Effects of Staff Motivation and Job Satisfaction in Britania Company Uganda Kampala
Background of the Study/Literature Review
Currently, the world is business is facing different problems, risks threats and opportunities in both local and global business environment, which resulted to intensive and extensive competition. As a result, many companies are focusing on the different efforts which will enable to gain and maintain competitive advantage. This pertains on the efforts of most companies in maintaining the competitiveness, skills, abilities and the knowledge of the employees. Consequently, many companies are focusing on the different efforts that will enable them to motivate and retain their employees.
It has long been an aim of work psychology to uncover the reasons why individuals vary in their motivation to work, as well as how individual differences interact with organizational/situational factors to influence individual satisfaction and motivation (Furnham, 2002). Whilst theorists have offered many explanations for the sources of both work motivation and job satisfaction, relatively few individual difference factors have been considered. This study set out to explore the relationship of established individual differences (i.e. the Big five personality factors) to salient work motivation and job satisfaction measures.
Motivation can be defined as “an internal state … giving rise to a desire or pressure to act” (Westwood, 1992, p. 288). Job satisfaction, on the other hand, is defined as “the extent to which people are satisfied with their work” (Warr, 2002, p. 1). It is often the case that the two concepts are discussed side by side, as it is arguable that the extent to which an individual is satisfied at work is dictated by the presence of factors and circumstances that motivates him or her (Furnham, 1992). Indeed, early psychological approaches to motivation conceptualized the desire to act as an intention to “maximise positive results and minimize negative results” (Stress and Porter, 1991, p. 8). The rationale behind contemporary theories of motivation and job satisfaction is to provide a framework through which organizations can better influence their employees’ drive to work and increase their enthusiasm with their roles.
Herzberg et al. (1959) proposed that an employee’s motivation to work is best understood when the respective attitude of that employee is understood. That is, the internal concept of attitude which originates from a state of mind, when probed, should reveal the most pragmatic information for managers with regard to the motivation of workers. In his approach to studying the feelings of people toward their work, or their attitudes, Herzberg et al. (1959) set out to answer three questions:
· can one specify the attitude of any individual toward his or her job?
· causes these attitudes?
· are the consequences of these attitudes?
Methodology
Descriptive method will be used in the study. According to Creswell (1994) it can help in order to show the different facts that are connected with the nature of the status of the current problem or condition as it happens at the time of the study. This is the reason why, it is considered as one of the most applied methodology in most studies. Furthermore, it will also be helpful in order to offer logical use in the studies which focus on dissemination of information, at the same time, it can help in order to investigate based on normative standards. It will be helpful in order to focus on the practices which exist, beliefs and processes that are currently going on and the effects that are being felt and experienced, together with the trends that re currently developing (Best, 1907).
Sampling
The target population for the study is 200 employees from the company. They will be selected via random selection manner. Their names will be listed in strips of paper then will be drawn in lottery method.
Data Collection
Survey questionnaire will be used in order to gather primary data from the respondents. Likert scales will be used, where in the respondents will be asked to rate the level of their agreements towards the statements given. This will also be advantageous because it will make filling up questionnaire a lot easier and faster.
The equivalent weights of the answers are:
Range Interpretation
4.50 – 5.00 Strongly Agree
3.50 – 4. 49 Agree
2.50 – 3.49 Uncertain
1.50 – 2.49 Disagree
0.00 – 1.49 Strongly Disagree
Data Analysis
All of the data will be evaluated with the use of SPSS software. Thus, in order to come up with the results and findings of the study, frequency, percentage and weighted mean will be calculated. The following are the formulas to be used:
1. Percentage – will be calculated in order to determine the magnitude of the responses to the questionnaire (Research Methods Knowledge Base, n.d.).
2. Weighted Mean
References
Best, J. W. (1970). Research in Education, 2nd Ed. Englewood Cliffs. N.J.: Prentice Hall, Inc.
Creswell, J.W. (1994). Research design. Qualitative and quantitative approaches. Thousand Oaks, California: Sage.
Furnham, A. (1992), Personality at Work: the Role of Individual Differences in the Workplace, Routledge, London
Furnham, A. (2002), The Psychology of Behaviour at Work, 2nd ed., Psychology Press, London
Herzberg, F., Maunser, B., Snyderman, B. (1959), The Motivation to Work, John Wiley and Sons Inc., New York, NY
Stress, R.M., Porter, L.W. (1991), Motivation and Work Behaviour, 5th ed., McGraw-Hill, New York, NY
Warr, P.B. (2002), Psychology at Work, 5th ed., Penguin, Harmondsworth
Westwood, R. (1992), Organizational Behaviour: South East Asian Perspective, Longman, Hong Kong
Credit:ivythesis.typepad.com
0 comments:
Post a Comment