Background
In today's competitive market, employee motivation is crucial for business success, particularly in engineering departments where process and equipment engineers significantly impact project management Recognizing the importance of employee motivation, organizations are increasingly focused on understanding the factors that drive their engineers' productivity This challenge requires managers and leaders to deeply comprehend and effectively implement strategies that enhance motivation, ultimately improving overall business performance in high-tech manufacturing environments.
The research question
The literature review indicates a significant gap in research regarding employee motivation within manufacturing and engineering organizations, highlighting the necessity to evaluate its influence on engineers' performance This business research aims to explore the factors affecting employee motivation specifically in the Engineering Department of a high-tech company The focus will be on surveying process and equipment engineers to identify the key elements that impact their motivation in both daily tasks and career development.
Research Aims and Objectives
This research focused on identifying the key factors influencing employee motivation in engineering organizations, aiming to enhance both employee and organizational performance The study ranked the significance of various motivational elements to determine which factors most effectively drive motivation within the workplace.
This research examines the performance of the Engineering Department in a High Technology Company in Vietnam in motivating its workforce, utilizing Herzberg’s two-factor theory to achieve its objectives.
The survey conducted between June and July 2017 aimed to identify the key factors that motivate employees, ranked by their importance The article begins with an introduction highlighting the significant influences on employee motivation, followed by a comprehensive literature review It then details the research methodology employed in the study The results are presented and analyzed, leading to the findings, conclusion, and recommendations for enhancing employee motivation.
Justification of the Study
The modern trend in human resource management emphasizes the crucial role of employee motivation and skill development to maximize productivity This research project is significant as it aligns with the organization's business strategy, identifying strengths and weaknesses that can enhance staff retention and reduce turnover rates By exploring the importance of motivating employees, the findings will provide valuable insights for the organization to focus on key factors that contribute to employee motivation.
Limitations of the Study
This study concentrates on a specific engineering department, which may limit the perceived sufficiency of the data collected A significant number of potential participants declined to participate, citing time constraints or uncertainty in responding to the survey questions Additionally, the sample size may be considered inadequate compared to the overall scale of the business being examined.
The Structure of the Paper
This section of the paper will summarize the six chapters of this management research
Chapter one introduces the study, presenting the central research question and the rationale behind the investigation It outlines the paper's structure and discusses the limitations encountered during the research process.
- Chapter two: aims to give literature review regarding motivation theory, employee motivation factors within organization
- Chapter three: will provide the main methodological concerns that are related to the research such as research design, population, sampling, data collection method
- Chapter four: will provide the data analysis techniques followed by the findings of this research
- Chapter five: identifies the discussion of the key findings in regards to the literature that has been reviewed alongside the main implications of the research
- Chapter six: provides the conclusions and summary of the study, as well as the limitations of the research and directions for future studies.
Conclusion
The survey reveals that employee motivation extends beyond just financial compensation; crucial factors such as opportunities for growth and development, job security, and engaging work play a significant role To enhance motivation in the workplace, organizations should implement well-structured employee engagement programs and reward systems.
Introduction
Human resources are the key strategic asset for organizations, especially in today's globalized economy To navigate economic challenges and achieve sustainable growth, companies must effectively leverage their human capital Employee motivation plays a crucial role in maximizing productivity, and understanding the factors that drive motivation is essential for fostering a committed workforce.
Motivation definition
Work motivation encompasses energetic forces that arise from both internal and external sources, influencing an individual's work-related behaviors in terms of their form, direction, intensity, and duration (Pinder, 2008) It can also be understood as the level of energy an individual is prepared to invest, shaped by intrinsic and extrinsic factors, to accomplish a task.
Motivation is the drive to achieve specific goals or performance levels, resulting in goal-oriented behavior When we describe someone as motivated, we indicate their strong effort to complete a task While motivation is crucial for successful performance, it alone is not enough to ensure success.
According to L Deckers (2010), motivation is a person’s internal disposition to be concerned with and approach positive incentives and avoid negative incentives
Incentives are the expected rewards or negative outcomes present in the environment, influenced by external factors such as job characteristics, individual differences, and organizational practices To effectively motivate employees, it is essential to integrate their needs and expectations derived from their work with the workplace factors that foster motivation.
Managers seek to alter extrinsic factors and adjust work relative to intrinsic factors in order to optimize employee motivation Motivation research has been of interest
Effective employee motivation is crucial for managers as it enhances employee retention, boosts productivity, and increases job involvement, ultimately maximizing the value of their work (Ramlall, 2004).
In order to improve the effort from employees, managers must provide a conducive environment for employees to develop, improve self-esteem, and become engaged participants in the organization (Dean-Arnold, 1988)
Increasing employee motivation poses a significant challenge for employers, necessitating that leaders and managers comprehend their employees' needs and expectations By creating a conducive work environment tailored to these requirements, employers can effectively enhance motivation among their workforce.
Nevertheless, within all the functions a leader performs, motivating is assumed as the most complex task This is because in the workplace what motivates employees, changes constantly.
Engineering and Engineer definition
Engineering, as defined by the Accreditation Board for Engineering and Technology (ABET), is a profession that applies knowledge from mathematical and natural sciences through study, experience, and practice This discipline focuses on judiciously developing methods to economically harness natural materials and forces for the betterment of humanity.
Engineering technology is a specialized area that combines scientific and engineering principles with technical skills to support various engineering activities Positioned between craftsman roles and engineering positions, it plays a crucial role in the technological field, emphasizing practical application and problem-solving.
An engineer is defined as an individual who possesses at least one of the following qualifications: a Bachelor of Science degree from an accredited engineering program or an advanced degree from such a program (Davis, 1996, p 97).
Membership in a recognized engineering society at a professional level, registration or licensure as an engineer by a government agency, or recent employment in a professional engineering role are key criteria for establishing professional qualifications in the engineering field (Davis, 1996, p 97).
Research indicates that engineers exhibit higher levels of conscientiousness and emotional stability compared to the general population (Dai, 2003; Van Der Molen et al., 2007) Additionally, engineers are characterized by significant extraversion and autonomy, while displaying lower levels of agreeableness (Van Der Molen et al., 2007) Engineering students also tend to be more tough-minded, orderly, and conventional than their peers in non-engineering disciplines (Kline & Lapham, 1992) This tough-mindedness and orderliness may make engineers more responsive to reward expectations, as suggested by Vroom's expectancy theory (1963) and Adams' equity motivation theory (1965), compared to other professional groups.
Motivation theory
Needs theories of motivation
Need theories, as outlined by Ramlall (2004), focus on the internal factors that drive behavior, suggesting that motivation arises from employees striving to meet their needs or having those needs fulfilled by their work environment These theories propose that the pursuit of satisfying unmet needs energizes employees, leading to increased productivity Essentially, needs-based motivation theories assert that humans operate in a state of unsatisfied needs and are motivated to invest effort to fulfill them.
Needs based theories were some of the earliest theories of motivation to be introduced and focused upon increasing the productivity and effort of the worker.
Maslow’s hierarchy of human needs
According to Maslow the need levels, from lowest to highest; include physiological, safety, love, esteem, and self-actualization as shown in Figure 2.1
Figure 2.1: Maslow’s Hierarchy of Needs
Maslow defined human needs as
1 Physiological needs: the need for food, water, and sleep
2 Safety and security needs: the need for freedom from threat; protection from danger, that is, the security from threatening events or surroundings
3 Belongingness, social, and love needs: the need to belong to a group and the need to love and be loved
4 Esteem needs: the need to feel good about oneself, one’s ability and contribution, for self-esteem and for respect from others
5 Self-actualization needs: about fulfilling one’s potential and highest purpose, or the need to fulfill oneself by maximizing the use of abilities, skills, and potential
All self-actualizing people have a cause they believe in, a calling, a vocation to which they are devoted When they say, “my work”, they mean their “mission” in life
Self- actualizationSelf-esteemBelongingnessSafety and SecurityPhysiological
- The only happy people I know are the ones who are working well at something they consider important
Self-actualization requires not only having significant goals but also executing them with excellence Mediocre work hinders the journey toward self-actualization, as true fulfillment comes from striving to excel in pursuits that matter To achieve self-actualization, one must commit to being the best in every endeavor.
Maslow believed that the pursuit of reaching one's full potential is essential for true happiness He warned that intentionally settling for less than one's capabilities can lead to deep unhappiness throughout life Achieving personal growth demands hard work, dedication, discipline, and often the sacrifice of immediate pleasures.
Maslow's theory posits that individuals prioritize fulfilling basic physiological needs before addressing higher-level needs like self-actualization Lower-order needs must be met for higher-order needs to influence behavior Once a need is satisfied, it no longer serves as a motivator; for instance, when a person feels adequately compensated for their work, financial incentives lose their motivating power.
Managers can utilize this theory to develop strategies that address need deficiencies within their organizations These deficiencies, particularly in the areas of self-actualization and esteem, are often overlooked in many reward systems By focusing on these higher-level needs, organizations may find that they can more effectively initiate and direct employee behavior, rather than concentrating solely on lower-level needs that are closer to fulfillment.
Americans prioritize individual career development over long-term loyalty to a single company, frequently transitioning between organizations to enhance their resumes and acquire valuable skills and experiences.
In many cultures, including China, Japan, and India, individuals prioritize work to attain greater economic success and improve their standard of living, often leading to a challenge in balancing work and home responsibilities.
According to Maslow's hierarchy of human needs theory (1943), once individuals achieve a satisfactory level of economic security, they shift their focus towards higher aspirations such as love, self-esteem, public esteem, and, in exceptional cases, self-actualization.
This theory is explained by Maslow pyramid
What satisfies higher order needs?
• Job flexibility and autonomy Self-actualization needs
• Promotion to higher status job.
• Praise and recogntion from managers.
What satisfies lower order needs?
Figure 2.2: Opportunities for Satisfaction in Maslow’s Hierarchy of Human Needs (Schermerhorn, 2001: 286)
A recent study suggests that individuals usually achieve basic needs before other higher order needs are met, but that it is not necessary to attain lower needs first (Tay
Frederick Herzberg’s Two-Factor Theory
Frederick Herzberg's two-factor motivation-hygiene theory, first published in a 1968 Harvard Business Review article, emerged from a study of 203 engineers and accountants in Pittsburgh The research aimed to identify the factors influencing workers' satisfaction and dissatisfaction in their work environments This influential theory remains a cornerstone in job satisfaction research, effectively explaining the dynamics of job satisfaction and dissatisfaction.
• Reasonable work hoursPhysiological needs
Herzberg's research revealed that the elements contributing to job satisfaction and motivation are fundamentally different from those causing job dissatisfaction His primary hypothesis suggests that specific factors foster positive work attitudes, while others generate negative feelings towards one's job.
Hygiene factors are essential elements that influence job dissatisfaction, including aspects like working conditions, supervision, compensation, job security, and company policies These factors are crucial as they address the fundamental need to prevent unpleasant experiences in the workplace.
Motivators play a crucial role in enhancing job satisfaction and commitment, encompassing aspects like the nature of the work, achievement, recognition, responsibility, and opportunities for advancement and growth These motivational factors fulfill an individual's desire for self-growth and self-actualization, ultimately leading to greater job satisfaction.
Figure 2.3: Subcomponents of hygiene factors and motivators
Hygiene factors are external influences that affect motivation, while intrinsic motivators stem from an individual's internal drive Extrinsic motivation can be seen as rewards or punishments that come from outside, whereas intrinsic motivation is fueled by a person's own aspirations and desires to achieve a goal.
Hygiene factors included company policies and administration, relationship with supervisors, interpersonal relations, working conditions and salary (Herzberg, 1966; Herzberg, 2003)
Motivation factors such as achievement, recognition, the nature of the work, responsibility, advancement, and opportunities for growth play a crucial role in fostering positive job attitudes (Herzberg, 1966; Herzberg, 2003) These factors not only enhance employee satisfaction but also influence the overall work experience, while hygiene factors relate to the conditions under which the job is performed (Herzberg et al., 1959; Stello, 2011).
Herzberg's theory posits that job satisfaction is influenced by intrinsic motivators, while dissatisfaction arises from extrinsic hygiene factors Motivators enhance and elevate job satisfaction, whereas hygiene factors serve to mitigate job dissatisfaction.
The Relationship of Hygiene and Motivational Factors
Absent The outcome is dissatisfaction The outcome is no satisfaction
Present The outcome is no dissatisfaction
Extrinsic to the job Intrinsic to the job
Figure 2.4: The Relationship of Hygiene and Motivational Factors (Scanlan, and Keys, 1987: 237)
While ensuring hygiene factors are essential, genuine motivation stems from growth factors like the meaningfulness and challenge of the work, a sense of responsibility, and opportunities for advancement.
Critics argue that accountants and engineers' positive perceptions of motivators and growth factors stem from their basic needs being met.
True motivation for achieving remarkable tasks stems from within an individual, known as intrinsic motivation Simply providing higher pay or improved working conditions will not guarantee outstanding artistic performances As the complexity of a task increases, so does the significance of intrinsic motivation in driving success.
Intrinsic motivation plays a crucial role in enhancing creativity, as we perform best when engaged in activities we love According to Teresa Amabile from Harvard, sustaining creativity in our work hinges on two key factors: pursuing what we are passionate about and cultivating a love for our work This involves seeking roles that align with our skills and intrinsic motivations, as well as finding a supportive environment that fosters our creative exploration and maintains our intrinsic motivation.
Herzberg’s theory is closely related to Maslow’s hierarchy of needs
Herzberg's motivators align with the esteem and self-actualization needs in Maslow's hierarchy, while hygiene factors correspond to physiological, safety, and social needs, as noted by Mondy, Holmes, and Flippo (1940).
Herzberg's two-factor theory, established in 1959, identifies two distinct factors influencing workplace motivation and satisfaction The first group, known as 'de-motivators' or hygiene factors, pertains to extrinsic elements of the work environment that can diminish motivation when lacking Conversely, to truly inspire employees to perform at their best, attention must shift to 'motivators' or intrinsic factors that relate directly to the nature of the tasks themselves.
Herzberg's work remains relevant to global software development, as it categorizes motivation and demotivation factors into external and internal influences, despite being developed over 50 years ago There is ongoing debate regarding the classification of these factors, particularly due to the weak correlation between financial rewards and job satisfaction (Bassett-Jones and Lloyd 2005) Herzberg identifies financial rewards as hygiene factors, indicating that insufficient financial compensation can lead to demotivation, while money beyond a certain point fails to enhance motivation Although the distinction between hygiene factors and motivators may seem artificial, it aids in recognizing potential demotivators in global software development, especially since some hygiene factors may be beyond a project manager's control Importantly, demotivators are not merely the opposite of motivators; they represent separate categories of influencing factors.
Herzberg’s theory is one of the most significant content theories in job satisfaction (Dion, 2006)
• Realize one's potential growth using creative talent
• Opportunity for growth and advancement.
Figure 2.5: Herzberg and Maslow theory relations (Mondy, Holmes, and Flippo, 1940: 275)
- Bassett-Jones and Lloyd (2005): surveyed 3,200 employees from 32 organizations in the UK, with results showing that motivator factors contribute to better motivation
A study conducted by Kodjo and Dai (2010) involving 120 employees from a utility company in Cote D’Ivoire identified key motivators and hygiene factors that influence job satisfaction The findings revealed that interesting work ranked as the top motivator, followed by competitive wages in second place, and full appreciation of work done in third.
- Hamed (2010) surveyed 629 employees in Saudi Arabia and found that the employees were motivated by the work nature and responsibilities given by their managers
a Motivation factors and its subcomponents
Motivation, derived from the Latin word "mover" meaning "to move," refers to the factors that drive individuals to take action (Ruthankoon & Ogunlana, 2003) Herzberg's theory identifies intrinsic motivators as key elements that foster positive job attitudes by fulfilling the need for growth and self-actualization (Herzberg, 1966) These motivation factors, which enhance job satisfaction, encompass aspects such as advancement opportunities, the nature of the work, potential for personal growth, responsibility, recognition, and achievement (Herzberg, 1966).
Advancement The upward and positive status or position of the person or employee in the workplace A negative, or neutral status at work is considered negative advancement
The nature of job tasks significantly influences employee satisfaction, as both overly easy and excessively challenging assignments can lead to dissatisfaction Engaging and interesting work fosters positive feelings, while boring tasks can negatively impact workplace morale.
Opportunities for growth in the workplace are essential for personal and professional development, enabling individuals to enhance their skills, receive training in new techniques, and acquire valuable knowledge.
Responsibility encompasses both the duty and authority associated with a role, contributing to job satisfaction through the empowerment to make decisions When there is a disconnect between responsibility and authority, it can lead to decreased job satisfaction and increased dissatisfaction among employees.
Positive recognition in the workplace occurs when employees are acknowledged with praise or rewards for achieving specific goals or delivering high-quality work, while negative recognition involves criticism and blame for performance shortcomings.
Achievement can be categorized into positive and negative outcomes Positive achievement refers to successfully completing challenging tasks on time, effectively resolving work-related issues, or witnessing favorable results from one’s efforts In contrast, negative achievement is characterized by a lack of progress in the workplace or making poor decisions that hinder professional growth.
b Hygiene factors and its subcomponents
Hygiene, derived from the Latin word ‘hygiena’, refers to medical practices aimed at eliminating health hazards from the environment (Herzberg et al., 1959) Just as health hazards can lead to disease, hygiene-related issues in the workplace can cause employee dissatisfaction, both of which are preventable Hygiene factors are crucial in minimizing job dissatisfaction, contrasting with motivation factors that drive employee engagement.
Hygiene factors significantly influence employee motivation and satisfaction, encompassing aspects such as interpersonal relationships, salary, company policies, supervisory relationships, and working conditions (Herzberg, 1966).
Workplace relationships encompass the personal and professional interactions between employees and their superiors, subordinates, and colleagues These relationships include job-related communications as well as social conversations that occur in the work environment and during breaks.
Salary encompasses all types of compensation received at work, including wage increases and the unmet expectations related to these changes It is essential for hospital policies to clearly outline the criteria for salary increases and bonuses to ensure transparency in the workplace.
Effective company organization and management policies are crucial for employee satisfaction and performance Inadequate policies, such as insufficient delegation of authority, unclear procedures, and ineffective communication, can significantly hinder organizational effectiveness and negatively impact employees.
Supervision plays a crucial role in determining the competence and fairness of a workplace, impacting employee job satisfaction Effective supervisors demonstrate a willingness to delegate responsibilities and provide guidance, contributing to a positive work environment Conversely, poor leadership can lead to decreased job satisfaction among employees, highlighting the importance of quality supervision in enhancing overall workplace morale.
The physical surroundings of a job, including facilities, play a crucial role in employee satisfaction Key aspects of working conditions encompass the amount of work, available space, ventilation, tools, temperature, and safety measures A positive work environment fosters employee pride and contentment, while a poor environment can lead to dissatisfaction.
Four generations in the workplace
Veterans, often referred to as the World War II generation, were born between 1922 and 1945 and are characterized by their strong values of hard work, dedication, sacrifice, and respect for authority Now in their mid-60s, the youngest members of this generation possess a wealth of organizational knowledge and continue to hold significant influence in various sectors.
Baby boomers, born between 1946 and 1964, are known for their optimism, strong work ethic, and commitment to teamwork They prioritize healthy lifestyles and personal fulfillment, often going the extra mile in their careers to achieve job satisfaction.
Generation X, born between 1965 and 1976, values diversity, work-life balance, self-reliance, fun, and informality Known for their cynicism, they adopt an "it's only a job" mentality, which often puts them at odds with the Baby Boomer generation.
- Gen Y: (a.k.a., Millennials,), who were born between 1977 and 1997 Surveys, focus groups, and research suggest that these are some of the workplace preferences of Gen Y members:
Timely and fair reward systems
Across generations, the similarities often outweigh the differences, yet it is crucial for managers and leaders to focus on the unique needs of their employees Understanding how these individuals maintain high performance is essential for fostering a productive work environment.
Factors affecting employee motivation in the workplace
Extrinsic factors that affect employee motivation
Intrinsic factors that affect employee motivation
Intrinsic motivation is the desire of an individual to perform his/her work well, in order to achieve the satisfaction of intrinsic needs Including:
- Skill Variety: The more skill involved, the more meaningful the work becomes for an employee
Employees seek a balance between work and home life, desiring reasonable expectations from their managers regarding workload This balance is essential to ensure that job demands do not interfere with personal life (Kalimullah et al., 2010).
Theory Premise Basis for work motivation item
Determinants of employee satisfaction are intrinsic (called motivation factors) while those of
Nature of work itself as an intrinsic motivator for the employee; job security as an extrinsic motivator
24 dissatisfaction are extrinsic (called hygiene factors) Job enrichment
Greater scope for personal achievement by providing more challenging and responsible work
Challenging nature of work, autonomy at work, and providing a sense of achievement to the employee
Table 2.2: Intrinsic Factors that Affect Employee Motivation
Introduction
This chapter outlines the research methodology employed in this study, emphasizing key components such as the research design, population and sampling techniques, data collection methods, research procedures, and data analysis methods.
This study aimed to identify the factors influencing employee motivation within the Engineering Department by employing both an online survey and a manual questionnaire To accommodate time constraints, the researcher utilized these two methods to ensure comprehensive data collection from engineers and technicians Participants who were unable to complete the online survey were given the option to respond using a paper questionnaire The survey comprised 26 questions, detailed in Appendix A, and participation was voluntary.
The researcher determined that a descriptive research design was suitable for this study, as it aimed to identify the factors influencing employee motivation and examine the impact of motivation on employee performance within the organization.
The study population comprised a total of 200 employees from Engineering Department, including management, supervisor, engineers and technicians, whereby there were 107 responses
Sampling refers to the process by which part of the population is selected and conclusions are drawn about the entire population (Cooper and Schindler, 2001) There were 107 responses
The sampling frame for this study consisted of 107 employees from Engineering Department, including management, supervisor, engineers and technicians
The stratified random sampling technique was used in the selection of sample elements from the sampling frame The population can be segregated into several mutually exclusive sub populations
According to Saunders, Lewis and Thornhill (2009) sample size can be calculated by the following formula; n= p% * q% * (2 / e %)^2
Considering a worst case scenario where p is 50% at a 95% level of confidence, and within an error of ± 10 Then n= 50 * 50 *(1.96 / 10)^2 = 96 employees
If the population is under 100, the sample size can be modified for accuracy using the formula n = n / (1 + (n / N)) Consequently, the adjusted minimum sample size was determined to be 107 respondents, which was the total considered for data collection.
The reliability of the study's variable measures was assessed using the Cronbach Alpha method, with questionnaire items administered to respondents A Cronbach’s alpha value exceeding 0.7 indicates that the instruments used are sufficiently reliable for measurement purposes The Alpha coefficients for the variables, including Extrinsic factors, Intrinsic factors, and the Impact of employee motivation, are detailed in the accompanying table.
Variable/Construct Description Coefficient Alpha Reliability
Table 3.1: The Alpha coefficients for the variables
Notes: To interpret the output of reliability test, we can follow the rule of George and Mallery (2003):
Cronbach's Alpha of Extrinsic factors
Cronbach's Alpha Based on Standardized Items N of Items
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
Table 3.2: Cronbach's Alpha of Extrinsic factors
Cronbach's Alpha of Intrinsic Factors
Cronbach's Alpha Based on Standardized Items N of Items
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
Table 3.3: Cronbach's Alpha of Intrinsic factors
Cronbach's Alpha of Employee Motivation
Cronbach's Alpha Based on Standardized Items N of Items
Scale Variance if Item Deleted
Cronbach's Alpha if Item Deleted
Table 3.4: Cronbach's Alpha of Employee Motivation
Data collection methods involve gathering information after identifying necessary investigative questions and the appropriate data types, such as nominal, ordinal, interval, or ratio This study utilized primary data collected from a target sample through a structured questionnaire The data collection instrument was designed based on existing literature regarding factors influencing employee motivation and its effects on organizational performance.
There were five multiple choice options for each question, representing five levels of preference; Strongly Disagree, Disagree, Neutral, Agree, and Strongly Agree
The study utilized a self-administered structured questionnaire for data collection Issues identified during the pilot testing were addressed through necessary adjustments to the instrument before it was administered to the entire study sample Following the revision, various strategies were implemented to enhance the response rate, including the drop-and-pick-later method and follow-up reminders via telephone and email.
Managers require insightful information rather than just raw data Researchers create this information by analyzing collected data The goal of data analysis is to condense large volumes of data into manageable summaries, identify patterns, and utilize statistical methods.
Correlations among the variables were calculated using Statistical Package for Social Scientists (SPSS)
This chapter outlines the research methodology employed to address the research questions, focusing on a study population of 100 employees from the Engineering Department, with a sample size of 96 respondents Primary data was exclusively gathered through a structured questionnaire, which was pilot tested on 10 respondents from different organizational functions The analysis utilized descriptive statistics and correlation tests, with the results and findings detailed in chapter four.
CHAPTER FOUR – DATA ANALYSIS AND FINDINGS
This chapter presents the findings derived from the analysis of questionnaire data, focusing on the research objectives Utilizing a statistical tool, the data was processed to create frequency distribution tables, means, charts, and graphs, effectively illustrating the results of the analysis.
According to Koltler (1997), the response rate measures the proportion of completed interviews relative to the total sample size, encompassing both participants and those who declined or were unavailable.
4.3 Extrinsic factors that affect employee motivation
N Minimum Maximum Mean Std Deviation monetary compensation/salary 5 1.9% 43.0% 20.000% 19.1030% leadership style 5 1.9% 49.5% 20.000% 22.6006%
Effectiveness of information 5 1.9% 62.6% 20.000% 25.3252% Quality of working environment 5 0.9% 57.0% 20.000% 23.1353% Employee and management relation ship 5 0.0% 47.7% 20.000% 20.7258% Promotion opportunities existence 5 1.9% 53.3% 20.000% 20.3644%
Table 4.1: Descriptive statistics of extrinsic factors
4.3.1 Monetary Compensation/Salary Structure Affects Motivation
The survey results depicted in Figure 4.1 reveal that a small percentage of respondents, specifically 1.9% strongly disagreed and 3.7% disagreed, with the notion that monetary compensation or salary structure influences employee motivation levels.
A survey revealed varying perceptions on the impact of monetary compensation on employee motivation, with 14% of respondents remaining neutral Meanwhile, 37.4% agreed and 43% strongly agreed that salary structure significantly influences motivation levels among employees.
Figure 4.1:Monetary Compensation/Salary Structure Affects Motivation
4.3.2 The Leadership Style Affects on Employee Motivation
Figure 4.2 illustrates the respondents' views on the impact of leadership style on employee motivation levels A small percentage, 3.7%, strongly disagreed with this statement, while 5.6% remained neutral, neither agreeing nor disagreeing In contrast, a significant majority, 49.5%, affirmed that leadership style does influence employee motivation, alongside 39.3% of respondents who also recognized this effect.
Figure 4.2: The Leadership Style Affects on Employee Motivation
4.3.3 Job Enrichment by the Organization Affects Motivation
A survey revealed that a significant majority of respondents believe job enrichment by the organization influences motivation, with 40.2% strongly agreeing and 43.9% agreeing Meanwhile, 11.2% remained neutral, neither agreeing nor disagreeing A small minority, comprising 1.9% who strongly disagreed and 2.8% who disagreed, indicated that they do not think job enrichment affects motivation.
Figure 4.3:Job Enrichment by the Organization Affects Motivation
4.3.4 Organizational Information Management Affects Motivation
The respondents were asked whether they agreed that the management of information within the organization did affect motivation 2.8% of the respondents (n