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A Qualitative Study on Perceptions of the Communication, Intrinsic and Extrinsic Motivational Factors on the Job Satisfaction of Employees

机译：定性研究对员工工作满意度的沟通，内在和外在动机因素的感知

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摘要

Despite the numerous studies presented concerning the effect of motivation on employee satisfaction, organizations continue to have a problem in this area (Manzoor, 2012). The problem occurs when organizations are unable to motivate their employees to produce acceptable levels of quality work. Various causes can lead to employees becoming dissatisfied with their jobs that are both personal and work-related. Managers utilize motivational incentives to entice their employees to be more actively involved in their work (Tebeian, 2012). The key to motivational incentives is that they are of value to the employees. If the employees do not hold any value for the motivational incentives, then the incentives will not have any effect on the satisfaction level of the employees (Tebeian, 2012. This qualitative research study will utilize the multiple case study approach to interview employees, to gather the results of employees 'experiences in their work environment. The participants of this study were employees who work with a company for at least six months. The focus is on employee satisfaction and how it is affected by motivational factors.;Findings.;The study findings demonstrate that internal communication affects the satisfaction of employees, and their commitment to the organization (Emanoil, Ramona & Lucia, 2013). The employees' commitment to the organization affects its overall productivity and performance towards meeting organizational objectives (Emanoil et al, 2013). As an organization meets their objectives, the company is more profitable. Although the motivational factors may come in many different forms, the importance lies in the employees' perception of the incentives provided by the organization. The research findings indicated that the fulfillment of employees' needs is found using intrinsic motivation as empowered employees become engaged in stimulating and useful work (Grant & Berry, 2011). While the initial research suggested that intrinsic motivation is the most productive, some organizations have found effective methods to utilize extrinsic motivation (Cerasoli et al, 2014). Employee dissatisfaction occurs when employees are not motivated by their work and organization in their performance. A variety of factors contribute to the dissatisfaction of employees, such as ineffective communication, poor leadership, a lack of trust within the organization, management's lack of supervisory skills or inadequate training and educational opportunities for employees (Slack et al., 2010). Employee dissatisfaction is a complex issue and although there have been many studies on that topic and its associated factors over the years; the problem is still prevalent today (Yucel, 2012).;Recommendations for Practice.;Based on the results of the study, recommended actions were identified to improve the motivation and job satisfaction of employees. These actions include the following items for organizations: (a) provide a motivational work environment, (b) provide training and development for employees, (c) encourage co-worker interaction, (d) involve employees in decision making, determine appropriate rewards and recognition, and (e) ensure effective communication at all levels.;The first recommendation concerns providing motivational support within the work environment encourages employee engagement which results in increased satisfaction and productivity (Brajer-Marczak, 2014). The second recommendation is the provision of training and development is an effective motivational tool, because as employees learn, they become more confident in their work and enhance their promotion potential (Sung & Word, 2012). The third recommendation concerns the encouragement of co-worker interaction within the work environment is important for the cohesiveness of the work unit and the organization (Battistelli, et al, 2013). The fourth recommendation concerns the importance of involving employees in organizational decision making so that the employee sees how he or she fits and takes ownership for their work. The fifth recommendation involves communication as an important organizational tool to remain in touch with employees and ensure that employees remain current on events (van Scheers & Botha, 2014). Effective communication should flow in all directions within the organization, both up and down and across channels (Sokro, 2012).;Recommendations for Future Research.;Recommendations for future research are that more extensive research be conducted on the leadership role on employee satisfaction, and the affect it has on the organization. The scope and limitations of the study has been focused on the motivational factors that affect employee satisfaction: incentive and extrinsic rewards and communication. It would be interesting for future researchers to explore the leadership role, and how it affects both the employees and the organization. At this point, the researcher would like to recommend the following expansions or topics:;Expand the scope to review targeted training that improves employee skills so that they are more experienced and self-assured in their work. Management should always ensure that all employees receive updated training on a regular basis, in addition to training that develops the employee into a confident worker (Zhou et al, 2015). Training initiatives should also be provided for skills that allow for advancement, in addition to education benefits towards a degree program.;Provide programs for organizational social events that allow co-workers to spend time together while they are not working. One option is to have social events that employees can participate in that go beyond the yearly Christmas party. Another option is for the organization to sponsor volunteer programs that allow their employees' participation, as this will enhance their community outreach and attitudes (Brajer-Marczak, 2014). Review potential options to improve employer and employee communication levels. Communication should flow effectively in all directions within the organization, as employees must be able to communicate with co-workers, managers and leaders (Sokro, 2012). Effective communication can also be a resourceful tool in the management of conflict resolution between employees (Bradley et al, 2015).
机译：尽管提出了大量关于动机对员工满意度的影响的研究，但组织在这一领域仍然存在问题（Manzoor，2012）。当组织无法激励员工进行可接受水平的优质工作时，就会出现问题。各种原因可能导致员工对与个人和工作相关的工作不满意。管理人员利用激励机制来诱使员工更积极地参与工作（Tebeian，2012）。激励措施的关键在于它们对员工具有价值。如果员工没有激励动机的任何价值，那么激励措施将不会对员工的满意度产生任何影响（Tebeian，2012年。该定性研究将利用多案例研究方法采访员工，以收集员工在工作环境中的经验的结果。这项研究的参与者是在公司工作至少六个月的员工。重点是员工满意度及其受动机因素的影响。研究结果表明，内部沟通会影响员工的满意度及其对组织的承诺（Emanoil，Ramona和Lucia，2013年）。员工对组织的承诺会影响其实现组织目标的整体生产力和绩效（Emanoil等，2013年） ）。如果组织达到其目标，则公司的利润会更高。不同形式的重要性在于员工对组织提供的激励的感知。研究结果表明，员工的需求得到满足是通过内在动机来实现的，因为有能力的员工开始从事刺激性和有益的工作（Grant＆Berry，2011）。最初的研究表明内在动机是最有生产力的，但一些组织发现了利用外在动机的有效方法（Cerasoli等，2014）。当员工不受工作和组织的绩效激励时，就会发生员工不满。导致员工不满的因素有很多，例如沟通效率低下，领导能力差，组织内部缺乏信任，管理层缺乏监督技能或员工培训和教育机会不足（Slack等，2010）。员工不满是一个复杂的问题，尽管多年来对此主题及其相关因素进行了许多研究；该问题在今天仍然很普遍（Yucel，2012）。；对实践的建议；；根据研究结果，确定了建议采取的措施，以提高员工的动力和工作满意度。这些行动包括针对组织的以下项目：（a）提供激励性的工作环境，（b）为员工提供培训和发展，（c）鼓励同事互动，（d）让员工参与决策，确定适当的奖励，以及（e）确保在各个层面上进行有效的沟通。；第一个建议涉及在工作环境中提供激励支持，鼓励员工敬业度，从而提高满意度和生产率（Brajer-Marczak，2014年）。第二个建议是提供培训和发展是一种有效的激励工具，因为随着员工的学习，他们对工作变得更加自信并增强了晋升潜力（Sung＆Word，2012）。第三项建议涉及在工作环境中鼓励同事互动对于工作单位和组织的凝聚力很重要（Battistelli等，2013）。第四项建议涉及使员工参与组织决策的重要性，以便员工了解他或她如何适应并为他们的工作取得所有权。第五项建议将沟通作为一种重要的组织工具，与员工保持联系并确保员工及时了解最新事件（van Scheers＆Botha，2014）。有效的沟通应该在组织内的各个方向进行，无论是上下还是跨渠道（Sokro，2012年）。；对未来研究的建议。；对未来研究的建议是，就员工满意度的领导角色进行更广泛的研究，以及对组织的影响。该研究的范围和局限性集中在影响员工满意度的动机因素上：激励和外部奖励以及沟通。对于未来的研究人员来说，探索领导角色及其对员工和组织的影响将是很有趣的。在此刻，研究人员想推荐以下扩展或主题：扩展范围以审查有针对性的培训，以提高员工的技能，使他们在工作中更有经验并有自信心。管理层应始终确保所有员工定期接受更新的培训，此外还要进行培训以使员工发展成为自信的员工（Zhou等，2015）。除学位课程的教育收益外，还应提供培训手段以提高技能。提供组织社交活动的计划，使同事们可以在不工作时一起度过时光。一种选择是让员工参加社交活动，而不仅仅是每年的圣诞节聚会。该组织的另一种选择是赞助允许员工参与的志愿者计划，因为这将增强他们的社区影响力和态度（Brajer-Marczak，2014）。审查可能的选择，以改善雇主和雇员的沟通水平。沟通应该在组织内的各个方向上有效地进行，因为员工必须能够与同事，经理和领导者进行沟通（Sokro，2012年）。有效的沟通也可以成为管理员工之间冲突解决的一种资源丰富的工具（Bradley等，2015）。

著录项

  • 作者

    Rabel, Connie J.;

  • 作者单位

    Northcentral University.;

  • 授予单位 Northcentral University.;
  • 学科 Business administration.;Labor relations.
  • 学位 D.B.A.
  • 年度 2018
  • 页码 153 p.
  • 总页数 153
  • 原文格式 PDF
  • 正文语种 eng
  • 中图分类
  • 关键词

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