A framework to enhance the appreciation and motivation of employees in an automotive factory
- Authors: Parsons, Paul Benjamin
- Date: 2018
- Subjects: Employee motivation , Work ethic Incentive awards Employees|xRating of Motor vehicle industry -- Psychological aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23059 , vital:30402
- Description: Manufacturing in South Africa is constantly under pressure to produce more for less, and the automotive industry is no exception. Well known initiatives like “just-in-time” (JIT) manufacturing; “flexible manufacturing systems” (FMS); and “lean manufacturing”, are some of the strategies that manufacturing adopted to increase productivity. Due to the comparative extremely high capital investments that need to be spent before a single unit is built, manufacturing can only be competitive by exploring economics of scale; in doing this, manufacturers recoup capital outflow and start showing profit. Should this require that an employee be treated in the same way: used as an input into the production process? Human capital theory has been around for many decades, proclaiming that employees are more than just labourers. Gone are the days when work was an exchange between labour and money. Both parties demand more from each other. Employers want more commitment, efficiency and flexibility; employees, on the other hand, want more autonomy, purpose and appreciation. Employees are a company‟s biggest assets if treated and motivated correctly. Employee motivation is not a new concept – theorists and likeminded people have tried to dissect and understand the topic over millennia. It seems, however, that whenever a theory is formulated people‟s perception changes (almost like trying to hit a moving target). Some theorists claim that a totally new rule set is required to motivate employees in the information age. The bottom line seems to be that in order for companies to gain advantage from human capital, the area-specific motivational environment needs to be understood. Only when this is accomplished, can policies and incentives be aligned, resulting in a more committed, efficient and flexible employee. It is therefore imperative for an employer to understand both what motivates his or her employees, and what these employees recognise as appreciation.
- Full Text:
- Date Issued: 2018
- Authors: Parsons, Paul Benjamin
- Date: 2018
- Subjects: Employee motivation , Work ethic Incentive awards Employees|xRating of Motor vehicle industry -- Psychological aspects
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/23059 , vital:30402
- Description: Manufacturing in South Africa is constantly under pressure to produce more for less, and the automotive industry is no exception. Well known initiatives like “just-in-time” (JIT) manufacturing; “flexible manufacturing systems” (FMS); and “lean manufacturing”, are some of the strategies that manufacturing adopted to increase productivity. Due to the comparative extremely high capital investments that need to be spent before a single unit is built, manufacturing can only be competitive by exploring economics of scale; in doing this, manufacturers recoup capital outflow and start showing profit. Should this require that an employee be treated in the same way: used as an input into the production process? Human capital theory has been around for many decades, proclaiming that employees are more than just labourers. Gone are the days when work was an exchange between labour and money. Both parties demand more from each other. Employers want more commitment, efficiency and flexibility; employees, on the other hand, want more autonomy, purpose and appreciation. Employees are a company‟s biggest assets if treated and motivated correctly. Employee motivation is not a new concept – theorists and likeminded people have tried to dissect and understand the topic over millennia. It seems, however, that whenever a theory is formulated people‟s perception changes (almost like trying to hit a moving target). Some theorists claim that a totally new rule set is required to motivate employees in the information age. The bottom line seems to be that in order for companies to gain advantage from human capital, the area-specific motivational environment needs to be understood. Only when this is accomplished, can policies and incentives be aligned, resulting in a more committed, efficient and flexible employee. It is therefore imperative for an employer to understand both what motivates his or her employees, and what these employees recognise as appreciation.
- Full Text:
- Date Issued: 2018
The influence of the state IT agency’s current performance-based rewards on employee motivation
- Authors: Lucwaba, Pamela Xolewa
- Date: 2018
- Subjects: Employee motivation , Incentive awards Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22574 , vital:30008
- Description: Organisational success originates from employees’ willingness to use their abilities and skills so that an organisation continues to achieve its strategic objectives and thus remains competitive. The organisation’s task is to encourage and nourish these motivated employee inputs by putting effective rewards in place (Markova and Ford, 2011, p. 813.). In view of this, the purpose of this study was to gain a deeper understanding of the State IT Agency’s official performance-based rewards and to establish whether these rewards enhance employee motivation. A descriptive survey research design was adopted. The study targeted all 86 employees occupying non-managerial positions (Job level A1 – D1) at the State IT Agency – Eastern Cape. The study thus included the entire population. A structured questionnaire was used to collect data. Collected data was analysed using SPSS (Statistical Package for Social Sciences) for descriptive and inferential statistics. The results of the study were presented in frequency tables, cross-tabulations, histogram and line charts. The study revealed that intrinsically motivated employees are also motivated by financial and non-financial rewards. The research also showed that a statistically significant relationship exists between the number of years in the current position and employee motivation. This study’s results further revealed low levels of employee motivation as well as job dissatisfaction amongst the employees, dissatisfaction with the rewards provided by the organisation and that the State IT Agency is not providing employees with motivational factors perceived by employees as motivational. The study thus concluded that when the State IT Agency rewards outstanding employee performance with a performance-based bonus and a salary increase such employees’ motivation levels should be enhanced. It was recommended that the State IT Agency should design a total rewards strategy for the purpose of maximising the impact of various rewards on employee motivation. The State IT Agency should also focus on eliminating factors leading to employee dissatisfaction before implementing the proposed total rewards strategy because dissatisfied employees cannot be motivated.
- Full Text:
- Date Issued: 2018
- Authors: Lucwaba, Pamela Xolewa
- Date: 2018
- Subjects: Employee motivation , Incentive awards Employees -- Rating of
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: http://hdl.handle.net/10948/22574 , vital:30008
- Description: Organisational success originates from employees’ willingness to use their abilities and skills so that an organisation continues to achieve its strategic objectives and thus remains competitive. The organisation’s task is to encourage and nourish these motivated employee inputs by putting effective rewards in place (Markova and Ford, 2011, p. 813.). In view of this, the purpose of this study was to gain a deeper understanding of the State IT Agency’s official performance-based rewards and to establish whether these rewards enhance employee motivation. A descriptive survey research design was adopted. The study targeted all 86 employees occupying non-managerial positions (Job level A1 – D1) at the State IT Agency – Eastern Cape. The study thus included the entire population. A structured questionnaire was used to collect data. Collected data was analysed using SPSS (Statistical Package for Social Sciences) for descriptive and inferential statistics. The results of the study were presented in frequency tables, cross-tabulations, histogram and line charts. The study revealed that intrinsically motivated employees are also motivated by financial and non-financial rewards. The research also showed that a statistically significant relationship exists between the number of years in the current position and employee motivation. This study’s results further revealed low levels of employee motivation as well as job dissatisfaction amongst the employees, dissatisfaction with the rewards provided by the organisation and that the State IT Agency is not providing employees with motivational factors perceived by employees as motivational. The study thus concluded that when the State IT Agency rewards outstanding employee performance with a performance-based bonus and a salary increase such employees’ motivation levels should be enhanced. It was recommended that the State IT Agency should design a total rewards strategy for the purpose of maximising the impact of various rewards on employee motivation. The State IT Agency should also focus on eliminating factors leading to employee dissatisfaction before implementing the proposed total rewards strategy because dissatisfied employees cannot be motivated.
- Full Text:
- Date Issued: 2018
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