A Comparative Study of Employees' Work Motivation and Perception of Occupational Change in Hierarchical and Flat Organizations
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Objective: This study investigates the differences in employee work motivation and attitudes toward organizational change between hierarchical and flat organizational structures. It aims to identify structural factors influencing motivation and adaptability in dynamic workplace environments.
Methods: Using a cross-sectional, causal-comparative design, 178 full-time employees (91 in hierarchical and 87 in flat organizations) were surveyed. Instruments included Herzberg’s Two-Factor Job Motivation Questionnaire and Dunham’s Attitude Toward Change Questionnaire. Non-parametric tests (Mann–Whitney U and Kruskal–Wallis) were applied due to data non-normality. Demographic moderators such as gender, education, and work experience were also analyzed.
Findings: Employees in hierarchical organizations reported significantly higher levels of both work motivation (M = 101.42 vs. 77.03) and attitude toward change (M = 103.91 vs. 74.43) compared to those in flat organizations. Motivation factors such as job security, recognition, supervision, and job responsibility were significantly more influential in hierarchical settings. Salary, career advancement, and interpersonal relationships did not significantly differ between structures. Education level significantly affected motivation and change perception, while gender and work experience did not.
Conclusion: Hierarchical organizations may foster greater employee motivation and adaptability to change due to structural clarity, supervision, and formal recognition. However, rigid hierarchies may reduce flexibility and innovation. Organizations are encouraged to adopt hybrid structures that balance clear role definition with adaptability and empowerment. Future research should explore longitudinal impacts and industry-specific dynamics.
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