Evaluation the Role of Motivation and Job Satisfaction in Improving the Efficiency of the Staff in the Bureau of Sports and Youth in Tehran, Iran

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1 International Research Journal of Applied and Basic Sciences 2016 Available online at ISSN X / Vol, 10 (6): Science Explorer Publications Evaluation the Role of Motivation and Job Satisfaction in Improving the Efficiency of the Staff in the Bureau of Sports and Youth in Tehran, Iran Zinat Nikaein 1, Parvane Souri 2, Shahram chal ashtari mokari 3 1. Professor, Faculty of Physical Education and Sport Science Central Tehran Branch, Islamic Azad University, Tehran, Iran 2. Ph.D Student, Faculty of Physical Education and Sport Science, Central Tehran Branch, Islamic Azad University, Tehran, Iran 3. Master of Science in Sport Management *Corresponding Author parvane_souri@yahoo.com ABSTRACT: the aim of this study was to evaluate the impact of motivation and job satisfaction on improving the efficiency of the staff in the bureau of sports and the youth in Tehran, Iran. The statistical society included all the staff in the bureau of sports and the youth in Tehran, Iran. The number of all the staff was 300 individuals from which 103 individuals were selected randomly. The tools of data collection were the standard questionnaires including Robert Kreitner and Angelo Kiniki (1989), job motivation questionnaire of Hackman and Oldham (1980) and the standard questionnaire of the evaluation of the performance of Kandri staff. The validity of the questionnaire was confirmed by professionals. The consistency of the questionnaires was also evaluated in a preliminary test by Cronbach s Alpha test and the results were equaled 0.85, 0.82 and 0.80, respectively. In this study descriptive and inferential statistics were used by the SPSS statistical software in order to analyze the data. In the inferential statistics section, the multivariable test of Pearson and Regression correlation coefficient was used with a step-by-step method. The results showed that there was a significant and positive correlation between the job motivation, job satisfaction and the staff efficiency. Job motivation and satisfaction had both enormous capacities to predict the improvement of the staff efficiency as 86% that was a high percentage of the amount of job efficiency of the staff that was explicated and predicted by job motivation and satisfaction. Among all the factors, job motivation plays the most important role in the improvement of the staff efficiency. Keywords: Job motivation, Job satisfaction, Job efficiency, Human resources, Rewards. INTRODUCTION Today's organizations have found out the importance of human resources as the most influential factor in growth and also the leading role of the organizations. The new age is the age of competition for assets. Large industrial countries which are the conquerors of this arena have patterned on following the resources and assets and have put into motion the growth and development cycle in the light of professionals and the educated. Organization's managers have found out the importance of the human resources well, thus the commitment and fidelity of human resources to them and doing far better their assigned duties and even extra-role duties of human resources is one of the serious concerns of the organization managers (Salehi Omran & Rostami, 2009). Human resources are important factors in organizations in terms of the power of thought and creativity because any kind of utilization, alteration or improvement in systems or technical and organizational processes are carried out by humans. Exploiting the ability of thought and organization staff efficiency that is mentioned as latent asset requires creating structures can lead the ability and efficiency of the organization staff to the realization of current and future goals of the organization (Soltani, 2004). Therefore, increasing the capacity of the staff has a direct impact on improvement of the performance of the organization and its financial results (Becker et al, 2001). The manager whether for the better interest and utilization of the staff or better efficiency and performance of them should consistently take care of the motivation and eligibility of individuals and work groups. In other

2 words, half of the duties of the manager are to invariably seek for ways to boost the level of staff motivation. Job motivation is one of the most important and most basic qualitative characteristics of the staff that can cause an increase in the performance of the staff doing their duties while it plays a significant role in boosting the utilization of the organization. Job motivation can also be a factor to increase the job satisfaction of the staff. But, the substantial point is a category called motivation that involves an extensive and broad chapter in the discussion of organizational behavior and human resources management. Staff motivation is linked to other categories and definitions such as feelings, beliefs, convictions and staff needs. What is unanimously accepted by all the views and theories of motivation is really the role of the leader manager in boosting the job motivation of the staff and in order for her or him to do so concepts such as manager s convictions, manager s assumptions, management attitudes, management methods and the view that management holds towards human beings and their position within organizations can have a basic role in boosting the level of staff job motivation (Bazaz Jazayeri, 2003). Motivation is a chain process that stems from a sense of need, thus there follows demand that causes tension and action after which necessary actions are taken to reach the goal is taken and finally the demand is satisfied. Job motivation is a collective and group issue. The managers lacking enough motivation cannot train motivated staff and the staff lacking motivation can influence the behavior and motivations of the manager (Hercy & Blanchard, 1993). One of the influential ways in creating motivation for the staff is to define and adjust specified and available goals for them. These goals should have motivational power and give the opportunity to the staff through cooperative methods to be involved in the issues and play more active roles in decision makings. Managers should harmonize and coordinate the staff behavior with organization goals by preserving the staff dignity and sanctity, valuing their efforts and boosting their abilities. Economists and the majority of managers believe that money (salary and wage) play an important role in job motivation and satisfaction while behavioral scientists consider their impact on job motivation and satisfaction as negligible (Crow et al, 2001). Some part of motivations and utilization in job depends on the harmony between job specification and abilities, needs, interests and worth of individuals. This harmony causes the job satisfaction of the individual and its lack causes dissatisfaction. Satisfaction or dissatisfaction with job is linked to the whole life of the individual (Adekola, 2012). Job satisfaction is one of the important factors in life satisfaction and all the human behaviors and relations are directly or indirectly influenced by his job conditions. Job satisfaction is a kind of gratification that is achieved as a result of reaching goals. In other word, gratification or life satisfaction is the result of factors such as work satisfaction, satisfaction with wage and salary, promotion and progress in job, satisfaction with the manner of supervision, satisfaction with colleagues, satisfaction with feedback )awareness of the work results), satisfaction with the mutual trust between the individuals in organizations, job satisfaction, satisfaction with marriage, satisfaction with free time, satisfaction with family, etc. Job satisfaction means an amount of positive feelings and attitudes the individuals have towards their jobs. When somebody asserts he or she is highly satisfied with their job, it means they really love their job, have good feelings toward it and value it (Moghimi, 2006). Job satisfaction is of great importance for the sake of its many influences. That to what extent job motivation and organization staff behavior cause an increase in job satisfaction and how these two factors impact the efficiency and performance of the staff is one of the issues of the world today. The scientists believed that discovering the influential factors in creating the job satisfaction is one of the necessities that leads to the optimal individual and organizational performance as well as increasing the utilization and staff job satisfaction (Sedaghati Fard & Khalaj Asadi, 2011). The research results of Sommerfeldt (2010) showed that among the motivational factors, the sense of worthiness and the importance of the managers positive support pinpoint the job satisfaction. Many have asserted that the supervisors, who only give negative feedback, eliminate the sense of worthiness in the staff and act as a key source of demotivation. In contrast, those who show a strong feeling of adaptation to the group and colleagues, increase the motivation in the staff. On the other hand this job motivation is closely linked to job satisfaction (Landi, 1989; Beck, 1999; Hersberg et al., 2000 according to Sommerfeldt, 2010). According to the achievements of Karsly and Iskendar (2009), job motivation is significantly linked to job satisfaction and staff performance in a way that high motivation leads to more satisfaction and high efficiency of the organization staff. Therefore, job satisfaction and high motivation of the staff and their impact on the efficiency and performance are among the most salient ways to attend to the staff and personnel in organizations (Navidi & Khatami, 2013). In this respect, Ghazanfari and Abedi (2011) in a study carried out among the educational staff of a military college found out that job motivation and satisfaction and their interaction are predictors of job performance of the staff. In this process, factors such as the wage and reward system and the level of expertise and profession are not negligible. While breach of duty, constant absences, embezzlement and some organizational violations can be considered as negative behaviors of the staff who are not satisfied with their job and these behaviors stem from their dissatisfaction (Rafiee, 2003). Figure 1 shows what has been mentioned above. 764

3 Effort and motivation Satisfaction or dissatisfaction function Sense of equality in rewards rewards Figure 1. The sequence of motivation, function, and job satisfaction (Rafiee, 2003) This sequence shows that the better function of the staff leads to financial, sociological and psychological reward. If the rewards are fair and equal, higher satisfaction will emerge because the staff sense they are rewarded proportionate to their work and effort. Anyway, the amount of effort, motivation and satisfaction of the staff impacts the efficiency and better function and consequently a circle of function, satisfaction and motivation emerges. Identification of the motivational factors influencing the efficiency of the staff and checking the constituents of job satisfaction and the amount of effectiveness and the link between the mentioned constituents with job efficiency, will open new horizons to the organization managers and through this knowledge and consciousness the possibility of boosting the organizational utilization by taking provocative and supplying actions the staff will be bestowed with satisfaction. This study investigated the sequence of satisfaction, motivation and job efficiency between the staff of the bureau of the sport and the youth in Tehran in order to answer what relation there is between job satisfaction, improvement of efficiency and the performance of the staff and what is the modifying role of job motivation among these? METHODOLOGY The method of present research was descriptive-analytical method. The statistical society consisted of all the staff in the bureau of the sport and the youth in Tehran. The number of individuals was 300 and according to Krejcie and Morgan table of determining sample size, a sample of 103 individuals was selected randomly among them. The tool of data collection consisted of three questionnaires. From the beginning, the demographics of the respondents were collected. After that, the standard questionnaire of job satisfaction of Robert Kreitner and Angelo Kiniki (1989) that consisted of 9 questionnaires was distributed to the individuals. This questionnaire evaluates the internal and external factors of job satisfaction. The validity of this questionnaire was evaluated by some researchers and for example Zareyi (2011) reported that its validity equaled The second questionnaire was the job motivation of Hackman and Oldham (1980). This questionnaire has 15 questions and its purpose is to investigate the staff attitudes in relation to their current job in the organization. The third questionnaire assessed the amount of efficiency and performance of the staff. The validity of this questionnaire was reported as These questionnaires introduced 11 constituents for the performance of the staff and evaluated it by the assessment criteria including needing improvement, as expected and more than expected. Legibility of these questionnaires was confirmed by the professionals and the total consistency for each was the job satisfaction questionnaire was 0.85, for job motivation was 0.82 and for the staff efficiency was The data was analyzed by SPSS. The levels of analysis were descriptive and inferential. At the inferential level after confidence in the utility of data, distribution by K-S test multivariable test of Pearson and Regression correlation coefficient was used with a step-by-step method. The probability level for the above-mentioned tests was considered RESULTS According to descriptive results, among 60 individual of the respondents, were 43 individuals were men and the rest were women.5 percent who composed the majority had B.A. The age average of the respondents was 765

4 31.5 years old and most of them were married percent of the respondents had been working between 1 to 10 years and 62.2 percent of them who composed the majority had been working officially for the bureau. The amount of job motivation among the staff had the most frequency and percentage. In fact, the amount of 63.1 percent of the respondents was at the medium level. Job satisfaction was also reported as medium. Accordingly, percent of the respondents are relatively satisfied with their job. Table1. The amount of motivation and job satisfaction of the staff Variable level Job motivation Job satisfaction Frequency Percentage Frequency Percentage Low Medium High Total In the following table, description of the efficiency level or the amount of performance of the staff by the assessment criteria of needing improvement, as expected and more than expected represented that the most of the respondents reported the level of their efficiency as expected. In fact most of them believe that their job performances were as expected. Table2. Efficiency level of the staff. Variable level Staff Efficiency Frequency Percentage Needing improvement As expected More than expected Total The hypothesis that there is a multiple correlation between job motivation, job satisfaction and staff efficiency was put to test by the multivariable Regression test in a step-by step method. Initially, the results of the ANOVA table showed that at the confidence interval, 95 percent of a significant level of the F test was equaled to Therefore, variables were overlapping each other. The coefficient of determination equaled 0.86 that showed 86 percent, i.e. a high percentage of the amount of staff efficiency is represented by job motivation and satisfaction. The Regression coefficient table results also showed that job motivation and satisfaction both have the capacity to predict the staff efficiency improvement. Job motivation influences the efficiency change and performance of the staff by 52 percent and job satisfaction does so by 52 percent. Among all the factors job motivation plays the most important role. Table3. The influence of independent variables on criterion variable coefficient test result Independent B non-standardized Beta standardized Criterion variable T Sig criteria coefficients coefficient Line slope Job motivation Staff efficiency Job efficiency Table4. Pierson correlation coefficient test between job motivation, satisfaction and efficiency Job efficiency Job motivation Job satisfaction Job efficiency = r 0.67 = r Job motivation 0.70 = r = r Job satisfaction 0.67 = r 0.26 = r 1 With regard to the findings above, the standard equation of the relationships between variables is as follows: Staff efficiency = 0.56 (job motivation) (job satisfaction) In the next section Pierson correlation coefficient test confirmed the twofold correlation between the variables of the study. At the confidence level 95 percent and probability level was The level of significance 766

5 for twofold relationships was that showed there is a positive and significant relationship between job motivation, job satisfaction, efficiency and job performance in binaries. CONCLUSION The obtained results from this study explain that job motivation and satisfaction are the most important factors to improve or diminishing the staff efficiency or performance in a way that an increase in satisfaction or high motivation will be followed by efficiency development and individuals effectiveness in work and organizational processes. Job satisfaction and staff motivation are two major predicting factors in the performance process of the staff which and according to this study they could be called improvement supplements. This result was coordinated and in harmony with the findings of Somerfeldt (2010), Karsli and Iskendar (2009), Ghazanfari and Abedi (2011) and Navidi and Khatami (2013) and once again confirmed them. Overall, it should be said that creating motivation and increasing the ability of the human resources and satisfying them in the organizations are the major duties of the managers. In this respect, the more the individuals have their needs fulfilled, the stronger tendency and motivation they have for work, cooperation, accepting responsibilities, organizing and planning and consequently for the organization. Thus, one of the major duties of organizations to boost the human resources is identifying the ways to create and reinforce motivation and authority in staff and boost the job satisfaction in them. The importance of this subject in the bureaus of sport and the youth is twice as much. The bureau of sport and the youth is a subset of the ministry of sport and the youth that is responsible for decision making-making in the area of health and liveliness of the citizens specially the youth. The youth are the most important stratum of the society whom most governments through short and long-term plans provide with healthy and exhilarating grounds for the transition from this period to adulthood. In Iran, the bureau of sport and the youth manages this period by estimating the basic needs of this stratum and to preclude societal trauma and perversions as far as possible. The staff's working in these bureaus is the most important human resources of the organizations because they are shouldering primary responsibilities. So creating job motivation and boosting the job satisfaction of the staff are necessities that exert the most important influence on their efficiency according to the findings of this study. Optimal performance and useful efficiency of the staff besides utilization of the organization will have satisfactory results for the public and the youth. Accordingly, it is recommended that more interactions and connections take place with the human resources of the bureau of sport and the youth on the part of managers in order to identify their wants and make effort to resolve them. The establishment of a management system to evaluate the efficiency of the staff is suggested as one of the most important management tools. In this system factors like motivation improvement and the ways to boost it can be investigated and implemented. REFERENCES Adekola B, The Impact of Organizational Commitment on Job Satisfaction: A Study of Employees at Nigerian Universities. International Journal of Human Resource Studies. (2) 2:1-17. Bazaz Jazayeri S, Performance management with an emphasis on evaluation of the staff performance, the first international conference of management, Tehran, Becker BE, Huselid MA, Ulrich D,) 2001(. The HR scorecard. Massachusetts. Harvard Business Press. Crow SM, BaeLee C, Jin Joo J, )2011(. 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