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Introduction

An organizational goal of high priority has always been attaining a high-level performance through productivity and efficiency. For organizations to achieve their strategic aims and sustain their competitive advantage, employees must achieve high-level performance (Vrinda & Jacob, 2015). Therefore, many organizations try to do a satisfied workforce to make profit for the business. Organizational performance depends on the efficiency and effectiveness of the employees. Thus, to gain high productivity within an organization, employees' performance is key. Employee effort is a critical factor that determines the performance of the individual. When employees feel satisfied with their job, they are likely motivated in their job performance. That tends to increase the overall performance of the organization. To clarify, proud employees, their efforts, and commitment are crucial for the organization's success. The problem addressed in this study is to examine the effects of job satisfaction and motivation on performance.

In previous research conducted by Khanam, Vrinda, and Jacob, there was a correlation established between job satisfaction and performance since it is the key interest to management in a global setting (Vrinda & Jacob, 2015). That is because employees' satisfaction leads to reduced labor turnover, increased revenues, productivity, and improve overall efficiency (Khanam et al., 2014). For that reason, organizations are concerned with employees' job satisfaction and continuously try to motivate employees to achieve enhanced performance. Like those studies, this study will try to determine the factors that affect job satisfaction. Therefore, the hypotheses of this study are to determine:

How organizational change will negatively impact job performance.

How effective communication positively impacts in job performance.

How role overload will negatively impact job performance.

Alongside these hypotheses the specific objectives of this study are to examine the relationship of negative and positive impact of motivation on job performance, the influence of the experience of employees on the level of job satisfaction, and to understand the decision of employees staying or leaving the organization.During this group's process, the interviews were completed first, so the team could find the most interesting themes, a hypothesis was then created. One hypothesis we had was organizational change will negatively impact job performance. To uncover if this was true, we designed our survey with questions like: "I prefer a process that does not change". By participants answering this question we were able to get a better understanding of how organizational change impacts employees and their job performance. A second hypothesis we had was that effective communication would positively impact job performance. We designed survey questions that would directly address elements of communication and job efficiency. Such questions were: "My co-workers tell me I give clear instructions" and "When my boss tells me how to do a task, I clearly understand how to complete said task." Answers to these questions gave us insight into not only how employees communicate but what the impact of that communication is. The final hypothesis we had was increased job demand would negatively impact job performance. Some of the questions we

added to our survey to investigate this were as follows: "It is difficult to get all my work done within a 40-hour work week" and "I feel like I don't have time to spend doing the things I like." Answers to such questions made it clear to us whether employees felt overworked and the impact it had on their job performance.

Method

We began by interviewing participants and asking them questions aimed towards understanding what drives them to perform in their job. One such question we asked aimed to uncover what motivates employees to perform. Another questions we asked was meant to explore the effect that covid has had on workplace communication. We also asked questions that would uncover employees roles and expectations. Finally, we were looking for the factors that contributed to efficient job performance.We hoped it would help us uncover, patterns, themes and reasons behind motivation.

Each interviewee had their different opinions and answers, however, they seem to be related to each other. Some of the highlights of the participants responses were:

Job motivations

- Seeing happy, satisfied, and safe patients- Personal agenda to prove people who didn't believe that the worker could be successful wrong - Strong workaholic nature

Experiences of working beyond expectations

- Guiding a new employee the ropes behind work and providing tips and tricks, even

without being told to

- Working overtime in spite of a personal injury

- Demanding job expectations sometimes require employee to work on ad-hoc tasks

Impact of COVID-19 on communications and job performance

- Limited group meetings hinders shared communications. New protocols and procedures initially caused a decrease in job performance

- The remote nature of COVID-19 did not affect work that was already remote before the pandemic

- Required quarantine from the pandemic sometimes caused absences in work that needs to be addressed. Certain physical inputs for work took longer to arrive

Factors behind positive job performance

- Ensuring a patient feels safe and calm before operations or surgeries helps the operation procedure run smoothly

- Consistent work attendance that led to a generous bonus

- Understanding a consumer's sense of urgency which made the worker work beyond normal work arrangements