Thursday 31 May 2012

mom

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A solution is a homogeneous mixture, uniform throughout, and usually contains substances. A precipitate (insoluble solid) is formed by a chemical reaction between two soluble compounds. By combining different solutions, it can be observed as to whether each is soluble or insoluble (precipitate formed or no precipitate formed) with each other. Also, given clues as to a solutions identity, the solution can be identified by combining different solutions together. It is hypothesized that each of the six unidentified solutions can be easily and effectively identified by different combinations of the above stated solutions.

Purpose

To identify six solutions contained in coded (A-F) beakers. (Possibilities include Copper (II) Sulfate, Copper (II) Nitrate, Barium Chloride, Sodium Carbonate, Ammonium Sulfate, and Zinc Sulfate).

Background




Refer to Experiment - Solubility and Solutions handout.

Apparatus

- Test tubes (6)

- Test tube holder / rack

- Mixing tray

Materials

-

- Copper (II) Sulfate

- Copper (II) Nitrate

- Barium Chloride

- Sodium Carbonate

- Ammonium Sulfate

- Zinc Sulfate



Procedure

Refer to Experiment - Solubility and Solutions handout.

) The Copper Solutions are blue, contained in test tube E and F.

4) To determine the difference between Ammonium Sulfate and Zinc Sulfate, a solution needed to be found which was soluble with one but not the other. A Carbonate, like Sodium Carbonate (Test tube C) would create a precipitate only with the solution in test tube B, not with D. After checking the Solubility Chart (pg.666, Chemistry 11) it was found that Zinc Sulfate would not be soluble with Sodium Carbonate. Therefore, a precipitate would be formed. Because test tube C (NaCO) only reacted with test tube B, it was determined that test tube B contained Zinc Sulfate, and test tube D contained Ammonium Sulfate.

Results / Observations

Y = Precipitate formed

N = No Precipitate formed

ABCDEFAXYYYNYBYXYNNNCYYXNYYDYNNXNNENNYNXNFYNYNNX



Discussion / Conclusions

1) Identify each of the six solutions

A - Barium Chloride = BaCl

B - Zinc Sulfate = ZnSo4

C - Sodium Carbonate = NaCO

D - Ammonium Sulfate = NH4(SO4)

E - Copper (II) Nitrate = CuNO

F - Copper (II) Sulfate = CuSO4

) Write equations for all reactions where precipitates formed, and indicate which is the precipitate. (PPT = Bold text)

BaCl (aq) + ZnSO4 (aq)(Ba(SO4) (s) + ZnCl (aq) BaCl (aq) + NaCO (aq)(Ba(CO) (s) + NaCl (aq)BaCl (aq) + NH4(SO4) (aq)(Ba(SO4) (s) + (NH4)Cl (aq)BaCl (aq) + CuSO4 (aq)(Ba(SO4) (s) + CuCl (aq)ZnSO4 (aq) +NaCO (aq)(ZnCO (s) +NaSO4 (aq)NaCO (aq) +CuNO (aq)(NaNO (aq) +CuCO (s)NaCO (aq) +CuSO4 (aq)(NaSO4 (aq) +CuCO (s)

) Write a Net Ionic Equation for one precipitate forming reaction

BaCl (aq) + ZnSO4 (aq)(Ba(SO4) (s) + ZnCl (aq)

Ba+ + Cl- + Zn+ + SO4+ ( Ba(SO4) + Zn+ + Cl-

Ba+ + SO4+ ( Ba(SO4) (s)



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Abortion

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Many people do not believe in abortion; they say it is a negative decision. However, they do not see the reasons or needs for abortions. Women’s choices, rape cases, and black-market abortions are three primary reasons for abortions.

Women are given the right by Roe v.s. Wade case to have the choice to choose. These choices include the right to decide if they are ready to commit to a baby. There are many teens who make the mistake of getting pregnant. Should we make a mistake by letting pregnant girls try and raise a child she can not take care of? Only the children suffer. Most teenage girls are not ready to deal with being a mother. There are also many women who have sex. If she becomes pregnant she should be able to choose if she wants to become a mother. If abortion were not an option some women would end up with a hand full of children. Low-income families would also suffer. There may not be enough money for a baby. Taking on a life-long bill would affect the baby, siblings, and parents.

Rape is also an issue to take into consideration. If women got raped, who is to say she should not have an abortion? It could be tramuatizing to see a rapist baby everyday. If women have a baby, they want it to be from someone they love, not from a stranger. A rapist might also have a disease and pass it on. It would be very difficult to raise a child with a disease and even harder to live with a disease from birth.

If we were to abolish abortion we would have the problem of black-market abortions. Women in a time of anxiety and stress would feel the need to turn to black-market abortions. Forced to turn to them, women would be putting themselves in danger. In the past, when abortions were outlawed and black-market abortions were in use, many women would get infections and die. It was also very expensive. To bring this kind of situation back would be senseless.




If we were to abolish abortions we would be putting many people in difficult situations. Women who have certain obligations to fill, victims of rape, and black-market patients would all suffer as the result of this. Consider the outcome of each situation and understand why we need abortions.



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Sexual Arousal Using the Sense of Smell

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The sense of smell is one of the most important senses and research shows that woman are more attracted to scents that are not like their own. What is smell? Sense that enables an organism to perceive and distinguish the odors of various substances, also known as olfaction. In humans, the organ of smell is situated in the mucous membrane of the upper portion of the nasal cavity. It is made up of olfactory cells, which are nerve cells that function as receptors for the sense of smell. The sense of smell however isn’t highly developed in humans as in many vertebrates.

Each person has an odor, a unique chemical signature, as an individual has his or her fingerprint. So if you don’t like the way your mate smells that can be a problem. It is extremely important that you like the way your lover smells. Recent research has shown that paying close attention to the scent when choosing a partner makes scientific sense, especially woman who have much more highly developed olfactory functions. The man who smells best will have a genetically based immunity to disease that differs most from your own.

The sense of smell can be such a powerful turn-on for men and woman that when neurologist Alan Hirsch, director of the Smell and Taste Treatment and Research Foundation in Chicago, investigated men who had lost their sense of smell, he found that 5% of them also developed sexual dysfunction. But when sense of smell was restored, sexual performance improved as well. There are many men and woman that prefer their mate “unperformed” with perfumes and colognes. They’d rather smell their mate’s “true body scent”. The scent can give off pheromones which is a chemical signal emitted by humans and animals that serves as a stimulus to elicit one or more behavioral responses from another member of the same species.

These pheromones are suppose to heighten your physical and sexual presence. Released into the air, they send out subconscious messages to the opposite sex and trigger strong feelings of desire/ and or attraction. Pheromones are sold worldwide and range between $5-50. Many people buy them to attract a mate. Woman produce pheromones in their armpits, but it hasn’t been proven the chemicals attract males.




New research on biochemistry and aromatherapy has established biological explanations

for mans physiological responses to smell. Based on the findings, environmental and

biochemical scents work on the limbic region, the brains sex part, and affect human emotion,

behavior and even health.

Singles will have a much better chance of meeting the man or woman

of their choice with perfumes and colognes containing human pheromones, maintains Gary

Havel, president of Intimate Research Inc., a Worth, Ill., company that specializes in mixing

human sex pheromones with fragrances. Experiments have proven that pheromones can attract

the opposite sex and lead to better sex lives for people who apply a few drops of pheromone

fragrance each day. Of course, single people will always continue to meet new people, but

pheromone fragrances give people a distinct advantage in attracting more people, which

translates into more opportunities to meet `Mr. or Ms. Right.

Professor Martha McClintock at the University of Chicago. McClintock is an expert on

odor and behavior who published a famous study in the early 170s that showed that the

menstrual cycles of college women living in dorms became synchronized through exposure to

one anothers pheromones, those faint chemical signals released from the skin that control the

mating rituals of much of the animal kingdom. McClintock has a new study in Nature Genetics,

that makes an even more provocative link between sex and odor--specifically, the odor of a T shirt worn by a man on two consecutive days. The experiment was simple. The T shirts were

carefully prepared (no cologne, no cigarettes, no sex) and then placed in boxes where they

Could be smelled but not seen. Forty-nine unmarried women were asked to sniff the boxes and

choose which box they would prefer if they had to smell it all the time.



The women were attracted to the smell of a man who was genetically similar--but not too

Similar, to their dads. McClintock thinks theres an evolutionary explanation. Mating with

someone too similar might lead to inbreeding, she says. Mating with someone too different

leads to the loss of desirable gene combinations. McClintock isnt suggesting you can attract a

mate by smell alone, but that hasnt discouraged companies like Erox from bottling pheromones

and stopping just short of calling them aphrodisiacs.

Dr. David Berliner, CEO of Pherin Pharmaceuticals, who did some of the research.

While working at the University of Utah with natural compounds produced by human skin, he

noticed a surprising change in the behavior of his male and female colleagues. They developed

an increased level of camaraderie that was hard to explain, he says. There were smiles, eye

contact and increased approachability until the skin extracts were removed, at which point the

group reverted to normal behavior.

So next time when you our out on a date, you may want to get a good sniff before you

decide to continue to take a step further.



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Portal Selection

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SAP Portals

Summary

In order for SAP to embrace the web, they have had to purchase, partner, rewrite, and develop all new code so that they could claim they run business in a browser. SAPs latest announcements are around the development of their own independent web server, application server, search engine, classification engine, and enterprise portal. They feel that with their failed knowledge, they can develop a better solution than BEA, IBM, Verity, and PeopleSoft combined. Just like their modified kernel of a decade ago, this is just another example of we build it all here, and now our customers must buy it.

1. Why Integrate when it can work out of the box?




a. SAP purchased their portal technology from TopTier and are now working to bring it into the SAP world. This is a common trend as they have done similar work on the integration side with WebMethods. At the end of the day they will continue to have a hard time getting everything to “work together”. At PeopleSoft, our portal and apps are on the same common Pure Internet Architecuture and thus work together seamlessly. There is no big, costly integration effort.

. Find a vendor that works in your world…

a. Their portal is built to run best on MSFT stack while also requiring the SAP proprietary application server. We have taken a fundamentally different approach in leveraging the strengths of BEA and IBM. We recognize that appserver technology is rapidly being commodotized and most customers have chosen either websphere or weblogic as their platform of choice. Fundamentally our view is to work well in our customers exisiting infrastructure rather than ask them to move to a proprietary solution. This is typical SAP.

. Ease of Use and Maintenance

SAPs Enterprise Portal is just pre-defined static HTML pages, based on what the administrator has defined as a Homepage. There is no way for the user to choose the iViews (pagelets) they would like to see on their Homepages. In fact, the architecture requires the Portal Administrator to create a new page/tab for every combination of roles and information in the enterprise. For example, instead of just haveing a tabbed named Manager (likePSFT can), a uniquely separate tab/page must be created for each type of Manager (Sales, HR, Development, Accounting, etc.) because the information displayed is different for each. Very quickly, an unmanageable matrix of pages, roles, and information is required to get the right information to the right people. In addition, there is no concept of distributed administration, as the PeopleSoft Portal has. As a result, Line of Business Owners cannot control the content of their portal, and the Portal Administrator can not releive his/her burden of managing content for others.

4. Flexibility

b. SAP Portals supports the following

i. MS SQL Server 000, SP 1 or

ii. Microsoft IIS 5.0

Other Portals supports the following

Databases

DB UDB 7.

DB OS/0 6.1

MS SQL Server 000

Oracle 8.1

Oracle

Operating Systems

AIX 4.

AIX 5.1

HP-UX 11

Solaris 7

Solaris 8

Tru64 Unix 5.1

Windows 000

Windows NT

Which portals offers the most flexilibility? Who is truly OPEN?

5. Business Context

c. We have a unique view in the portal market. Our view is that aggregation is NOT the answer, but context is. A portal should be there to facilitate better business decisions, not be a one-stop shop for links to information. Our approach to do this is Context Manager � a decentralized way to provide contextual information to transactions. So no matter what the application, PeopleSoft or not, users are presented with information they need to make a decision. For example, signing up for benefits in HCM a user is presneted with analytics on how many empoloyees have signed up for a given plan, contact information for the plan administrator, a document explaining pre-exisitng conditions, a discussion thread of people who are currently enrolled in the plan etc, etc. In the end all this information makes the best decision.

d. SAP has a similar view of the world and attempts with with a technology they call “drag and relate”. The difference is that they are talking about a technology, we are talking about a business solution. To have drag and relate work invoves heavy, heavy IT work and it is hard-coded. In fact, most of their own systems are not built to support drag and relate (KM iViews) Bottom line � it never gets working. Context Manager is decentralized so line of business people can use it and it provides value quickly without burdening IT.

6. Why doesnt the SAP Portal have embedded workflow?

Collaboration in the portal world is everything. Content gets routed and approved, reports get written and published, and events trigger other events - all of these require workflow. The SAP Portal must rely on external, non-native, workflow to handle a critical aspect of the portals work. PeopleSoft embeds a comprehensive workflow engine in all of our products, as well as allowing for external workflow systems to integrate easily with the environment.

7. Organizational challenges

Why did SAP create new companies (SAP Portals, and SAP Warehouse) only to merge them into SAP AG within two years? Perhaps a Lack of Sales, o poor execution? You can see this by the latest gartner MQ that speaks to the poor product quality in EP 5.0. There also seems to be confusion in the fact they they are launching a me-too strategy with AppConnect, calling their platform NetWeaver, but launching 6 months after PeopleSoft.

Bottom Line SAP is behind. Their technology is a mish-mash or products and is inflexible and rigid. It ends up being less user friendly and more difficult to manage

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Thursday 17 May 2012

Business plan

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Introduction


To evaluate and analyse a “professionally made” marketing plan requires the evaluator, to very critically and closely point out the strengths of the plan, yet also point out parts of the plan that are irrelevant or are in need of improvement (weaknesses). Of course, as this is a professionally written marketing plan, the positive aspects of the plan will vastly out-number the negative aspects. In analysing this specific marketing plan we must also establish whether each of the elements of the plan are addressed adequately, and, if needed, offer suggestions for improvement to the plan.


The Marketing Plan for “T B S” is quite extensive, with many different sections.


Essential Elements of any Marketing Plan





There are certain aspects/elements that are integral to the success of a marketing plan that need to be addressed in great detail. These elements include


· Situation Analysis


· Market Analysis (External and Internal)


· SWOT Analysis (Strengths, Weaknesses, Opportunities and Threats)


· Establishing Market Objectives


· Identifying and Satisfying Target Market


· Developing Marketing Strategies


· Marketing Mix (Product, Price, Promotion and Place)


· Developing Financial Forecasts


“T B S” addresses all of these elements in their marketing plan. Now we must analyse to what extent each specific area has been addressed.


Situation Analysis


“The Situation Analysis looks at the market in terms of size and growth, needs of the target market and trends in buyer behaviour. The performance of products is examined and major competitors are identified and analysed.”


The situation analysis for “T B S” addresses, in great detail, the area in which the retailer is situated. It mentions the growth in population of the area, and the locality of the “T B S” to large cities where consumers will be targeted. It also addresses some of the businesses competitors but does not go into much detail at all. The situation analysis therefore is not fully covered, leaving out trends in buyer behaviour and the examination of product performance. This section of the marketing plan is quite verbose and is sometimes irrelevant to the main purpose of the plan. The situation analysis does well at analysing the target area, where proposed consumers will live, which is quite helpful when the plan later establishes target markets in further detail. Some competitors are mentioned, but details about these businesses are spared until later in the plan (competitor analysis section).


Market Analysis


“The Market analysis looks at the Internal and external influences that can affect and business and/or the market in which it operates. These include economic conditions, demographic patterns, financial resources etc it also covers market needs and trends.”


The Market analysis for “T B S” is quite impressive. Each section is structured well so that the layout is easy to extract information from. We see how the business wants to sell their products through two different methods, which cater for different types of consumers (Direct Mail and Web Market and Retail Market). Demographical issues such as population growth are also taken into consideration; these give good insights into the size of the market that “T B S” is working within. Actual analysis of the average consumer (sex/age etc) also takes place in the market analysis, which shows what types of customers prefer the “web market” compared to the “retail market”.


The Market analysis then goes into Market needs; these are the things that the business needs to do in order to satisfy the customer. This is very simple to follow and understand adding to the overall success of the marketing plan. The final section in “T B S” market analysis is the identification and evaluation of market trends, this section is done reasonably well as it gives the business an idea of what the consumers are actually like and a chance to be able to move into new markets should there be a change in market trends.


This section of the marketing plan may be improved through putting more detail under the market trends heading to give the business a greater view of the whole market and the way in which it is functioning. All in all, this section of the marketing plan is well put together, with vital information that contains much relevance for “T B S”.


SWOT Analysis


“A SWOT Analysis is used by a business to evaluate themselves and their competitors. SWOT stands for Strengths of the business, Weaknesses of the business, Opportunities for the business and Threats to the business. A SWOT analysis helps to plan future decisions and strategies.”


The SWOT analysis in “T B S” marketing plan is very extensive and comprehensive. It firstly outlines the strengths, weaknesses, opportunities and threats and then later expands on these points in a larger section. The most impressive part about the SWOT analysis in this plan is the fact that it covers all areas of the business, from finances to competitors to target markets. When all areas are covered by the SWOT analysis the business will find it that much easier to function. This is because all of the details about the business are written down for the management to see and use as a platform to work upon. Little improvement could be made to this section due to its large detail and relevance to the business.


Competitor Analysis


“Competitors are a key focus of the marketing plan. A business needs to understand how competitors think by analysing their strategies, assessing their strengths and weaknesses and predicting their future moves”


This section is a little out of place in “T B S” marketing plan yet it is very successful in evaluating the businesses competitors in a short and effective manner. The competitors are established and then valued by this analysis. This evaluation of the competitors is essential for “T B S” as it allows them to capitalize or “out-do” the businesses in competition with them. Clear objectives are stated in this section about increased market share etc. These help give the business a goal to aim and strive for. The effectiveness of each individual competitor is summed up in this section, in comparison to “T B S”. This allows the business to compare its average performance with other competing businesses to evaluate its success and market share. The establishment of some ideas or strategies to achieve these competitor-beating objectives would improve this section of “T B S” marketing plan.


Establishing Marketing Objectives


“Objectives guide the business’s activities, but they often change when the business environment changes. Objectives need to be Specific, Measurable, Achievable, Realistic and Timed. (SMART)”


The objectives in “T B S” marketing plan are split into two categories, marketing objectives and financial objectives. They are both very brief, but they specifically outline what the business wants to achieve, which is its whole purpose. The objectives seem to pass the SMART criteria, rendering them legitimate for the business to try and achieve these objectives. Ideas about achieving these objectives will be mentioned later in the marketing strategies, but a small note of some ideas would be an improvement.


Target Market


“A business must choose which market segments have the greatest potential. The target market is the group of customers on whom the business focuses on. Businesses use a number of features to describe their market including geographic and demographic characteristics of the consumers.”


Target markets are focused upon heavily in “T B S” marketing plan. Studying the target market is important as it firstly, allows the retailer to know what the consumer wants and secondly, allows the retailer to aim their advertising campaign at a specific sector of the market. The target market is again segmented into different types of consumers, these being


· Weekend Warriors


· The Curious


· Hardcore Climbers


· Direct Customers


· Other


Segmenting the target market allows “T B S” to specify their focus even more on certain sections of the target market. Graphs are used to show the amount of sales made from each segmented consumer category, graphs assist in portraying information effectively. The target market section is comprehensive and addresses all aspects of the criteria and therefore no suggested improvements are needed.


Marketing Strategies


“Marketing strategies are designed to satisfy the needs of the target market, meet the objectives set in the marketing plan and to capitalize on corporate strengths”.


The main marketing strategy of “T B S” is to totally satisfy the customer. To do this “T B S” uses the marketing mix, which analyses the four P’s (Product, Price, Promotion and Place). Products are analysed heavily with ideas suggested for sale of stock. Each of the segmented markets is mentioned in reference to the products that they will purchase, and certain products are matched with certain consumers.


Pricing is very firm and is based upon competitive parity guidelines. The pricing section is quite short, yet it establishes its reasons for pricing the way it does amply.


Promotion does not have much detail and brings a slight downfall to the marketing mix section. This may be because “T B S” is outsourcing for its promotional campaigns.


Place is not addressed at all, this may be improved upon greatly by including aspects such as transportation/storage etc.


The market research taken out by “T B S” is probably the biggest fault in the marketing plan. There is little importance placed on market research yet it is integral to the overall success of the business.


Financial Forecasts


“A financial prediction of future events. A financial forecast looks at expected costs and revenue for the next year or number of years.”


The financial forecast has a high importance in “T B S” marketing plan as it shows future costs/revenue. The break-even analysis is used well in this section to visually and theoretically show when the business is forecast to actually break-even.


Finance is looked at in depth through projected sales, sales breakdown (web sales and retail sales) and contribution margins. Sales records of specific products are looked at to see what products are most successful and to find those that are not. Graphs are used extensively in this section to simply show important information adding to the success of the marketing plan as a whole. Improvements to this section may include more details on the sales forecast and/or give reasons/data proving that these projections may occur.


Conclusion


“The Boulder Stop” marketing plan is very strong. It analyses nearly all of the important sections with great detail and consideration. Sometimes the plan can be a little verbose and other times it may slightly lack in detail, but these are very small problems which hardly change the overall success of the plan This plan will be an excellent base for “T B S” to start its business from.





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Death penalty

We are ready to represent the best custom paper writing assistance that can cope with any task like Death penalty even at the eleventh hour. The matter is that we posses the greatest base of expert writers. Our staff of freelance writers includes approximately 300 experienced writers are at your disposal all year round. They are striving to provide the best ever services to the most desperate students that have already lost the hope for academic success. We offer the range of the most widely required, however, not recommended for college use papers. It is advisable to use our examples like Death penalty in learning at public-education level. Get prepared and be smart with our best essay samples cheap and fast! Get in touch and we will write excellent custom coursework or essay especially for you.



Argumentativ Essay


about


DEATH PENALTY


Is it or is it not right to take the life of another person? Is capital punishment a deterrent for would-be murderers? Is it good or not to take someone’s life? These are very hard questions and it is very hard to answer them, too.





Maybe it is a good solution for the state to kill the people who did awful things to reduce the costs for keeping someone in prison but all in all I think that nobody has the right to take the life of another person. A passage from a text says, death penalty justifiably rids society of the cost of keeping murderers in jail. This is true but I think it is even more pitiful than it is already to sentence all people to death just because they would cost more money if imprisoned.


Moreover there is a small likelihood that an innocent person will be put to death and this is an important point why I disagree with this method of “criminal removal”.


Another point is that death on an electric chair is not very humane and this is a fact, but on the other hand I really do not know how humane the venom injection is. Maybe it is a more humane method, nevertheless, I think that nobody has the right to decide over life or death.


So I disagree with capital punishment no matter how humane the method is.


For people found guilty of crimes of passion the death penalty would not act as a punishment or as a deterrent, maybe this is true, but it doesn’t matter because people who killed other persons have to be punished and death penalty would only be liberation of their pain and no punishment. Lifelong imprisonment would be a more suitable punishment for them as they would have the chance to think about their passionate mistakes a long time.


Maybe the family of the victim feels better, but for them the sense behind death penalty is not the punishment of the murderer but taking revenge upon him as they can see his suffering in contrast to him being locked away in prison for all his life.


All in all I think that nobody has the right to kill someone, no matter if the person is a convicted terrorist, a traitor, a murder or something else. Nobody is allowed to think that he has the right to decide about life or death and so I completely disagree with all kinds of death penalty.





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Wednesday 16 May 2012

fhlaf

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v


Urban Sprawl


Urban Sprawl-Growing too fast!


Many cities seem to be growing too fast despite the fact that the actual population is remaining the same. Most of it that took





place was the further building of housing (lower density, i.e. fewer people living in each house, as opposed to many which was


apparent in years before). Why did it grow? The main reason why it grew, or why it is still growing now, is mainly due to the


standards of living improving. Because of this small families were able to purchase a house of their own. More people are now


able to afford city housing so this gives rise to the problem of urban sprawl. Improvements to public and private transport


enabled urban workers to live further from their places of work. They were able to afford to live in the city so thus it gradually


enlarges. The fact of suburban attraction increases a cities size- a house and garden and on the whole a pleasant neighbourhood


encourages people to move.


Many of the houses in the city belong to the elderly( perhaps just one man/woman living on her own) or just a couple even


perhaps single parents. The low-density housing means that there must be more of it so it causes the city to expand and develop


due to the gradual need of it. Because of the expansion of housing, it may fringe on the green belt where development cannot


take place without permission. Along the rural/urban fringes factories, offices and in some cases motorways have been built


which on the whole adds to the problem. More people will move to the city because of these work opportunities. Canterbury is


an example that has undergone urban sprawl. Development of commercial businesses such as PC World or Carpet Stores have


meant that the city has expanded perhaps not for the better.


Years ago many people would live in one house alone, however it is different now. There are smaller families and also a higher


demand for the actual housing. We can say that urban sprawl is the way that cities grow and expand all over its surrounding


areas, even over agricultural land when there is little. The way that industries or housing in particular redevelop cause this


London, has been a victim of Urban sprawl for a long time now. Even in the early 140s people began to feel that the city had


become unacceptably large and congested. It was felt that too many of the nations jobs were concentrated in one city, despite


the fact that unemployment was high in other parts of the country. People felt that the only way to deal with the overcrowded


areas of London was to move some of the population out of the capital altogether- housing should be decentralised


To achieve ths aim, a ring around London up to 50 km from the centre was designated as a green belt. The land could not be


built on without special permission from the planners and the government. Small villages that were there already were allowed


to remain but could not be expanded, as well as farmland protected. This was to stop the city expanding endlessly.


New Towns were also to be created which would also prevent the problem, built in a ring not more than 50 km from the


capital. Theses new towns would draw 80,000 people, as well as jobs, from the city- therefore meaning that there were fewer


crowded areas. The new settlements were to be built beyond the Green belt, far a way from London. Each new town, perhaps


London not the only case doing this, would have a population between 50,000 and 80,000. Examples such as Stevenage,


Hatfield and Harlow are all examples which underwent the change.


Actually enlarging the towns would solve the problems which the cities face- called Enlarged Towns. There were about


twenty-eight of them, including Ashford and Peterborough. This plan was based on the idea that population in the S.E region


would not grow to any extent, however this proved to be false, the birth rate rising between 155 and 164.


In 164 the government authorities produced a new plan to cope with the population growth that Abercrombie had failed to


anticipate. It aimed at finding homes for an extra one million people leaving London and .5 million being born in the SE. The


plan proposed the building of a second series of New and Expanded towns. They would be bigger in size and at a greater


distance from the capital. One large town (Milton Keynes) was built as well as three other towns were expanded, thus, as I


have said before, moving or encouraging more people to live there as opposed to the capital.


The green belts were also a solution to the problem of urban sprawl. The Green Belt is a zone of land around London which


building development is controlled. The belt is up to 5 km wide and has many towns within it. The belt, as I have said, was


built to stop the sprawl of London and to prevent the merging of neighbouring towns. In 147 the Town and Country Planning


Act was passed requiring landowners to get permission from their local authority if they wished to change the use of any of the


land. Obviously the main aims of the Green Belt was to stop the continuing building or redevelopment which took place all the


time. It hopes to leave areas of land free from expansion, in a way unspoiled by the cities growing issues.


Setting up the Green Belt was a reaction against the huge volume of building in London between the wars. Farmland was being


lost, as well as towns and villages were being caught in the citys sprawl. On the whole London was becoming too big. The


Green Belts helped to restrict the harmful activities which always seen to grow on the city edge, such as sewage works.


We can say that in many reasons the Green Belt has become quite successful. Only about 5-10 % of the land that was originally


designated has been built on. In the late 170s the area of the Green Belt was extended by about 50% at the request of the


local planning authorities.


Although the idea was adopted by most other cities in Britain, the Green Belt around London has not been without its critics.


Planners in the 10s and 140s did not foresee the rate at which London would grow in the 160s. Migration into London


and the rising birth rates meant tat more people wanted to live in London. As the city could no longer expand outwards, these


people had to look to towns beyond the Green Belt. Despite the good the Green Belt has done, it has become rather run down


in comparison to before. To the west of London, the impact of gravel workings and motorways is all too clear, as well as


Heathrow airport. Not enough encouragement has been given to land uses that are acceptable, such as agricultural, and


evidence shows that the Belt is used for recreation only by those living on the edge of London.


Case Study-Milton Keynes


We know already that Milton Keynes is an example of a New Town- a new area of land designated for people to move from


London, in particular to relieve it of its overcrowding problem. The area once contained four small towns, 1 villages, and


about 40,00 residents. However despite the problems the town has solved, it is still regarded as a town lacking busy street life


and urban presence. Milton Keynes is the last of more than 0 new or greatly expanded towns in Britain to be commissioned


since the Second World War. It was designed for several reasons


1. To accommodate over spill population from the major conurbations where war-damaged properties and slum housing


areas were being cleared and where a poor and overcrowded urban environment was encouraging people and industry


to search for somewhere better.


. To provide an attractive growth node for industry, with good communication facilities.


. To improve the quality of urban life by providing safe, attractive, well planned environments.


From its first conception Milton Keynes was going to be different, with low density housing in a rural setting, modern work


locations, congestion free roads and a clean attractive environment for all its residents. However this was in contrast to the New


Towns, which had not worked as well, combating the problems.


Milton Keynes has fast, efficient communications that offer easy access to London, to the UKs main markets, and to mainland


Europe which would obviously act as an advantage. As well as relieving the urban sprawl problems, many other benefits can be


seen from it. Over ,000 businesses provide work for 0,00 employees, of whom 80% are skilled, managerial or professional.


Milton Keynes employment record outperforms both there national average and that of the south-east. The city will be the first


to expand again once the economic conditions improve. As well as the actual employment issue, there is also the housing point


of view. Over ,000 homes are being built each year. House prices are also lower than those in London, which will encourage


people to move there.


Another example of whom is making use of the Green Belt issue is the Hertfordshire County Council, who are planning to build


10,000 new homes near Stevenage. It solves the problem of where to build the huge quantities of housing which Britain needs


so much. The government is projecting a demand for 4.4 million extra homes by 016- a percent increase.


Many towns surrounded by belts have now grown right up to the inside edge of them. There is little countryside left inside, and


what there is likely to be fiercely protected by residents. Each year an are of countryside the size of Bristol is urbanised. Census


statistics show that each day 00 people leave Britains biggest cities to live in rural areas.


In Hertfordshire, more than half the countys remaining countryside has been designated as Green Belt, giving it extra protection


from development which in many areas is continually taking place.


New Towns


The new town concept began in 144 with the publication of the Greater London Plan, in which entirely new settlements were


proposed for the south east in order to push away the problem of overspill population. Unlike expanding or satellite towns,


these New Towns were to be self sufficient units, having a full range of manufacturing, services, shopping and entertainment


facilities, providing employment for all their won inhabitants, and containing a balance of social communities. By the 146 new


Towns act, the building of the first of these settlements was under was, and by 174 there were in existence, with still today


a growing number. Now, over 1.5 million people in Britain live in New Towns, despite the difference in general appearance.


There were three main phases, showing the different planning objectives and ideas, each showing a different features of the new


town


Stage 1


The first 14 New towns, Stevenage, Harlow, Crawley, were built to strict and flexible plans. Neighbourhood units were central


to their structures, each being a separate community containing about 5000 people and having its own school, church etc. Low


housing densities were also a feature.


Stage


The neighbourhood unit was less strictly adhered to and land use zoning was less rigidly applied. Housing densities were


increased, a greater number of flats were built and more private development was allowed. Schools and shops were dispersed


more through residential areas and many separate factory estates were sited on the urban edge.


Stage


Seventeen New towns appeared; Milton Keynes, Irvine and Ballymena. In general they were larger and less self sufficient in


concept to the other New Towns. More provision was given to public transport and both traffic/pedestrianisation segregation


and road hierarchy was continued.





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keywords for business

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Keywords


Chapter 1


Human relations � the process by which management and workers interact and attain their objectives.


Scientific Management � sought to merge the people and the work





The Hawthrone studies � started the modern behavioral management


Social networks � are the informal approaches people use for interacting


The traditional model � is the old way of managing people


The human resources model � views people as having untapped potential.


System 1 � Managers are exploitive autocrats


System � Managers are benevolent autocrats


Scientific method � an objective approach to gaining knowledge


Behavioral scientists � are individuals who apply their training to the study of behaivour in organizations.


Test group � is a group that is given some form of treatment


Control group � is a group that is not given any treatment


Structured interview � use specific questions asked in a predetermined manner.


Unstructured interview - follow a general direction but no rigidly set format.


Ethics � is the study of standards and moral judgement


Social responsibility � is the obligations of a business to society


Chapter


Motivation � is a phychological drive that directs a person toward on objective


Motives � are the “whys” of behivour


Physiological needs � basic requirements, such as food, clothing, and shelter


Chapter con’t


Saftey needs � provide for survival and security


Social needs � satisfied through meaningful interaction with others


Esteem needs � self-importance and self-respect


Prestige � carries with it respect and status


Power � ability to influence or induce behavior


Self-actualization needs � are those for satisfying ones full potential


Competence � implies control over environmental factors


Achievement � desire to attain objectives


Motivators � associated with positive feelings.


Expectancy theory � motivation is equal to valence times expectancy


Valence � a persons performance for a particular outcome


Expectancy � the perceived probability that a specific outcome will follow a specific act


Motivational force � is equal to valence times expectancy


Chapter


A value � something of worth or importance to an individual


Terminal value � is one that is expressed in terms of a desired goal or end


Instrumental value � the means for achieving desired goals


Perception � a persons view of reality


Sensory reality � is physical reality


Stereotyping - generalizing a particular trait to all members of a given group.


Attitudes � a persons feelings about objectives, event, and people


Cognitive component � is the set of values and beliefs a person has towards a person, an objective, or an event.


Affective component � the emotional feeling attached to an attitude.


Behavioral component � the tendancy to act in a particular way toward a person object or event.


Intervening variable � one that is influenced by a casual variable and that effects an end- result variable.


Personality � a relatively stable set of characteristics and tendencies that help to describe individual behaviour.


Chapter 4


A group � a social unit of or more interactive people striving for common goals


Functional group � individual perform the same tasks


Cross fuctional group � composed of people from or more functional areas


Project group � members from many different backgrounds.


Virtual group � task focused group that meets without all members being present in the same locale or at same time


Interest friendship group � formed on basis of common beliefs, concerns or activities.


Left brain �logical, rational and detailed


Right brain � spontainious, emotional and visual


Chapter 5


Authority � is the right to command


Power � is the ability to influence


Grapevine � the informal communication network


Chapter 6


Handicraft era � Self sufficiency


Mechanization era � saw the use of machine labour


Postindustrial society � characterized by 4 major changes


Cultural match � similarity between individual and organizational culture


Individual culture � is the norms, attitudes, values and beliefs that a person brings to a job





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Tuesday 15 May 2012

JOB SATISFACTION LEVELS OF EMPLOYEES OF A MULTINATIONAL ORGANISATION

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MANAGEMENT REPORT


JOB SATISFACTION LEVELS OF EMPLOYEES OF A MULTINATIONAL ORGANISATION


By





Sajied Sayed (116577)


Submitted as part of the requirements for the degree in MASTERS IN BUSINESS ADMINISTRATION in the Faculty of Economics and Management Sciences, University of Pretoria, Pretoria.


Study Leader Professor H E Brand


Date /10/00





TABLE OF CONTENTS


1 EXECUTIVE SUMMARY 6


OPSOMMING 11


BACKGROUND 16


.1 INTRODUCTION 16


. AIM 17


4 THEORY 1


4.1 INTRODUCTION 1


4. CONTENT THEORIES 0


4..1 Maslow’s Hierarchy of needs 0


4.. McClelland’s Theory of Needs


4.. Herzberg Factor (Motivator � Hygiene) Theory 4


4..4 Theory X and Theory Y 5


4..5 ERG Theory 6


4. PROCESS THEORIES 8


4..1 Vroom’s Expectancy Theory 8


4.. Equity Theory 0


4.. Goal Setting Theory


4..4 Reinforcement Theory 4


4.4 CONCLUSION 5


5 RESEARCH METHODOLOGY 6


5.1 INTRODUCTION 6


5. A DESCRIPTION OF THE METHOD OF STUDY 6


5. METHOD OF DATA COLLECTION 6


5.4 RESEARCH INSTRUMENT 7


5.5 CONCLUSION


6 INTERPRETATION AND ANALYSIS OF RESULTS 40


6.1 INTRODUCTION 40


6.1.1 Pay 40


6.1. Promotion 41


6.1. Supervision 4


6.1.4 Fringe Benefits 44


6.1.5 Contingent Rewards 45


6.1.6 Operating Conditions 46


6.1.7 Co-workers 47


6.1.8 Nature of Work 4


6.1. Communication 50


6. CONCLUSION AND RECOMMENDATIONS 5


7 REFERENCES 54


8 APPENDIX A 56





LIST OF FIGURES


FIGURE 1 - MALSOWS HIERARCHY MODEL


FIGURE - HERZBERGS MODEL 5


FIGURE - ALDERFERS HIERARCHY 8


FIGURE 4 - EQUITY THEORY MODEL 1


FIGURE 5 LOCKE S MODEL OF GOAL SETTING


FIGURE 6 PROCESS OF REINFORCEMENT THEORY 5


FIGURE 7- PIE CHART OF PAY SATISFACTION 40


FIGURE 8 - PIE CHART OF PROMOTION SATISFACTION 4


FIGURE - PIE CHART OF SUPERVISION SATISFACTION 4


FIGURE 10 - PIE CHART OF FRINGE BENEFITS SATISFACTION 44


FIGURE 11 - PIE CHART OF CONTINGENCY REWARDS SATISFACTION 45


FIGURE 1 - PIE CHART OF OPERATING CONDITIONS SATISFACTION 46


FIGURE 1 - PIE CHART OF CO-WORKERS SATISFACTION 48


FIGURE 14 - PIE CHART OF NATURE OF WORK SATISFACTION 4


FIGURE 15 - PIE CHART OF COMMUNICATION SATISFACTION 51


FIGURE 16 - PIE CHART OF OVERALL JOB SATISFACTION LEVEL 5





LIST OF TABLES


TABLE 1 - SCORE BREAKDOWN FOR NEGATIVELY WORDED ITEMS 8


TABLE � SUB-SCALE BREAKDOWN





1 Executive Summary


ABC Ltd is the name used for a South African multinational organization that provides short and long distance fixed-line telecommunication services to residential and corporate customers.


ABC Ltd is a corporate with its headquarters in Pretoria, South Africa. The government plans to deregulate the fixed-line telecommunication sector in the last quarter of 00. The Second Network Operator (SNO) has not been finalized as yet. When the license is approved, customers will have a choice which operator they want to use. ABC Ltd ‘s Initial Public Offering (IPO) is also expected soon. This means that ABC Ltd need not only be prepared for competition, but also needs to become an attractive investment opportunity. ABC Ltd has already spent R4 billion on upgrading and expanding the network with the latest technology. It has also streamlined the structure of the company and designed new products and services for the market segments. With the technology base already in place and new products and services being developed, the success of the company now lies in its employees to offer world class service, so that the customers choose ABC Ltd as their choice of operator. It is therefore very important for the organisation to have highly motivated and satisfied employees. This report investigates the level of job satisfaction of employees within ABC Ltd SA Limited.


An employee’s assessment of how satisfied or dissatisfied he is with his job is a complex summation of discrete job variables. Several of studies have examined the relationship between job satisfaction and other organisational variables. One of those variables is motivation. For the purpose of this study, motivation is used as the core variable determining job satisfaction.


Substantive research has been done in the field of work motivation and satisfaction and many psychologists have tried to explain it in terms of certain needs, interests and values (Joubert, 000). These theories may be divided into two groups


a. Content (need-based) Theories


b. Process Theories


Content or need-based theories emphasize specific human needs or factors within a person that energize, direct and/or stop behaviour. The theory explains motivation as a phenomenon occurring primarily intrinsically or within an individual.


Process theories take a more dynamic view of motivation. These theories focus on initial energy of behaviour through to behaviour alternatives and then to actual efforts by the individual.


The strategy to motivate employees depends on which motivation theories are used as bases. There are an infinite number of possible strategies that could be used, however, the key to motivating employees is to know what motivates each employee and then to design a motivation program based on those criteria.


A field survey was done by means of a questionnaire consisting of questions assessing how employees feel. A field survey was chosen because it provides an efficient way to find out how people feel about issues. It is also the most cost effective way of obtaining the required information. The survey used was based on a questionnaire (Appendix A) by a psychology student, Paul E. Spector from the University of South Florida (Spector, 1). The following factors where included in the questionnaire


a. Pay


b. Promotion


c. Supervision


d. Fringe Benefits


e. Contingent Rewards


f. Operating conditions


g. Co-workers


h. Nature of Work


i. Communication


The study was limited to a sample group consisting of 45 employees. This means that conclusions made from results obtained from the survey will not necessary reflect the actual level of job satisfaction within the 40,000-employee organization. In addition to this, the answers selected by the sample group could be influenced by the moods of the employees at the time of completing the questionnaire.


The results obtained were first analysed separately in each of the motivation dimensions researched. Thereafter conclusions and recommendations were made for each dimension. A summation analysis was then done and conclusions and recommendations were made on the overall level of job satisfaction within the organization.


The results indicate that -


a. 70% of the employees are moderately satisfied with the pay they are receiving, 15% are very satisfied and 15% are unsatisfied.


b. None of the employees are very satisfied with his/her chances of promotion. 46% of the employees are actually unsatisfied with the chance of them receiving a promotion and 54% are moderately satisfied with their chances of promotion.


c. The supervision in the organisation seems to be very good, because a large majority (54%) of the employees are very satisfied with their supervisors, while 1% are moderately satisfied and only 15% are unsatisfied with their supervisors.


d. Only 8% of the employees are unsatisfied with the fringe benefits they receive from the company, compare to 6% that are moderately satisfied and % that are very satisfied with their fringe benefits.


e. 77% of the employees are only moderately satisfied with their contingent rewards. The rest (%) are unsatisfied and not a single employee is very satisfied with his/her contingent rewards.


f. 54% of the employees are moderately satisfied with their operating conditions, 1% are very satisfied and 15% are unsatisfied with their operating conditions.


g. 77% of the employees are very satisfied with their co-workers, the remaining % being moderately satisfied with their co-workers and no one was unsatisfied.


h. None of the employees were unhappy about the nature of the work they work were doing. Almost half the employees (46%) were very satisfied with the type of work they were doing while 54% were moderately satisfied.


i. Only 15% of the employees are very satisfied with the communication within the organisation, while 54% are only moderately satisfied and 1% are unsatisfied with the communication within the organisation.


Based on the summation score, all the employees scored between 7 and 144. This means that all the employees are moderately satisfied with their jobs. This summation score is probably not a good indication of the general level of job satisfaction in the organisation, due to the fact that job satisfaction is a multi dimensional concept. An employee might be satisfied with one or more aspects of the job and dissatisfied with other aspects of the job. Unfortunately, there is no right way to manage people, because each employee has different needs, backgrounds and expectations. A good place to start is by creating an environment that promotes job satisfaction. However, an organisation cannot satisfy all its employees, because practices that satisfy one employee might cause another to resign. After the perfect environment has been created, it was recommended that the management in ABC LTD identify the qualities that they want in their “ideal” employees, and then to structure its employee retention and recruitment strategy around it.





Opsomming


ABC Beperk is ‘n multi-nasionale organisasie wat kort- en langafstand vastelyn kommunikasiedienste aan residensi�le en korporatiewe kli�nte lewer.


ABC Beperk is ‘n korporasie met sy hoofkantoor in Pretoria, Suid-Afrika. Die regering beplan om die vastelyn telekommunikasiesektor te privatiseer gedurende die laaste drie maande van 00. Die Tweede Netwerkoperateur (TNO) is nog nie gefinaliseer nie. Wanneer die lisensie goedgekeur is, sal kli�nte kan kies watter operateur hulle wil gebruik. ABC se Aanvanklike Openbare Aanbod (AOA) word ook binnekort verwag. Dit beteken dat ABC Beperk nie net voorbereid moet wees vir kompetisie nie, maar dit moet nou ook ‘n aantreklik beleggingsgeleentheid word. ABC Beperk het reeds R4 biljoen spandeer aan die opgradering en uitbreiding van die netwerk met die jongste tegnologie. Die organisasie het ook sy struktuur verander en het nuwe produkte en dienste vir die mark ontwikkel. Met die tegnologiese basis reeds gevestig en nuwe produkte en dienste wat ontwikkel word, hang die sukses van die organisasie af van die werknemers wat ‘n wêreldklas diens moet lewer aan ABC Beperk se kli�nte. Dit is daarom belangrik dat die organisasie hoogs gemotiveerde en tevrede werknemers het. Hierdie verslag ondersoek die vlak van werkstevredenheid van ABC Beperk se werknemers.


Die meting van ‘n werknemer se werkstevredenheid, is ‘n komplekse samestelling van verskeie werksveranderlikes. Daar is al baie studies gedoen oor die verhouding tussen werkstevredenheid en ander organisasieveranderlikes. Een van hierdie veranderlikes, is motivering. Vir die doeleindes van hierdie studie, word motivering gebruik as kernveranderlike wat werkstevredenheid bepaal.


Heelwat navorsing is gedoen in die veld van werksmotivering en


�tevredenheid en verskeie teoretici het dit probeer verduidelik deur middel van sekere behoeftes, belangstellings en waardes (Joubert, 000). Hierdie teorie� kan in twee groepe verdeel word


a. Inhoudteorie� (behoefte-gerig).


b. Prosesteorie�.


Inhoud- of behoeftegerigte teorie� beklemtoon die menslike behoeftes of faktore in ‘n persoon wat hom dryf en/of gedrag laat stop. Hierdie teorie� sien motivering as ‘n fenomeen wat primêr binne ‘n individu gevind word.


Prosesteorie� het ‘n meer dinamiese siening van motivering. Hierdie teorie� fokus op die aanvanklike energie van gedrag tot gedragsalternatiewe tot die uiteindelike aksies van die individu.


Die strategie om werknemers te motiveer hang af van die motiveringsteorie wat as basis gebruik word. Daar is ‘n oneindige aantal moontlike strategie� wat aangewend kan word. Die sleutel tot die motivering van werknemers is egter om te weet wat elke werknemer motiveer en dan om ‘n motiveringsprogram te ontwerp wat op daardie kriteria gebaseer is.


‘n Opname is gedoen deur gebruik te maak van ‘n vraelys om te bepaal hoe die werknemers voel. Hierdie opnamemetode is gekies omdat dit die mees doeltreffende manier is om te bepaal hoe mense oor ‘n saak voel. Dit is ook die mees koste-effektiewe manier. Die opname is gebaseer op ‘n vraelys (Addendum A), opgestel deur ‘n sielkundestudent, Paul E. Spector van die Universiteit van Suid-Florida (Spector, 1). Die volgende faktore is in die vraelys ingesluit


a. Salaris


b. Bevordering


c. Toesighouding


d. Byvoordele


e. Voorwaardelike vergoeding


f. Werksomstandighede


g. Kollega’s


h. Aard van werk


i. Kommunikasie


Die studie is beperk tot ‘n steekproefgroep van 45 werknemers. Dit impliseer dat die resultate van die opname nie noodwendig die vlak van werkstevredenheid van die 40 000-werknemer organisasie weerspie�l nie. Daarby kon die antwoorde van die steekproefgroep beinvloed gewees het deur hoe hulle gevoel het op die spesifieke tydstip toe die vraelys ingevul is.


Die resultate is eers apart ontleed in elk van die motiveringsdimensies wat ondersoek is. Daarna is gevolgtrekkings en aanbevelings gemaak vir elk van die dimensies. ‘n Opsommingsontleding is toe gedoen en gevolgtrekkings en aanbevelings is gemaak op die oorhoofse vlak van werkstevredenheid binne die organisasie.


Die resultate dui die volgende aan


a. 70% van die werknemers is matig tevrede met die salaris wat hulle ontvang, 15% is baie tevrede en 15% is ontevrede.


b. Nie een van die werknemers is baie tevrede met sy/haar kanse op bevordering nie. 47% van die werknemers is ontevrede met die kanse dat hulle bevorder sal word and 54% is matig tevrede met hulle kanse op bevordering.


c. Die toesighouding in die organisasie blyk baie goed te wees aangesien die grootste meerderheid (54%) baie tevrede met die toesighouding is, terwyl 1% matig tevrede is en slegs 15% is ontevrede met hulle toesighouers.


d. Slegs 8% van die werknemers is ontevrede met hulle byvoordele wat hulle van die maatskappy ontvang en % is baie tevrede met hulle byvoordele.


e. 77% van die werknemers is matig tevrede met hulle voorwaardelike vergoeding. Die res (%) is ontevrede en nie ‘n enkele werknemer is baie tevrede met sy/haar voorwaardelike vergoeding nie.


f. 54% van die werknemers is matig tevrede met hulle werksomstandighede, 1% is baie tevrede en 15% is ontevrede met hulle werksomstandighede.


g. 77% is baie tevrede met hulle kollega’s, die res (%) is matig tevrede met die mense waarmee hulle saamwerk en nie een was ontevrede nie.


h. Nie een van die werknemers is ongelukkig oor die aard van die werk wat hulle verrig nie. Byna die helfte van die werknemers (46%) is baie gelukkig met die tipe werk en 54% was matig gelukkig.


i. Slegs 15% van die werknemers is baie gelukkig met die kommunikasie binne die organisasie, terwyl 54% slegs matig gelukkig is en 1% ongelukkig is met die kommunikasie in die organisasie.


Gebaseer op die opsommende syfers, het al die werknemers tussen 7 en 144 punte behaal. Dit beteken dat alle werknemers matig gelukkig is met hulle werk. Die opsommende meting is waarskynlik nie ‘n goeie aanduiding van die vlak van werkstevredenheid oor die hele organisasie nie aangesien werkstevredenheid ‘n multi-dimensionele konsep is. ‘n Wernemer mag byvoorbeeld met een of meer aspekte van sy/haar werk tevrede wees en ontevrede wees met ander aspekte. Ongelukkig is daar nie ‘n enkele korrekte manier om mense te bestuur nie aangesien alle werknemers verskillende behoeftes, agtergrond en verwagtings het. ‘n Goeie omgewing is egter ‘n goeie beginpunt om werkstevredenheid te bevorder. ‘n Organisasie kan nie alle werknemers tevrede hou nie aangesien praktyke wat een werknemer tevrede maak, ‘n ander rede gee om te bedank. Nadat die perfekte omgewing binne ABC Beperk geskep is, was die aanbeveling dat bestuur die kenmerke wat hulle in die ideale werknemer wil hê, identifiseer en dan hulle werknemerbehoudings- en werwingsstrategie rondom sulke werknemers struktureer.





Background


.1 Introduction


Communication is an extremely important industry in any country. In South Africa, the telecommunication sector comprises Internet Service Providers (ISPs), Value Added Networks (VANs), the cellular and a single fixed-line service provider (called ABC Ltd in this report).


ABC Ltd is a corporate with its head quarters in Pretoria, South Africa. ABC Ltd provides short and long distance fixed-line telecommunication services to residential and corporate customers. The organisation has numerous regional offices within South Africa. In 1, the staff complement of ABC Ltd was 61 7. ABC Ltd has reduced its staff complement by 1 547, or about a third, to 60 in years by means of severance packages, retrenchments and out-sourcing of non-core business. It is anticipated that the organisation will reduce staff numbers even more until the organisation has approximately 5000 - 0000 employees.


In South Africa, the governmental department of Posts and Telecommunications operated telecommunication services until 11. In October 11, postal operations were separated from telecommunications, with telecommunications becoming the business of ABC Ltd. In this era, ABC Ltd was a private company with a sole shareholding consisting of the South African government. In March 17, the South African government decided to sell off part of ABC Ltd. A consortium formed by two international companies won the bid for a 0% stake in ABC Ltd. Government still had a 67% shareholding while a black empowerment organisation has a % shareholding in ABC Ltd. ABC Ltd was authorized to keep a monopoly on fixed-line services for at least five years from 17. In May 18, ABC Ltd joined the World Partners Association, a premier alliance of carriers offering global communication services to multi-national corporations worldwide.


The government plans to deregulate the fixed-line telecommunication sector in the last quarter of 00. This means that government will be offering a license to a Second Network Operator (SNO) giving customers a choice on which operator it wants to use. Added to this, ABC Ltd ‘s Initial Public Offering (IPO) is expected soon. This means that ABC Ltd need not only prepare itself for competition, but also needs to become an attractive investment opportunity. ABC Ltd has already spent R4 billion on upgrading and expanding the network with the latest technology. It has also streamlined the structure of the company, and designed new products and services for the market segments. The organisation has already come a long way in transforming the company into a world-class organisation. The culture it is trying to develop is much more progressed than the old governmental culture. With the technology base already in place and new products and services being developed, the success of the company now lies in its employees, because when telecom companies are in competition with one another, all use similar technologies and can have similar products, but the aspect that makes a difference between them, is customer service (Collins 00114). This lies solely in the hands of its satisfied or dissatisfied employees to offer world-class service, so that the customers choose ABC Ltd as their choice of operator. It is therefore very important for the organisation to have highly motivated and satisfied employees.


. Aim


The aim of this report is to describe the level of job satisfaction of the employees in ABC Ltd and to recommend ways that management can create a workforce that is highly motivated and that enjoys its work. The results of this research will identify the aspects that need attention in ABC Ltd, as well as possible solutions.





4 Theory


4.1 Introduction


Job satisfaction is the degree to which an individual feels positively or negatively about his job. In broad terms job satisfaction may be defined as an individual’s general attitude towards his job (Hodson, 11).


An individual’s job is more than just the activities of shifting papers, serving customers or driving a bakkie or truck around (Robbins, 18151). Jobs require interaction and mingling with co-workers and bosses, obeying rules and policies of the organization, meeting performance standards and living with working conditions that are often not ideal or suitable to the individuals nature. Therefore an employee’s assessment of how satisfied or dissatisfied he is with his job is a complex summation of discrete job variables. Thousands of studies have examined the relationship between job satisfaction and other organisational variables. One of those variables is motivation. For the purpose of this study, motivation is used as the core variable determining job satisfaction.


Motivation is defined in many different ways.


Motivation is the forces acting on or within a person that causes that person to behave in a specific, goal directed manner (Steers, 18).


Motivation is the psychological process that gives behaviour purpose and direction (Kreitner, 15).


Motivation is a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, Lindner 15).


Motivation is an internal drive to satisfy an unsatisfied need (Higgins, 14).


Motivation is not a personal trait as commonly believed, but it is rather the result of the interaction of the individual and the situation. Motivation varies between individuals and within individuals at different times. Studies have revealed a positive relationship between motivation and job satisfaction (Joubert, 000). This means that managers can potentially enhance employee’s job satisfaction through various attempts to increase motivation. Several research studies have been done in the field of work motivation and satisfaction and many psychologists have tried to explain it in terms of certain needs, interests and values (Joubert, 000). These theories may be divided into two groups


a. Content (need-based) Theories


b. Process Theories


4. Content Theories


Content or need-based theories emphasize specific human needs or factors within a person that energize, direct and/or stop behaviour. The theory explains motivation as a phenomenon primarily occurring intrinsically or within an individual.


4..1 Maslow’s Hierarchy of needs


Abraham Maslow was a humanistic psychologist. He believed that humans strive for an upper level of capabilities and they seek the frontiers of creativity, the highest reaches of consciousness and wisdom. This has been labelled fully functioning person, healthy personality, or as Maslow calls this level, self-actualising person (Maslow, 168).


Maslow has set up a hierarchy of five levels of basic needs. Beyond these needs, higher levels of needs exist. These include needs for understanding, aesthetic appreciation and purely spiritual needs. In the levels of the five basic needs, the person does not feel the second need until the demands of the first have been satisfied, nor the third until the second has been satisfied, and so on. Maslows basic needs are as follows


4..1.1 Physiological Needs


These are biological needs. They consist of needs for oxygen, food, water and a relatively constant body temperature. They are the strongest needs, because if a person were deprived of all needs, the physiological ones would come first in the persons search for satisfaction.


4..1. Safety Needs


When all physiological needs are satisfied and are no longer controlling thoughts and behaviours, the needs for security can become active. Adults have little awareness of their security needs except in times of emergency or periods of disorganization in the social structure (such as widespread rioting). Children often display the signs of insecurity and the need to be safe.


4..1. Needs of Love and Affection


When the needs for safety and for physiological well-being are satisfied, the next class of needs for love and affection can emerge. Maslow states that people seek to overcome feelings of loneliness and alienation. This involves both giving and receiving love, affection and the sense of belonging.


4..1.4 Needs for Esteem


When the first three classes of needs are satisfied, the needs for esteem can become dominant. These involve needs for both self-esteem and for the esteem a person gets from others. Humans have a need for a stable, firmly based, high level of self-respect, and respect from others. When these needs are satisfied, the person feels self-confident and valuable as a person in the world. When these needs are frustrated, the person feels inferior, weak, helpless and worthless.


4..1.5 Needs for Self-Actualisation


When all of the foregoing needs are satisfied, only then are the needs for self-actualisation activated. Maslow describes self-actualisation as a persons need to be and do that which the person was born to do. Example, A musician must make music, an artist must paint, and a poet must write. These needs make themselves felt in signs of restlessness. The person feels on edge, tense, lacking something. If a person is hungry, unsafe, not loved or accepted, or lacking self-esteem, it is very easy to know what the person is restless about. It is not always clear what a person wants when there is a need for self-actualisation.


The hierarchic theory is often represented as a pyramid as shown in Figure 1, with the larger, lower levels representing the lower needs and the upper point representing the need for self-actualisation. Maslow believes that the only reason that people would not move well in direction of self-actualisation is because of hindrances placed in their way by society e.g. lack of education.





Figure 1 - Malsows Hierarchy Model


4.. McClelland’s Theory of Needs


David McClelland (Braden, 000 a 1) proposed that an individuals specific needs are acquired over time and are shaped by life experiences. Most of these needs can be classed as either a need for achievement, affiliation or power. A persons motivation and effectiveness in certain job functions are influenced by these three needs. McClellands theory is sometimes referred to as the three-need theory or as the learned needs theory (Braden, 000 a 1).


4...1 Need for Achievement


People with a high need for achievement seek to excel and tend to avoid both low-risk and high-risk situations. Achievers avoid low-risk situations, because the easily attained success is not a genuine achievement. Employees with a high need for achievement prefer work that has a moderate probability of success, ideally a 50% chance. Achievers need regular feedback in order to monitor the progress of their achievements. They prefer either to work alone or with other high achievers (Braden, 000 a ).


4... Need for Affiliation


Those with a high need for affiliation need harmonious relationships with other people and need to feel accepted by other people. They tend to conform to the norms of their work group. Employees with a high need for affiliation prefer work that provides significant personal interaction. They perform well in customer service and client interaction situations (Braden, 000 a ).


4... Need for Power


The need for power can be one of two types - personal and institutional. Those who need personal power want to direct others and this need is often perceived as undesirable. People who need institutional power (also known as social power) want to organize the efforts of others to further the goals of the organization. Managers with a high need for institutional power tend to be more effective than those with a high need for personal power (Braden, 000 a ).


4.. Herzberg Factor (Motivator � Hygiene) Theory


Herzberg (Zillmann, 000) found separate and distinct clusters of factors associated with job satisfaction and dissatisfaction. One set of factors (motivators) could make people feel good about their jobs while an entirely different set of things (hygiene factors) can make them dissatisfied. The motivators are factors such as opportunity for recognition, advancement, achievement and responsibility, as shown in Figure . These motivating factors are related to the work itself and can increase employee performance. In addition to this, Herzberg also claims that hygiene factors such as status, working conditions, company policy and administration, money, supervision, interpersonal relations, and security do not motivate individuals, but rather prevent job dissatisfaction (Zillmann, 000).


Figure - Herzbergs Model


Herzberg believes that the opposite of job satisfaction is not job dissatisfaction, but rather no job satisfaction, and similarly, the opposite of job dissatisfaction is not job satisfaction, but no dissatisfaction (Herzberg 168).


4..4 Theory X and Theory Y


Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 160 book The human side of enterprise. Theory X and theory Y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregors X-Y theory remains a valid basic principle from which to develop positive management style and techniques. Mcgregor maintained that there are two fundamental approaches to managing people. Both theories are discussed in more detail below.


4..4.1 Theory X


Theory X is based on an authoritarian management style. Mcgregor believed that the average employee dislikes work and will avoid it when he/she can. Therefore most people must be forced with the threat of punishment to work towards organisational objectives. He also believed that the average employee prefers to be directed to avoid responsibility, is relatively unambitious and wants security above all else.


4..4. Theory Y


Theory Y is based on a participative management style where effort in work is as natural as work and play. People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population. In industry the intellectual potential of the average person is only partly utilised.


4..5 ERG Theory


Alderfer (Robbins, 18) has reworked Maslow’s need hierarchy. As mentioned previously, Maslow believed that the lower-order needs have to satisfied before an individual will be motivated to move on to behaviours that satisfy higher-order needs. Aldefer does not share that belief in the hierarchy. He believe that the need for socialization would be more important to most people than the need for growth (Braden, 000). Alderfer addressed this issue by reducing the number of levels to three as shown in Figure . His revised need hierarchy theory argues that there are three groups of core needs existence, relatedness and growth, hence the label ERG. The ERG need theory can be mapped to those of Maslows theory as follows (Internet Center for Management and Business Administration 00)


a. Existence Physiological and safety needs


b. Relatedness Social and external esteem needs


c. Growth Self-actualisation and internal esteem needs


Like Maslows model, the ERG theory is hierarchical - existence needs have priority over relatedness needs, which have priority over growth. Despite the similarities, there are distinct differences in the two theories. In addition to the reduction in the number of levels, the ERG theory differs from Maslows in the following three ways (Internet Center for Management and Business Administration 00)


a. Unlike Maslows hierarchy, the ERG theory allows for different levels of needs to be pursued simultaneously.


b. The ERG theory allows the order of the needs be different for different people.


c. The ERG theory acknowledges that if higher levels need remains unfulfilled, the person may regress to lower level needs that appear easier to satisfy. This is known as the frustration-regression principle.


While the ERG theory therefore presents a model of progressive needs, the hierarchical aspect is not rigid. This flexibility allows the ERG theory to account for a wider range of observed behaviours. For example, it can explain the starving artist who may place growth needs above existence ones.


Figure - Alderfers Hierarchy


4. Process Theories


Process theories take a more dynamic view of motivation than need theories. These theories focus on the initial energy of behaviour through to behaviour alternatives and then to actual efforts by the individual.


4..1 Vroom’s Expectancy Theory


Victor Vroom (Vroom, 164) formulated a mathematical model of an expectancy theory, which can be summarised as follows


The strength of a tendency to act in a certain way depends on the strength of expectancy that the act will be followed by a given consequence (or outcome) and on the value or attractiveness of that consequence (or outcome) to the actor (Lawler III, 1745).


In other words according to the expectancy theory an individual is motivated to exert a high level of effort when he believes that his effort will lead to a good performance appraisal. A good appraisal will lead to organizational rewards like bonus, a salary increase or promotion and these rewards will satisfy employees’ personal goals. The theory focuses on three relationships


4..1.1 Expectancy effort�performance relationship


According to Vroom’s terminology, expectancy represents an individual’s belief that a particular level of performance will follow a particular degree of effort. In other words, it is an effort - performance expectation. Expectancy takes the form of subjective probabilities. An individual’s expectancy perception depend on his/her self-esteem, self-efficacy, previous success at a task, help received, information necessary to complete the task and the material and equipment to work with (Kreitner Kinicki, 00147).


4..1. Instrumentality performance-rewards relationship


Instrumentality represents a person’s belief that a particular outcome is contingent on accomplishing a specific level of performance. Performance is instrumental when it leads to something else. For example, passing the exams is instrumental to graduating from university (Kreitner, et al, 00148).


4..1. Valence rewards-personal goal relationship


Valence refers to the positive or negative value people place on outcomes. Valence mirrors our personal preference (Churchill, 181).


For example, most employees have a positive valence for receiving additional money or recognition. An outcome’s valence depends on an individual’s needs.


4.. Equity Theory


Equity Theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships (Kreitner, et al 0018). Equity Theory is based on cognitive dissonance theory developed by social psychologist Leon Festinger in the 150s. According to Festinger’s theory, people are motivated to maintain consistency between their beliefs and their behavior. Perceived inconsistencies create cognitive dissonance, which, in turn, motivates corrective action. (Festinger, 157)


Psychologist J Stacy Adams pioneered application of the equity principle to the workplace. Adam’s equity theory of motivation is an awareness of key components of the individual�organisation exchange relationship. This relationship is pivotal in the formation of employees’ perceptions of equity and inequity (Kreitner, et al 001) There are two primary components involved in the employee-employer exchange, i.e. inputs and outcomes (Kreitner, et al 001) An employee’s inputs, are what he or she brings to the situation and expects a just return for, like time, education, experience, skills, and effort. On the outcome side of the exchange, the organisation provides outputs to the employee such as pay, fringe benefits, bonuses, raises, promotions and recognition. Equity theory asserts that employees are motivated when they perceive that they are being treated in a manner that is equal to the manner in which all other employees are being treated (Braden 000 c 1). In other words, Equity Theory in the workplace deals with the way people compare the value of themselves to others in similar work situations, based on their inputs and outputs as shown in Figure 4.


Figure 4 - Equity Theory Model


When the output to input ratio is viewed as equivalent, equity is perceived as attained and there is not much motivation to change the situation. However, inequalities occur when the output to input ratio is not equivalent to the comparison person. The inequalities motivate the employee to try to achieve equality. When an employee feels there is inequality, they tend to try and reduce the inequality. Employees attempt to reduce inequalities by increasing or decreasing their inputs and/or outputs, distorting their or the comparison person’s inputs or outputs, or by just changing the comparison person. In this way, inequalities could impact negatively or positively on employees’ motivation, performance and satisfaction, depending on the individual’s evaluation of equity and fairness of their job inputs and outcomes relative to those of other members in the organisation. This is why implementing the Equity Theory of motivation is often a problem for employers, because of the difficulty in defining exactly what each individual perceives to be equal. Some believe equal treatment means treating every employee in exactly the same way, while others believe that equal treatment must be based on the situation so that each employee’s treatment should be based on his/her unique situation. Example is it fair that all employees get an across the board raise of 5 percent, or is it fair that high performers get a higher percentage increase than those that are low performers. No matter how fair employers think they are, each employee’s perception of equity is what eventually counts.


4.. Goal Setting Theory


A goal can be defined as a desirable objective that an individual wants achieved. Edwin Locke’s goal-setting theory states that specific and difficult goals lead to higher performance (Conkright, 18). Locke and his associates formulated an instructive model for the Goal Setting Theory as shown in Figure 5.


Figure 5 Locke s Model of Goal Setting


According to Locke’s model (Locke, 168) goal setting has four motivational mechanisms


a. Goals direct attention Goals that are personally meaningful tend to focus attention on what is relevant and important.


b. Goals regulate effort Not only do goals make people selectively perceptive, they also motivate them to act. Generally the level of effort expended is proportionate to the difficulty of the goals.


c. Goals increase persistence Persistent people tend to see obstacles as a challenge to be overcome rather than as reasons to fail. A difficult goal that is important to an individual is a constant reminder to keep exerting effort in the appropriate direction.


d. Goals foster strategies and action plans Goals can help because they encourage people to develop strategies and action plans that enable them to achieve their goals (Conkright, 18).


Reviews of many goal-setting studies reveal the following


a. Difficult goals lead to higher performance.


b. Specific, difficult goals lead to higher performance for simple rather than complex tasks.


c. Feedback enhances the effect of specific, difficult goals.


d. Participative goals, assigned goals and self-set goals are equally effective.


e. Good communication and monetary incentives affect goal-setting outcomes.


4..4 Reinforcement Theory


Reinforcement Theory can be described in a single statement, “Consequences influence behaviour” (Hill, 185). It works in a variety of situations and it can be simply applied, and it has just a few basic ideas. It means that people do things because they know other things will follow. Therefore, depending upon the type of consequence that follows, people will produce some behaviours and avoid others.


4..4.1 Principles of Reinforcement


There are three basic principles of this theory. These are the Rules of Consequences. The three rules describe the logical outcomes that typically occur after consequences (Skinner, 15).


a. Consequences that give rewards increase a behaviour.


b. Consequences that give punishments decrease a behaviour.


c. Consequences that give neither rewards nor punishments extinguish behaviour.


These rules provide an excellent blueprint for influence. If behaviour needs to be increased (make it more frequent, more intense, more likely), when the behaviour is shown, provide a consequence of reward. If behaviour needs to be decreased (make it less frequent, less intense, less likely), when the behaviour is shown, provide a consequence of punishment. Finally, if a behaviour needs to be extinguished (disappear, fall out of the behavioural repertoire), when the behaviour is shown, provide no consequence (ignore the behaviour) (Skinner 168).


The main point of this theory is that consequences influence behaviour. Rewarding consequences increase behaviour. Punishing consequences decrease behaviour. No consequences extinguish a behaviour. This process is illustrated in Figure 6.


Figure 6 Process of Reinforcement Theory





4.4 Conclusion


Using all the above-mentioned theories to motivate employees is very complex, because the strategy depends on which motivation theories are used as bases. There are an infinite number of possible strategies that could be used. However, the key to motivating employees is to know what motivates each employee and then to design a motivation program based on those criteria.





5 Research Methodology


5.1 Introduction


Extensive research has already been done in the field of motivation and job satisfaction. Most of the data gathered for human behaviour research has been gathered by means of surveys. The survey method will also be used for this investigation.


5. A description of the method of study


A field survey will be done by means of a questionnaire made up of questions assessing how employees feel. A field survey was chosen because it provides an effective way to find out how people feel about issues. It is also the most cost efficient way of obtaining the required information.


Researchers at the University of Minnesota, USA, concluded that there are 0 different dimensions underlying job satisfaction. Questioning employees on all of these dimensions was not possible due to limited time available to respondents. The questionnaire by Paul Spector was used in this research as it covers Frederick Herzberg’s two dimensions of job satisfaction, i.e. motivation and “hygiene”. The hygiene issues that it covers are supervision, salary, interpersonal relations/co-workers and working conditions. The motivation issues it covers are recognition, achievement, the work itself, responsibility and advancement. The questionnaire appears in Appendix A.


5. Method of data collection


Measuring job satisfaction is rather difficult, because sometimes an individual can be relatively satisfied with one aspect of his job and dissatisfied with some other aspects. There are two approaches found in the literature on measuring job satisfaction, namely a single global rating and a summation score method. Both methods will be used in this report. The former method is nothing more than asking individuals to respond to one question such as “How satisfied are you with your job?” The other approach, which is used in this report, is a summation of job facets. It identifies key elements in a job and asks for the employee’s feeling about each. This survey was based on a questionnaire (Appendix A) by a psychological student, Paul E Spector, from the University of South Florida. The following factors were included in the Job Satisfaction Survey questionnaire


j. Pay


k. Promotion


l. Supervision


m. Fringe Benefits


n. Contingent Rewards


o. Operating conditions


p. Co-workers


q. Nature of Work


r. Communication


These factors were rated on a standardized scale and the scores added up to determine an overall job satisfaction score.


5.4 Research Instrument


The Job Satisfaction Survey has some of its items written in each direction - positive and negative. Scores on each of the nine facets (subscales), based on 4 items each, can range from 4 to 4; while scores for total job satisfaction, based on the sum of all 6 items, can range from 6 to 16. Each item is scored from 1 to 6. High scores on the scale represent job satisfaction, so the scores on the negatively worded items must be reversed before summing with the positively worded into facet or total scores. A score of 6 representing strongest agreement with a negatively worded item is considered equivalent to a score of 1 representing strongest disagreement on a positively worded item, allowing them to be combined meaningfully. Below is the step-by-step procedure for calculating scores.


a. Responses to the items should be numbered from 1 representing strongest disagreement to 6 representing strongest agreement with each.


b. The negatively worded items should be reverse scored. Below are the reversals for the original item score in the left column and reversed item score in the right. The rightmost values should be substituted for the leftmost. This can also be accomplished by subtracting the original values for the internal items from 7.


Table 1 - Score breakdown for negatively worded items


c. The negatively worded items are , 4, 6, 8, 10, 1, 14, 16, 18, 1, 1, , 4, 6, , 1, , 4, and 6. Note the reversals are NOT every other one.


d. Sum responses to 4 items for each facet score and all items for total score after the reversals from step . Items go into the sub-scales as shown in the table.


Table � Sub-scale Breakdown


5.5 Conclusion


The study was limited to a sample group consisting of only 45 employees. This means that conclusions made from results obtained from the survey will not necessary reflect the actual level of job satisfaction within the 40 000-employee organization. In addition to this, the answers selected by the sample group could be influenced by the moods of the employees at the time of completing the questionnaire.





6 Interpretation and Analysis of Results


6.1 Introduction


The results obtained were first analysed separately in each of the motivation dimensions researched. Conclusions and recommendations were made for each dimension. Thereafter, a summation analysis was made and conclusions and recommendations were then made on the overall level of job satisfaction within the organization.


6.1.1 Pay


The old adage you get what you pay for tends to be true when it comes to staff members (Syptak, Marsland & Ulmer, 14). Salary is not always a motivator to employees, but they do want to be paid fairly. If individuals believe they are not compensated well, they will be unhappy working for the organisation.


6.1.1.1 Analysis of Pay


Analysing the pie chart of pay satisfaction in Figure 7, one can deduce that 70% of the employees are moderately satisfied with the pay they are receiving, 15% are very satisfied and 15% are unsatisfied.


Figure 7- Pie Chart of Pay Satisfaction


6.1.1. Recommendations


The following recommendations are made to improve the current situation


a. Consult salary surveys to see whether the salaries offered by the company are comparable to those of other telecommunications companies.


b. In addition, the company should make sure that it has clear policies related to salaries, raises and bonuses, so that all employees are treated equitably.


6.1. Promotion


In many industrial and commercial organisations, success is often externally signalled by promotion (Gruneberg, 17). To the employee, promotion is more than just recognition of achievement; it is also an increase in financial reward and status. It is therefore a good way to reward loyalty and performance. It is very difficult to motivate an employee if there is no room for advancement.





6.1..1 Analysis of Promotion


An analysis of Figure 8, the Pie Chart for Promotion, indicates that no employees are very satisfied with his/her chances of promotion. It also shows that a large percentage (46%) of the employees are actually unsatisfied with the chance of them receiving a promotion and 54% are moderately satisfied with their chances of promotion.


Figure 8 - Pie Chart of Promotion Satisfaction


6.1.. Recommendations


The majority of the employees are not satisfied with the probability of being promoted. Plateauing seems to be one of the organisation’s problems. To overcome this problem, the following recommendations are made


a. If there is not an open position to which to promote a valuable employee, the company should consider giving him or her a new title that reflects the level of work he or she has achieved.


b. When feasible, support employees by allowing them to pursue further education, which will make them more valuable to the organisation and more fulfilled professionally.


6.1. Supervision


Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action (Bravendam, 000).


6.1..1 Analysis of Supervision


The supervision in the organisation seems to be very good because a large majority (54%) of the employees are very satisfied with their supervisors, while 1% are moderately satisfied and only 15% are unsatisfied with their supervisors.


Figure - Pie Chart of Supervision Satisfaction


6.1.. Recommendations


It is noticeable that the majority of the employees are highly satisfied with their supervisors or managers. However, there are a few who are unsatisfied or only moderately satisfied. The following recommendations are made to improve the current situation


a. To decrease dissatisfaction in this area, management must begin by making wise decisions when they appoint someone to the role of supervisor. They should be aware that good employees do not always make good supervisors. The role of supervisor is extremely difficult. It requires leadership skills and the ability to treat all employees fairly.


b. Supervisors should be taught to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out.


6.1.4 Fringe Benefits


The Annual Job Satisfaction Survey (000) by Kevin T. Higgins concluded with a question on what their companies can do (besides raising salaries) to increase employee satisfaction. The most repeated answer was better fringe benefits.


6.1.4.1 Analysis of Fringe Benefits


As seen in Figure 10, only 8% of the employees are unsatisfied with their fringe benefits they receive from the company compare to 6% that are moderately satisfied and % that are very satisfied with their fringe benefits.


Figure 10 - Pie Chart of Fringe Benefits Satisfaction


6.1.4. Recommendations


Since the majority of the employees questioned are only moderately satisfied with their fringe benefits, the following recommendation is made to improve the current situation


a. Consult fringe benefit surveys to see whether the fringe benefits offered by the company are comparable to those of other companies.


6.1.5 Contingent Rewards


Individuals at all levels of the organization want to be recognized for their achievements in their jobs. Employees will feel more satisfied if they experience that they are rewarded fairly for the work they do.


6.1.5.1 Analysis of Contingent Rewards


The Pie chart in Figure 11 is reason for concern, because 77% of the employees are only moderately satisfied with their contingent rewards. The rest (%) are unsatisfied and not a single employee is very satisfied with his contingent rewards.


Figure 11 - Pie Chart of Contingency Rewards Satisfaction


6.1.5. Recommendations


The results indicate that the majority of the employees are only moderately satisfied with their contingent rewards. None are very satisfied. The following recommendations are made to improve the current situation


a. Employees should be given recognition and sincere praise for jobs well done, even if the success is not monumental.


b. Acknowledgement of good work should be given immediately.


c. The company should make sure that rewards given are for genuine contributions to the organization.


d. There should be consistency in the organization’s reward policies.


e. A formal recognition program, such as employee of the month could be implemented.


f. Instead of money, benefits and perks should also be used as rewards.


6.1.6 Operating Conditions


The environment in which people work has a tremendous effect on their level of pride in the company and in the work they are doing.


6.1.6.1 Analysis of Operating Conditions


Analysing the Pie chart on Operating Conditions Satisfaction in Figure 1, it is clear that 54% of the employees are moderately satisfied with their operating conditions, 1% are very satisfied and 15% are unsatisfied with their operating conditions.


Figure 1 - Pie Chart of Operating Conditions Satisfaction


6.1.6. Recommendations


The following recommendations are made to improve the current situation


a. Limited resources such as too few photocopiers and printers could increase dissatisfaction in a job. Bottlenecks in the working environment should be overcome or solved by improving efficiency.


a. To decrease frustration, unnecessary policies and procedures should be eliminated or streamlined to improve efficiency and decrease dissatisfaction.


b. The company should ensure the policies and procedures are fair and apply equally to all.


c. Updating the company’s policy manual (with staff input) could be considered.


d. The company’s policies could be compared to those of similar companies to see whether particular policies are unreasonably strict or whether some penalties are too harsh.


e. The company should attempt to keep equipment and facilities up to date. Even a good office chair can make a world of difference to an individuals psyche.


f. The company should avoid overcrowding and should allow each employee his or her own personal space.


6.1.7 Co-workers


People work with others to achieve common goals. Whether the organisation is for profit, or non-profit, more can be accomplished with the interaction and assistance from other people. Organisations that maintain constructive interpersonal relationships benefit financially as well as culturally (Bavendam Research Incorporated, 1).


6.1.7.1 Analysis of Co-worker Results


This is by far the most impressive sector of the employees’ level of job satisfaction. 77% of the employees are very satisfied with their co-workers, the remaining % are moderately satisfied with their co-workers and with no one unsatisfied.


Figure 1 - Pie Chart of Co-Workers Satisfaction


6.1.7. Recommendations


Part of the satisfaction of being employed is the social contact it brings. To many people, work also fills the need for social interaction. It seems as if this organisation has very friendly and supportive co-workers because the majority of the employees are highly satisfied with this facet of their job. However, there are still % that are only moderately satisfied, implying that there is still some work that needs to be done. The recommendation is that management allow employees a reasonable amount of time for socialization. This will help them develop a sense of camaraderie and teamwork and hopefully convert the % to the very satisfied group.


6.1.8 Nature of Work


Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful.


6.1.8.1 Analysis of Nature of Work


None of the employees were unhappy about the nature of the work they were doing. Almost half the employees (46%) were very satisfied with the type of work they were doing while 54% were at least moderately satisfied.


Figure 14 - Pie Chart of Nature of Work Satisfaction


6.1.8. Recommendations


Even though none of the employees were unsatisfied with the type of work they were doing, there is still 54% that are not yet very satisfied. The following recommendations are suggested


a. Management could emphasize important tasks that may have become ordinary within the organisation.


b. If the employees do not find all their tasks interesting or rewarding, they should at least be made aware of how essential those tasks are to the overall processes that make the organisation succeed.


c. To decrease frustration, unnecessary policies and procedures should be eliminated or streamlined to improve efficiency and satisfaction.


d. Employees should be given enough freedom and power to carry out their tasks so that they feel they own the result.


e. As individuals mature in their jobs, opportunities for added responsibility should be provided without simply adding more work. Instead, management could find ways to add challenging and meaningful work, perhaps giving the employee greater freedom and authority as well.


f. Management could ensure that employees are placed in positions that use their talents and do not set them up for failure.


g. Clear, achievable goals and standards for each position should be set, and employees should know what those goals and standards are.


h. Individuals should receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs.


i. Individuals should not be overloaded with challenges that are too difficult or impossible, as that will be paralysing.


6.1. Communication


Communication is defined as “ the exchange of information between a sender and receiver and the inference of meaning between the individuals involved” (Bowditch & Buono, 1710). Organisations can’t exist without communication because managerial decisions and organisational policies are ineffective unless they are understood by those responsible for enacting them (Kreitner, et al, 00147).


6.1..1 Analysis of Communication


Only 15% of the employees are very satisfied with the communication within the organisation, while the majority (54%) are only moderately satisfied and 1% are unsatisfied with the communication within the organisation.


Figure 15 - Pie Chart of Communication Satisfaction


6.1.. Recommendations


The communication within the company can be improved by considering the following recommendations


a. Management should eliminate unnecessary policies and procedures that slow down and hinders communication between levels and departments.


b. Staff feedback should be encouraged and it should be given formally and informally.


c. The grapevine is an important form of informal communication. It should be used by the organisation to achieve its desired results.


6. Conclusion and Recommendations


Figure 16 - Pie Chart of Overall Job satisfaction Level


Based on the summation score, all the employees scored between 7 and 144. This means that all the employees are only moderately satisfied with their jobs as shown in Figure 16. This summation score is not a good indication of the level of job satisfaction across the board in the organisation, because of a belief in the theory that job satisfaction is multi-dimensional. An employee might be satisfied with one or more aspects of the job and dissatisfied with one or more aspects of the job as interpreted in the previous sections. For ABC Ltd the retention of its skilled staff is a matter of survival when the competition enters the market in the near future. Like the customers, the skilled employees will have a bigger choice in choosing which company they want to work for. Unfortunately, there is no single correct way to manage people because each employee has different needs, backgrounds and expectations. A good place to start is by creating an environment that promotes job satisfaction and counters dissatisfaction. This is possible by improving on the motivation and hygiene issues discussed and analysed in previous sections. However, an organisation cannot satisfy all its employees because practices that satisfy one employee might cause another to resign. After the perfect or a good environment has been created, it is recommended that the management in ABC LTD identify the qualities that they want in their “ideal” employees and then structure its employee retention and recruitment strategy around it. This will allow them to satisfy and attract the majority of the employees that they would like to retain and recruit, while those that are not satisfied and are willing to resign will be those that most probably do not fit their “ideal” employee profile.





7 References


1. R. Hodson, “Workplace Behaviors,” Work and Occupations, August 11


. R. M. Steers, Motivation and Work Behavior, New York McGraw-Hill, 18


. Dr Linah Joubert, Work motivation and job satisfaction, 000


4. http//www.hcc.hawaii.edu/intranet


5. PamelaA. Braden, WVUP,000 LectureERG Motivation Theory


6. Internet Center for Management and Business Administration, Inc., MBAnet.com, 00


7. Organisational Behavior 5th edition Kreitner and Kinicki


8. Work and Motivation, 164, Vroom


. L Festinger, A Theory of Cognitive Dissonance, 157


10. Pamela A Braden, Lecture Equity Theory, 000


11. T. D. Conkright, “So you’re going to manage a project …” Training, Jan18


1. W Hill, Learning A survey of psychological interpretations. (4th. Ed.). New York Harper and Row, 185


1. Skinner, B., Science and human behavior. New York MacMillan, 15


14. Skinner, B., The technology of teaching. New York Appleton-Crofts, 168


15. (Kreitner R, Management 6th ed, Boston Houghton Mifflin Company, 15


16. Buford, Bedeian, & Lindner, Management in Extension rd ed., Columbus, 15


17. Higgins J M, The management challenge, nd ed., New York, 14


18. F. Herzberg, “one more time How do you motivate Employees?”, 168


1. Organizational Behavior, Michelle Zillmann, 000


0. Abraham H. Maslow Toward a Psychology of Being, D. Van Nostrand Company, 168


1. Lecture McClelland’s Theory of Needs, Pamela A. Braden


. Division of Business & Economics, 000


. Churchill, Organisational behavior and human performance, 181


4. Work and Motivation, Vroom, 164


5. T D Conkright, “So you’re going to manage a project …” Training, Jan18


6. Gruneberg, Understanding job satisfaction, 17


7. Speacial Reports. Volume , Bavendam Research Incorporated, 1


8. A Primer on Organisational Behavior, Bowditch and Buono, 17


. Kreitner R, Management 6th ed, Boston Houghton Mifflin Company, 15


0. J Michael Syptak, David W. Marsland, Deborah Ulmer, Job Satisfaction, Putting Theory into Practice, 1


1. Stephen P Robbins, Organizational Behavior, 8th ed, 18


8 Appendix A


JOB SATISFACTION SURVEY Paul E. SpectorDepartment of PsychologyUniversity of South Florida


PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINIONABOUT IT. Disagree very muchDisagree moderatelyDisagree slightlyAgree slightlyAgree moderatelyAgree very much


1 I feel I am being paid a fair amount for the work I do. 1 4 5 6


There is really too little chance for promotion on my job. 1 4 5 6


My supervisor is quite competent in doing his/her job. 1 4 5 6


4 I am not satisfied with the benefits I receive. 1 4 5 6


5 When I do a good job, I receive the recognition for it that I should receive. 1 4 5 6


6 Many of our rules and procedures make doing a good job difficult. 1 4 5 6


7 I like the people I work with. 1 4 5 6


8 I sometimes feel my job is meaningless. 1 4 5 6


Communications seem good within this organization. 1 4 5 6


10 Raises are too few and far between. 1 4 5 6


11 Those who do well on the job stand a fair chance of being promoted. 1 4 5 6


1 My supervisor is unfair to me. 1 4 5 6


1 The benefits we receive are as good as most other organizations offer. 1 4 5 6


14 I do not feel that the work I do is appreciated. 1 4 5 6


15 My efforts to do a good job are seldom blocked by red tape. 1 4 5 6


16 I find I have to work harder at my job because of the incompetence of people I work with. 1 4 5 6


17 I like doing the things I do at work. 1 4 5 6


18 The goals of this organization are not clear to me. 1 4 5 6


PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINIONABOUT IT. Disagree very muchDisagree moderatelyDisagree slightlyAgree slightlyAgree moderatelyAgree very much


1 I feel unappreciated by the organization when I think about what they pay me. 1 4 5 6


0 People get ahead as fast here as they do in other places. 1 4 5 6


1 My supervisor shows too little interest in the feelings of subordinates. 1 4 5 6


The benefit package we have is equitable. 1 4 5 6


There are few rewards for those who work here. 1 4 5 6


4 I have too much to do at work. 1 4 5 6


5 I enjoy my co-workers. 1 4 5 6


6 I often feel that I do not know what is going on with the organization. 1 4 5 6


7 I feel a sense of pride in doing my job. 1 4 5 6


8 I feel satisfied with my chances for salary increases. 1 4 5 6


There are benefits we do not have which we should have. 1 4 5 6


0 I like my supervisor. 1 4 5 6


1 I have too much paperwork. 1 4 5 6


I dont feel my efforts are rewarded the way they should be. 1 4 5 6


I am satisfied with my chances for promotion. 1 4 5 6


4 There is too much bickering and fighting at work. 1 4 5 6


5 My job is enjoyable. 1 4 5 6


6 Work assignments are not fully explained. 1 4 5 6


MANAGEMENT REPORT


JOB SATISFACTION LEVELS OF EMPLOYEES OF A MULTINATIONAL ORGANISATION


By


Sajied Sayed (116577)


Submitted as part of the requirements for the degree in MASTERS IN BUSINESS ADMINISTRATION in the Faculty of Economics and Management Sciences, University of Pretoria, Pretoria.


Study Leader Professor H E Brand


Date /10/00





TABLE OF CONTENTS


1 EXECUTIVE SUMMARY 6


OPSOMMING 11


BACKGROUND 16


.1 INTRODUCTION 16


. AIM 17


4 THEORY 1


4.1 INTRODUCTION 1


4. CONTENT THEORIES 0


4..1 Maslow’s Hierarchy of needs 0


4.. McClelland’s Theory of Needs


4.. Herzberg Factor (Motivator � Hygiene) Theory 4


4..4 Theory X and Theory Y 5


4..5 ERG Theory 6


4. PROCESS THEORIES 8


4..1 Vroom’s Expectancy Theory 8


4.. Equity Theory 0


4.. Goal Setting Theory


4..4 Reinforcement Theory 4


4.4 CONCLUSION 5


5 RESEARCH METHODOLOGY 6


5.1 INTRODUCTION 6


5. A DESCRIPTION OF THE METHOD OF STUDY 6


5. METHOD OF DATA COLLECTION 6


5.4 RESEARCH INSTRUMENT 7


5.5 CONCLUSION


6 INTERPRETATION AND ANALYSIS OF RESULTS 40


6.1 INTRODUCTION 40


6.1.1 Pay 40


6.1. Promotion 41


6.1. Supervision 4


6.1.4 Fringe Benefits 44


6.1.5 Contingent Rewards 45


6.1.6 Operating Conditions 46


6.1.7 Co-workers 47


6.1.8 Nature of Work 4


6.1. Communication 50


6. CONCLUSION AND RECOMMENDATIONS 5


7 REFERENCES 54


8 APPENDIX A 56





LIST OF FIGURES


FIGURE 1 - MALSOWS HIERARCHY MODEL


FIGURE - HERZBERGS MODEL 5


FIGURE - ALDERFERS HIERARCHY 8


FIGURE 4 - EQUITY THEORY MODEL 1


FIGURE 5 LOCKE S MODEL OF GOAL SETTING


FIGURE 6 PROCESS OF REINFORCEMENT THEORY 5


FIGURE 7- PIE CHART OF PAY SATISFACTION 40


FIGURE 8 - PIE CHART OF PROMOTION SATISFACTION 4


FIGURE - PIE CHART OF SUPERVISION SATISFACTION 4


FIGURE 10 - PIE CHART OF FRINGE BENEFITS SATISFACTION 44


FIGURE 11 - PIE CHART OF CONTINGENCY REWARDS SATISFACTION 45


FIGURE 1 - PIE CHART OF OPERATING CONDITIONS SATISFACTION 46


FIGURE 1 - PIE CHART OF CO-WORKERS SATISFACTION 48


FIGURE 14 - PIE CHART OF NATURE OF WORK SATISFACTION 4


FIGURE 15 - PIE CHART OF COMMUNICATION SATISFACTION 51


FIGURE 16 - PIE CHART OF OVERALL JOB SATISFACTION LEVEL 5





LIST OF TABLES


TABLE 1 - SCORE BREAKDOWN FOR NEGATIVELY WORDED ITEMS 8


TABLE � SUB-SCALE BREAKDOWN





1 Executive Summary


ABC Ltd is the name used for a South African multinational organization that provides short and long distance fixed-line telecommunication services to residential and corporate customers.


ABC Ltd is a corporate with its headquarters in Pretoria, South Africa. The government plans to deregulate the fixed-line telecommunication sector in the last quarter of 00. The Second Network Operator (SNO) has not been finalized as yet. When the license is approved, customers will have a choice which operator they want to use. ABC Ltd ‘s Initial Public Offering (IPO) is also expected soon. This means that ABC Ltd need not only be prepared for competition, but also needs to become an attractive investment opportunity. ABC Ltd has already spent R4 billion on upgrading and expanding the network with the latest technology. It has also streamlined the structure of the company and designed new products and services for the market segments. With the technology base already in place and new products and services being developed, the success of the company now lies in its employees to offer world class service, so that the customers choose ABC Ltd as their choice of operator. It is therefore very important for the organisation to have highly motivated and satisfied employees. This report investigates the level of job satisfaction of employees within ABC Ltd SA Limited.


An employee’s assessment of how satisfied or dissatisfied he is with his job is a complex summation of discrete job variables. Several of studies have examined the relationship between job satisfaction and other organisational variables. One of those variables is motivation. For the purpose of this study, motivation is used as the core variable determining job satisfaction.


Substantive research has been done in the field of work motivation and satisfaction and many psychologists have tried to explain it in terms of certain needs, interests and values (Joubert, 000). These theories may be divided into two groups


a. Content (need-based) Theories


b. Process Theories


Content or need-based theories emphasize specific human needs or factors within a person that energize, direct and/or stop behaviour. The theory explains motivation as a phenomenon occurring primarily intrinsically or within an individual.


Process theories take a more dynamic view of motivation. These theories focus on initial energy of behaviour through to behaviour alternatives and then to actual efforts by the individual.


The strategy to motivate employees depends on which motivation theories are used as bases. There are an infinite number of possible strategies that could be used, however, the key to motivating employees is to know what motivates each employee and then to design a motivation program based on those criteria.


A field survey was done by means of a questionnaire consisting of questions assessing how employees feel. A field survey was chosen because it provides an efficient way to find out how people feel about issues. It is also the most cost effective way of obtaining the required information. The survey used was based on a questionnaire (Appendix A) by a psychology student, Paul E. Spector from the University of South Florida (Spector, 1). The following factors where included in the questionnaire


a. Pay


b. Promotion


c. Supervision


d. Fringe Benefits


e. Contingent Rewards


f. Operating conditions


g. Co-workers


h. Nature of Work


i. Communication


The study was limited to a sample group consisting of 45 employees. This means that conclusions made from results obtained from the survey will not necessary reflect the actual level of job satisfaction within the 40,000-employee organization. In addition to this, the answers selected by the sample group could be influenced by the moods of the employees at the time of completing the questionnaire.


The results obtained were first analysed separately in each of the motivation dimensions researched. Thereafter conclusions and recommendations were made for each dimension. A summation analysis was then done and conclusions and recommendations were made on the overall level of job satisfaction within the organization.


The results indicate that -


a. 70% of the employees are moderately satisfied with the pay they are receiving, 15% are very satisfied and 15% are unsatisfied.


b. None of the employees are very satisfied with his/her chances of promotion. 46% of the employees are actually unsatisfied with the chance of them receiving a promotion and 54% are moderately satisfied with their chances of promotion.


c. The supervision in the organisation seems to be very good, because a large majority (54%) of the employees are very satisfied with their supervisors, while 1% are moderately satisfied and only 15% are unsatisfied with their supervisors.


d. Only 8% of the employees are unsatisfied with the fringe benefits they receive from the company, compare to 6% that are moderately satisfied and % that are very satisfied with their fringe benefits.


e. 77% of the employees are only moderately satisfied with their contingent rewards. The rest (%) are unsatisfied and not a single employee is very satisfied with his/her contingent rewards.


f. 54% of the employees are moderately satisfied with their operating conditions, 1% are very satisfied and 15% are unsatisfied with their operating conditions.


g. 77% of the employees are very satisfied with their co-workers, the remaining % being moderately satisfied with their co-workers and no one was unsatisfied.


h. None of the employees were unhappy about the nature of the work they work were doing. Almost half the employees (46%) were very satisfied with the type of work they were doing while 54% were moderately satisfied.


i. Only 15% of the employees are very satisfied with the communication within the organisation, while 54% are only moderately satisfied and 1% are unsatisfied with the communication within the organisation.


Based on the summation score, all the employees scored between 7 and 144. This means that all the employees are moderately satisfied with their jobs. This summation score is probably not a good indication of the general level of job satisfaction in the organisation, due to the fact that job satisfaction is a multi dimensional concept. An employee might be satisfied with one or more aspects of the job and dissatisfied with other aspects of the job. Unfortunately, there is no right way to manage people, because each employee has different needs, backgrounds and expectations. A good place to start is by creating an environment that promotes job satisfaction. However, an organisation cannot satisfy all its employees, because practices that satisfy one employee might cause another to resign. After the perfect environment has been created, it was recommended that the management in ABC LTD identify the qualities that they want in their “ideal” employees, and then to structure its employee retention and recruitment strategy around it.





Opsomming


ABC Beperk is ‘n multi-nasionale organisasie wat kort- en langafstand vastelyn kommunikasiedienste aan residensi�le en korporatiewe kli�nte lewer.


ABC Beperk is ‘n korporasie met sy hoofkantoor in Pretoria, Suid-Afrika. Die regering beplan om die vastelyn telekommunikasiesektor te privatiseer gedurende die laaste drie maande van 00. Die Tweede Netwerkoperateur (TNO) is nog nie gefinaliseer nie. Wanneer die lisensie goedgekeur is, sal kli�nte kan kies watter operateur hulle wil gebruik. ABC se Aanvanklike Openbare Aanbod (AOA) word ook binnekort verwag. Dit beteken dat ABC Beperk nie net voorbereid moet wees vir kompetisie nie, maar dit moet nou ook ‘n aantreklik beleggingsgeleentheid word. ABC Beperk het reeds R4 biljoen spandeer aan die opgradering en uitbreiding van die netwerk met die jongste tegnologie. Die organisasie het ook sy struktuur verander en het nuwe produkte en dienste vir die mark ontwikkel. Met die tegnologiese basis reeds gevestig en nuwe produkte en dienste wat ontwikkel word, hang die sukses van die organisasie af van die werknemers wat ‘n wêreldklas diens moet lewer aan ABC Beperk se kli�nte. Dit is daarom belangrik dat die organisasie hoogs gemotiveerde en tevrede werknemers het. Hierdie verslag ondersoek die vlak van werkstevredenheid van ABC Beperk se werknemers.


Die meting van ‘n werknemer se werkstevredenheid, is ‘n komplekse samestelling van verskeie werksveranderlikes. Daar is al baie studies gedoen oor die verhouding tussen werkstevredenheid en ander organisasieveranderlikes. Een van hierdie veranderlikes, is motivering. Vir die doeleindes van hierdie studie, word motivering gebruik as kernveranderlike wat werkstevredenheid bepaal.


Heelwat navorsing is gedoen in die veld van werksmotivering en


�tevredenheid en verskeie teoretici het dit probeer verduidelik deur middel van sekere behoeftes, belangstellings en waardes (Joubert, 000). Hierdie teorie� kan in twee groepe verdeel word


a. Inhoudteorie� (behoefte-gerig).


b. Prosesteorie�.


Inhoud- of behoeftegerigte teorie� beklemtoon die menslike behoeftes of faktore in ‘n persoon wat hom dryf en/of gedrag laat stop. Hierdie teorie� sien motivering as ‘n fenomeen wat primêr binne ‘n individu gevind word.


Prosesteorie� het ‘n meer dinamiese siening van motivering. Hierdie teorie� fokus op die aanvanklike energie van gedrag tot gedragsalternatiewe tot die uiteindelike aksies van die individu.


Die strategie om werknemers te motiveer hang af van die motiveringsteorie wat as basis gebruik word. Daar is ‘n oneindige aantal moontlike strategie� wat aangewend kan word. Die sleutel tot die motivering van werknemers is egter om te weet wat elke werknemer motiveer en dan om ‘n motiveringsprogram te ontwerp wat op daardie kriteria gebaseer is.


‘n Opname is gedoen deur gebruik te maak van ‘n vraelys om te bepaal hoe die werknemers voel. Hierdie opnamemetode is gekies omdat dit die mees doeltreffende manier is om te bepaal hoe mense oor ‘n saak voel. Dit is ook die mees koste-effektiewe manier. Die opname is gebaseer op ‘n vraelys (Addendum A), opgestel deur ‘n sielkundestudent, Paul E. Spector van die Universiteit van Suid-Florida (Spector, 1). Die volgende faktore is in die vraelys ingesluit


a. Salaris


b. Bevordering


c. Toesighouding


d. Byvoordele


e. Voorwaardelike vergoeding


f. Werksomstandighede


g. Kollega’s


h. Aard van werk


i. Kommunikasie


Die studie is beperk tot ‘n steekproefgroep van 45 werknemers. Dit impliseer dat die resultate van die opname nie noodwendig die vlak van werkstevredenheid van die 40 000-werknemer organisasie weerspie�l nie. Daarby kon die antwoorde van die steekproefgroep beinvloed gewees het deur hoe hulle gevoel het op die spesifieke tydstip toe die vraelys ingevul is.


Die resultate is eers apart ontleed in elk van die motiveringsdimensies wat ondersoek is. Daarna is gevolgtrekkings en aanbevelings gemaak vir elk van die dimensies. ‘n Opsommingsontleding is toe gedoen en gevolgtrekkings en aanbevelings is gemaak op die oorhoofse vlak van werkstevredenheid binne die organisasie.


Die resultate dui die volgende aan


a. 70% van die werknemers is matig tevrede met die salaris wat hulle ontvang, 15% is baie tevrede en 15% is ontevrede.


b. Nie een van die werknemers is baie tevrede met sy/haar kanse op bevordering nie. 47% van die werknemers is ontevrede met die kanse dat hulle bevorder sal word and 54% is matig tevrede met hulle kanse op bevordering.


c. Die toesighouding in die organisasie blyk baie goed te wees aangesien die grootste meerderheid (54%) baie tevrede met die toesighouding is, terwyl 1% matig tevrede is en slegs 15% is ontevrede met hulle toesighouers.


d. Slegs 8% van die werknemers is ontevrede met hulle byvoordele wat hulle van die maatskappy ontvang en % is baie tevrede met hulle byvoordele.


e. 77% van die werknemers is matig tevrede met hulle voorwaardelike vergoeding. Die res (%) is ontevrede en nie ‘n enkele werknemer is baie tevrede met sy/haar voorwaardelike vergoeding nie.


f. 54% van die werknemers is matig tevrede met hulle werksomstandighede, 1% is baie tevrede en 15% is ontevrede met hulle werksomstandighede.


g. 77% is baie tevrede met hulle kollega’s, die res (%) is matig tevrede met die mense waarmee hulle saamwerk en nie een was ontevrede nie.


h. Nie een van die werknemers is ongelukkig oor die aard van die werk wat hulle verrig nie. Byna die helfte van die werknemers (46%) is baie gelukkig met die tipe werk en 54% was matig gelukkig.


i. Slegs 15% van die werknemers is baie gelukkig met die kommunikasie binne die organisasie, terwyl 54% slegs matig gelukkig is en 1% ongelukkig is met die kommunikasie in die organisasie.


Gebaseer op die opsommende syfers, het al die werknemers tussen 7 en 144 punte behaal. Dit beteken dat alle werknemers matig gelukkig is met hulle werk. Die opsommende meting is waarskynlik nie ‘n goeie aanduiding van die vlak van werkstevredenheid oor die hele organisasie nie aangesien werkstevredenheid ‘n multi-dimensionele konsep is. ‘n Wernemer mag byvoorbeeld met een of meer aspekte van sy/haar werk tevrede wees en ontevrede wees met ander aspekte. Ongelukkig is daar nie ‘n enkele korrekte manier om mense te bestuur nie aangesien alle werknemers verskillende behoeftes, agtergrond en verwagtings het. ‘n Goeie omgewing is egter ‘n goeie beginpunt om werkstevredenheid te bevorder. ‘n Organisasie kan nie alle werknemers tevrede hou nie aangesien praktyke wat een werknemer tevrede maak, ‘n ander rede gee om te bedank. Nadat die perfekte omgewing binne ABC Beperk geskep is, was die aanbeveling dat bestuur die kenmerke wat hulle in die ideale werknemer wil hê, identifiseer en dan hulle werknemerbehoudings- en werwingsstrategie rondom sulke werknemers struktureer.





Background


.1 Introduction


Communication is an extremely important industry in any country. In South Africa, the telecommunication sector comprises Internet Service Providers (ISPs), Value Added Networks (VANs), the cellular and a single fixed-line service provider (called ABC Ltd in this report).


ABC Ltd is a corporate with its head quarters in Pretoria, South Africa. ABC Ltd provides short and long distance fixed-line telecommunication services to residential and corporate customers. The organisation has numerous regional offices within South Africa. In 1, the staff complement of ABC Ltd was 61 7. ABC Ltd has reduced its staff complement by 1 547, or about a third, to 60 in years by means of severance packages, retrenchments and out-sourcing of non-core business. It is anticipated that the organisation will reduce staff numbers even more until the organisation has approximately 5000 - 0000 employees.


In South Africa, the governmental department of Posts and Telecommunications operated telecommunication services until 11. In October 11, postal operations were separated from telecommunications, with telecommunications becoming the business of ABC Ltd. In this era, ABC Ltd was a private company with a sole shareholding consisting of the South African government. In March 17, the South African government decided to sell off part of ABC Ltd. A consortium formed by two international companies won the bid for a 0% stake in ABC Ltd. Government still had a 67% shareholding while a black empowerment organisation has a % shareholding in ABC Ltd. ABC Ltd was authorized to keep a monopoly on fixed-line services for at least five years from 17. In May 18, ABC Ltd joined the World Partners Association, a premier alliance of carriers offering global communication services to multi-national corporations worldwide.


The government plans to deregulate the fixed-line telecommunication sector in the last quarter of 00. This means that government will be offering a license to a Second Network Operator (SNO) giving customers a choice on which operator it wants to use. Added to this, ABC Ltd ‘s Initial Public Offering (IPO) is expected soon. This means that ABC Ltd need not only prepare itself for competition, but also needs to become an attractive investment opportunity. ABC Ltd has already spent R4 billion on upgrading and expanding the network with the latest technology. It has also streamlined the structure of the company, and designed new products and services for the market segments. The organisation has already come a long way in transforming the company into a world-class organisation. The culture it is trying to develop is much more progressed than the old governmental culture. With the technology base already in place and new products and services being developed, the success of the company now lies in its employees, because when telecom companies are in competition with one another, all use similar technologies and can have similar products, but the aspect that makes a difference between them, is customer service (Collins 00114). This lies solely in the hands of its satisfied or dissatisfied employees to offer world-class service, so that the customers choose ABC Ltd as their choice of operator. It is therefore very important for the organisation to have highly motivated and satisfied employees.


. Aim


The aim of this report is to describe the level of job satisfaction of the employees in ABC Ltd and to recommend ways that management can create a workforce that is highly motivated and that enjoys its work. The results of this research will identify the aspects that need attention in ABC Ltd, as well as possible solutions.





4 Theory


4.1 Introduction


Job satisfaction is the degree to which an individual feels positively or negatively about his job. In broad terms job satisfaction may be defined as an individual’s general attitude towards his job (Hodson, 11).


An individual’s job is more than just the activities of shifting papers, serving customers or driving a bakkie or truck around (Robbins, 18151). Jobs require interaction and mingling with co-workers and bosses, obeying rules and policies of the organization, meeting performance standards and living with working conditions that are often not ideal or suitable to the individuals nature. Therefore an employee’s assessment of how satisfied or dissatisfied he is with his job is a complex summation of discrete job variables. Thousands of studies have examined the relationship between job satisfaction and other organisational variables. One of those variables is motivation. For the purpose of this study, motivation is used as the core variable determining job satisfaction.


Motivation is defined in many different ways.


Motivation is the forces acting on or within a person that causes that person to behave in a specific, goal directed manner (Steers, 18).


Motivation is the psychological process that gives behaviour purpose and direction (Kreitner, 15).


Motivation is a predisposition to behave in a purposive manner to achieve specific, unmet needs (Buford, Bedeian, Lindner 15).


Motivation is an internal drive to satisfy an unsatisfied need (Higgins, 14).


Motivation is not a personal trait as commonly believed, but it is rather the result of the interaction of the individual and the situation. Motivation varies between individuals and within individuals at different times. Studies have revealed a positive relationship between motivation and job satisfaction (Joubert, 000). This means that managers can potentially enhance employee’s job satisfaction through various attempts to increase motivation. Several research studies have been done in the field of work motivation and satisfaction and many psychologists have tried to explain it in terms of certain needs, interests and values (Joubert, 000). These theories may be divided into two groups


a. Content (need-based) Theories


b. Process Theories


4. Content Theories


Content or need-based theories emphasize specific human needs or factors within a person that energize, direct and/or stop behaviour. The theory explains motivation as a phenomenon primarily occurring intrinsically or within an individual.


4..1 Maslow’s Hierarchy of needs


Abraham Maslow was a humanistic psychologist. He believed that humans strive for an upper level of capabilities and they seek the frontiers of creativity, the highest reaches of consciousness and wisdom. This has been labelled fully functioning person, healthy personality, or as Maslow calls this level, self-actualising person (Maslow, 168).


Maslow has set up a hierarchy of five levels of basic needs. Beyond these needs, higher levels of needs exist. These include needs for understanding, aesthetic appreciation and purely spiritual needs. In the levels of the five basic needs, the person does not feel the second need until the demands of the first have been satisfied, nor the third until the second has been satisfied, and so on. Maslows basic needs are as follows


4..1.1 Physiological Needs


These are biological needs. They consist of needs for oxygen, food, water and a relatively constant body temperature. They are the strongest needs, because if a person were deprived of all needs, the physiological ones would come first in the persons search for satisfaction.


4..1. Safety Needs


When all physiological needs are satisfied and are no longer controlling thoughts and behaviours, the needs for security can become active. Adults have little awareness of their security needs except in times of emergency or periods of disorganization in the social structure (such as widespread rioting). Children often display the signs of insecurity and the need to be safe.


4..1. Needs of Love and Affection


When the needs for safety and for physiological well-being are satisfied, the next class of needs for love and affection can emerge. Maslow states that people seek to overcome feelings of loneliness and alienation. This involves both giving and receiving love, affection and the sense of belonging.


4..1.4 Needs for Esteem


When the first three classes of needs are satisfied, the needs for esteem can become dominant. These involve needs for both self-esteem and for the esteem a person gets from others. Humans have a need for a stable, firmly based, high level of self-respect, and respect from others. When these needs are satisfied, the person feels self-confident and valuable as a person in the world. When these needs are frustrated, the person feels inferior, weak, helpless and worthless.


4..1.5 Needs for Self-Actualisation


When all of the foregoing needs are satisfied, only then are the needs for self-actualisation activated. Maslow describes self-actualisation as a persons need to be and do that which the person was born to do. Example, A musician must make music, an artist must paint, and a poet must write. These needs make themselves felt in signs of restlessness. The person feels on edge, tense, lacking something. If a person is hungry, unsafe, not loved or accepted, or lacking self-esteem, it is very easy to know what the person is restless about. It is not always clear what a person wants when there is a need for self-actualisation.


The hierarchic theory is often represented as a pyramid as shown in Figure 1, with the larger, lower levels representing the lower needs and the upper point representing the need for self-actualisation. Maslow believes that the only reason that people would not move well in direction of self-actualisation is because of hindrances placed in their way by society e.g. lack of education.





Figure 1 - Malsows Hierarchy Model


4.. McClelland’s Theory of Needs


David McClelland (Braden, 000 a 1) proposed that an individuals specific needs are acquired over time and are shaped by life experiences. Most of these needs can be classed as either a need for achievement, affiliation or power. A persons motivation and effectiveness in certain job functions are influenced by these three needs. McClellands theory is sometimes referred to as the three-need theory or as the learned needs theory (Braden, 000 a 1).


4...1 Need for Achievement


People with a high need for achievement seek to excel and tend to avoid both low-risk and high-risk situations. Achievers avoid low-risk situations, because the easily attained success is not a genuine achievement. Employees with a high need for achievement prefer work that has a moderate probability of success, ideally a 50% chance. Achievers need regular feedback in order to monitor the progress of their achievements. They prefer either to work alone or with other high achievers (Braden, 000 a ).


4... Need for Affiliation


Those with a high need for affiliation need harmonious relationships with other people and need to feel accepted by other people. They tend to conform to the norms of their work group. Employees with a high need for affiliation prefer work that provides significant personal interaction. They perform well in customer service and client interaction situations (Braden, 000 a ).


4... Need for Power


The need for power can be one of two types - personal and institutional. Those who need personal power want to direct others and this need is often perceived as undesirable. People who need institutional power (also known as social power) want to organize the efforts of others to further the goals of the organization. Managers with a high need for institutional power tend to be more effective than those with a high need for personal power (Braden, 000 a ).


4.. Herzberg Factor (Motivator � Hygiene) Theory


Herzberg (Zillmann, 000) found separate and distinct clusters of factors associated with job satisfaction and dissatisfaction. One set of factors (motivators) could make people feel good about their jobs while an entirely different set of things (hygiene factors) can make them dissatisfied. The motivators are factors such as opportunity for recognition, advancement, achievement and responsibility, as shown in Figure . These motivating factors are related to the work itself and can increase employee performance. In addition to this, Herzberg also claims that hygiene factors such as status, working conditions, company policy and administration, money, supervision, interpersonal relations, and security do not motivate individuals, but rather prevent job dissatisfaction (Zillmann, 000).


Figure - Herzbergs Model


Herzberg believes that the opposite of job satisfaction is not job dissatisfaction, but rather no job satisfaction, and similarly, the opposite of job dissatisfaction is not job satisfaction, but no dissatisfaction (Herzberg 168).


4..4 Theory X and Theory Y


Douglas McGregor, an American social psychologist, proposed his famous X-Y theory in his 160 book The human side of enterprise. Theory X and theory Y are still referred to commonly in the field of management and motivation, and whilst more recent studies have questioned the rigidity of the model, Mcgregors X-Y theory remains a valid basic principle from which to develop positive management style and techniques. Mcgregor maintained that there are two fundamental approaches to managing people. Both theories are discussed in more detail below.


4..4.1 Theory X


Theory X is based on an authoritarian management style. Mcgregor believed that the average employee dislikes work and will avoid it when he/she can. Therefore most people must be forced with the threat of punishment to work towards organisational objectives. He also believed that the average employee prefers to be directed to avoid responsibility, is relatively unambitious and wants security above all else.


4..4. Theory Y


Theory Y is based on a participative management style where effort in work is as natural as work and play. People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment. Commitment to objectives is a function of rewards associated with their achievement. People usually accept and often seek responsibility. The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population. In industry the intellectual potential of the average person is only partly utilised.


4..5 ERG Theory


Alderfer (Robbins, 18) has reworked Maslow’s need hierarchy. As mentioned previously, Maslow believed that the lower-order needs have to satisfied before an individual will be motivated to move on to behaviours that satisfy higher-order needs. Aldefer does not share that belief in the hierarchy. He believe that the need for socialization would be more important to most people than the need for growth (Braden, 000). Alderfer addressed this issue by reducing the number of levels to three as shown in Figure . His revised need hierarchy theory argues that there are three groups of core needs existence, relatedness and growth, hence the label ERG. The ERG need theory can be mapped to those of Maslows theory as follows (Internet Center for Management and Business Administration 00)


a. Existence Physiological and safety needs


b. Relatedness Social and external esteem needs


c. Growth Self-actualisation and internal esteem needs


Like Maslows model, the ERG theory is hierarchical - existence needs have priority over relatedness needs, which have priority over growth. Despite the similarities, there are distinct differences in the two theories. In addition to the reduction in the number of levels, the ERG theory differs from Maslows in the following three ways (Internet Center for Management and Business Administration 00)


a. Unlike Maslows hierarchy, the ERG theory allows for different levels of needs to be pursued simultaneously.


b. The ERG theory allows the order of the needs be different for different people.


c. The ERG theory acknowledges that if higher levels need remains unfulfilled, the person may regress to lower level needs that appear easier to satisfy. This is known as the frustration-regression principle.


While the ERG theory therefore presents a model of progressive needs, the hierarchical aspect is not rigid. This flexibility allows the ERG theory to account for a wider range of observed behaviours. For example, it can explain the starving artist who may place growth needs above existence ones.


Figure - Alderfers Hierarchy


4. Process Theories


Process theories take a more dynamic view of motivation than need theories. These theories focus on the initial energy of behaviour through to behaviour alternatives and then to actual efforts by the individual.


4..1 Vroom’s Expectancy Theory


Victor Vroom (Vroom, 164) formulated a mathematical model of an expectancy theory, which can be summarised as follows


The strength of a tendency to act in a certain way depends on the strength of expectancy that the act will be followed by a given consequence (or outcome) and on the value or attractiveness of that consequence (or outcome) to the actor (Lawler III, 1745).


In other words according to the expectancy theory an individual is motivated to exert a high level of effort when he believes that his effort will lead to a good performance appraisal. A good appraisal will lead to organizational rewards like bonus, a salary increase or promotion and these rewards will satisfy employees’ personal goals. The theory focuses on three relationships


4..1.1 Expectancy effort�performance relationship


According to Vroom’s terminology, expectancy represents an individual’s belief that a particular level of performance will follow a particular degree of effort. In other words, it is an effort - performance expectation. Expectancy takes the form of subjective probabilities. An individual’s expectancy perception depend on his/her self-esteem, self-efficacy, previous success at a task, help received, information necessary to complete the task and the material and equipment to work with (Kreitner Kinicki, 00147).


4..1. Instrumentality performance-rewards relationship


Instrumentality represents a person’s belief that a particular outcome is contingent on accomplishing a specific level of performance. Performance is instrumental when it leads to something else. For example, passing the exams is instrumental to graduating from university (Kreitner, et al, 00148).


4..1. Valence rewards-personal goal relationship


Valence refers to the positive or negative value people place on outcomes. Valence mirrors our personal preference (Churchill, 181).


For example, most employees have a positive valence for receiving additional money or recognition. An outcome’s valence depends on an individual’s needs.


4.. Equity Theory


Equity Theory is a model of motivation that explains how people strive for fairness and justice in social exchanges or give and take relationships (Kreitner, et al 0018). Equity Theory is based on cognitive dissonance theory developed by social psychologist Leon Festinger in the 150s. According to Festinger’s theory, people are motivated to maintain consistency between their beliefs and their behavior. Perceived inconsistencies create cognitive dissonance, which, in turn, motivates corrective action. (Festinger, 157)


Psychologist J Stacy Adams pioneered application of the equity principle to the workplace. Adam’s equity theory of motivation is an awareness of key components of the individual�organisation exchange relationship. This relationship is pivotal in the formation of employees’ perceptions of equity and inequity (Kreitner, et al 001) There are two primary components involved in the employee-employer exchange, i.e. inputs and outcomes (Kreitner, et al 001) An employee’s inputs, are what he or she brings to the situation and expects a just return for, like time, education, experience, skills, and effort. On the outcome side of the exchange, the organisation provides outputs to the employee such as pay, fringe benefits, bonuses, raises, promotions and recognition. Equity theory asserts that employees are motivated when they perceive that they are being treated in a manner that is equal to the manner in which all other employees are being treated (Braden 000 c 1). In other words, Equity Theory in the workplace deals with the way people compare the value of themselves to others in similar work situations, based on their inputs and outputs as shown in Figure 4.


Figure 4 - Equity Theory Model


When the output to input ratio is viewed as equivalent, equity is perceived as attained and there is not much motivation to change the situation. However, inequalities occur when the output to input ratio is not equivalent to the comparison person. The inequalities motivate the employee to try to achieve equality. When an employee feels there is inequality, they tend to try and reduce the inequality. Employees attempt to reduce inequalities by increasing or decreasing their inputs and/or outputs, distorting their or the comparison person’s inputs or outputs, or by just changing the comparison person. In this way, inequalities could impact negatively or positively on employees’ motivation, performance and satisfaction, depending on the individual’s evaluation of equity and fairness of their job inputs and outcomes relative to those of other members in the organisation. This is why implementing the Equity Theory of motivation is often a problem for employers, because of the difficulty in defining exactly what each individual perceives to be equal. Some believe equal treatment means treating every employee in exactly the same way, while others believe that equal treatment must be based on the situation so that each employee’s treatment should be based on his/her unique situation. Example is it fair that all employees get an across the board raise of 5 percent, or is it fair that high performers get a higher percentage increase than those that are low performers. No matter how fair employers think they are, each employee’s perception of equity is what eventually counts.


4.. Goal Setting Theory


A goal can be defined as a desirable objective that an individual wants achieved. Edwin Locke’s goal-setting theory states that specific and difficult goals lead to higher performance (Conkright, 18). Locke and his associates formulated an instructive model for the Goal Setting Theory as shown in Figure 5.


Figure 5 Locke s Model of Goal Setting


According to Locke’s model (Locke, 168) goal setting has four motivational mechanisms


a. Goals direct attention Goals that are personally meaningful tend to focus attention on what is relevant and important.


b. Goals regulate effort Not only do goals make people selectively perceptive, they also motivate them to act. Generally the level of effort expended is proportionate to the difficulty of the goals.


c. Goals increase persistence Persistent people tend to see obstacles as a challenge to be overcome rather than as reasons to fail. A difficult goal that is important to an individual is a constant reminder to keep exerting effort in the appropriate direction.


d. Goals foster strategies and action plans Goals can help because they encourage people to develop strategies and action plans that enable them to achieve their goals (Conkright, 18).


Reviews of many goal-setting studies reveal the following


a. Difficult goals lead to higher performance.


b. Specific, difficult goals lead to higher performance for simple rather than complex tasks.


c. Feedback enhances the effect of specific, difficult goals.


d. Participative goals, assigned goals and self-set goals are equally effective.


e. Good communication and monetary incentives affect goal-setting outcomes.


4..4 Reinforcement Theory


Reinforcement Theory can be described in a single statement, “Consequences influence behaviour” (Hill, 185). It works in a variety of situations and it can be simply applied, and it has just a few basic ideas. It means that people do things because they know other things will follow. Therefore, depending upon the type of consequence that follows, people will produce some behaviours and avoid others.


4..4.1 Principles of Reinforcement


There are three basic principles of this theory. These are the Rules of Consequences. The three rules describe the logical outcomes that typically occur after consequences (Skinner, 15).


a. Consequences that give rewards increase a behaviour.


b. Consequences that give punishments decrease a behaviour.


c. Consequences that give neither rewards nor punishments extinguish behaviour.


These rules provide an excellent blueprint for influence. If behaviour needs to be increased (make it more frequent, more intense, more likely), when the behaviour is shown, provide a consequence of reward. If behaviour needs to be decreased (make it less frequent, less intense, less likely), when the behaviour is shown, provide a consequence of punishment. Finally, if a behaviour needs to be extinguished (disappear, fall out of the behavioural repertoire), when the behaviour is shown, provide no consequence (ignore the behaviour) (Skinner 168).


The main point of this theory is that consequences influence behaviour. Rewarding consequences increase behaviour. Punishing consequences decrease behaviour. No consequences extinguish a behaviour. This process is illustrated in Figure 6.


Figure 6 Process of Reinforcement Theory





4.4 Conclusion


Using all the above-mentioned theories to motivate employees is very complex, because the strategy depends on which motivation theories are used as bases. There are an infinite number of possible strategies that could be used. However, the key to motivating employees is to know what motivates each employee and then to design a motivation program based on those criteria.





5 Research Methodology


5.1 Introduction


Extensive research has already been done in the field of motivation and job satisfaction. Most of the data gathered for human behaviour research has been gathered by means of surveys. The survey method will also be used for this investigation.


5. A description of the method of study


A field survey will be done by means of a questionnaire made up of questions assessing how employees feel. A field survey was chosen because it provides an effective way to find out how people feel about issues. It is also the most cost efficient way of obtaining the required information.


Researchers at the University of Minnesota, USA, concluded that there are 0 different dimensions underlying job satisfaction. Questioning employees on all of these dimensions was not possible due to limited time available to respondents. The questionnaire by Paul Spector was used in this research as it covers Frederick Herzberg’s two dimensions of job satisfaction, i.e. motivation and “hygiene”. The hygiene issues that it covers are supervision, salary, interpersonal relations/co-workers and working conditions. The motivation issues it covers are recognition, achievement, the work itself, responsibility and advancement. The questionnaire appears in Appendix A.


5. Method of data collection


Measuring job satisfaction is rather difficult, because sometimes an individual can be relatively satisfied with one aspect of his job and dissatisfied with some other aspects. There are two approaches found in the literature on measuring job satisfaction, namely a single global rating and a summation score method. Both methods will be used in this report. The former method is nothing more than asking individuals to respond to one question such as “How satisfied are you with your job?” The other approach, which is used in this report, is a summation of job facets. It identifies key elements in a job and asks for the employee’s feeling about each. This survey was based on a questionnaire (Appendix A) by a psychological student, Paul E Spector, from the University of South Florida. The following factors were included in the Job Satisfaction Survey questionnaire


j. Pay


k. Promotion


l. Supervision


m. Fringe Benefits


n. Contingent Rewards


o. Operating conditions


p. Co-workers


q. Nature of Work


r. Communication


These factors were rated on a standardized scale and the scores added up to determine an overall job satisfaction score.


5.4 Research Instrument


The Job Satisfaction Survey has some of its items written in each direction - positive and negative. Scores on each of the nine facets (subscales), based on 4 items each, can range from 4 to 4; while scores for total job satisfaction, based on the sum of all 6 items, can range from 6 to 16. Each item is scored from 1 to 6. High scores on the scale represent job satisfaction, so the scores on the negatively worded items must be reversed before summing with the positively worded into facet or total scores. A score of 6 representing strongest agreement with a negatively worded item is considered equivalent to a score of 1 representing strongest disagreement on a positively worded item, allowing them to be combined meaningfully. Below is the step-by-step procedure for calculating scores.


a. Responses to the items should be numbered from 1 representing strongest disagreement to 6 representing strongest agreement with each.


b. The negatively worded items should be reverse scored. Below are the reversals for the original item score in the left column and reversed item score in the right. The rightmost values should be substituted for the leftmost. This can also be accomplished by subtracting the original values for the internal items from 7.


Table 1 - Score breakdown for negatively worded items


c. The negatively worded items are , 4, 6, 8, 10, 1, 14, 16, 18, 1, 1, , 4, 6, , 1, , 4, and 6. Note the reversals are NOT every other one.


d. Sum responses to 4 items for each facet score and all items for total score after the reversals from step . Items go into the sub-scales as shown in the table.


Table � Sub-scale Breakdown


5.5 Conclusion


The study was limited to a sample group consisting of only 45 employees. This means that conclusions made from results obtained from the survey will not necessary reflect the actual level of job satisfaction within the 40 000-employee organization. In addition to this, the answers selected by the sample group could be influenced by the moods of the employees at the time of completing the questionnaire.





6 Interpretation and Analysis of Results


6.1 Introduction


The results obtained were first analysed separately in each of the motivation dimensions researched. Conclusions and recommendations were made for each dimension. Thereafter, a summation analysis was made and conclusions and recommendations were then made on the overall level of job satisfaction within the organization.


6.1.1 Pay


The old adage you get what you pay for tends to be true when it comes to staff members (Syptak, Marsland & Ulmer, 14). Salary is not always a motivator to employees, but they do want to be paid fairly. If individuals believe they are not compensated well, they will be unhappy working for the organisation.


6.1.1.1 Analysis of Pay


Analysing the pie chart of pay satisfaction in Figure 7, one can deduce that 70% of the employees are moderately satisfied with the pay they are receiving, 15% are very satisfied and 15% are unsatisfied.


Figure 7- Pie Chart of Pay Satisfaction


6.1.1. Recommendations


The following recommendations are made to improve the current situation


a. Consult salary surveys to see whether the salaries offered by the company are comparable to those of other telecommunications companies.


b. In addition, the company should make sure that it has clear policies related to salaries, raises and bonuses, so that all employees are treated equitably.


6.1. Promotion


In many industrial and commercial organisations, success is often externally signalled by promotion (Gruneberg, 17). To the employee, promotion is more than just recognition of achievement; it is also an increase in financial reward and status. It is therefore a good way to reward loyalty and performance. It is very difficult to motivate an employee if there is no room for advancement.





6.1..1 Analysis of Promotion


An analysis of Figure 8, the Pie Chart for Promotion, indicates that no employees are very satisfied with his/her chances of promotion. It also shows that a large percentage (46%) of the employees are actually unsatisfied with the chance of them receiving a promotion and 54% are moderately satisfied with their chances of promotion.


Figure 8 - Pie Chart of Promotion Satisfaction


6.1.. Recommendations


The majority of the employees are not satisfied with the probability of being promoted. Plateauing seems to be one of the organisation’s problems. To overcome this problem, the following recommendations are made


a. If there is not an open position to which to promote a valuable employee, the company should consider giving him or her a new title that reflects the level of work he or she has achieved.


b. When feasible, support employees by allowing them to pursue further education, which will make them more valuable to the organisation and more fulfilled professionally.


6.1. Supervision


Employees are more satisfied when their managers are good leaders. This includes motivating employees to do a good job, striving for excellence or just taking action (Bravendam, 000).


6.1..1 Analysis of Supervision


The supervision in the organisation seems to be very good because a large majority (54%) of the employees are very satisfied with their supervisors, while 1% are moderately satisfied and only 15% are unsatisfied with their supervisors.


Figure - Pie Chart of Supervision Satisfaction


6.1.. Recommendations


It is noticeable that the majority of the employees are highly satisfied with their supervisors or managers. However, there are a few who are unsatisfied or only moderately satisfied. The following recommendations are made to improve the current situation


a. To decrease dissatisfaction in this area, management must begin by making wise decisions when they appoint someone to the role of supervisor. They should be aware that good employees do not always make good supervisors. The role of supervisor is extremely difficult. It requires leadership skills and the ability to treat all employees fairly.


b. Supervisors should be taught to use positive feedback whenever possible and should establish a set means of employee evaluation and feedback so that no one feels singled out.


6.1.4 Fringe Benefits


The Annual Job Satisfaction Survey (000) by Kevin T. Higgins concluded with a question on what their companies can do (besides raising salaries) to increase employee satisfaction. The most repeated answer was better fringe benefits.


6.1.4.1 Analysis of Fringe Benefits


As seen in Figure 10, only 8% of the employees are unsatisfied with their fringe benefits they receive from the company compare to 6% that are moderately satisfied and % that are very satisfied with their fringe benefits.


Figure 10 - Pie Chart of Fringe Benefits Satisfaction


6.1.4. Recommendations


Since the majority of the employees questioned are only moderately satisfied with their fringe benefits, the following recommendation is made to improve the current situation


a. Consult fringe benefit surveys to see whether the fringe benefits offered by the company are comparable to those of other companies.


6.1.5 Contingent Rewards


Individuals at all levels of the organization want to be recognized for their achievements in their jobs. Employees will feel more satisfied if they experience that they are rewarded fairly for the work they do.


6.1.5.1 Analysis of Contingent Rewards


The Pie chart in Figure 11 is reason for concern, because 77% of the employees are only moderately satisfied with their contingent rewards. The rest (%) are unsatisfied and not a single employee is very satisfied with his contingent rewards.


Figure 11 - Pie Chart of Contingency Rewards Satisfaction


6.1.5. Recommendations


The results indicate that the majority of the employees are only moderately satisfied with their contingent rewards. None are very satisfied. The following recommendations are made to improve the current situation


a. Employees should be given recognition and sincere praise for jobs well done, even if the success is not monumental.


b. Acknowledgement of good work should be given immediately.


c. The company should make sure that rewards given are for genuine contributions to the organization.


d. There should be consistency in the organization’s reward policies.


e. A formal recognition program, such as employee of the month could be implemented.


f. Instead of money, benefits and perks should also be used as rewards.


6.1.6 Operating Conditions


The environment in which people work has a tremendous effect on their level of pride in the company and in the work they are doing.


6.1.6.1 Analysis of Operating Conditions


Analysing the Pie chart on Operating Conditions Satisfaction in Figure 1, it is clear that 54% of the employees are moderately satisfied with their operating conditions, 1% are very satisfied and 15% are unsatisfied with their operating conditions.


Figure 1 - Pie Chart of Operating Conditions Satisfaction


6.1.6. Recommendations


The following recommendations are made to improve the current situation


a. Limited resources such as too few photocopiers and printers could increase dissatisfaction in a job. Bottlenecks in the working environment should be overcome or solved by improving efficiency.


a. To decrease frustration, unnecessary policies and procedures should be eliminated or streamlined to improve efficiency and decrease dissatisfaction.


b. The company should ensure the policies and procedures are fair and apply equally to all.


c. Updating the company’s policy manual (with staff input) could be considered.


d. The company’s policies could be compared to those of similar companies to see whether particular policies are unreasonably strict or whether some penalties are too harsh.


e. The company should attempt to keep equipment and facilities up to date. Even a good office chair can make a world of difference to an individuals psyche.


f. The company should avoid overcrowding and should allow each employee his or her own personal space.


6.1.7 Co-workers


People work with others to achieve common goals. Whether the organisation is for profit, or non-profit, more can be accomplished with the interaction and assistance from other people. Organisations that maintain constructive interpersonal relationships benefit financially as well as culturally (Bavendam Research Incorporated, 1).


6.1.7.1 Analysis of Co-worker Results


This is by far the most impressive sector of the employees’ level of job satisfaction. 77% of the employees are very satisfied with their co-workers, the remaining % are moderately satisfied with their co-workers and with no one unsatisfied.


Figure 1 - Pie Chart of Co-Workers Satisfaction


6.1.7. Recommendations


Part of the satisfaction of being employed is the social contact it brings. To many people, work also fills the need for social interaction. It seems as if this organisation has very friendly and supportive co-workers because the majority of the employees are highly satisfied with this facet of their job. However, there are still % that are only moderately satisfied, implying that there is still some work that needs to be done. The recommendation is that management allow employees a reasonable amount of time for socialization. This will help them develop a sense of camaraderie and teamwork and hopefully convert the % to the very satisfied group.


6.1.8 Nature of Work


Perhaps most important to employee motivation is helping individuals believe that the work they are doing is important and that their tasks are meaningful.


6.1.8.1 Analysis of Nature of Work


None of the employees were unhappy about the nature of the work they were doing. Almost half the employees (46%) were very satisfied with the type of work they were doing while 54% were at least moderately satisfied.


Figure 14 - Pie Chart of Nature of Work Satisfaction


6.1.8. Recommendations


Even though none of the employees were unsatisfied with the type of work they were doing, there is still 54% that are not yet very satisfied. The following recommendations are suggested


a. Management could emphasize important tasks that may have become ordinary within the organisation.


b. If the employees do not find all their tasks interesting or rewarding, they should at least be made aware of how essential those tasks are to the overall processes that make the organisation succeed.


c. To decrease frustration, unnecessary policies and procedures should be eliminated or streamlined to improve efficiency and satisfaction.


d. Employees should be given enough freedom and power to carry out their tasks so that they feel they own the result.


e. As individuals mature in their jobs, opportunities for added responsibility should be provided without simply adding more work. Instead, management could find ways to add challenging and meaningful work, perhaps giving the employee greater freedom and authority as well.


f. Management could ensure that employees are placed in positions that use their talents and do not set them up for failure.


g. Clear, achievable goals and standards for each position should be set, and employees should know what those goals and standards are.


h. Individuals should receive regular, timely feedback on how they are doing and should feel they are being adequately challenged in their jobs.


i. Individuals should not be overloaded with challenges that are too difficult or impossible, as that will be paralysing.


6.1. Communication


Communication is defined as “ the exchange of information between a sender and receiver and the inference of meaning between the individuals involved” (Bowditch & Buono, 1710). Organisations can’t exist without communication because managerial decisions and organisational policies are ineffective unless they are understood by those responsible for enacting them (Kreitner, et al, 00147).


6.1..1 Analysis of Communication


Only 15% of the employees are very satisfied with the communication within the organisation, while the majority (54%) are only moderately satisfied and 1% are unsatisfied with the communication within the organisation.


Figure 15 - Pie Chart of Communication Satisfaction


6.1.. Recommendations


The communication within the company can be improved by considering the following recommendations


a. Management should eliminate unnecessary policies and procedures that slow down and hinders communication between levels and departments.


b. Staff feedback should be encouraged and it should be given formally and informally.


c. The grapevine is an important form of informal communication. It should be used by the organisation to achieve its desired results.


6. Conclusion and Recommendations


Figure 16 - Pie Chart of Overall Job satisfaction Level


Based on the summation score, all the employees scored between 7 and 144. This means that all the employees are only moderately satisfied with their jobs as shown in Figure 16. This summation score is not a good indication of the level of job satisfaction across the board in the organisation, because of a belief in the theory that job satisfaction is multi-dimensional. An employee might be satisfied with one or more aspects of the job and dissatisfied with one or more aspects of the job as interpreted in the previous sections. For ABC Ltd the retention of its skilled staff is a matter of survival when the competition enters the market in the near future. Like the customers, the skilled employees will have a bigger choice in choosing which company they want to work for. Unfortunately, there is no single correct way to manage people because each employee has different needs, backgrounds and expectations. A good place to start is by creating an environment that promotes job satisfaction and counters dissatisfaction. This is possible by improving on the motivation and hygiene issues discussed and analysed in previous sections. However, an organisation cannot satisfy all its employees because practices that satisfy one employee might cause another to resign. After the perfect or a good environment has been created, it is recommended that the management in ABC LTD identify the qualities that they want in their “ideal” employees and then structure its employee retention and recruitment strategy around it. This will allow them to satisfy and attract the majority of the employees that they would like to retain and recruit, while those that are not satisfied and are willing to resign will be those that most probably do not fit their “ideal” employee profile.





7 References


1. R. Hodson, “Workplace Behaviors,” Work and Occupations, August 11


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4. http//www.hcc.hawaii.edu/intranet


5. PamelaA. Braden, WVUP,000 LectureERG Motivation Theory


6. Internet Center for Management and Business Administration, Inc., MBAnet.com, 00


7. Organisational Behavior 5th edition Kreitner and Kinicki


8. Work and Motivation, 164, Vroom


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10. Pamela A Braden, Lecture Equity Theory, 000


11. T. D. Conkright, “So you’re going to manage a project …” Training, Jan18


1. W Hill, Learning A survey of psychological interpretations. (4th. Ed.). New York Harper and Row, 185


1. Skinner, B., Science and human behavior. New York MacMillan, 15


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16. Buford, Bedeian, & Lindner, Management in Extension rd ed., Columbus, 15


17. Higgins J M, The management challenge, nd ed., New York, 14


18. F. Herzberg, “one more time How do you motivate Employees?”, 168


1. Organizational Behavior, Michelle Zillmann, 000


0. Abraham H. Maslow Toward a Psychology of Being, D. Van Nostrand Company, 168


1. Lecture McClelland’s Theory of Needs, Pamela A. Braden


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4. Work and Motivation, Vroom, 164


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0. J Michael Syptak, David W. Marsland, Deborah Ulmer, Job Satisfaction, Putting Theory into Practice, 1


1. Stephen P Robbins, Organizational Behavior, 8th ed, 18


8 Appendix A


JOB SATISFACTION SURVEY Paul E. SpectorDepartment of PsychologyUniversity of South Florida


PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINIONABOUT IT. Disagree very muchDisagree moderatelyDisagree slightlyAgree slightlyAgree moderatelyAgree very much


1 I feel I am being paid a fair amount for the work I do. 1 4 5 6


There is really too little chance for promotion on my job. 1 4 5 6


My supervisor is quite competent in doing his/her job. 1 4 5 6


4 I am not satisfied with the benefits I receive. 1 4 5 6


5 When I do a good job, I receive the recognition for it that I should receive. 1 4 5 6


6 Many of our rules and procedures make doing a good job difficult. 1 4 5 6


7 I like the people I work with. 1 4 5 6


8 I sometimes feel my job is meaningless. 1 4 5 6


Communications seem good within this organization. 1 4 5 6


10 Raises are too few and far between. 1 4 5 6


11 Those who do well on the job stand a fair chance of being promoted. 1 4 5 6


1 My supervisor is unfair to me. 1 4 5 6


1 The benefits we receive are as good as most other organizations offer. 1 4 5 6


14 I do not feel that the work I do is appreciated. 1 4 5 6


15 My efforts to do a good job are seldom blocked by red tape. 1 4 5 6


16 I find I have to work harder at my job because of the incompetence of people I work with. 1 4 5 6


17 I like doing the things I do at work. 1 4 5 6


18 The goals of this organization are not clear to me. 1 4 5 6


PLEASE CIRCLE THE ONE NUMBER FOR EACH QUESTION THAT COMES CLOSEST TO REFLECTING YOUR OPINIONABOUT IT. Disagree very muchDisagree moderatelyDisagree slightlyAgree slightlyAgree moderatelyAgree very much


1 I feel unappreciated by the organization when I think about what they pay me. 1 4 5 6


0 People get ahead as fast here as they do in other places. 1 4 5 6


1 My supervisor shows too little interest in the feelings of subordinates. 1 4 5 6


The benefit package we have is equitable. 1 4 5 6


There are few rewards for those who work here. 1 4 5 6


4 I have too much to do at work. 1 4 5 6


5 I enjoy my co-workers. 1 4 5 6


6 I often feel that I do not know what is going on with the organization. 1 4 5 6


7 I feel a sense of pride in doing my job. 1 4 5 6


8 I feel satisfied with my chances for salary increases. 1 4 5 6


There are benefits we do not have which we should have. 1 4 5 6


0 I like my supervisor. 1 4 5 6


1 I have too much paperwork. 1 4 5 6


I dont feel my efforts are rewarded the way they should be. 1 4 5 6


I am satisfied with my chances for promotion. 1 4 5 6


4 There is too much bickering and fighting at work. 1 4 5 6


5 My job is enjoyable. 1 4 5 6


6 Work assignments are not fully explained. 1 4 5 6





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