Motivation :: Business, Employee Satisfaction, Pay

Analysis The findings of the challengenaire revealed which motivational reckons impacted the bendplace. Pay was the approximately frequent response, with 92% of the responded answering that salary is biggest motivational factor. This is consistent with the findings of the minute question when 82% of the respondents strongly agreed that that was a motivational factor in the snuff itplace. Wiley (1997) suggested that financial compensation impels motivation and job performance. Also, according to Maslows 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 trip them whilst at workplace. (See figure 3). This finding fit on Herzbergs 2 factor theory where he referred to intrinsic and extrins ic motivational factors.harmonize to McCormick and Tifflin (1979), rewards can be either intrinsic or extrinsic. Intrinsic rewards bowknot from rewards that are inherent in the job itself and which the individual enjoys because of successfully finish the task or attaining his goals. While extrinsic rewards are those that are outside(a) 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 designation affect their motivation within workplace, where the job title make some staff at Kerry sustenance higher propel 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 like and proud of higher designations.According to question 5, the majority of the Kerry Food employees with 86% of the respondents felt t hat the change within their shift wasnt good idea, and this neglect of planning has affect the motivation of the employees in a negative way.Without a compressive roadmap or model for guiding the change process, organisational leaders may fare 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 childrens, 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 issue forth expensive for them, and they felt dissatisfaction with the change.