarity, according to a 2015 article in DU's (The

Delotte University) Global Human Capital Trends press. According to a DUP report, engagement and

culture are more important business concerns than just HR problems, which are a global problem for

businesses. 87% of businesses referred to engagement and culture as their top HR defy, and 50% of

businesses stated that these issues were extremely important (E. T. & V. P. Gopal, 2016).

In order to achieve long-term success, companies should establish a culture of deep employee engagement,

recognition, high-quality leadership, and the best practices for challenging and high-performing work and

employment are not the same thing. Work can be done for pay or for free, both inside and outside of the

market. However, employment between two or more parties necessitates an economic exchange and places

people in a market where labor skills are bought and sold. The International Labor Organization (ILO)

states that an employment relationship is typically defined as one in which employees work full-time for

a single employer for an indefinite period of time under an employment agreement and are protected from

being fired unfairly. (Stephen et al., 2010).

Human resource management can give any organization a competitive edge over financial resources. It is

commonly stated that a wide range of factors, including motivation, job satisfaction, training,

development, and appraisal, influence job efficiency (Dobre, 2013). Because they have a major impact on

organizational performance, this study only looks at job engagement, self-motivation as a mediator, job

performance as a moderator, and employment relationships.

1.2 Research Gap:

The improvement of employee performance is the primary focus in both the public and private sectors.

Additionally, the endeavor to inspire employees must be given consideration. Efforts should undoubtedly

be made to identify the factors that hinder performance at the highest level. Although motivation has been
the subject of numerous studies and works of literature, the Kitgum District Local Government must give

practice motivation a small amount of attention (Stella, 2008). Employee engagement is a new concept

in management, HRM, organizational psychology, and industrial psychology (Wollard & Shuck 2011,

p.429; Mcbain, 2006, p. 21).

After reviewing the earlier literature on engagement, it is now evident that the majority of the current

literature originates from consulting firms and practitioners, with only a small number of experientials,

empirical, intellectual, or academic studies related to this topic (Robinson, Perryman & Hayday, 2004, p.2;

Saks, 2006, p.601). Comparatively few studies and empirical evidence of employee engagement with

regard to additional or other subjects are currently available. Research at the academic and fractional levels

indicates that job engagement may have an impact on team, individual, and organizational performance

(Mcbain, 2006, p.21). The evidence presented here suggests that this is a new idea and that more research

is necessary.

The majority of research in the past few decades has focused on performance and motivation, with

relatively little research on job engagement and employment relationships. Anthony (2012) conducted a

study on the relationship between job performance and motivation at Tarkwa Ghana University, University

of Mines and Technology, while Stella (2008) focused on motivation measures and improving workers'

performance in Kitgum District Local Government. A study on self-motivation and job efficiency in China

was carried out by Jian, Ying, Yahui, and Zhenxing (2016). An Italian study examined the connection

between public service motivation and job performance (Bellé, 2012). (RICH, CRAWFORD, & LEPINE,

2010) Research

was conducted on the subject of job performance and employee engagement in California. According to a

study by Oliveira and Roitman (2015), job engagement in Brazil was impacted by high performance work

systems. Other research on work engagement and job engagement was conducted in various locations. For

example, a study on the relationship between personality traits and job engagement was conducted in
Turkey by Ongore (2014), while a study on the same topic was conducted in Finland by Upadyaya,

Vartiainen, and Salmela-Aro (2016). Additional research on job satisfaction and engagement was

conducted in Turkey by Erdil and Yakin (2012). Therefore, we can see from a variety of sources that

numerous studies have been conducted on these variables as either individual variables or two-variable

relationships, rather than combining all of the variables into a single study. as well as additional research

carried out in other nations. Not much research has been done on Pakistan. Job engagement, self-

motivation as a mediator, employee performance as a moderator, and employment or employee-employer

relationships were all included in the current study. Additionally, this study identifies the relationship

between the aforementioned variables in Pakistani organizations operating in the Bahawalpur region.

There aren't many studies on employment relationships because they're still a relatively new topic. Thus,

this study sought to obtain a thorough comprehension of the chosen elements. and their application, impact,

and significance in the field of education, especially for the faculty at the District Bahawalpur Government

Colleges.

1.3 Research Objectives:

The present study aims to determine the following relationships.

1. Job Engagement and Self-Motivation.

2. Job Engagement and Employee or Job Performance;

3. Job Engagement and Employment or Employer Employee Relationship.

4. Self-Motivation and Employee or Job Performance.

5. Self-Motivation and Employment Relationship.

6. Employee or Job Performance and Employment Relationship.

7. To determine whether this study adds to or contributes to previous literature.

8. To determine whether this study validates or confirms previous literature.

The purpose of this study is to examine how job engagement influences self-motivation and job

performance. It also explores the impact of job engagement on workplace relationships. Additionally, the

study investigates how self-motivation affects both work output and interpersonal relationships within the

workplace. Finally, it assesses the relationship between job performance and employment relationships.

This study aims to identify any positive, negative, neutral, or nonexistent connections among these factors.

The overall goal is to provide insight into how engagement relates to both job performance and workplace

relationships. This study aims to determine whether job performance has a moderating effect on the

relationship between employment and job engagement. Additionally, this study reveals that self-

motivation mediates the relationship between employment and job engagement.

1.5 Problem Statement:

The success or failure of any business or firm largely depends on the quality of its human resources

(Mabonga, 2000). Human resources transform all other organizational inputs into tangible, observable

goods or services (Mabonga, 2000). With this understanding, organizations increasingly focus on their

employees to achieve the highest levels of effectiveness and efficiency within their operations. According

to Demerouti and Bakker, there are at least four reasons why engaged employees perform better than

disengaged ones. First, engaged employees are more likely to experience positive emotions such as joy,

enthusiasm, and happiness. Second, motivated employees tend to enjoy better overall health. Third,

engaged individuals actively cultivate their own job and personal resources. Lastly, motivated employees

often inspire and spread their engagement to others.

As a result, management should oversee the employees' violent relationships (Al-Khozondar, 2015).

According to one perspective, human resources are an extremely valuable asset in any organization.

From a different perspective, management is responsible for accomplishing stated objectives and goals
and for organizing, coordinating, and allocating other organizational planning and staff planning

resources. This situation creates a need for a relationship between the employer and employees, which is

good for any firm or business expansion (Bratton & Gold, 2003, p. 357).

Any organization's employees are crucial to its survival, so it should pay attention to them. Since

employees are the first customers, their needs must be understood and met. WRM (work relationship

management), also known as CRM (customer relationship management), is a strategy used by businesses

to keep their employees. The process of meeting the reasonable expectations of the employees should be

continuous.

The goal of this study is to examine how inconsistent job performance among employees impacts their

interactions with managers and employers. This research also aims to evaluate the performance of

employees who are intrinsically motivated and engaged. This study also explores whether the

relationship between job engagement and employment relationships is mediated by self-motivation. The

purpose of this study is to ascertain whether WR at various private and public sector organizations is

impacted by job efficiency and job engagement. Researchers and others can see how crucial these

variables are to their organization in this way, as well as how they can be handled and accomplished to

keep talented workers and achieve high job and organizational performance be handled and

accomplished to keep talented workers and achieve high job and organizational performance.

1.6 Significance of the study:

The importance of this research includes both theoretical and practical contributions. As previously stated,

there was a dearth of empirical and scholarly research on these subjects, including job engagement and

employment relationships. This study will add to the body of existing literature because it will address

topics that are often overlooked or understudied, such as the relationship between job engagement and
employment relationships, self-motivation and job engagement, and self-motivation and employment

relationships. Both the public and private sectors will receive useful data regarding motivation,

employment relationships, and engagement, which will aid them in developing appropriate policies.

Employees and the organization as a whole could use the study's findings for positive results (Khan &

Iqbal, 2013). Through the use of employment relationships, enhancing self-motivation, and implementing

job engagement practices in their workplace, both public and private organizations can attain the highest

performance level possible. This study serves as a means of enhancing their research abilities and gives

them the opportunity to learn more about the concepts, procedures, and application of employment

relationships.

1.7 Study Flow:

The first chapter serves as the introduction, and the following chapter reviews the literature that explains

the relationship between job engagement, employment relationships, self-motivation, and jobs or job

efficiency. The research methodology chapter, which follows the literature review, discusses study design

and how quantitative research design is used for hypothesis testing. Research methodology also explains

the population, instrument, data analysis tools, sample size, and data collection approach. Following

methodology is the chapter on results and analysis. It analyses data using a variety of methods, including

regression and correlation. This chapter also explains which hypotheses are accepted and which are

rejected. The final chapter contains the discussion and conclusion. Key findings from this study are

highlighted, and recommendations and ideas for additional research are provided.