Diversity, frequent organizational changes, and globalization are some of the factors that augment to the pressure on todays firms. For one to overcome such challenges there is a need for the human resource function in every firm to step up and take responsibility. In any organization, the Human Resource Management has a huge role in ensuring that organizations are more efficient in addition to strategically facilitating the improvement of talent acquisition, remuneration, training and development, performance management and crucially -, motivation. It is imperative to comprehend that motivation is given a special emphasis due to the need to procure quality work and quality output from staff membersemployees. This research paper undertakes an in-depth study of the various factors that affect motivation in a firm that offers communication services, and then further explores how the firm can convert those challenges into opportunities for growth.
This section of the paper provides an overview of the literature on Human Resource Management in addition to an excerpt in motivation and the various theories of motivation. Human Resource ManagementHuman resource management is a system of strategies or activities that are geared towards managing the success of employees in an organization at all levels. Additionally, Human Resource Management also assists in organizational goals. Human Rresource Mmanagement is vital to increasing a companys effectiveness. One of the key function of Human Resource Management in a firm is motivation. MotivationMotivation is defined as the process of inspiring individuals in a firm to achieve their goals. Work motivation is considered as the set of forces that originate both within andas beyond an individuals being, and has the purpose of initiating work-related behavior. while at the same time determining its direction, intensity, form, and duration. In communication firms, Ggetting individuals in an organization to do their best is a challenge that managers face every day. According to Cerasoli, Nicklin, and & Ford (2014), the four factors that underline motivation in communication firms include ; acquire, bond, comprehend and defend. Resource allocation process, the culture, performance management, and the reward system are the different organizational levels of motivation. Motivated employees in an organization make decisions to dedicate considerable effort while trying to obtain what they value. Previous research depicts that there is a relation between performance and motivation (Hau, Kim, B., Lee and & Kim, Y., 2013).
Motivation of employees: According to Palacios-Marques, Soto-Acosta, and & Merigo (2015), motivation acts as an individuals intrinsic enthusiasm and drives the individual to accomplish the activities that are related to work. Hau et al., (2013), notes that the process of motivation in an organization begins with the identification or recognition of unsatisfied needs. It is up to the human resource management to set up goals to satisfy the impending want. Incentives and rewards are some of the strategies undertaken by the management to ensure that employees achieve their set goals and objectives. It Cultural and organizational values it is imperative to comprehend that in this context, cultural and organizational values, management and leadership are included so that everyone in the communication firms is consulted. in addition to the influence of the team or group. Theories of motivation: There are various theories of motivation. Due to the details related to this research, Maslows Hierarchy of needs and Herzbergs Motivation-Hygiene will be discussed. Maslows hierarchy of needs comprises of physiological levels, security or safety, social, egoistic or self-esteem and self-actualization or self-fulfillment. According to Maslows Hierarchy of needs, when the necessities of individuals are fulfilled, then the individual wants to use the potential that they have fully. If a firm does not offer an employment opportunity to overcome the tasks offered, then the employee will never be satisfied. Moreover, the level of stress in the workplace is increased if the employees are not motivated. Herzbergs Motivation-Hygiene Theory states that there is need to address the motivational factors that are associated with work to create satisfaction (Siponen, Mahmood, & Pahnila, 2014). In this instance, every job or task in the firm should be examined to ascertain how it could be improved to satisfy the employee. Motivation factors include promotion, salary, personal goals, recognition, workloads, job security, training and development, and working environment.
Research methodologyResearch problemsIn many communication firms, 1. In addition to attrition, there is a dip in the performance levels of employees. Secondly, 2. Tthe number of completed projects by most teams in the communication firms is lower than that of the previous financial years.
The key objective of this paper is to identify the key reasons why employees in organizations are not motivated. Secondly, the paper offers recommendations for the firm to assist the overcome this problem.
Two methodologies were implemented in this paper in thea bid to evaluate the problem extensively: qQuantitative and qualitative. Quantitative methodology evaluates the problem in deep with the goal to propose some recommendations at the end. Qualitative, on the other hand, provides a general view of the organization and assists in the detection of the problem.
Regarding the qualitative method, interviews with the management and the coordinators were conducted. Additionally, members of the highest levels of management in the organization were interviewed. The interviews conducted were based on standardized questions and sometimes were complimented with free talk. The quantitative method implemented in this paper, on the other hand, consisted of a questionnaire survey given to employees. The questions in the questionnaireFormulation of questionnaire questions wasere based on the interviews provided by the top management and coordinators of each department.department. The questionnaire was circulated among 100 employees.
It is imperative to ensure that the method of statistical analysis is appropriate for the objectives of the research and the nature of data that was collected. In this paper, SPSS (Statistical Package for Social Sciences) was implemented.
Findings of the survey, Recommendations, and conclusionResultsIn regard to the distribution of responsibilities and workloads, 10 % of employees were very dissatisfied. Seven7 % of employees who filled the questionnaire were satisfied. This figure represented the smallest percentage of employees not satisfied. In terms of flexibility, most of the employees in the organization were satisfied with their current work. 14% of employees were dissatisfied. The employees who were extremely satisfied were represented by 4% only. Moreover, the employees who were slightly satisfied comprise 30% as the satisfied employees. Regarding training and development, 40% of the firms employees were slightly satisfied. According to the satisfaction level based on salary, it is only seven employees who were very dissatisfied.
DiscussionRecommendationsBasing the results from the observation made, there were certain variables that had a big discrepancy between the diverse answers of the individuals interviewed. The variables that related with the low motivation or dissatisfaction from the employees include:
2. Training programs
About Maslows Hierarchy of needs, the above factors affected the different levels of wants. Salary affects esteem needs, and safety needs. It is thus vital for the firm to offer better salary compensation and offer promotions in the bid to improve motivational goals.
Since the data analyzed depicted those individuals between 18, 30 years are the most dissatisfied with the training programs, and salaries-It is difficult to change salaries, then it is imperative to alter the rewarding system in place of salary. There is need to create a new rewarding system that targets an objective plan for each employee. The plan to be set out should have clear demarcated timelines of when the projects should commence and end. Excessive tasks or workloads should be reassigned based on Workload Analysis conducted by the top management.
From the interviews conducted by coordinators and the managers, it was detected that the company being studied had problems that related to the lack of working enthusiasm and the lack of motivation. From the analysis conducted, the key reasons identified responsible for low motivation included training, workload, and salary. It is the youngest employees who felt most dissatisfied with their jobs because they felt that the firm did not support those regarding working skills. The rewarding system of the company should be changed. In order to deal with the problem of workload, then a new system of workload analysis should be installed in the company. This will achieve objectives in respect to Resources, time and Effort. Moreover, the new system has the capability of detecting problems of performance, distribution of workloads, and finally accomplish better results. The Human Resource Management department and the coordinators of other departments have to be engaged during the training of employees. Firms have to comprehend that demands from employees are related to the knowledge and that it is their responsibility to provide effective training.
Cerasoli, C. P., Nicklin, J. M., & Ford, M. T. (2014). Intrinsic motivation and extrinsic incentives jointly predict performance: A 40-year meta-analysis. Psychological bulletin, 140(4), 980.
Hau, Y. S., Kim, B., Lee, H., & Kim, Y. G. (2013). The effects of individual motivations and social capital on employees tacit and explicit knowledge sharing intentions. International Journal of Information Management, 33(2), 356-366.
Siponen, M., Mahmood, M. A., & Pahnila, S. (2014). Employees adherence to information security policies: An exploratory field study. Information & management, 51(2), 217-224.
Palacios-Marques, D., Soto-Acosta, P., & Merigo, J. M. (2015). Analyzing the effects of technological, organizational and competition factors on Web knowledge exchange in SMEs. Telematics and Informatics, 32(1), 23-32.
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