Job satisfaction on employee productivity at a selected public relations and communications organisation in Gauteng

Abstract

This study explores the influence of job satisfaction on employee productivity within a selected Public Relations and Communications organisation in Gauteng, South Africa. Grounded in a qualitative research approach, the study investigates how employees experience job satisfaction, and how these experiences are connected to their motivation, engagement, and performance outcomes. Data was collected through semi-structured interviews with ten employees across different hierarchical levels and departments; and triangulated with the company’s 2024 internal employee engagement survey. Thematic analysis revealed four interrelated drivers that consistently shaped employee experiences of job satisfaction: autonomy, meaningful work, engagement, professional growth and development. The findings highlight that these drivers are not isolated, but function in synergy to promote deeper emotional and cognitive investment in work. When these drivers were intentionally supported through relational leadership, psychological safety, and development opportunities, employees reported greater motivation, initiative, and alignment with organisational goals. The study draws on established theoretical frameworks, namely Self-Determination Theory (SDT), Herzberg’s Two-Factor Theory, and the Job Characteristics Model (JCM) which together helped to illuminate the psychological mechanisms through which job satisfaction translates into productivity. Moreover, the study underscores the importance of psychological safety and relational dynamics in facilitating meaningful engagement and sustained high performance. The research makes a valuable contribution to the body of knowledge on employee experience in the South African public relations sector; a field marked by high performance expectations and demands. It also responds to growing global calls for more human-centred approaches to workforce sustainability. Practical recommendations are provided to help organisations embed purpose, autonomy, and continuous developmental support into daily practice. Ultimately, the study affirms that job satisfaction is not merely a desirable workplace condition, but a strategic lever for driving long-term employee productivity, retention, and organisational success.