The Study Of Motivation At The Local Airlines

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02 Nov 2017

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Introduction

After analyzing the data collected and the results on the study of motivation at the local airlines in the previous chapter, chapter 5 will present the conclusion and recommendations. In this final chapter, a summary of the research and the results will be discussed, the sub questions and research questions will be answered and the adapted conceptual model will be presented. This will be followed by some recommendations and suggestions for further research.

Conclusion

The primary objective of this thesis was to assess "what motivates employees’ performance", by using the motivation model of Porter & Miles (1974) to be able to answer the research question. Maslow’s need theory of motivation and Herzberg’s two-factor theory were used as a foundation or basis for the original need factors, which have been modified over the years by other researchers. The motivation model of Porter & Miles (1974) was also adapted in this thesis. The use of scientifically accepted methods of data collection and analysis further strengthens this thesis; a quantitative research was conducted using probability sampling. The sample unit for this research was the employees of local airlines and the survey was conducted by means of a questionnaire. After collection, the data were analyzed using the common software Statistical Package for the Social Sciences (SPSS) for windows. The results of the analysis are clearly presented and either contradict existing studies or are supported by the results of other studies. The analyzed results of the sections will be discussed in sequence.

Demographical data were collected to obtain a general idea of the target population "employees of the local airlines". Mabonga (2000) concluded that the success or failure of any organization depends greatly on the type of human resources it has. Human resources translate all other resources in an organization into visible products. Bearing that in mind it is important that organizations pay extra attention to their employees in order to attain optimum efficiency and effectiveness in the workplace. A manager’s first priority is making sure that each employee is in the job best suited to his or her skill set and professional aspirations. This means taking the time to get to know his people. The demographical data indicate that the greatest part of the population of the local airlines are young employees ranging from the ages 21 to 35 years with a high interest in acquiring more knowledge. Most of the employees of the local airlines have completed the college or secondary school. It can be concluded that the employees of the local airlines have great potential and the local airlines can achieve a competitive advantage through higher productivity and improved customer service.

Motivation provides a reason for exerting some sort of effort, and referring to the result obtained gives a clear vision that the employees of the local airlines are motivated. Most of the employees of the local airlines exert the effort of working more than eight hours a day and considered themselves hard working employees. Halepota (2005) supports this result by defining motivation as "a person’s active participation and commitment to achieve the prescribed results". For those employees who are less motivated, the company should consider re-evaluating its strategy and incentives in order to get them motivated.

As previously mentioned, one external environment factor analyzed in this research was the economic condition of Curaçao. The results obtained show that the economic conditions of Curaçao definitely influence the company incentives, and furthermore it brings insecurity among the employees. It is a fact that the motivational strategies i.e. incentives that worked in the past are not so efficient in the current difficult economic conditions.

The organizational factors chosen for this research were: the organizational culture and company’s incentives. The organizational culture of the local airline is visible to the employees; this can be derived from the results obtained from the research. The employees of the local airlines share the opinion that the company’s standards and values are highly significant to them. Standards and values appear in areas such as care for others, innovation, customer approach, skills, competences, etc. There are clearly defined rules of conduct, guidelines regarding behavior, goals and aims and situations that should be avoided. Stress can decrease work motivation significantly.

Another organizational factor analyzed that influences motivation of the employees of the local airlines is incentives. Incentives are causes of initiation and continuing of the activities, and they determine the orientation and the overall path that is to be taken. The remarkable results show that both types of the incentives, financial and non-financial incentives, are motivators of the employees of the local airlines. A small percentage of the employees are not motivated by any of them. Caruth (2000), classified incentives into individual incentives and group incentives.

Last but not least, the employee as an individual needs motivation to perform better. Rewards such as incentives or other benefit is a motivational factor. Not everyone is motivated by the same things. The majority of the employees working at the local airlines agreed that incentives and other benefits influence them. This result is supported by Aksoy (2005) defining motivation as what people need to perform better.

As previously mentioned in paragraph 4.1, the following are the objectives of this research:

To investigate the causes of low employee motivation in the workplace.

To identify factors that could improve the level of motivation of employees in the workplace.

To suggest strategies that could improve the quality of employee work-life of in the workplace.

This research has accomplished its objectives to investigate, identify and suggest factors about motivation and strategies. For any organization (including the local airlines) to compete effectively within a global context, it should rationalize possible ways of maintaining a motivated workforce. This can be achieved by introducing good management standards that will encourage staff members to contribute towards the organization’s success. Outlets within the industry should train and develop their workers to improve their skills in order to retain them. The answer to the previously mentioned sub questions will identify some of the factors that may cause low motivation and factors that could improve the level of motivation of the employees at the local airlines. And they will also suggest the strategies that could improve the quality of work-life at the local airlines. Finally the research question will be answered.

As previously mentioned the sub questions and research question are answered in this chapter. All the sub-questions will be answered first, followed by the research question. The first sub question was, "What are the factors reflecting employee motivation?" The answer obtained for this question was that if an employee makes the effort to work more than 8 hours per day, work hard and meet deadlines, these are the factors that reflect that this employee is very motivated.

On the question "How important are incentives for the employee?", after analyzing the results this question can be answered by saying that incentives are very important for the employee. The majority of the employees working at the local airlines agreed that incentives and other benefits influence their performance.

The answer to the sub question: "To what extent does the economic condition of Curaçao motivate or demotivate the employee?" The employees at the local airlines concluded that on one hand, when the economic condition of Curaçao influences the incentives of the company, this will demotivate them, and they will feel insecure. On the other hand when the economic condition is good they get motivated. They are more secure with their job, wages and incentives.

The personal factors that motivate the employees of the local airlines to commit to their jobs are different, because what motivates one person may do nothing for another. The answer to the sub question: "What are the personal factors that can motivate an employee to commit to his/her job?" Some of the factors mentioned by the employees are: Good salary, job security, good working environment, good management, rewarding, employer’s appreciation, interesting job and fringe benefits.

On the question: "How significant are the company’s standard and values to the employees?" The employees of the local airline declared that the standards and values of the local airlines are highly significant to them. The importance of the standards and values results from the fulfillment of a number of functions which regulate the social system in an organization. In a strong organizational culture, employees would have the same set of standards and values.

This research has achieved its main objective: to answer the research questions: "What motivates employees at their workplace for exerting certain kind of effort?" In order to do so, the concepts of employee and work motivation were both analyzed in depth. The literature review accomplished its objective of highlighting the most relevant theories in each field. Since this research studied the employees of the local airlines, there can be a general answer to this question. As derived from the results obtained in this research, the employees of the local airlines prove clearly that what motivates them in their workplace are both types of incentives, financial and non- financial.

The motivation model of Porter & Miles (1974) was adapted in this thesis and divided into parts in chapter 4. In this chapter the Motivation factor model adapted is illustrated, combined with an explanation of the degree of correlation mentioned in each part, testing the association of the independent variables: "Environment, Organization and Employee" with the dependent variable "Motivation".

The independent variable "Environment" influences the dependent variable "Motivation". The null hypothesis states that there is no association between environment and motivation. A Pearson correlation test was applied to test whether there is an association between the independent variable "Environment" (Mean = 2.83; SD = 0.694; N = 82) and the dependent variable "Motivation" (Mean = 4.09; SD = 0.474; N = 82) gave as result, (r = 0.316; p = 0.004; N = 82). The result obtained indicates a small but definite relationship (Hair, 2005) between the independent variable "Environment" and the dependent variable "Motivation’. Given a (p = 0.004) proves that there is a relationship between environment and motivation of the employee. Charan (2008) cited that the economic recession has strongly influenced the operation of companies in the last two years. Economic condition is one of the external environment factors that influences motivation. It has influence in all business fields, also in motivation of the employees.

The independent variable "Organization" influences the dependent variable "Motivation". The null hypothesis states that there is no association between organization and motivation. A Pearson correlation test was applied to test whether there is an association between the independent variable "Organization" (Mean = 3.66; SD = 0.622; N = 82) and the dependent variable "Motivation" (Mean = 4.09; SD = 0.474; N = 82) gave as result, (r = 0.361; p = 0.001; N = 82). The result obtained indicates a small but definite relationship Hair (2005), between the independent variable "Organization" and the dependent variable " Motivation’. Given a (p = 0.001) proves that there is a relationship between organization and motivation of the employee. Rothberg (2005) argued and proved that unless individual employees are motivated to make efficient use of the potential found in them during the employment process, they may not achieve the level of performance that is desired from them. Therefore, for any organization to record any degree of meaningful success, it must have the ability to motivate its employees. One organizational factor that influences employee motivation are incentives, since they are causes of initiation and continuing of activities of activities and determine the orientation and the overall path that is to be taken. Once more it has to be emphasized that what motivates one person does not necessary motivate another.

The independent variable "Employee" influences the dependent variable "Motivation". The null hypothesis states that there is no association between employee and motivation. A Pearson correlation test was applied to test whether there is an association between the independent variable "Employee" (Mean = 3.02; SD = 0.434; N = 82) and the dependent variable "Motivation" (Mean = 4.09; SD = 0.474; N = 82) gave as result, (r = 0.320; p = 0.003; N = 82). The results obtained indicate a small but definite relationship Hair (2005), between the independent variable "Employee" and the dependent variable "Motivation’. Given a (p = 0.003) proves that there is a relationship between employee and motivation of the employee. Jazzar and Algozzine (2007) argued that proponents of the motivational theories posit that people in general share a common set of needs that orient and propel them. Employees need a range of motivators in order to remain engaged in their work. Timm and Peterson (2000) support the result by concluding that motivation springs forth from individual needs, wants and drives. In order to give the best output and excellent performance in their workplace, employees need to be motivated.

The Pearson correlation results between the three independent variable "Environment", "Organization", " Employee" and the dependent variable "Motivation "are illustrated in figure 27 below (conceptual model source adapted; Porter & Miles, (1974)).

Figure : Conceptual model source adapted; Porter & Miles, (1974)

Recommendations

Employee and management undertaking surveys. Long-term survival of any organization depends largely on the motivation of its employees, whether by financial or non-financial means. Therefore, organizations should be willing to continuously, and on a regular basis, undertake employee surveys such as this one in order to understand what their employees expect from their current job. The result of such exercises could prove useful for the organization, because knowing what employees want and efforts towards meeting these needs facilitate a mutually satisfying working environment for both the employees and management.

Management enabling empowerment. Besides the theories of Maslow’s hierarchy of needs and the Herzberg’s two-factor theory discussed in this thesis, the Alderfer’s Existence-Relatedness-Growth (ERG) theory, and McClelland’s Needs for Achievement, Affiliation, and Power shared the idea that people are often motivated by a sense of achievement and responsibility. This corresponds with empowerment, the degree to which an employee has the authority to make and implement at least some decisions. Empowerment enables employees to use more of their potential, but it also requires a commitment on the part of managers to delegate not just some of their responsibilities, but some of their decision-making authority as well. Managers must then ensure that empowered employees have the skills, abilities, tools, and information to make good decisions. Empowerment is consistent with theory Y.

Employee and management setting goals. Setting specific, difficult, achievable goals that we are committed to is a good motivator. The theory of goal setting as a means of understanding motivation is perhaps the most consistently supported work motivation theory. For the best business strategy execution first translate business strategy into organizational goals. Then translate the organizational goals into business goals, department goals, team goals, and ultimately individual goals. Individual goals sometimes conflict with team or organizational goals, which can create ethical challenges for managers. For example, sales employees working on commission may not be as willing to help their coworkers serve other customers. For individual goals to be effective, they must be integrated with team and organizational goals and strategies. Giving employees input into their goals can enhance their commitment to them. McClellan (2008) stated that employees given input into a company’s environmental sustainability goals are more likely to stay with the company and see the goals realized. Employees feeling bored due to repetitive work can also be motivated by goal setting.

Finally the results of this study could be useful in helping organizations determine what motivates employees or what are job-related motivational preferences of their employees today and for the foreseeable future.

Future Research

Additional research should be carried out to obtain a continuous view, insight and knowledge of what motivates employees to keep best performance on their job. Employee motivation, even after some 50 years of research, continues to be one of the problems and challenges facing organizations today. Furthermore, factors such as technological advances, globalization, retrenchments etc. leave employees with an uncertain future. This is because most organizations today do not guarantee life employment for their employees, as was the case before. Therefore, there is the need for researchers to continue carrying out employee surveys so as to determine what keeps employees motivated, to go the extra mile. The outcomes of such surveys will help organizations be up to date with changes in employee preferences. Therefore, it would be interesting if further research with a much larger sample size could be undertaken to confirm, either fully or partly, the findings of this study.



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