PRESENTATION OF RESULTS
Objective 3: To provide recommendations and guidelines to assist first line management on how to motivate employees and establish the role of
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Objective 3: To provide recommendations and guidelines to assist first line
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The above figure 4.14 illustrates that 76% of the respondents felt that they are treated equally in their respective departments and 62% felt that they can rely on the information that they receive from their supervisors. Although almost 40% of the respondents felt that they cannot trust their supervisors 65% felt that they were clear on what the supervisor expectations were with regards to their job performance.
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Figure 4.15 illustrates the reported impact of supervisors on motivation through communicating targets clearly to employees.
Figure 4.15: My Supervisor Communicates Targets Clearly
Figure 4.15 illustrates that 70.2% of employees agree that their supervisor communicates the targets clearly, 25% of the total strongly agree. 21% disagree with the statement whilst 8.7% strongly disagree.
0,0 5,0 10,0 15,0 20,0 25,0 30,0 35,0 40,0 45,0
Strongly Agree Agree Disagree Strongly Disagree
25,6
44,6
21,0
8,7
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Figure 4.16 illustrates the reported impact of supervisors on motivation through creating an atmosphere of teamwork
Figure 4.16: My Immediate Supervisor Promotes an Atmosphere of Teamwork
Figure 4.16 shows that 49% of the employees agree that their supervisor promotes an atmosphere of teamwork, while 25.3% strongly agree with the statement.
Therefore in total 74% of the respondents agree with this statement. Only 19.2%
disagree with this statement and 7% strongly disagree – a total of 26%.
0,0 5,0 10,0 15,0 20,0 25,0 30,0 35,0 40,0 45,0 50,0
Strongly Agree Agree Disagree Strongly Disagree
25,3
49,0
19,2
6,6
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Figure 4.17 illustrates the reported impact of supervisors on motivation through recognising employees for their contributions.
Figure 4.17: I’m Recognised for my Contributions
Figure 4.17 proves that a total of 65% of the respondents agreed that their contributions are recognised by their supervisors; of the total 28.4% strongly agree.
Almost a quarter of the respondents disagree that they are recognised for their contributions whilst 10% strongly disagree. This indicates that over a third of the employees disagree with the statement.
0,0 5,0 10,0 15,0 20,0 25,0 30,0 35,0 40,0
Strongly Agree Agree Disagree Strongly Disagree
28,4
37,1
24,2
10,3
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Table 4.8: Cross tabulation of the leadership in the organisation whether the supervisors meet the expectation of employees. The number of years the respondents will work for the organisation based on their belief of the level of motivation from their supervisor.
I will work for the company for
Total
< 1 1 - < 3 3 - < 6 6 - 10 10+
My supervisor motivates me
Strongly Agree
Count
3 2 5 2 29 41
% within I will work for the company for
30,0% 6,9% 19,2% 6,9% 30,2% 21,6%
Agree
Count
1 7 6 11 37 62
% within I will work for the company for
10,0% 24,1% 23,1% 37,9% 38,5% 32,6%
Disagree
Count
2 13 11 8 16 50
% within I will work for the company for
20,0% 44,8% 42,3% 27,6% 16,7% 26,3%
Strongly Disagree
Count
4 7 4 8 14 37
% within I will work for the company for
40,0% 24,1% 15,4% 27,6% 14,6% 19,5%
Total
Count
10 29 26 29 96 190
% within I will work for the company for
100,0
% 100,0% 100,0% 100,0% 100,0% 100,0%
Table 4.8 provides insight into the relationship between how motivated employees are to stay in the organisation and the respondents beliefs of whether or not their supervisor motivates them. A cross tabulation was used to determine the relationship between the two variables. Reviewing the responses revealed that only about 54% of the employees agree that their supervisor motivates them, with 22% strongly agreeing and 32% agreeing with the statement. Of the 54%
respondents that agree 69% will remain within the organisation for more than 10 years. One third of employees that strongly agree that their supervisor motivates them will only remain in the organisation for less than a year. An equal percentage of 38 for employees who agree say that they will stay with the organisation for six
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to ten years and more than ten years respectively. 40% of the employees that strongly disagree that their supervisor motivates them will stay in the organisation for less than a year. The employees that disagree with the statement, 45% of them will not work more than three years whilst 42% will only work for less than six years.
To summarise 46% of the respondents believe that their supervisor does not motivate them and 54% believe that they are motivated by their supervisors. 50%
of the total respondents whether agree or disagree indicate that they will remain in the organisation for ten years and more whilst only 14% will remain in the organisation for six to ten years. Only 5% of the total respondents will not work for more than one year in the organisation.
4.5 SUMMARY AND CONCLUSION
In order to establish the impact of motivation and morale on employees, the current research study investigated what motivates employees as well as the level of morale in the organisation and how supervisors’ impact the level of motivation amongst employees in the organisation. The study also investigated supervisor behaviour with employees who could determine whether employees remain within the organisation or seek employment elsewhere.
From the responses there is an indication that staffs are motivated by incentives and remuneration secondly by being treated fairly in the work environment. They are currently not fulfilled by their jobs and believe that they will not be promoted in the near future. They also feel the company does not provide opportunities for growth and development and feel unmotivated by their supervisors. Some findings highlighted that if employees are motivated they will remain in the organisation for a number of years. Chapter four has structured the data in an understandable and factual manner.
The next chapter will elaborate more on the findings and how to interpret them in line with the study as well as the literature reviewed.
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