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Key factors of motivation to achieve goals

Motivation is energization or activating the behaviour to achieve a goal. There are two types in motivation intrinsic and extrinsic. There are various theories, according to them root of motivation is in basic need to maximize pleasure and minimize pain, also eating and resting, or a desired object, hobby, goal can be included. Strive for quality is mostly from motivated employees. With different expectations and need, an individual join an organisation. They come with different ways of values, background, perception, attitudes and lifestyle. Nowadays, for better performance employees need to trained, remunerated and motivated.

It is good to rewards workers in something in what they believe in and they can also relate to. People demands are increasing as the time has changed now. Creative and better ways to perform is always what motivated employee look for. Suitable goals are available for their needs satisfaction, such environment is often created by successful motivated managers.

Motivating and Retaining workers with special treatment is the responsibility of Human Resource Manager and supervisors. The employees can remain loyal to the enterprise only when they have a feeling of participation in the management. Stability of workforce is very important from the point of view of reputation and goodwill of a concern. The skills and efficiency of employees will always be of advantage to employees as well as employers. This will lead to a good public image in the market which will attract competent and qualified people into a concern. As it is said, “Old is gold” which suffices with the role of motivation here, the older the people, more the experience and their adjustment into a concern which can be of benefit to the enterprise.

Introduction

Purpose

The purpose of this report is to analyse the workplace issues in Della Tecnica plc.

Report is for understanding the motivation factors and satisfaction of every employee in the company.

Scope

Frederick Herzberg and Goal-Setting and Expectancy theories are used to investigate and analyse the issues in the company.

Method

Employees were asked for a feedback through a list of questions created after in detail discussion, according to the motivation issues in the company. Two theories are used to compare and analyse the feedback.

Assumptions

It has been assumed that the data is provided by employees is brief and solution are provided by assuming the behaviour of the management according to the employees, who took part in the survey.

Background

Della Tecnica Plc., is an Interior designing and Project Management company based in India from last 10 years. Construction, Manufacturing and designing is the core business of this company with more than 1000 employees in 2009. There is only one main owner and only major decision maker in the company. List of clientele are from, for example, aviation sector, government services, hotel construction etc.

Motivation Issues in Della Tecnica plc.

In depth discussion conducted with approximately 25 staff members of the company. According to these employees, they have issues with working hours. Management seems to be aggressive in their views and they can’t complaint anyone when there is any problem.

About the incentive and benefits they are not dissatisfied but also not very satisfied. Employees demand for a bus to travel from work to office is pending from last 1 year, as the number of employees are enough for one bus. Management is not at all supportive.

25 employees were surveyed with the questions mentioned below...

Questionnaire

Are you always in a good mood in office hours?

Yes

No

Seldom

Are you satisfied with the management policy?

Highly-Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

Are you encouraged by colleagues to learn new things?.

Yes

No

Seldom

Do you always come on time to work?

Yes

No

Seldom

If you have any complaint, can you discuss with colleagues?

Yes

No

Not Sure

Do you think your colleagues are supportive in your work?

Yes

No

Not Sure

Are you satisfied with the incentives and benefits provided by the organisation?

Highly satisfied

Satisfied

Not sure

Dissatisfied

Highly Dissatisfied

If management provide more incentives and benefits, it will increase your performance?

Yes

No

Not Sure

If you have any complaint, are you always comfortable to meet management and discuss?

Yes

No

Seldom

Do you think your company should give you more incentives and benefits?

Yes

No

Not sure

Do you like to work in a team or you would be more happy working alone on a task?

Yes

No

Occasionally

Are you satisfied with the training and development programs provided in the organisation?

Highly satisfied

Satisfied

Not sure

Dissatisfied

Highly Dissatisfied

Do you trust your colleagues?

Yes

No

Not Sure

Do you think company has mission statement and you have no problem with it?

Yes

No

Not Sure

Do you have any kind of stress within family and friends lately?

Yes

No

Don’t Know

Do you have trust in the management?

Yes

No

Don’t Know

Do you feel insecurity in your job?

Yes

No

Don’t know

Do you think management is motivating employees, are you satisfied?

Highly-Satisfied

Satisfied

Neutral

Dissatisfied

Highly-dissatisfied

Will you try to join another company if you get a chance?

Yes

No

Not sure

How satisfying are Organisation’s growth and goals?

Highly-Satisfied

Satisfied

Neutral

Dissatisfied

Highly dissatisfied

FREDERICK HERZBERG TWO-FACTOR and GOAL-SETTING AND EXPECTANCY THEORIES are used to analyse the issues...

In Frederick Herzberg Two-Factor theory

Frederick Herzberg (1923-2000), was a clinical psychologist and expert in job enrichment two-factor job satisfaction theory. For better understanding about employees motivation and attitudes, Herzberg performed studies to clarify what are the reasons in an employee’s work environment causes satisfaction and dissatisfaction.

His studies included interviewing employees who were working as a engineers and chartered accountants in Pittsburgh, US, and asked them what pleased and displeased them at work. Herzberg found that factors causing job satisfaction were different from those causing dissatisfaction. For this he created motivation-hygiene theory for further explanation. He called satisfiers as motivator and dissatisfiers as hygiene factors, using the term “hygiene” in the sense that they are considered to be maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction.

The following table presents the top factors causing dissatisfaction and the top six factors causing satisfaction, listed in the order of higher to lower importance

Factors Affecting Job Attitudes

Leading to Dissatisfaction

Leading to Satisfaction

Company policy

Supervision

Relationship with boss

Work conditions

Salary

Relationship with colleagues

Achievement

Recognition

Work itself

Responsibility

Advancement

Growth

According to reply on from question 1-10, employees are not mainly satisfied with the company policy. Most employees claim that they are always on time. They don’t expect to get any help from their co-workers as they don’t believe in knowledge sharing, and colleagues rarely encourage and help them to learn new things at work. Every employee feel insecure to discuss any issues with co-workers as they feel it might leak to management and they may get into trouble. They think colleagues are not supportive sometimes. About incentives they are neither satisfied nor dissatisfied but think that if more incentives and benefits are provided then they would be happy to work harder for better performance.

According to reply from question 11-20, every worker would like to work alone rather than working in a team or in a small group this may be because they lack trust in each other. Training and career development programs are rarely provided but only for the seniors in the organisation. Many employees are just working for money and there are not sure about the company’s growth and all other expansion. Few think that the work conditions are affecting their family relationship. They don’t trust the management completely because there is no one they can trust to solve their complaint. They reveal that they are looking for another job and as soon as they find one, they would like to leave this company. Company achievements are quite satisfying but the benefits and incentives provided to workers are not enough.

GOAL-SETTING AND EXPECTANCY THEORIES

The way people are motivated to satisfy their need on their job, they are also motivated to strive and attain goals. Indications of what has to be done and how much effort one should make are required to achieve a goal with motivation. Goal achievements satisfies individual’s drive and boost the self-esteem. Thus, general goals will not increase the performance as compare to specific goals. The following factors are influence in Goal-Performance relationship: 1) Adequate Self-Efficacy: to determine goal setting it is the key factor. That he or she is capable of performing a task successfully, it is referred to as individual’s belief. Self-efficacy is directly related with individual’s confidence and thus with goal setting. High, Self-Efficacy High, Goal Setting Low, Self-Efficacy Low, Goal Setting On receiving negative feedback with the people, High, Self-Efficacy Efforts increases Low, Self-Efficacy efforts decreases. Hence, the primary task of managers is to build employee self-efficacy. 2) Challenging -Goals: Only a challenging job content motivates the employees is proved by Researches. To prove that he or she is capable of attaining the task, everyone is anxious. However, even though the task are challenging they should be attainable. the challenge of the job increases when a goal that is difficult but attainable.

Specific Goals: the goals must be specified in quantitative terms is established by researches. They should be achieved by plans, target and concrete actions etc. 4) Owned Goals: To impose goals it is preferred to set Owned or Acceptable goals. Goals must be made acceptable to the employees Goals instead of only be specific and challenging. Following conditions must be fulfilled in order to make the goals acceptable to employees. Employees participation in decision making and goal setting. It will make the employee more serious towards goal with public commitment. Lower level employees should be ensured full support from Superior.. 5) Performance monitoring and Feedback: Feedback helps employees work with greater involvement and lead to greater job satisfaction. Feedback gives rise to achievement motivation. Performance monitoring involves observing and inspecting employees work. This helps to indicate to the employees that their work is important and their contributions to the organization are valuable.

Expectancy theory is about the mental processes in choice, or choosing. an individual undergoing to make choices in that processes is explained. In organizational behaviour study, expectancy theory is a motivation theory first proposed by Victor Vroom of the Yale School of Management. Expectancy theory predicts that employees in an organization will be motivated when they believe that putting in more effort will yield better job performance, better job performance will lead to organizational rewards, such as an increase in salary or benefits, these predicted organizational rewards are valued by the employee in question.

Based on expectancy theory, questionnaire is analysed.

It is clear that most of the individual have no goals and they expect from management to set them a proper goal. Motivation is declined because management is not providing what employees require, like training and career development programs.

Conclusion

After investigating Della Tecnica plc., it was found that management is not treating their employees in a motivating way. Employees are looking for a job change which may affect organisation’s performance in a task and may also cost more to hire a new employee. The environment in the organisation is not friendly and people lack trust. Employees expect management to provide enough training and ways to handle their complaints. Every individual is looking for a proper goal to stay motivated. Incentive should also be increased as most employees expect more incentives and benefits as the company is making enough profit.

Recommendations and implementation

The findings and conclusion in this report support the following recommendation:

Management should provide more career development programs to empower every individual.

Employee complaints must be resolved immediately.

To create friendly atmosphere and management should set clear transparent goal for each and every person.

Informal meetings should be conducted to share and to make strong friendly bonding.

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