The purpose of this study was to understand the motivational levels of The Cold Chain/MERCOR Solutions employees in relation to their work environment. The results showed that employees in both distribution centers are motivated and happy to go to work, but the employees felt that the work environment was challenging and more than half of the employees were not satisfied with the current work environment.
Introduction
Motivation for the study
Focus of the study
Problem statement
Research objectives
Limitation of the study
Outline of the study
Summary
Introduction
Motivation
- Content Theories of Motivation
- Maslow’s Need Hierarchy Theory
- Alderfer’s ERG Theory
- McClelland’s Need Theory
- Herzberg’s two factor theory of Motivation
- McGregor’s Theory X and Theory Y
- Process Theories of Motivation
- Equity Theory of Motivation
- Vroom’s Expectancy Theory
- Motivation through Goal Setting
Abraham Maslow, an American psychologist, believed that motivation is influenced by the satisfaction of needs. It is important that managers understand the context of the internal and external environment when identifying the needs that motivate an employee.
Work Motivation
- The meaning of Work
- Job Satisfaction and Motivation
- The Effects of Downsizing
The main evidence indicating a decline in the welfare of an organization is a low level of job satisfaction (Kaya, 1995). The determinants of job satisfaction also vary in the extent to which they impact job satisfaction, both among factors and among people.
Conclusion
Furthermore, from a social network perspective, the loss of colleagues and friends at work affected the attitude and behavior of the rest of the employees.
Introduction
Research Methodology
Aim and Objectives of the Study
Participants and Location of the Study
Sampling
- Probability sampling
- Random sample
- Stratified random sample
- Systematic sample
- Cluster samples
- Non-probability sampling
- Quota sampling
- Convenience sampling
- Snowball sampling
- Population
- Sample size
A random sample gives each unit of the population a known and non-zero probability of being selected. This essentially implies that some units of the population are more likely to be selected than others (Bryman & Bell, 2007). The final choice of the sample size is left to the researcher (Bryman & Bell, 2007).
The researcher relies on a sample of the population, denoted by n (Welman & Kruger, 1999). According to Bryan and Bell (2007), the larger the sample, the more representative it is likely to be (if the sample is randomly selected), regardless of the size of the population from which it is drawn.
Research design
Everyone had an equal opportunity to respond thanks to the permission of the company's management. The greater the number of subgroups of interest within a sample, the larger the sample size must be, as each subgroup must meet minimum sample size requirements; If the calculated sample size is greater than 5 percent of the population, the sample size can be reduced without sacrificing accuracy.
It allowed for the precise and objective measurement of the dimensions of the constructs employee motivation, job satisfaction and company culture that the respondents experienced. The study was guided by a general objective that was based on the theory and literature review and set for the conceptualization of the project.
Data collection strategies
- Questionnaire
- Questionnaire design
- Pretesting of the questionnaire
- Validity and Reliability
The questionnaires are manually forwarded to all Cold Chain – MERCOR Solutions employees and can be completed at their leisure. The purpose of the pilot study (pretesting) will be to discover errors and determine the effectiveness and understanding of the instruction. The researcher also received an indication of the time needed to complete the questionnaire.
Reliability is about the question of whether the results of the study are repeatable and actually consistent. Validity, on the other hand, is about the integrity of the conclusions generated from a piece of research (Bryman & Bell 2007).
Administration of the Questionnaire
It will also help discover where repetition or redundancy is present or what topics were not covered that the participant expected. By pre-testing, the researcher can look for questions or even items that the participant perceives as sensitive or threatening, or for topics that the participant knows nothing about. It therefore indicates the stability and consistency with which the instrument measures the concept and assesses the consistency of the measure.
According to Beri (2008), validity refers to the success of the scale in measuring what it purports to measure, so that differences between individuals' scores can be taken as representative of true differences in the characteristic under study.
Analysis of Data
Analysis of the Questionnaire
Conclusion
Introduction
Data Collection
Treatment of data
Demographic information
It is evident from Table 4.1 that most of the respondents were from the Durban distribution center (80%) and MERCOR Solutions (70%), which contributed to this study as the Durban distribution center is much larger than the Dundee one. It is clear that 70% of the respondents were from the sales department and that males (76%) contributed the most to this study.
Work environment
Skills development
Interesting Work
Communication of Performance
Coaching and training
Current job level satisfaction
Job expectation
Salary
Recognition for work
Challenging work
Enjoy going to work
It is clear from Figure 4.12 that the majority (75%) of the respondents agreed that they communicate freely with their manager or supervisor while 25% do not communicate freely with their managers. The majority (84%) of the respondents indicated that they agree, they have the necessary tools needed to do their job. It is clear from Figure 4.17 that the majority (55%) of the respondents feel secure in their current job while 45% do not feel secure.
It is evident from Figure 4.20 that the majority (92%) of respondents are always willing to go the extra mile. It is evident from Figure 4.21 that the majority (51%) of the respondents agreed that the company encourages a healthy work-life balance, while 49% disagreed with this statement. From Figure 4.22 it is evident that the majority (56%) of the respondents do not agree that training is provided by the company to improve their work skills while 44%.
Almost 70% of survey respondents were not satisfied with the remuneration they received.
Communication
Tools
This is consistent with research by Bunting (2004), who suggests that as a result of changes in the workplace, individuals are becoming increasingly frustrated and by equipping them with the necessary tools, employees are seeking opportunities for greater self-expression and fulfillment in their work. their jobs.
Company policies and procedures
Feedback
Motivation
Job security
Freedom to make own decisions
Goals of the Company
Willing to go the extra mile
Work-life balance
Training
Cross-tabulations
- Coaching and training of staff
- Communicate freely with my manager/supervisor
- Communication of the goals to each division
- Salary received within each distribution Centre
- Communication of the goals to each department
- Race against coaching and training
- Race against company goals
This reveals that more than half of the respondents had problems communicating with their superiors. In Table 4.4, 65% of Cold Chain staff agreed that the company sets goals for them, while 53.1% of MERCOR Solutions respondents disagreed. The difference in these percentages clearly shows that Cold Chain management communicates goals more effectively than their colleagues at MERCOR Solutions. The majority of respondents agree with this statement (55% in Operations, 85.7% in Transport and 57.1% in Finance).
N=139 My company communicates the goals set for me I strongly disagree Disagree Strongly agree Totally agree. In Table 4.8, the majority of Black (45.9%), Black (50%), and White (50%) respondents indicated that they disagreed that the company communicated its intentions.
Summary
The table further indicated that the sample of Indians (52.4%) and 50% of the Coloreds agreed with the statement.
Introduction
Findings of the study
Recommendations based on Findings
- Work environment
- Remuneration levels
- Challenging work environment
- Worker motivation
- Employee recognition
- The importance of setting & reviewing goals
- The need for training
Management should take into account the fact that many employees find work challenging, as can be seen from the survey results in which 78% agreed that the current work environment poses a challenge to them. Although 84% of survey respondents agreed to receive the necessary tools to do their job, it should be noted that they still find their current work environment challenging. Job design techniques can be used when a manager suspects that the type of work an employee is performing or the characteristics of the work environment are causing motivational problems (Kreitner & Kinicki, 2008).
By rotating the employees from one job to the next, managers will be able to stimulate interest and motivation and at the same time expose the employee to other aspects of the organization. Review periods must be set and action plans and milestones set in the goals must be reviewed and adjusted accordingly depending on the achievement of the goals (Kreitner & Kinicki, 2008).
Limitations of the study
Satisfy personal growth needs by providing activities that result in greater organizational effectiveness and personal growth for employees. The literature was limited to the South African context and the FMCG area in relation to the industry in which The Cold Chain / MERCOR Solutions operate. Journal articles were used to validate theories and processes and provided an overview of the topic.
This study was limited to the two distribution centers in KwaZulu Natal and the results obtained are not a true reflection of the organizational on a national basis. Qualitative analysis can also be used to obtain an in-depth response, and interviews and focus groups can be used to measure respondent behaviour.
Topics for further research
The purpose of this study was to measure the level of motivation among employees at The Cold Chain / MERCOR Solutions KZN. The results showed us that the staff in both distribution centers are motivated, but at the same time they emphasize that the work environment is also demanding, which can cause some worries later on. Although there were limitations, this study proved to be beneficial for both the employees and the organization because if carried out, it could improve the level of motivation in The Cold CHAIN / MERCOR Solutions.
Motivation levels among Cold Chain/MERCOR Solutions KZN employees in relation to the work environment. The purpose of this research is also to look at the similarities and differences between the staff of the two Distribution Centers and between permanent employees and contract employees.
Summary
The aim of this study will be to determine the different levels of motivation among all staff employed by TCC/MERCOR Solutions in two distribution centers in KZN. Your cooperation in completing this survey will help me to assess and understand the motivation levels among different employees in different departments in the workplace. The confidentiality and anonymity of records identifying you as a participant will be maintained by the Graduate School of Business, UKZN.
If you have any questions or concerns about completing the questionnaire or about participating in this study, you may contact me or my supervisor at the numbers listed above. I have the freedom to make my own decisions that will help me in my work.
