Aspects concerning the Employee Satisfaction and the Main Extrinsic Motivational Factors in the Organisational Environment

Transcription

1 Aspects concerning the Employee Satisfaction and the Main Extrinsic Motivational Factors in the Organisational Environment Ramona-Cristina Bălănescu 1 (1) University Politehnica of Bucharest, Department for Teaching Career and Social Sciences, 313 SplaiulIndependentei, Romania prc73ro[at]yahoo.com Abstract In contemporary life, in the organisational environment, the Employers face issues such as: professional satisfaction, personnel retention, the Employees intention to leave the organisation and the phenomenon of frequent job change (job-hopping). In this context, the organisations are interested in identifying the true causes of such phenomena occurring and in influencing them, in order to obtain positive results, both for the Employee, and for the Employer.Employees are the most important resource in an organisation, and one of the most important internal objectives that the organisations have is to keep the best employees. Their degree and level of active involvement in reaching the strategic objectives of the Company they work for shall lead to attaining the performances the management expects.numerous studies in the field list the work satisfaction as one of the performance predictors within organisations, and identifying the factors leading to the employee performance increase is a frequently encountered concern in Companies.Amongst the factors directly correlated to the satisfaction, this article focuses on motivation, namely on the extrinsic motivation.the objectives of this study aim, on the one hand, at analysing the relationship between work satisfaction, and extrinsic motivation, amongst the members of an organisation, and, on the other hand, at identifying the main extrinsic motivators.the used research method is the survey, and the used tool is the questionnaire. The subjects the questionnaires were applied to are employees of private companies, aged from 22 to 36, holding various hierarchical positions, of both genders, and who work in various industries (IT, financial and banking, telecommunications, and sales).the aspects concerning the data analysis and interpretation, as well as the research conclusions shall be detailed in the article.given that more and more companies aspire to the status of employer of choice, understanding the factors influencing the motivation is truly crucial in elaborating the strategies leading to the work and productivity increase, and to improving the Employees results. The Employees satisfaction and motivation are sensitive aspects, difficult to achieve in organisations, but, once the process is started, the more motivated and involved the Employees shall be, and the results expected by the Managers will not take long in making themselves visible.. Keywords: the organisational environment, the work satisfaction, extrinsic motivational factors 1 Theoretical Landmarks Investigated by numerous fields of study such as economics, psychology or sociology, motivation and work satisfaction are the topic of multitudinous studies in the Human Resources literature. This is due to the fact that countless experts in the field believe that motivation and satisfaction can affect the labour market behaviour and influence the work productivity, the effort put in by the human resources, the labour force turnover or the absenteeism (Igret, 2012).

2 The 11 th International Conference on Virtual Learning ICVL Lévy-Leboyer (2001, apudzlate, 2007) even thinks the motivation to be a decisive element of the organisation survival and an important trigger of competitiveness, which has now turned worldwide. In this context, we think several short conceptual clarifications are necessary: According to Gâf-Deac (2007), the motivation is an individual s interior state, which initiates and directs the behaviour towards a certain goal which, once it is reached, shall determine the satisfaction of a need, and the factors determining the motivation in achieving performance are internal (individual) factors: task perception; attitudes; needs; interests; behaviours; value system external factors: waging system; task definition; work group; control-supervision system; communication; feedback; spare time). Other authors (Zorlentan, Burdus, Caprarescu, 1995) classify the incentives or the motivational factors as follows: economic (salaries, bonuses, profit sharing, etc.), orienting the behaviour towards performance and work, in general; psycho-intellectual or intrinsic (work satisfaction), showing the individual s personal orientation towards work; social or relational (friendship, affiliation to the group and team work, role and status), revealing the relational orientation towards work. The work satisfaction is not just an indicator of the Employees wellbeing and mental health, but also of results strongly wanted by the organisation, such as Employee turnover reduction, intention to stay within organisation, on-going improvement of the professional knowledge, productivity increase (Brown 1996, Egan, Yang and Bartlett 2004, apudigret 2012). Therefore, in the organisational context, the satisfaction has proven to be one of the keys to productivity and healthy, effective Employee operation, which is why it was thoroughly and lengthily researched. The satisfaction level of an organisation member is linked both to a series of intrinsic, personal factors, but also to certain environment aspects. Amongst the latter, reference in this article shall only be made to the extrinsic motivational factors. Starting from these theoretical references, we initiated the investigation of these phenomena through the micro-research described hereinafter. 2 Methodology of the Research 2.1 Purpose of the Research This study aimed at performing an X-ray of the motivation and satisfaction aspects at the workplace in the organisational environment. 2.2 Objectives of the Research O1: To identify the connection between the Employees work satisfaction level (measured through the STM questionnaire) and the extrinsic motivation level (measured through the FME questionnaire). O2: To identify the main extrinsic motivators correlated to the work satisfaction level. 2.3 Hypotheses of the Research H1: There is a significant statistical relation between the Employees work satisfaction and the extrinsic motivation level. H1.1: There is a significant statistical relation between the work satisfaction and the material and financial extrinsic motivational factors. H1.2: There is a significant statistical relation between the work satisfaction and the extrinsic motivational factors related to the work and its conditions. H1.3: There is a significant statistical relation between the work satisfaction and the extrinsic motivational factors from the work group category.

3 160 University of Bucharest and University of Craiova H1.4: There is a significant statistical relation between the work satisfaction and the extrinsic motivational factors from the area of the relationship with the hierarchical superiors. H1.5: There is a significant statistical relation between the work satisfaction and the extrinsic motivational factors related to the workplace stability. 2.4 Sample The sample the research was performed on consisted of 30 private company employees. The industries they operate in are very diverse, just as the departments they belong to or the hierarchical positions they hold. Thus, the Subjects included both people holding management positions, and people holding executive positions. The Subjects were aged from 22 to 36, and they are all university graduates. 2.5 Used methods and instruments The used method was the inquiry. The instruments used in this research paper were the questionnaires ( Work Satisfaction - STM and Extrinsic Motivational Factors - FME ), in order to measure the Employees satisfaction level at the current workplace, and to identify the dominant extrinsic motivational factors. The Work satisfaction - STM questionnaire shows the general satisfaction level that the Respondents have concerning their work, and consists of 12 items. The Extrinsic Motivational Factors - FME questionnaire identifies the extrinsic motivation level in relation to 5 dimensions, consisting of a total of 17 items, as follows: The material and financial factor (Items 2, 4, 8, 17); The work and working conditions (Items 5, 14); The work group (Items 3, 7, 9, 12); The relationship with the hierarchical superiors (Items 1, 10, 16); The workplace stability (Items 6, 11, 13, 15). The questionnaires were administered online. The Subjects were asked to pick a number from 1 to 6, for every item, depending on the how true the statement was for them. Thus, 1 equals to total disagreement to the statement, while 6 - to the total agreement. 2.6 Data Presentation and Analysis The data were processed using the SPSS software. The research results statistically confirm the H1 hypothesis: There is a significant statistical relation between the work satisfaction level and the extrinsic motivation level. There is a positive, direct correlation between the two main research variables. The psychological contract theory supports the fact that the Employees formulate certain beliefs concerning the types of resources they are bound to offer to the organisation and that the organisation is bound to offer to the Employees in its turn (Robinson & Morrison, 1995). The Employees conclude a psychological contract with the organisation they belong to, based on the resources they were promised and on the obligations which are also communicated by the organisation, and implicit to the norm of reciprocity. Therefore, the fact that this study revealed a correlation between the work satisfaction and the extrinsic motivational factors might be due to the existence of such reciprocity. Furthermore, the study results also confirmed the sub-hypotheses. There is a direct, positive correlation between the work satisfaction and the sub-variables - factors of the extrinsic motivation. The results obtained from the FME questionnaire revealed the extrinsic factor concerning the relationship with the hierarchical superior to be the most important one, with an average value of 5.2 points out of the maximum of 6, 0.7 point away from the next motivator down - the work group (see Figure 1). The salary factor scored 4.3, while the working conditions and the workplace stability scored an equal 3.8.

4 The 11 th International Conference on Virtual Learning ICVL relationship with the superiors 5.2 work group material stability working conditions Figure 1. Scores computed for extrinsic factors 2.7 Data Interpretation The data interpretation was performed starting from the factors listed hereinabove. It is well-known how important the direct superior is for the workplace environment quality and Employee motivation. Usually, the Managers who encourage the Employees, supervises them, but also ask for feedback, and take their concerns into account, are the most successful, because this keeps the Employees happier and more motivated. The direct coordinator s activity in managing the organisation member s motivation level can lead to performance increase on the short, medium and long-term. In order for this to happen, it is important that the actions be consistent and the solution-oriented attitude be maintained. Certain effective actions can be oriented towards improving the Employees abilities and mind-set. This approach is based both on the company interests, and on the development interests, and Employee potential. More concretely, this can be achieved by organising courses and trainings, knowledgesharing sessions, involving the Employees in challenging projects. Besides these approaches, it is also important that the superiors express their appreciation for the Employees good results. Starting from the positive feedback, up to granting rewards, the coordinators can make many appreciation gestures towards the Employees. As concerns the relations at the workplace (the second motivator according to this study), a study is described in the specialised literature, performed over a period of 75 years, and following the lives of over 700 persons, which made it the longest study on adults lives ever performed. Robert Waldinger, a psychiatry professor at Harvard Medical School, is the fourth coordinator of Harvard Adult Development Study, and the conclusion he reached according to the study is the following: The social relations are beneficial for us, and loneliness kills. It turns out that people who are more socially connected to family, to friends, to community, are happier, they re physically healthier, and they live longer than people who are less well connected, highlights Waldinger. Dr. Waldinger found a similar pattern concerning the friendship relations to the people around us. People who worked to replace their old work colleagues with new friends after they retired were happier and healthier than the ones who left their workplace and placed focused less on maintain strong social relations. The Harvard Professor admits that the research shows there is a correlation between the processes, and not necessarily a causal connection. Therefore, it is not surprising that the work group and the workplace relations were revealed as the second important motivator. The third motivator revealed after the questionnaire was filled out is the financial factor. Although it is an important motivational factor and it can influence the work satisfaction, it is not one of the strongest. Examples from the managerial practice prove that, if the relationship with the

5 162 University of Bucharest and University of Craiova Manager or with the team is not satisfactory, the Employee may decide to leave the organisation, even though the salary level is satisfactory. The studies show that the financial compensation effect is very shortly-lived. 75% of the Employees forget the received bonus or commission value within no longer than 30 days. The first bonus acts like a drug and it has temporary effects, but over a longer period of time it makes the Employees stop working unless they receive financial bonuses, so, more and more money. Moreover, on the long run, the financial bonuses make the Employees unhappy and start competing with their colleagues. Money is perceived by the Employee as an entitlement, and its motivational effect is more based on the fear of loss rather than on the wish to better do their job. That is why the effects of the financial motivation can only be strong so long as the granted amounts of money exceed the normal by far. The fact that financial rewards came only 3rd in our study may show, on the one hand, a high level of selfawareness on behalf of the Respondents or, on the other hand, a current satisfactory salary level that they have. 2.8 Conclusions of the Research The objectives of this study aimed, on the on hand, to identify the potential connection between the work satisfaction and the extrinsic motivation amongst the members of an organisation, and, on the other hand, to identify the main extrinsic motivators. As the data interpretation also reveals, there is a positive correlation between the work satisfaction and the extrinsic motivation. As regards the identification of the main extrinsic factors, the research offered us an overview of the first 3 motivational factors perceived by the Respondents as being the most important, namely: the relationship with the hierarchical superior, the work group/team, and the financial aspect. One of the most important research limits is the low number of Respondents. At the same time, a variable that the study failed to investigate, and which might have revealed further information is the seniority at the workplace, the type of organisation the Employees belong to, as well as the type of the professional role they hold. Another element which might have led to a lack of correlation is the Respondents age (the X and Y generations). The studies show major differences between generations as regards the motivation. If the Y generation Employees want to have an interesting, dynamic and challenging job every day, the Employees of the X generation want to have a stable workplace and a management they can trust. All these variables may lead to effects that this research could not control. In other words, the control of such variables may lead to reaching results with a higher validity level. As the analysis of the main extrinsic motivators showed, the Employee is motivated by a good relationship with the superior, by stability or by the working conditions, and when such needs are not met, the satisfaction level related to the professional activity may be very low. What the following studies can focus on is the increase of the participant sample, and/or the use of other research methods, complementary to the questionnaire. Conclusions It is obvious that the Managers continue to focus extensively on the hygiene factors (salary, bonuses, working condition, etc.), which do not create long-term satisfaction. If a Manager wishes to have happy Employees, who want to permanently increase their performance, then they must place their focus on the motivators, the only ones that may ensure the success of such an approach. An effective management must find a balance regarding the Employee satisfaction, a balance which, on the one hand, may not allow the individual or collective performance to be affected by an acute dissatisfaction, and, on the other hand, may stimulate the performance by finding effective ways to increase the Employee satisfaction.

6 The 11 th International Conference on Virtual Learning ICVL Therefore, the Human Resources motivation reads as motivating the people in doing their activity. It does not mean, first and foremost, to repay them financially, but to improve their mental/social representations regarding the work, the organisation where they work, and the product resulted from the respective activity (Craiovan, 2006). References Craiovan, Mihai, Petru (2006): Introducereînpsihologiaresurselorumane (Introduction into Human Resources Psychology),Universitara Publishing House, Bucharest, p. 51. Gaf-Deac, Maria (2007): Management general. Teorieşipractică. (General Management. Theory and Practice),Publishing House of Fundatia Romania de Maine, Bucharest, p.154. Lefter, V, Deaconu, A, Manolescu, A, Bogdan, A, Igret, R. S, Marinas, C. (2012): Managementulresurselorumane (Human Resources Management), Pro Universitaria Publishing House, Bucharest, p.129, 132. Robinson, S. L. and Morrison, E. W. (1995): Psychological contracts and OCB: the effect of unfulfilled obligations on civic virtue behavior. Journal of Organisational Behavior, 16, Zorlentan, T., Burdus, E., Caprarescu, G. (1995): Managementulorganizaţiei (Organisation Management), Holding Reporter Publishing House, Bucharest, p.651. Zlate, Mielu (2007): Tratat de psihologieorganizaţional-managerială (Treatise of Organisational- Management Psyhcology), vol. II, Polirom Publishing House, Bucharest, p. 385.