Analysis
of
the
level
of
motivation
and
organizational
performance
in
companies in the state of Coahuila
Análisis del nivel de motivación y desempeño organizacional en empresas
del estado de Coahuila
|
José López Robles
Universidad Autónoma de Coahuila, México
https://orcid.org/0000-0003-3790-1227
leonel.lopez@uadec.e
du.mx
|
Jesús Montalvo Morales
Universidad Autónoma de Coahuila, México
https://orcid.org/0000-0001-7341-4106
jesusmontalvo@uadec.edu.mx
|
Osiris Echeverria Rios
Universidad Autónoma de Coahuila, México
https://orcid.org/0000-0002-3390-2559
oecheverria@uadec.edu.mx
|
Keywords:
work
motivation
;
job
performance
;
human
resource
management.
Received:
April 02, 2026
Palabras claves:
Motivación laboral
;
desempeño laboral
;
gestión de
recursos
humanos
.
Accepted:
June 18, 2026
ABSTRACT
This
study examines employee motivation as a key factor influencing job performance in organizations,
with the objective of analyzing the relationship between job motivation and employee performance in an
organization located in Coahuila, Mexico. A quantitative methodological approach was employed, using a
cross
-
sectional,
non
-
experimental
design.
Data
were
collected
from
a
sample
of
74
employees
of
the
organization, and the instrument demonstrated high internal consistency with a Cronbach’s alpha of α =
0.917.
The
results
reveal
that
participants
exhibited
moderate
levels
of
both
motivation
and
job
performance. Furthermore, a positive and statistically significant correlation was identified between both
variables (r = 0.728); regression analysis indicated that increased levels of motivation have a significant
effect
on
work
performance
(β
=
0.728,
p
<
0.001).
In
conclusion,
the
results
suggest
that
the
proper
implementation of specific strategies to improve motivation
—
such as appropriate incentives, institutional
recognition,
and
favorable
working
conditions
—
can
significantly
improve
individual
and
collective
performance;
hence
the
importance
of
measuring
and
implementing
strategies
to
improve
work
performance.
RESUMEN
Este
estudio
analiza
la
variable
de
la
motivación
en
el
personal
como
eje
central
de
influencia
en
el
rendimiento laboral en las organizaciones, teniendo como objetivo analizar la relación entre la motivación
laboral y el rendimiento de los empleados en una organización ubicada en Coahuila. México. Se empleó
un
enfoque
metodológico
cuantitativo,
utilizando
un
diseño
transversal
-
no
experimental,
los
datos
se
recopilaron a partir de una muestra de 74 empleados de la organización, el instrumento demostró una
alta consistencia interna de Alpha de Cronbach α = 0,917. Con relación a los resultados revelan que los
participantes mostraron niveles moderados tanto
de motivación como
de rendimiento
laboral. Por otra
parte, se
identificó
una correlación positiva y
estadísticamente significativa entre ambas variables (r =
0,728);
el
análisis
de
regresión
indicó
que
el
aumento
de
los
niveles
de
motivación
tiene
un
efecto
significativo sobre el rendimiento laboral (β = 0,728, p < 0,001). En conclusión, los resultados sugieren
que
la
correcta
implementación
de
estrategias
específicas
para
mejorar
la
motivación
como
los
incentivos
adecuados,
reconocimiento
institucional
y
condiciones
de
trabajo
favorables
puede
mejorar
significativamente
el
rendimiento
individual
y
colectivo;
de
ahí
la
importancia
de
la
medición
e
implementación de estrategias para mejorar el desempeño laboral.
INTRODUC
TIO
N
In
today's
dynamic
and
competitive
business
landscape,
the
ability
of
organizations
to
optimize
Employee
performance
has
become
a
critical
success
factor.
Motivation,
a
multifaceted
psychological
DOI: https://doi.org/10.34070/rif
26
Vol. 14 No. 2, Revista de Investigación, Formación y Desarrollo:
Generando Productividad Institucional, agosto, 2026
construct
that
drives
human
behavior,
emerges
as
a
central
element
in
the
equation
of
workplace
productivity.
However,
despite
extensive
research,
the
relationship
between
motivation
and
job
performance remains complex and continues to evolve.
This article aims to transcend traditional perspectives by exploring motivation and job performance from
an integrative standpoint, considering the influence of contextual and psychosocial factors. Specifically,
we focus on analyzing how transformational leadership, organizational culture, and job design interact to
shape motivation levels and, consequently, employee performance.
A
mixed
-
methods
approach
will
be
adopted,
combining
both
quantitative
and
qualitative
techniques
to
gain
a
comprehensive
and
in
-
depth
understanding
of
the
phenomenon.
Through
the
application
of
advanced statistical models and the analysis of case studies, this study seeks to identify the underlying
patterns
and
causal
mechanisms
that
link
motivation
with
job
performance
across
diverse
business
contexts.
The relevance of this research lies in its potential to generate actionable insights that enable
organizations to design effective strategies for fostering motivation and improving employee performance.
By
enhancing
our
understanding
of
the
factors
that
drive
motivation
in
the
workplace,
companies
can
create more productive, satisfying, and sustainable work environments.
In this sense, research articles were found to determine the influence that exists between organizational
motivation and job performance of the collaborators of a gas distribution company, the method used was
descriptive
by
applying
a
survey,
obtaining
results
where
the
relationship
between
the
dimensions
of
intrinsic motivation and job performance was found to be high (0.776), the relationship between extrinsic
motivation
and
work
performance
whose
value
is
high
(0.879),
and
the
relationship
between
organizational motivation and work performance whose value is very high (0.844), likewise, that one of
the reasons why an employee does not perform adequately at work,
is
that
they
do
not
feel
secure
in
the
things
they
do
because
they
are
not
given
the
confidence to give ideas and make their own decisions;
concluding then that there is a correlation between the two variables of the study, in which the values are
highly
significant,
where
the
dimensions
of
the
independent
variable
have
a
high
influence
on
the
dependent variable (Paz, 2021).
Regarding
the
topic
of
organizational
performance,
a
theoretical
analysis
examined
the
OKR
method as
a
catalyst
for
organizational
performance.
This
study
aimed
to
analyze
the
method
from
a
focused
perspective
and
its
relationship
with
performance
outcomes.
Key
concepts
included
human
talent
and
organizational
performance.
Several
documents
sourced
from
academic
databases
such
as
Scopus,
ScienceDirect,
and
Redalyc,
as
well
as
university
repositories
and
libraries,
were
reviewed.
The
main
findings
suggest
that
the
OKR
method
is
a
fundamental
tool
for
organizations
of
all
sizes
to
enhance
performance,
significantly
increasing
customer
satisfaction
and
employee
engagement.
These
benefits
suggest
the
method's
potential
for
successful
replication
in
other
contexts.
Additionally,
the
study
discusses research gaps and provides several key conclusions (Pomares,
2020).
Bernal
(2020)
also
analyzed
the
relationship
between
human
capital
and
organizational
performance. The
main
objective
was
to
identify
the
extent
of
this
relationship
by
employing
a
quantitative
approach
using
surveys
administered
to
companies
in
Tamaulipas,
Mexico.
The
study
focused
on
the
concepts of
human
capital,
organizational
performance,
and
intangibles.
Based
on
the
statistical
results,
it
was concluded
that
there
is
a
directly
proportional
relationship
between
human
capital
and
organizational
performance.
Although
the
correlation
value
was
surprisingly
low,
the
results
indicate
that
for
each
unit
increase
in
human capital, organizational performance increases by a factor of 12.147. The hypothesis
was
accepted,
confirming
a
positive
and
significant
correlation
between
the
two
variables. The
study
concludes
that
the
effective
management
of
human
talent
brings
multiple
benefits
in
terms
of
efficiency,
productivity,
and
quality.
On
the
other
hand,
a
theoretical
review
was
conducted
with
the
objective
of
examining
the
literature on
organizational performance, its dimensions, and methods of measurement,
to
carry out
a comparative
-
descriptive
analysis
of
both
objective
and
subjective
performance
metrics.
This
was
achieved
through
exploratory
research
that
analyzed
54
documents
obtained
from
electronic
databases
such
as
Google
Scholar and Scopus, as well as conference proceedings.
The findings revealed that the main dimensions
of
performance
measurement
are
categorized
into
subjective
indicators
such
as
customer
satisfaction,
José López Robles, PhD. - Jesús Montalvo Morales, PhD. - Osiris Echeverria Rios, PhD.
27
Vol.14 No.2, ISSN 1390-9789, agosto, 2026
quality, innovation, and work environment and objective indicators
such as sales, growth rate, financial
metrics, and productivity. The study concluded that,
to
achieve more accurate performance assessments,
organizations
should
integrate
both
types
of
dimensions,
recognizing
that
performance
measurement
must go beyond strictly financial indicators (Barradas, Rodríguez, & Maya, 2021).
Sánchez
(2021)
recognized
the
importance
of
performance
in
organizations
and
developed
a
performance evaluation tool specifically designed for sales positions. The tool was structured around key
dimensions of organizational performance, based on an adaptation of Beer’s 4 C model
—
commitment,
congruence,
competence,
and
profitability
—
originally
derived
from
the
Harvard
framework
for
human
resource management. The study employed a mixed
-
methods approach, integrating both qualitative and
quantitative methodologies. It was based on direct observation of the tasks and activities performed by
individuals
in
sales
positions.
The
research
was
guided
by
fundamental
concepts
such
as
human
resources, performance evaluation, conceptual models, job performance, and the work environment.
Likewise,
in
2021
a
study
aimed
at
analyzing
the
relationship
between
job
stress
and
organizational
performance, with the
objective
of
identifying
its
direct
impact
on
workplace
dynamics.
The
study
adopted
a
qualitative
approach
and
was
based
on
a
systematic
literature
review,
rigorously
compiled
from
academic databases such as Dialnet, SciELO, Scopus, EBSCOhost, and various university journals.
The
study
addressed
fundamental
concepts
such
as
organizational
climate,
performance,
productivity,
competitiveness, organizational culture, and incentives. The findings revealed that, although factors such
as
physical
exhaustion,
demotivation,
and
organizational
demands
affect
employee
performance,
job
stress
constitutes
the
primary
barrier
to
performance
and
productivity
in
organizations.
Consequently, the
authors
recommend
implementing
strategies
that
promote
a
balance
between
work
demands
and
employees’ personal and social lives. In this regard, further exploration of the variables
that
influence
job
performance
is
essential
(Amaya
et al.,
2021).
About
work
motivation,
a
study
was
conducted
to
analyze
its
influence
on
the
work
environment
of
employees
in
the
sales
department
at
Tiendas
EFE
Chiclayo
branch.
The
study
was
grounded
in
the
concepts
of
correlation,
motivation,
work
environment,
and
influence.
It
employed
a
qualitative,
descriptive
-
correlational research design, supported by the application of questionnaires and interviews
administered
to
a
sample
of
27
employees.
The
findings
revealed
a
positive
relationship
between
motivation and the work environment within the organization. The researchers concluded that a high level
of
motivation
contributes
to
greater
organizational
benefits,
both
in
monetary
terms
and
in
terms
of
enhanced employee performance. Furthermore, a stable and positive work environment was observed;
however,
the
study
also
identified
persistent
challenges
that
must
be
addressed
to
foster
further
improvement
(Ayala
&
Pérez,
2017).
Work motivation is one of the key determinants of employee performance within organizations. However,
many
companies
struggle
to
maintain
adequate
levels
of
productivity,
engagement,
and
employee
retention
due
to
insufficient
implementation
of
financial
incentives,
workplace
recognition,
and
professional
development
opportunities.
Scientific
evidence
indicates
that
the
absence
of
motivational
strategies leads to demotivation, decreased performance, increased turnover, and a deterioration of the
organizational climate (Wang et al., 2024).
This study examines a case study at a TSR company in Saltillo, Coahuila, Mexico, with the objective of
analyzing
the
relationship
between
job
motivation
and
the
productivity
of
operational
workers
at
a
manufacturing company. Through an organizational assessment based on the use of measurement tools
applied
to
the
workforce,
the
authors
identified
that
motivation
is
a
key
factor
in
improving
job
performance and productivity. The results showed that variables such as recognition of work performed,
development
opportunities,
effective
communication,
leadership,
working
conditions,
and
the
work
environment
significantly
influence
employees’
level
of
motivation.
Likewise,
it
was
found
that
the
presence
of
demotivating
factors
negatively
impacts
commitment,
satisfaction,
and
work
performance,
affecting
the
achievement
of
organizational
objectives.
Consequently,
the
research
concludes
that
the
implementation
of
human
talent
management
strategies
aimed
at
strengthening
work
motivation
contributes
to
increased
productivity,
improved
individual
and
collective
performance,
as
well
as
the
achievement of sustainable competitive advantages within organizations
(Rodriguez et al., 2020).
Furthermore,
Aguilar
et
al.
(2023)
aimed
to
identify
the
compensation
factors
that
influence
the
job
Analysis of the level of motivation and organizational performance in companies in the state of Coahuila
28
Vol.14 No.2, ISSN 1390-9789, agosto, 2026
performance of employees at an ice distribution company through a quantitative, descriptive, and applied
study
conducted
with
a
sample
of
40
employees.
The
results
showed
that
monetary
compensation,
particularly salary, as well as non
-
monetary compensation related to the manager’s willingness to listen,
provide
support,
and
demonstrate
empathy
regarding
personal
problems,
are
key
determinants
of
employees’ job performance. Furthermore, it was found that these forms of compensation are reflected in
higher
levels
of
job
satisfaction,
commitment
to
organizational
objectives,
and
the
perception
that
resources are available to adequately perform assigned duties. The study confirmed the existence of a
positive relationship between monetary compensation and job performance, highlighting that factors such
as recognition, leadership, feedback, teamwork, and a favorable work environment strengthen employee
motivation and performance. the authors conclude that monetary and non
-
monetary compensation are
strategic elements for increasing employee performance, motivation, and satisfaction, contributing to the
achievement of organizational objectives and business competitiveness.
Lemos
(2026)
analyzed
workplace
motivation
as
a
key
strategic
determinant
of
organizational
performance
through
a
systematic
review
of
scientific
literature.
The
findings
show
that
motivation
significantly
influences
key
variables
such
as
productivity,
organizational
commitment,
job
satisfaction,
work quality, and talent retention. Furthermore, the study identifies various factors that promote employee
motivation,
including
performance
recognition,
professional
development
opportunities,
effective
leadership,
organizational
communication,
a
positive
work
environment,
and
adequate
working
conditions. From a theoretical perspective, the study argues that motivation encompasses both extrinsic
dimensions, associated with incentives and rewards, and intrinsic dimensions linked to self
-
actualization,
personal
growth,
and
a
sense
of
belonging.
Consequently,
it
is
concluded
that
the
implementation
of
strategies
aimed
at
strengthening
workplace
motivation
constitutes
a
competitive
advantage
for
organizations,
as
it
contributes
to
the
achievement
of
institutional
objectives,
improves
employee
performance, and promotes organizational sustainability and efficiency.
This research aims to analyze the relationship between motivation
through economic, interpersonal, and
professional development incentives
and the job performance of employees at a
gas
distribution
company
located
in
Coahuila.
Based
on
the
literature
reviewed,
it
is
evident
that
a
lack
of
employee
motivation
directly impacts job performance, leading to decreased productivity, increased frustration, and ultimately,
a higher employee turnover rate.
A
high
turnover
rate
within
an
organization
may
indicate
underlying
issues
in
management
practices,
organizational policies, and incentive systems. This not only affects the company's internal operations
but
can
also
damage
its
reputation,
increase
recruitment
and
training
costs,
lead
to
talent loss,
and
create
an
excessive
workload
for
remaining
employees
who
must
assume
the
responsibilities
of
unfilled
positions.
Such outcomes, however, can be mitigated through the implementation of improved working conditions
and
effective
incentive
strategies.
It
is
important
to
recognize
that
employees
are
the
company’s
first
internal
clients;
therefore,
investing
in
their
well
-
being
and
motivation
yields
returns
that
outweigh
the
costs, fostering higher satisfaction and organizational efficiency.
Implementing
performance
evaluations
enables
organizations
to
meet
their
established
objectives
by
identifying the individual contributions of each employee. Moreover, such evaluations provide insight
into
the
performance
of
personnel,
facilitating
the
assessment
of
whether
wages
and
salaries
are
being
allocated
equitably.
Conversely,
the
absence
of
performance
measurements
can
hinder
the achievement
of
organizational
goals,
as
employee
capabilities
and
responsibilities
may
not
align
with
institutional
expectations.
Additionally,
without
performance
metrics,
it
becomes
difficult
to
track
goal progress, and this
lack of oversight can contribute to a tense work environment. Employees may perceive inequities when
colleagues with lower workloads or responsibilities receive greater economic compensation, which may
diminish motivation and morale.
Organizations
increasingly
acknowledge
the
strategic
importance
of
the
human
factor
in
achieving
success. Consequently, it is vital to conduct in
-
depth analyses of the variables that influence employee
motivation and performance. In this context, the study aims to identify whether the presence of economic
incentives
or
simple
managerial
recognition
for
timely
task
completion
significantly
impacts
job
performance.
Thus,
the
central
research
question
guiding
this
study
is:
What
is
the
relationship
between
José López Robles, PhD. - Jesús Montalvo Morales, PhD. - Osiris Echeverria Rios, PhD.
29
Vol.14 No.2, ISSN 1390-9789, agosto, 2026
motivation and the job performance of employees?
Accordingly, the objective is to analyze the influence
of
motivation
on
job
performance
through
the
application
of
an
instrument
designed
to
measure
the
factors involved in the effective execution of work
-
related activities.
Hypothesis
Ho.
Motivation
does
not
influence
the
job
performance
of
employees
at
a
gas
distribution
company
in
Coahuila.
H1.
Motivation
does
influence
the
job
performance
of
employees
at
a
gas
distribution
company
in
Coahuila.
This research aims to identify the role that motivation plays in the job performance of employees at a
gas
distribution
company
located
in
Torreón,
Coahuila.
Additionally,
it
seeks
to
measure
the
current
level
of
employee
performance
within
the
organization,
with
the
purpose
of
identifying
potential
areas
for
improvement and achieving a significant increase in productivity, if deemed necessary.
The
study
is
considered
relevant
given
the
recent
observation
of
a
decline
in
employee
performance.
Therefore,
it
seeks
to
investigate
the
underlying
causes
and
to
propose
efficient,
timely
solutions
to
address
this
issue.
It
is
anticipated
that
the
implementation
of
appropriate
motivational
strategies
will be
reflected in enhanced productivity and improved job performance.
This
research
will
be
highly
beneficial
for
the
organization,
as
it
may
contribute
to
increased
employee
performance, thereby supporting greater production output. Moreover, it could enhance the company's
reputation by
creating
a positive and supportive work environment for all personnel.
Furthermore,
the
study
will
help
identify
employees
whose
performance
does
not
meet
organizational
expectations
and
who
may
be
hindering
the
achievement
of
institutional
goals
or
delaying
progress.
Based
on
these
findings,
the
study
will
propose
appropriate
tools
and
strategies
to
improve
employee
performance
and, consequently, optimize the organization’s operations.
The
following
section
presents
the
main
theories
of
work
motivation
and
performance
evaluation,
beginning with work
motivation,
where Maslow’s (1943) Hierarchy
of
Needs Theory posits
that human
behavior
is
driven
by
the
progressive
satisfaction
of
five
levels
of
needs:
physiological,
safety,
belongingness,
esteem,
and
self
-
actualization.
According
to
this
approach,
once
basic
needs
are
met,
higher
-
order
needs
emerge
that
guide
behavior
and
foster
motivation
in
the
workplace.
This
theory
constitutes
one
of
the
most
influential
foundations
for
understanding
individual
motivations
within
organizations.
For its part, the Two
-
Factor Theory developed by Herzberg et al. (1959) distinguishes between hygiene
factors and motivational factors. The former
includes
extrinsic aspects such as salary, job security, and
working conditions, the absence of which leads to dissatisfaction. The latter
comprises
intrinsic elements
such
as
recognition,
achievement,
and
professional
growth,
which
promote
job
satisfaction
and
commitment.
Similarly,
Vroom’s
Expectancy
Theory
(1964)
posits
that
motivation
depends
on
the
relationship between expectancy, instrumentality, and valence. According to this model, workers will be
more
motivated
when
they
perceive
that
their
effort
will
lead
to
effective
performance
and
that
such
performance will be rewarded with positively valued outcomes.
Furthermore,
about
performance
evaluation,
Campbell’s
Performance
Model,
proposed
by
Campbell
(1990),
conceives
of
job
performance
as
observable
and
measurable
behavior
resulting
from
the
interaction
between
knowledge,
skills,
motivation,
and
organizational
context.
This
model
emphasizes
that performance should be evaluated by considering both individual capabilities and the conditions of the
work environment.
On the other hand, the 4C Model developed by Michael Beer posits that organizational
effectiveness depends on the balance between four fundamental dimensions: commitment, competence,
congruence, and cost
-
effectiveness. This model has been widely used to design performance evaluation
systems geared toward organizational development and strategic human resource management (Beer et
al., 1984).
Finally, Drucker (1954) proposes Management by Objectives (MBO), arguing that performance
should be measured by the achievement of objectives previously established and agreed upon between
managers and employees. This approach promotes participation, clarity of goals, and the alignment of
individual efforts with the organization’s strategic objectives.
Analysis of the level of motivation and organizational performance in companies in the state of Coahuila
30
Vol.14 No.2, ISSN 1390-9789, agosto, 2026
MATERIALS AND METHODS
This chapter shows the methodology and materials to be used based on scientific literature; considering
the
type
of
research,
participants,
research
design
and
sampl
e.
This
chapter
describes
the
methodological procedures used to achieve the objectives of the study, including the research approach,
design,
population,
sample,
data
collection
procedures,
and
research
instrument.
The
present
study
adopted a quantitative approach, which involves the collection and statistical analysis of numerical data to
answer
research
questions
and
test
hypotheses.
According
to
Hernández
et
al.,
(2021),
quantitative
research seeks to identify patterns and relationships
among variables through objective measurement.
Furthermore, the study is correlational because it aims to determine the degree of association between
motivation
and
organizational
performance
without
manipulating
the
variables
under
investigation.
The
research design was non
-
experimental and cross
-
sectional. It was considered non
-
experimental because
the
variables
were
observed
as
naturally
occurred
in
the
organizational
environment
without
any
intervention by the researchers. Likewise, it was cross
-
sectional because data
was
collected at a single
point in time.
The target population consisted
of all
employees working
in a gas
distribution company located in the
municipality of Torreón, Coahuila, Mexico. The organization had a total workforce of 74 employees at the
time
of
the
study.
Given
the
relatively
small
size
of
the
population,
a
census
sampling
strategy
was
employed. Therefore, the
entire
population of 74 employees was invited to participate in the research,
eliminating the need for probabilistic sampling techniques and ensuring greater representativeness of the
results.
The
participants
included
men
and
women
between
18
and
60
years
of
age
occupying
operational,
administrative,
and
supervisory
positions
within
the
company.
Employees
belonged
to
different socioeconomic backgrounds, educational levels, and personal beliefs.
Data collection was carried out during the period established for the study through the administration of a
structured questionnaire. Prior to participation, employees were informed about the academic purpose of
the research, the voluntary nature of their participation, and the confidentiality of the information provided.
The
questionnaire
was
distributed
directly
to
employees
during
working
hours
with
authorization
from
company
management.
Participants
completed
the
survey
individually,
and
responses
were
collected
anonymously to ensure the reliability and
honesty of the
information provided.
The
primary instrument
used for data collection was a structured survey questionnaire adapted from previous studies conducted
by Perez
-
Ayala (2017) and Paz (2021). According to Carvajal et al. (2011), a research instrument must
demonstrate validity and reliability to ensure accurate measurement of the variables under study.
The questionnaire consisted of 30 items distributed across two variables:
-
Motivation: 10 items.
-
Organizational Performance: 20 items.
Responses were measured using a five
-
point Likert scale ranging from 1 to 5, where:
1 = Strongly Agree
2 = Agree
3 = Neutral
4 = Disagree
5 = Strongly Disagree
The motivation variable assessed factors related to employee engagement, commitment, recognition, and
willingness
to
perform
assigned
tasks.
The
organizational
performance
variable
evaluated
employees’
perceptions
regarding
productivity,
efficiency,
achievement
of
objectives,
and
overall
organizational
effectiveness. To
determine the internal consistency of the instrument, Cronbach’s Alpha coefficient was
calculated.
The
resulting
reliability
coefficient
was
α
=
.917,
indicating
excellent
internal
consistency
according to commonly accepted reliability standards. Therefore, the instrument was considered reliable
José López Robles, PhD. - Jesús Montalvo Morales, PhD. - Osiris Echeverria Rios, PhD.
31
Vol.14 No.2, ISSN 1390-9789, agosto, 2026
for measuring the relationship between motivation and organizational performance among employees of
the participating company.
RESULTS
In this chapter, the salient outcomes stemming from the applied methodology are elucidated, providing
answers to the research aims initially posited in this inquiry. These findings are thereafter subjected to
discussion,
considering
the
extant
literature,
and
their
potential
interpretations
and
ramifications
are
explored.
To contextualize and better understand the characteristics of the study population, the sociodemographic
data
collected
are
presented
below.
This
data
allows
us
to
identify
key
aspects
and
other
relevant
indicators
that
provide
a
comprehensive
view
of
the
participants'
profile.
Their
analysis
is
essential
to
interpret
the
findings
of
the
study
in
terms
of
the
particularities
of
the
group
observed,
as
well
as
to
establish comparisons with other similar investigations.
Table 1.
Gender
|
Gender
|
Frequency
|
Percentage
|
|
Men
|
26
|
35.1
|
|
Women
|
47
|
63.5
|
|
Prefer not to say
|
1
|
1.4
|
|
Total
|
74
|
100.0
|
Note.
Prepared by the authors.
In relation to gender, it was found that 63.5% of the workers are women and 35.1% are men, but 1.4%
preferred not to say. On the other hand, according to the age of respondents, the majority of workers are
between 26 and 33 years old, 51.4%, while the minority is between 41 and 50 years old, 9.5%.
These
results
show
that
women
accounted
for
a
larger
proportion
of
the
study
participants,
constituting
the
predominant group within the sample analyzed.
Table 2.
Educational level
|
Educational level
|
Frequency
|
Percentage
|
|
High school
|
19
|
25.7
|
|
Bachelor's degree
|
51
|
68.9
|
|
Postgraduate studies
|
4
|
5.4
|
|
Total
|
74
|
100.0
|
Note.
Prepared by the authors
.
In
terms
of
the
educational
level
of
the
personnel,
it
was
found
that
68.9%
of
the
employees
hold
a
bachelor's degree, making it the most common level of education among the workforce. Of the remaining
staff, 25.7% have completed only high school, while 5.4% possess a postgraduate degree.
These data
indicate
that
the
population
under
study
is
primarily
characterized
by
having
a
college
education,
suggesting that this is a sample with a relatively high level of education.
Table 3.
Job position
|
Job position
|
Frequency
|
Percentage
|
|
Operational
|
32
|
43.2
|
|
Coordinator or Department Head
|
35
|
47.2
|
|
Management
|
7
|
9.5
|
|
Total
|
74
|
100.0
|
Note.
Prepared by the authors
.
Analysis of the level of motivation and organizational performance in companies in the state of Coahuila
32
Vol.14 No.2, ISSN 1390-9789, agosto, 2026
Likewise, the job positions of the respondents revealed that the majority of the employees hold positions
as
coordinators
or
department
heads
(47.2%),
followed
by
operational
staff
(43.2%),
while
only
9.5%
occupy managerial roles.
This reflects greater participation by employees at the operational and middle
management levels, which provides a broad view of organizational processes from different hierarchical
levels, although with more limited representation from senior management.
Along the same lines, the study variables were analyzed in the
workers,
and the following results were
obtained, presented below.
Table 4.
Motivation
|
Motivation level
|
Frequency
|
Percentage
|
|
Very low
|
12
|
16.2
|
|
Low
|
22
|
29.7
|
|
Moderate
|
28
|
37.8
|
|
High
|
11
|
14.9
|
|
Total
|
74
|
100.0
|
Note
.
Prepared by the authors
.
The
findings
related
to
the
motivation
variable
indicate
a
central
tendency
toward
a
moderate
level,
as
this
category concentrates the highest proportion of responses (37.8%). The distribution shows a slight skew
toward the lower levels of motivation (very low and low), which together account for 45.9% of the sample.
This
distribution
suggests
that,
overall,
motivation
among
the
studied
population
is
situated
within
the
medium range. Such a result may have relevant implications in the organizational context, highlighting the
need
to
implement
strategies
aimed
at
promoting
higher
levels
of
motivation
among
employees.
This
suggests that the general perception of motivation among participants does not reach high levels, these
results point to a trend toward moderate and low levels of motivation in the sample studied, suggesting a
need to strengthen organizational strategies aimed at increasing employee engagement and satisfaction.
On the other hand, the job performance variable that was studied within this research yields the following
results.
Table 5.
Job performance
|
Job performance level
|
Frequency
|
Percentage
|
|
Very low
|
9
|
12.2
|
|
Low
|
26
|
35.1
|
|
Moderate
|
25
|
33.8
|
|
High
|
11
|
14.9
|
|
Total
|
74
|
100.0
|
Note
.
Prepared by the authors
.
Table
5
shows
the
distribution
of
participants
according
to
their
level
of
job
performance.
The
results
indicate
that
35.1%
exhibit
a
low
level
of
performance,
constituting
the
predominant
category;
33.8%
report a moderate level; 14.9% exhibit a high level; and 12.2% exhibit a very low level. These findings
reveal a trend toward low and moderate levels of job performance within the sample analyzed, suggesting
the existence of organizational factors that could be strengthened to improve employee effectiveness and
productivity.
From a descriptive perspective, job performance shows a predominant concentration in the
low
and
moderate
categories,
which
together
comprise
68.9%
of
the
cases
analyzed.
In
contrast,
the
high
-
performance
category
accounts
for
a
significantly
smaller
portion
of
the
sample,
indicating
a
distribution skewed toward lower performance levels.
José López Robles, PhD. - Jesús Montalvo Morales, PhD. - Osiris Echeverria Rios, PhD.
33
Vol.14 No.2, ISSN 1390-9789, agosto, 2026
This trend suggests that job performance within the studied population is primarily situated between low
and
moderate
levels,
potentially
reflecting
unfavorable
working
conditions,
insufficient
motivation,
or
deficiencies
in
training
and
resource
allocation.
Additionally,
this
pattern
may
be
correlated
with
other
influencing
variables,
such
as
employee
motivation.
The
results
present
a
scenario
that
warrants
attention
from
both
organizational
leadership
and
human
resource
management,
with
the
objective
of
identifying
and
addressing the factors that may be adversely impacting employee performance.
Continuing
with
the
development
of
the
research,
the
identification
of
the
study
variables
enables
the
assessment
of
the
existence
and
degree
of
statistical
association
between
the
level
of
motivation
experienced by individuals and their job performance.
To
this
end,
an
evaluative
analysis
was
carried
out
to
determine
the
magnitude
and
direction
of
the
relationship between motivation levels and job performance in a sample of 74 participants. The results
obtained from the corresponding statistical analysis are presented below.
Table 6.
Correlation
|
|
Motivation
|
Job performance
|
|
Motivation
|
1
|
.728**
|
|
Sig. (2-tailed)
|
—
|
.000
|
|
N
|
73
|
70
|
Note. Prepared by the authors.
Table
6
shows
the
relationship
between
motivation
and
job
performance
using
Pearson’s
correlation
coefficient. The results reveal a strong, statistically significant positive correlation between the two variables
(r = 0.728; p < 0.001). This indicates that as employee motivation increases, their job performance also
tends to increase. Likewise, the coefficient of determination (r² = 0.530) suggests that approximately 53.0%
of the observed variability in job performance can be attributed to motivation levels.
Consequently, the findings suggest that motivation is a key factor in explaining employees’ job performance;
employees
with
higher
levels
of
motivation
tend
to
demonstrate
better
results
in
their
roles,
greater
commitment to their activities, and a greater contribution to the achievement of organizational objectives.
These
results
align
with
various
motivational
theories
and
previous
studies
that
argue
that
motivation
positively influences employee productivity and performance. It is concluded that motivation is a relevant
factor in explaining employees’ work performance, supporting the proposed research hypothesis.
Table 7.
Coeficientes
Unstandardized Coefficients | Standardized Coefficients
|
Model
|
B
|
Standard Error
|
Beta
|
t
|
Sig.
|
|
1 (Constant)
|
.796
|
.210
|
—
|
3.791
|
.000
|
|
Motivation
|
.691
|
.079
|
.728
|
8.753
|
.000
|
a. Dependent variable: Job performance
Note. Prepared by the authors.
The
results
obtained
from
the
hypothesis
test,
based
on
regression
analysis,
provide
statistically
significant
evidence supporting the existence of a relationship between motivation and job performance.
The unstandardized coefficient of the intercept (B = 0.796) indicates that when the level of motivation is
zero, the expected value of job performance is 0.796. Furthermore, the unstandardized coefficient for the
motivation variable (B = 0.691) suggests that for each
one unit
increase in motivation, job performance
Analysis of the level of motivation and organizational performance in companies in the state of Coahuila
34
Vol.14 No.2, ISSN 1390-9789, agosto, 2026
increases by 0.691 units. This outcome demonstrates a direct and positive relationship between the two
variables, implying that improvements in employee motivation can lead to measurable enhancements in
performance. Additionally, the standardized Beta coefficient (
β
= 0.728) confirms that motivation exerts a
strong and substantive effect on job performance
.
The results also include significant statistics. The t
-
value for the motivation variable (t = 8.753) is notably
high,
indicating
that
the
effect
of
motivation
on
job
performance
is
statistically
significant.
Furthermore,
the
significance
level
(p
=
0.000)
is
well
below
the
conventional
threshold
of
0.05,
suggesting
that
the
probability
of the observed relationship occurring by chance is virtually zero. This allows for the rejection of the null
hypothesis,
which
posits
no
relationship
between
motivation
and
job
performance,
thereby
confirming
that
motivation is a key predictor of job performance.
Based on the results obtained, it can be concluded that motivation has a significant and positive influence
on employee job performance, and that there is a clear relationship between the two variables. Pearson’s
correlation analysis yielded a coefficient of r = 0.728 (p < 0.001), indicating that as employee motivation
increases, their job performance also improves, as noted in the study by Paz (2021) and Lemos (2026),
which
aligns
with
these
results.
Similarly,
the
linear
regression
analysis
confirmed
that
motivation
is
a
significant predictor of job performance (β = 0.728; B = 0.691; p < 0.001), demonstrating that changes in
motivation levels lead to positive changes in employee performance. Furthermore, approximately 53% of
the variability in job performance can be explained by motivation levels, highlighting the importance of this
variable in the organizational context.
CONCLUSIONS
Los hallazgos sugieren que las organizaciones que implementan estrategias orientadas a fortalecer la
motivación, como programas de reconocimiento, desarrollo profesional, capacitación continua, incentivos
laborales
y
mejoras
en
el
clima
organizacional,
podrían
favorecer
incrementos
significativos
en
el
desempeño laboral de sus empleados.
Finalmente,
se
concluye
que
la
motivación
es
un
factor
estratégico
para
alcanzar
los
objetivos
organizacionales, ya que no solo contribuye al bienestar y al compromiso de los empleados, sino que
también
tiene
un
impacto
positivo
en
su
productividad
y
desempeño
laboral.
Por
lo
tanto,
las
organizaciones deben priorizar el fortalecimiento de la motivación dentro de sus políticas de gestión del
talento humano. En consecuencia, se acepta la hipótesis de investigación y se establece que fortalecer
la motivación laboral constituye una estrategia fundamental para mejorar el desempeño y contribuir al
logro de los objetivos organizacionales.
En
este
sentido,
se
recomienda
implementar
programas
de
reconocimiento
e
incentivos
dirigidos
a
incrementar la motivación de los empleados y mejorar su desempeño. Asimismo, es necesario promover
programas de capacitación y desarrollo profesional que contribuyan a fortalecer las competencias de los
empleados y apoyar su crecimiento profesional.
También se sugiere mejorar el clima organizacional mediante estrategias que fomenten la comunicación
efectiva, el trabajo en equipo y la participación de los empleados en la toma de decisiones. Finalmente,
se recomienda realizar evaluaciones periódicas de la motivación y el desempeño laboral para identificar
áreas
de
mejora
y
diseñar
acciones
correctivas
que
contribuyan
al
logro
de
los
objetivos
organizacionales.
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