Motivation

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Analysis

The findings of the questionnaire revealed which motivational factors impacted the workplace. Pay was the most frequent response, with 92% of the responded answering that salary is biggest motivational factor. This is consistent with the findings of the second question when 82% of the respondents strongly agreed that that was a motivational factor in the workplace. Wiley (1997) suggested that financial compensation impels motivation and job performance.

Also, according to Maslow’s hierarchy of needs (1943), psychological needs are said to be the first and most important need to be satisfied and in other to satisfy this needs, good or satisfactory wage has to be paid to employees to ensure maximum productivity.

The finding of the research on the question 3 show that the 43% of the respondents strongly agreed that promotion motivate them whilst at workplace. (See figure 3). This finding fit on Herzberg’s two factor theory where he referred to intrinsic and extrinsic motivational factors.

According to McCormick and Tifflin (1979), rewards can be either intrinsic or extrinsic. Intrinsic rewards stem from rewards that are inherent in the job itself and which the individual enjoys because of successfully completing the task or attaining his goals. While extrinsic rewards are those that are external to the task of the job, such as pay, work condition, fringe benefits, security, promotion, contract of service, the work environment and conditions of work.

According to question 4, 37% of the respondents strongly agree with a job title affect their motivation within workplace, where the job title make some staff at Kerry Food higher motivated due to their job title or status. According to Wiley (1997) suggest that by providing a higher status or designations the employee must be motivated. Employees prefer and proud of higher designations.

According to question 5, the majority of the Kerry Food employees with 86% of the respondents felt that the change within their shift wasn’t good idea, and this lack of planning has affected the motivation of the employees in a negative way.

Without a compressive roadmap or model for guiding the change process, organisational leaders may fall short in implementing their strategies for change Kotter (2007).

According to question 6, the majority of the Kerry Food employees with 93% of the respondents said that they were more motivated before the change, the most affected where the participants with children’s, which they had to adopt new ways to avoid any conflict of their work patter, and most of them felt that they had to pay for a baby sister and it get expensive for them, and they felt dissatisfaction with the change.

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