Motivation of Employees In Ainu Shamsi Hauliers Limited - Essay Example

?Critical Review of the Key Indicators in the Motivation of Employees In Ainu Shamsi Hauliers Limited al Affiliation) Keyword: Motivation Abstract This study seeks to establish, delve into, and analyze the primal indicators that govern employee motivation in Ainu Shasmi Hauliers Limited (ASH ltd). Through the course of the research project’s undulation, the topical issue and organization of interest are justified, the research problem is concisely highlighted, and the project objectives accompanied by apt research questions elucidated. The study consequently reviews the relevant literature as pertains this domain and covers the information collection and sampling cues employed. A presentation of the results and findings and its intrinsic analysis follows suit, after which a summative conclusion is afforded, and befitting recommendations geared to abate unbecoming organizational human resource dynamics ultimately propounded. Introduction Motivation connotes an essential force that drives us to undertake a particular task. This emerges from the satisfaction of individual needs in such a manner as to espouse the inspiration to complete tasks. These respective needs vary from individual to another owing to the fact that everyone carries distinct needs that motivate them. Depending on our level of motivation, it may function to further determine the quantity of effort we infuse into our work, thus out rightly augment the standard of output. Employee motivation indicators capture the propellants of commitment, creativity, and energy levels by workers of a company on their jobs. They describe the psychological forces determining an individual’s effort level, level of persistence and behavior within an organization (Shields 2007). Numerous business managers are contemporarily ill aware of the effects that motivation can engrain in business. It is therefore pertinent that they learn and comprehend factors that function to determine positive motivation within the workforce. The size of the business not withstanding; whether the intent is to obtain the best output out of thirty of your staff or only one, everybody requires motivation of some form (Shields 2007). Motivation is a paradigm approached through different facets by different businesses. It therefore emerges that the responsibility ascribed to its integration lies with the entire immediate supervisors of staff. It is the mandate of the business owner to initiate motivation as a strategic guideline for the attainment of organizational goals. I therefore categorically assert that it is exigent to review the key factors or indicators in the motivation of employees, in order to facilitate affirmative work output in the organization. Literature Review Motivation is a function performed by mangers to encourage, impel, and inspire personnel to take action. In order to motivate employees, they must be reached, and reaching them entails a holistic comprehension of their make up’s complexity. Efforts of motivation must be directed at improving the organizational operation. However, for these efforts to be effective, they must also be designed in a way that exhibits benefits to employees. In actual fact, motivation can be accomplished aptly in the event that workers have the capacity to merge personal ambition with the objectives of the organization (Lundin and Christensen 2000). The existent relationship between the employee and the employer should be one characterized by understanding so that the employee is able to identify with his work as well as with his affiliate business. Deficiency in motivation consequently affects productivity. Several symptoms may point to low morale; increased number of grievances, high absenteeism, high number of defective products, and high employee turnover (Bowles and Cooper 2009). A motivated employee is loyal, and being loyal implies the employee’s support of the firm’s actions and objectives. In fact, the job’s appearance as a whole carries a bearing on the willingness in addition to the quality of performance ascribed to an employee. A productive job fosters job satisfaction whereas a non-productive job falling behind schedule fosters dissatisfaction across all levels of the employee chain. ‘Employment alone is not enough to keep the highly skilled, motivated, and experienced workforce your business needs to excel’ (Pinder 2008). In an analysis conducted by the corporate leadership council on more than 100,000 employees all over the world, it was discovered that whereas workers join organizations for rational motives like better remuneration, career opportunities and benefits; their hard work is attributed to emotional motives. Comradeship and autonomy also emerge as paramount aspects adding to the manner in which workers tend to be motivated about their work (Scheur 2000). There are diverse opinions on what motivates workers. We shall discuss the main theories here below and appreciate their variations. Our focus will be on four scholars; Fredrick Taylor, Abraham Maslow, Elton Mayo and Fredrick Herzberg. Elton Mayo Mayo was of the belief that workers are not solely motivated with money they could be additionally motivated by having their social needs met while they are at work (Tyrer 2006). Mayo asserted that workers are best motivated by: Better correspondence between workers and management Working in teams Enhanced management involvement in staff working lives. Management should therefore encourage enhanced use of team work and creation of departments to encourage manager involvement in looking after employees’ needs (Tyrer 2006) Abraham Maslow Maslow introduced a school of thought which centered on psychological needs of employees. Maslow propagated a theory that there are five spheres of human needs which employees desire to be fulfilled at the work place (Loh and Wrathall 2000). The needs are classified in a hierarchy and only when a lower level of need has been wholly met, is a worker driven by the chance of satisfying the next need up in the hierarchy. An organization should therefore offer numerous incentives to staff so as to assist them satisfy their needs and progress up the hierarchy. Management should also offer a diverse range of incentives from worker to worker in appreciation of the different ways staff is motivated (Loh and Wrathall 2000). Frederick Herzberg Herzberg proposed a two factor theory of motivation. He asserted that there were factors that would directly motivate employees to work harder (motivators). Additionally there were factors that would de-motivate staff if absent but would not actually give the impetus to work harder (hygiene factors) (Herzberg 2008). Motivators are primarily concerned with the actual job. Hygiene factors are elements that are ‘auxiliary to the job’ as opposed to the job itself. Herzberg believed that businesses should adopt a liberal approach to management and by enhancing the scope of actual jobs through various ways. Some of the methods he suggested are; Empowerment – this means assigning more authority to staff to make their own decisions over areas of their working life. Job enrichment – here staff are given a wider range of more comfort and challenging tasks. This is targeted to give a greater sense of achievement. Job enlargement – this involves workers being given increased number of tasks to perform which makes their jobs more interesting. This is a ‘horizontal’ extension of the job (Herzberg 2008). Frederick Taylor Taylor promoted the notion that workers are motivated mainly by pay (Whitely 2002). His theory argued that; Workers need close supervision and control. Workers should be trained sufficiently to perform one task. Workers are encouraged to maximize their productivity. Taylor’s methods were popular as firms saw the advantages of increased productivity and lower unit costs. Methodology Questionnaire To conduct this study, a questionnaire containing questions designed in such a manner as to aptly attain my objectives for the study was employed. The study was herein conducted to establish primal motivation indicators for employees at ASH ltd with regard to their satisfaction as well as impact on the organization’s ultimate productivity in line with sustained business and revenue. The obtained results are intended to be put forward for consideration by the organization’s overall management in order to enhance employee output. Sampling procedure Stratified sampling was employed for each division within the company. The target population for the study was drawn from the organization’s departments in entirety in a bid to cover the summative scope of human resource. A sample size of 50 was used for the review. Presentation, Description, and Critical Analysis of Results Introduction Following collection of data from ASH ltd.’s staff using the questionnaire as the primal research tool, a data set was pursuant, which is herein presented, described, and analyzed. A conclusive tenet of the afore-mentioned data followed suit, with resolute recommendations projected in light of espousing better motivation and overall output associated with the company’s affiliate staff. From the data set amassed, it is emergent that the key indicators in the motivation of employees include: monetary, recognition, job satisfaction, supervisor attention and support, apt training and development, as well as communication with management. These indicators are concisely analyzed below. Supervisor attention and support Table 1.0-supervisor knowledge about employee job description Response Frequency Valid Percent Cumulative Percent Agree strongly 16 53.3 53.3 Somewhat agree 8 26.7 80.0 Neutral 4 13.3 93.3 Disagree 2 6.7 100.0 Total 30 100.0 Most of the respondents hosted a strongly agreeable opinion that their supervisor has a good understanding of their work requirement. Eight of them consequently agreed that their supervisor somewhat comprehends their job responsibilities. Four were neutral and two disagreed. It is emergent that a vast proportion of employees hold that they are not accorded satisfactory hearing in light of grievances. They however highly agree that their supervisors are knowledgeable about their work description and support personal development. The strengths associated with the supervisory roles in ASH ltd are varied. They encourage the employees to strive for individual excellence and take up ownership of their jobs. The supervisors are knowledgeable, going to the extent of sharing referrals and resources. They also act in such a manner as to discuss essential skills that need to be adopted for employees to be successful in their jobs. ASH ltd affords opportunities for elevated career and responsibility advancement. Maslow’s motivational theory based on the hierarchy of needs captures esteem needs including achievement, status, and responsibility, as well as self-actualization that entail personal fulfillment and growth (Loh and Wrathall). The organization therefore offers development support through a supervisor and peer coaching program. Discontent is however prevalent against the supervisors owing to conflicts majorly attributed to work distribution. Some employees cite that workload levels are in some occasions extremely high, and it is in such instances that supervisors fail to listen to them with regard to voicing a criterion that can be taken up to deliver output while ameliorating the workload. Satisfaction with training and development Table 2.0 Supervisor support of personal development Response Frequency Valid Percent Cumulative Percent Agree strongly 10 33.3 33.3 Somewhat agree 7 23.3 56.7 Neutral 3 10.0 66.7 disagree 10 33.3 100.0 Total 30 100.0 A third of the respondents projected the opinion that their supervisor had a keen interest in their personal development. However an equal proportion of the respondents were not content with their supervisor with regard to personal development. Seven somewhat agreed and three had a neutral opinion. Employees in ASH ltd appreciate the opportunity accorded to them to develop skills and knowledge at the convenience of their workplace. Seventeen of the sampled respondents agree that the organization supports development initiatives for employees. Frederick Taylor’s model of motivation reiterates the need for sufficient training of workers to perform one task (Thomas 2000). Workers should therefore be encouraged to maximize their productivity, as is the case in ASH ltd. employees are enabled to attend internally-offered training sessions by other workers who have amassed considerable expertise, as well as outside trainers. Employees are then given an avenue to perform listed activities prior to, during, and following training sessions, to make sure the accrued learning is transferred to the job of the employee. ASH ltd has adopted on-the job training where new associates train directly next to an associate who has existed within the organization and exudes a titanic command of expertise. Pay Level The level of pay is a matter of great interest to both the management and staff of most companies and ASH limited is no exception. Pay is a critical factor in the motivation of employees although at times good pay alone is not adequate to satisfy staff needs. The situation in ASH limited as depicted by staff in our discussions is ‘greener’ compared to the market rates. Staff in the company expressed their satisfaction with the pay they received although there were a few who were not content with their earnings. The management of ASH limited has employed a flexible pay system which is flexed in accordance with the changing economic situations this assures it accommodates the changing requirements of their workforce. The only potential downside to this arrangement is a potential escalation in costs for the company. Complacency may also grow in the employees as they are assured of adequate levels of remuneration. The management of ASH must also appreciate the fact that pay must be noticeably contingent on performance as discussed in the above section (incentives). The pay regime in ASH is consistent with the ideologies of Frederick Herzberg who stated that pay is a factor which although may not directly motivate employees to work harder if absent it may cause rampant dissatisfaction and restrict output. Adequate pay also enables members of staff to cater for their basic needs it additionally improves the self-esteem of workers. Communication with management Table 3.0-my supervisor listens to me Response Frequency Valid Percent Cumulative Percent Agree strongly 5 16.7 16.7 Somewhat agree 10 33.3 50.0 Neutral 4 13.3 63.3 disagree 11 36.7 100.0 Total 30 100.0 Most employees disagreed with the opinion that their supervisor listens to them, standing at eleven respondents. Half of the respondent in the sample size somewhat agree, five of them held a strongly agreeable opinion with a minority of four being neutral. Correspondence and coordination between staff and management is important in all organizations. This ensures that there is cohesion in all activities being carried out and enables easy achievement of organizational goals. In ASH limited, there is communication between staff and management although it is not at a desirable (high) level which would ensure there is maximum efficiency in the company’s activities. Eleven out of thirty staff in the sample size expressed their view of communication between their supervisors and them stating that it was non-existent at most times. Fifteen stated that there was communication but it did not fulfill most of their needs and it was mostly one-way (from the ‘boss’) downwards. They additionally stated that the communication was in most cases written and formal. When we discussed employees attitude toward communication with overall management, fifteen of the sample size agreed that communication was not ubiquitous in the organization there were departments which had good communication whereas in other departments communication was poor. ASH Limited’s communication structure ensures that the company’s strategies are well understood and there is smooth flow of information from the apex to the bottom of the hierarchy. There are a number of weaknesses of the company’s communication system and they include; It is mostly formal consequently creating an impersonal touch. Employees feel neglected and undervalued. Management is aloof and has distanced itself by not creating forums where they can communicate with operational staff. As stated by Elton Mayo, workers are best motivated by various ways amongst them better correspondence between management and them (Tyrer 2006). Another scholar, Frederick Herzberg also affirms Mayo’s opinion by stressing the importance of interpersonal relations in the work place so as to motivate staff and ultimately increase productivity. If ASH fails to implement changes in its communication system, this will lead to consistent fading of staff morale, high staff turnover and a reduction in the company’s output. Conclusion Based on the business models of motivation held by Maslow, Mayo, Herzberg, and Taylor, ASH limited takes up several facets in bid to espouse satisfactory motivation of its employees. On a reflective keel, motivation levels of employees within the organization are upholstered by job satisfaction, supervisor relations with employees in terms of knowledge on specific job descriptions, support of personal development and realistic expectations from the employees, in addition to monetary incentives and employee recognition. There is however discord on the part of communication with management which proves elusive within the organization, and employees feel they are not accorded effable hearing in light of propounded opinions. In the event that ASH ltd fails to implement changes in its communication system, the eventuality looks to be consistent fading of staff morale, high staff turnover and a reduction in the company’s output. Employees also feel limited to specific job positions, thus a perception of incongruence in advancement. There is also rigidity in terms of the work environ that does not replicate a social ambience that liven up the scope of work in ASH ltd. Maslow’s hierarchy of needs suggests that every level of need is dominant prior to satisfaction. Only after satisfaction, does the consequent level of need emerge as a motivational factor. There is therefore an unlikelihood that an employee will worry about respect if they are starving. With reference to my project findings, pay level in conjunction with training and development are the primal motivating factors owing to the fact that the employees can secure their basic needs once these are facilitated. Recognition from the employer in regard of performance motivates the employees to be satisfied with their jobs and in turn brings about crystal quality in work output that elevates organizational performance, thus the proponent of proximal affiliation to the organization. Recommendations s Owing to management motivation by the maximization of the wealth of stakeholders and the utmost reduction of costs, they exude a tendency to underestimate some factors, a fete that may be catapulted by high costs that may in turn cut profits. These factors may however function to facilitate the company’s long-term success even though short-term cost will be incurred. I hereby recommend the following tenets for adoption by ASH ltd in light of employee motivation: In light of job satisfaction, the management should work to portray an open-door policy in which employees are at ease sharing their grievances and opinions that may prove elemental to the organization’s success. Management should stress that employees can move up and are not necessarily subjected to specific work positions. This will be instrumental in motivating employees to give sufficient work output with the incentive of ascending in their job description (Thomas 2009). They should work to encourage socialization to create an amiable work environment and break monotony and boredom. With reference to supervisor support and attention, employees should be given more opportunities to learn, practice and perform. By delegating challenging duties that are marked by rewards in the event of remarkable output, the supervisors will ultimately experience a fired-up workforce festooned with fortitude to succeed and manifest in better overall performance from the employees (Khoshaba 2003). Special projects should be accorded to employees that exhibit exemplary performance, and these special projects should carry attractive pay packages. Employees are therefore bound to inject their best efforts into securing the special projects, and this will have a ripple effect on the organization’s optimal performance. Mentoring is another motivation cue that supervisors should take up, where they implicitly coach other employees based on their quintessential professional backgrounds (Khoshaba 2003). The management of ASH should adopt the use of non-monetary incentives to supplement the incentives they have in place. This will ensure their incentives are fresh, attractive, and sustainable. The supervisors in ASH ltd need to develop an approach that will create an appropriate platform for employee recognition during work. This will ensure employees are highly motivated. ASH ltd should assess their measures of performance to ensure they are flexible with market conditions and to minimize cases of employees being dissatisfied with the measures. References Botten, N. 2009. Enterprise Strategy 2010 Edition. (5th ed.). Burlington: Elsevier. Albrecht, S. L. 2010. Handbook of employee engagement: perspectives, issues, research and practice. Cheltenham, UK: Edward Elgar. Bowles, D., & Cooper, C. L. 2009. Employee morale: driving performance in challenging times. Basingstoke, Hampshire: Palgrave Macmillan. Herzberg, F. 2008. One more time: how do you motivate employees?. Boston, Mass. Harvard Business Press. Khoshaba, T. 2003. Management of employee performance. North Ryde, N.S.W.: McGraw-Hill. Loh, D., Schapper, J., & Wrathall, J. 2000. The Maslow revival: Maslow's hierarchy of needs as a motivational theory. Caulfield, Vic.: Monash University, Faculty of Business and Economics, Department of Management. Lundin, S. C., Paul, H., & Christensen, J. 2000. Fish!: a remarkable way to boost morale and improve results. New York: Hyperion. Neuman, W. L. 2009. Understanding research. Boston, MA: Pearson/Allyn and Bacon. Phillips, P. P., & Stawarski, C. A. 2008. Data collection: planning for and collecting all types of data. San Francisco: Pfeiffer. Pinder, C. C. 2008. Work motivation in organizational behavior (2nd ed.). New York: Psychology Press. Scheuer, S. 2000. Social and economic motivation at work: theories of work motivation reassessed. Copenhagen: Copenhagen Business School Press. Shields, J. (2007). Managing employee performance and reward: concepts, practices, strategies. Cambridge: Cambridge University Press. Teddlie, C., & Tashakkori, A. 2009. Foundations of mixed methods research: integrating quantitative and qualitative approaches in the social and behavioral sciences. Los Angeles: Thomas, K. W. 2000. Intrinsic motivation at work building energy & commitment. San Francisco: Berrett-Koehler Publishers. Thomas, K. W. 2009. Intrinsic motivation at work what really drives employee engagement (2nd ed.). San Francisco: Berrett-Koehler Publishers. Tyrer, G. B. 2006. Elton Mayo's theory of industrial management. Oxford, U.K.: Oxford University Press. Tidd, J., Bessant, J. R., & Pavitt, K. 2005. Managing innovation integrating technological, market and organization change (3. ed.). Chichester: John Wiley & Sons. Whiteley, P. 2002. Motivation. Oxford: Capstone. (http://ainushamsi-hauliers.com/know.asp 2009). Appendix Questionnaire The key indicators of employee motivation in ASH limited . 1. How long have you worked in the present organization: Less than 1 year 1-3 years 3-5 years 5-10 years 2. State the department you work in Finance and Accounting Human Resource Management Transportation Logistics Purchasing and supplies Research and Development Sales and Marketing Other (please specify) __________________________________________________________________________________________________________________________________________________________________________________________ 3. Describe your job Responsibility Operative Employee Supervisor Manager Senior Management 4. Which of the following aptly describes your satisfaction level with the Present organization? Very Satisfied Satisfied Neural Dissatisfied Very Dissatisfied 5. Inform about your supervisor / manager etc. Agree Strongly Somewhat Agree Neutral Disagree a. My supervisor listens to me. b. My supervisor is knowledgeable About my work c. My supervisor is fair d. My supervisor supports Personal development e. My supervisor has realistic Expectations regarding my work 6. Rate your satisfaction with overall management Very Good Good Neutral Bad a. Your relationship with your boss b. Your boss / supervisor’s management abilities. c. Communication with general management. d. Recognition from management. e. Career development support from your supervisor or management. 7. State your satisfaction level with your supervisor, manager or management for responses to suggestions proposed by you Very Satisfied Satisfied Neural Dissatisfied Very Dissatisfied 8. How would you rate your job satisfaction? Highly Highly Pleased Pleased Unpleased Unpleased a. Recognition for your Hard work b. Development Opportunities available c. Your pay level As compared to similar Position in the industry d. Your performance Feedback from management 9. How satisfied are you with the level of training and development received? Highly Highly Pleased Pleased Unpleased Unpleased a. Initial training received When hired b. Ongoing training Necessary to perform Your job well c. Self-development Support d. Preparation for career Advancement 10. Employee development support. Agree Strongly Somewhat Agree Neutral Disagree Supervisors / Team Leaders In my work support employee Development 11. Right use of employee talent. Agree Strongly Somewhat Agree Neutral Disagree Organization uses my talent in the workforce. 12. Employee performance appraisals performance expectation understanding. Agree Strongly Somewhat Agree Neutral Disagree In my most recent performance Appraisal, I understood what I Had to do to be rated at different Performance level (for example fully Successful outstanding) 13. What incentives are presently in use by your organization to motivate staff? Appropriate remuneration Rewards/bonuses Auxiliary benefits e.g. health insurance, house allowance e.t.c Other (specify) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Read More