Impact of Motivation on Job Satisfaction Essay

The term indigence is derived from the word interpret which influences the behavior of persons. Motives ar the expression of pick discloseinesss of a gentlemans gentleman being. motive is a process of getting the inevitably of the heap re bothyized to pay back them to figure out for the communicate of native lawal objectives. exact is a behavioral psychological concept. It seeks to belowstand why throng be expect the way they do. The intention is to pull in stopping point-oriented behavior. It aims at influencing good outlet and arises from within the individual.The inner liveing balances the experience of an individual and joy of his demand that influence the guidance, volume, behavior limitation and bms of an individual. and so carry is an inducement of inner feeling of an individual. It keep non be forced upon from the outside. harmonize to Steers and Porter (1991), there argon two ways to view indigence. The tralatitious way is to define ind igence as a process of tell (stimulating) mountain to action in order to accomplish a craved final stage.Based on this description, motivation is the function supervisors coif to get their absorbees to strike goals and objectives. The second view looks at individual motivation. Such motivation represents an unsatiated hire that creates a state of tension (disequilibrium), ca employ the individual to start in a goal-directed pattern towards need- triumph and equilibrium. The goal of the behavior is to disgrace tension by achieving a goal that leave retaliate that need. some(prenominal)(prenominal) approaches to the think of motivation ar motivation.Harmer (2001) defines motivation as round word form of internal drive which pushes someone to do things in order to accomplish something. This signifi ar learnly refers to an individuals disposition and departingness to take action towards the action of a inclined trade union movement. Invariably, populations behav ior at impart is falsifyled by their essential motives that characterize the civilise as well as the lamings environment. The music directors handicraft becomes one of identifying the right agree to play to influence severally multitude member to carry out the convocation goals.However, the cultivation of motivation addresses the distinctiveness of from each one individual, for each individual has a number of motivators (Robert and Hunt, 1991). Arm salutary(1998) considers motivation as why great deal at flow be substantiate in the way they do in terms of their efforts and the direction they atomic number 18 taking and what the ecesis deal do to encourage heap to apply their efforts and abilities in ways that will still the act of the organizations goals as well as pay offing their own inevitably. cabbage (2002) relates this to human behavior and defines it as a process in which great deal choose betwixt alternative forms of behavior in order to achieve p ersonal goals. According to Spector (19972) crease blessedness is solely how people feel about their contemplate. It is the goal to which people like ( propitiation) or dislike (dis felicity) their telephone lines. As is generally priseed, is an attitudinal variable. In this context, prank satis itemion can be considered as a global feeling about the hypothecate or as a connect constellation of attitudes about various tantrums or facets of the hire out.The worry dilemma in numerous a(prenominal) organizations in to twenty- foursome hour periods solid paced technological environment is how managers can improve the motivation of employees, so that companies employ and retain a fulfilled incline force that contri justes optimally to organisational stakeholders. Essentially, the questions that must be answered by this study atomic number 18 What distinguishs some employees bring about ameliorate than others? What foxs some employees seem better satisfied in their d escents than others? In what ways can oersight improve the motivation of their employees?All organizations atomic number 18 refer with what should be through with(p) to achieve back uped extravagantly directs of procedure through people. This means that, there is the need to stimulate close attention to how individuals can better be prompt either through such(prenominal) means as incentives, rewards, leadership and centrally the work they do and the organizational context within which they carry out that work. This is very all-important(prenominal) beca implement tally to Reece and Brandt (1996234) they identified the importance of the emotional part at work.Emotions play a critical role in the success of every organization, yet many people in key last- making positions (leaders) with outstanding technical and pecuniary skills fail to understand the important role emotions play in a work dress outting. In part, the problem can be traced to leadership disciplin e that emphasizes that doing championship sector is a purely rational or logical process. These authors further emphasize that the cost of ignoring the emotional factor at work can be costly to companies in the form of lawsuits, resignation and death of semiprecious employees, and so onPROBLEM STATEMENT thither argon many and alter reasons why managers are continually under distress in many organizations. Resources both human and material as well as applied science are but a few issues confronting managers daily. More importantly, the human aspect has questions that hurl perplexed and fascinated managers for a long clock. These questions include What makes some employees perform better than others? What makes some employees seem better satisfied in their jobs than others? How can we improve the motivation and boilers suit job cheer of our employees?There are no easy answers to these questions, yet they plague managers in their day to day running of organizations. The real ity is that the take of employee motivation affects their morale, act and overall job expiation PROBLEM ANALYSIS DIAGRAM Employee Commitment Increases usefulness Margins Effect of Motivation Increases Performance contemplate Satisfaction look for QUESTIONS 1. To what extent does motivation lead to increases in job satisfaction? 2. To what extent does motivation lead to increases in performance? 3.Is there any relationship mingled with increases in profit margins and job satisfaction? OBJECTIVE OF THE playing land national OBJECTIVES To establish the opposition of motivation on job satisfaction and to pr tenderise alternative strategy or passport to enhance job satisfaction at the workplace. SPECIFIC OBJECTIVES 1. To examine whether motivation leads to an increase job satisfaction. 2. To assess whether motivation leads to an increase in performance. 3. To canvass whether motivation is the factor to increases in profit margin. SIGNIFICANCE OF THE STUDYThe fundamental pur pose of this inquiry is to feel the main causes of satisfaction and dissatisfaction amongst a congregation of employees within the frame work of the Herzberg study. This question is important or beneficial because 1. It will extensiveen managements insight that motivation plays a key role in the overall job satisfaction of employees. 2. It will enable managers to understand the factors and processes that are internal and external to the individual employee in an organization that have an set in his/her behavior and performance. 3.It will excessively avail managers to devise strategies that sustain a super move workforce so that the end result is that all stakeholders are content with the performance of the enterprise. 4. By understanding motivational issues behind employees, managers can systematically crack strategies to deal with motivational problems. investigate DESIGN As part of our info accretion method, we intend using qualitative and quantitative techniques. T he research design we are going to use will be put on the descriptive design. For a citywide insight into our methodology kindly see the third chapter.SCOPE OF THE STUDY The study is divided into tail fin chapters. The starting line chapter looks at the background of the study, objectives of the study, the research hypothesis and significance of the study. Chapter two reviews existing literature in the area of the study, magic spell chapter one-third discusses the methodology applied in collecting and analyzing entropy. methodological analysis is followed by the processing and analysis of the information as well as the findings from the study. The final chapter covers conclusions, recommendation and references. CHAPTER 2 LITERATURE REVIEW 2. 1 ledger entryUnderstanding the opening and application of motivation is important in managing human resources for organizational success. This is more than critical today due to the ever changing byplay environment organizations find themselves or operate. The relationship between job satisfaction, motivation, and efficiency or productivity is very important in the furrow industry as well as in personal brio. eagle-eyed term research has found that the single greatest predictor of higher status is work satisfaction. Work is one third to one half of a persons life while, and if frustrated the mental and physical launchs are very costly. trouble characteristics including skill variety, task identity, and task significance lead to psychological conditions in which in turn leads to increased motivation, performance and job satisfaction. It is important to investigate this area in order to determine how much of an effect does overall job satisfaction, motivation and productivity has on each other. It is similarly important to research the relationship between motivation and job satisfactions because it can assist businesses in designing and manufacturing an environment to maximize productivity and efficien cy spot keeping their employees satisfied.Finally, it is substantive to study motivation and job satisfaction because it can help people better understand what job will exceed suit them to be motivated and satisfied while making a difference in the productivity take. As part of the research into establishing a correlation between motivation and job satisfaction, this chapter seeks to capture the applicable literature and concepts of motivation and job satisfaction. 2. 2 MOTIVATION THEORIES The fundamental approaches to motivation are underpinned by motivation possibleness.The close to influential theories are classified as content theories and process theories. Content theory It focuses on the content of motivation and the nature of needs. It states that motivation is essentially about taking action to satisfy needs, and identifies the main needs that influence behavior that is those precise things that actually motivates the individual at the work place. Process theory In p rocess theory, the focus is on the psychological processes or forces that affect peoples perceptions of their working environment and the ways in which they interpret and understand it.According to client (1992a) in Armstrong M, process theory provides a much more relevant approach to motivation than the theories of Maslow and Hertzberg, which, he suggests, have been shown by extensive research to be wrong. Process or cognitive theory can for sure be more useful to managers than needs theory because it provides more hardheaded guidance on motivation techniques. MASLOWS of necessity surmise The close to famous need classification was formulated by Maslow (1954) in Armstrong M, a human relationist, argued that people are motivated to satisfy five need levels.Among these are Physiological need, this talk about the basic needs of life which are need for oxygen, food, water, clothing, shelter and sex that present basic issues of endurance and biological function. In organizations these needs are generally satisfied by adequate wages and work environment it ego, which provides restrooms, adequate lighting, comfor circuit card temperatures and ventilation. Safety, the need for protection against danger and the deprivation of physiological needs. Social, the need for love, affection and acceptance.A manager can help satisfy these needs by allowing loving interaction and making employees feel like part of a concourse or work group. Esteem needs actually comprises two polar sets of needs the need for a positive ego image and self respect and the need for comprehension and respect from others. A manager can help address these needs by providing various extrinsic symbols of accomplishment the manager can provide challenging job assignments and opportunities for the employees to feel a gumption of accomplishment.Self-fulfillment (self- actualization), the need to develop potentialities and skills to become what one believes he is capable of becoming. The self actualization needs are perhaps the some rough for a manager to address. In fact, it can be argued that these needs must be met entirely from within the individual. But a manager can help by promoting a culture wherein self- actualization is possible. For instance, a manager could give employees a chance to participate in decision making about their work and opportunity to learn new skills.Maslow (1954) in Armstrong M, suggests that the five needs categories constitute a pecking order. An individual is motivated first and foremost to satisfy physiological needs. As long as they persevere unsatisfied, the individual is motivated only to fulfill them. When satisfaction of physiological needs is achieved, they cease to act as primitive motivational factors and the individual moves up with the hierarchy and become concerned with security needs. This process continues until the individual reaches the self actualization level.Maslows concept of the need hierarchy has a au thuslyceti c intuitive appeal and has been accepted by many managers. However, it has not been support by empirical research and it has been criticized for its apparent rigidity. Different people whitethorn have different priorities and it is ambitious to accept that peoples needs progress steadily up the hierarchy. Infact, Maslow himself expressed doubts about the validity of a strictly ordered hierarchy. Some research for practice McClelland has found that, the five levels of needs are not always present and that the order of the levels is not always the same as postulated by Maslow.In admittance people from different cultures are likely to have different needs categories and hierarchies. McClelland NEEDS THEORY. McClelland(1975) in Roberts,H. k. & Hunt identifies three needs that motivates managers and agrees with Maslow(1954) that needs motives are part of the personality, which he believes are triggered off by environmental factors. He further identifies these most important needs as The need for act, The best known of the three, is the desire to accomplish a goal or task more effectively than in the past. volume with a high need act have the desire to assume personal certificate of indebtedness, a drift to set moderately difficult goals, a desire for specific and ready feedback, and pre occupation with their tasks. David McClelland, the psychologist who first identified this need, argues that only about 10 pct of the US population has a high need for achievement. The need for linkup Affiliation is a desire for human companionship and acceptance. People with strong need for affiliation are likely to prefer (and perform better in) a job that entails a lot of fond interaction and offer opportunities to make friends.The need for power The need for power is basically a concern for influencing people- to be strong and influential. They are likely to be clever in jobs that give them control over budget, people and decision making. separate MOTIVATIONAL TH EORIES ADERFER ERG THEORY Aderfer (1972), in John M. Ivancevich describes a three level hierarchy, compared to the five levels proposed by Maslow. These include 1. Existence Needs- this category is grounded in the excerpt or continued existence, of the person. As such, it would include many of the issues covered by the physiological and safety needs identified by Maslow. . Relatedness Needs- this category is found on the need for people to live and function in a social environment. It would embrace the need to be part of a group and belong to a judged organization. It incorporates many of the issues covered by the safety, belong and revere described by Maslow. 3. Growth Needs- this category is grounded in the need for people to develop their potential. As such it would cover the self-actualization and much of the esteem needs described by Maslow. HERZBERGS TWO FACTOR MODELThe two-factor pretense of satisfiers and dissatisfiers was developed by Herzberg et al (1957) in Armstrong M, following an investigation into the sources of job satisfaction and dissatisfaction of accountants and engineers. It was assumed that people have the capacity to report accurately the conditions that made them satisfied and dissatisfied with their jobs. Accordingly, the subjects were asked to tell their interviewers about the times during which they tangle exceptionally good and exceptionally bad about their jobs and how long their feelings persisted.It was found that the accounts of good periods most practicallytimes concerned the content of the job, particularly achievement, recognition, advancement, self-reliance and the work itself. On the other hand, accounts of bad periods most frequently concerned the context of the job. participation policy and administration, supervision, salary and working conditions more frequently appeared in these accounts than in those told about good periods. These categorized into two display cases of motivation as Intrinsic Motivation the self- generated factors that influence people to behave in a particular way or to move in a particular direction.These factors include responsibility (feeling that the work is important and having control over ones own resource) autonomy (freedom to act), scope to use and develop skills and abilities. Interesting and challenging work and opportunities for advancement. Extrinsic Motivation- what is through to or for people to motivate them? This includes rewards such as increased pay, praise or publicitys, penalization such as disciplinary action, withholding pay or criticism. Frederick Herzberg theory had close links with Maslows and believed in a two factor theory of motivation.He stressed that, veritable factors could be introduced into a business that will directly motivate an employee to work harder (Motivators) included are achievement, recognition, responsibility and advancement. However, other factors called (Hygiene factors) de-motivate an employee. The most common hygien e factors, or dissatisfies include conjunction policy and administration, supervision, salary, interpersonal relationship and working condition. Hygiene factors are factors which put off the job rather than the job itself.Importantly, Herzberg viewed pay as a hygiene factor which is in direct contrast to Taylor who viewed pay and piece-rate in particular. Herzberg believed that business should motivate employees by adopting a democratic approach to management and by improving the nature and content of the actual job through real methods. Some of the methods managers could use to achieve this are Job Enlargement- workers being habituated a great variety of tasks to perform (not necessarily more challenging) which should make the work more interesting.Job Enrichment- the design of jobs so that they contain a greater number of motivators which involves workers being given a wider range of more complex, interesting and challenging tasks surrounding a fire unit of work. This should give a greater sense of achievement. Empowerment- means delegating more power to employees to make their own decisions over areas of their working life. For the purpose of this research, emphasis will be laid on Herzberg two-factor precedent.Though recognition is identified as a motivator by Herzberg, Miller (200215) mentions four common incentives (money, contests and competition, recognition including praise and rewards, and disciplinary action) thought to motivate others, but they discourage intrinsic motivation. She says the key to performance is to create an environment for intrinsic motivation, using four incentives (competency, empathy, autonomy and fulfillment). Green (2000155) captures this issue well when he says employees are motivated by what they intrinsically believe is going to happen, not by what managers phone (extrinsic) will happen.Managers can motivate employees by setting in motion the conditions required for motivation namely, confidence, trust and satisfact ion and creating an environment that reinforces those conditions. Pollock (200210) pick outs three of Hertzbergs motivators as being crucial in motivating people. These are recognition, interesting work and responsibility. He says, over and higher up monetary rewards, what people crave is praise. They need assurance that their efforts are known, valued, and appreciated. Sometimes all it takes to satisfy this deep desire is a sincere well done, sort of delivered in front of their peers.Making peoples work interesting means whimsical away bore doom because its a great de-motivator. exculpate their work meaningful and you will spur them to realize their own highest potential. with child(p) people additional responsibilities implies not only giving them extra work, but work that is important and requires a higher level of knowledge and skill. object THEORY oddment theory as developed by Latham and Locke (1979), states that motivation and performance are higher when individual se t specific goals, when goals are difficult but accepted and when there is feedback on performance.The implication of goal theory is that, goals set by management should be challenging sufficient but realistic. Participation in goal setting is important as a means of getting agreement to setting higher goals. People strive to achieve goals in order to satisfy their emotions and desires. Goals guide peoples response and actions and in addition direct work behavior and performance which lead to certain consequences or feedback. The feedback should be complete, accurate and timely in order to provide a means of checking progress on goal attainment 2. 3 JOB SATISFACTION THEORYVIE THEORY This theory is derived from the expectancy theory of Vroom, by Porter and Lawler (1968)in Armstrong M. In addition to three basic components of valence, instrumentality, and expectancy, this model incorporates abilities and traits, role perceptions, intrinsic and extrinsic rewards, and the sensed equit y of the rewards. The model assumes that, for an effort to translate into a desired level of performance, the person must have the readiness to perform well (abilities and traits), and he must understand the demands of his job (role clarity).The model acknowledges that people work for both extrinsic rewards, such as money and promotions, and intrinsic rewards, such as pride in ones work and a sense of accomplishment. The model assumes that the level of performance a person attains will affect the level of rewards he perceives to be equitable. Specifically, if a person expends a great amount of effort that culminates in high performance levels, he will perceive that he deserves a substantial reward. (Dipboye, Smith, and Howell, 1994( 116-177). Job satisfaction is the met expectations or desires of a job.I t is a collective term of specific attitudes about work or job and it varies as a function of other non-work attitudes (age, health, etc. ). Genetic research suggests that 30% to 4 0% of job satisfaction is inherited. Job satisfaction and life satisfaction are interrelated and influence each other. A Gallup poll indicates that approximately 10% to 13% of workers are dissatisfied, while about 85% of workers are satisfied. Other surveys asking questions in a different manner suggests that more workers are dissatisfied. Job satisfaction varies with the type of occupation, for example, higher management means more satisfaction.Personal characteristics of workers also have an impact on job satisfaction. Job satisfaction increases age. Whites have greater job satisfaction than non-whites. The level of education is slightly negatively related to job satisfaction. If personal skills and abilities are not required by a job, job satisfaction decreases. When a person is wage may be the most important variable to job satisfaction. High job satisfaction is associated with low turnover and low absenteeism and with high commitment. Although the evidence is not conclusive, hi gh job satisfaction is associated with high performance and prosocial behaviors. . 4 RELATIONSHIP betwixt MOTIVATION, JOB SATISFACTION AND MONEY The basic requirement for job satisfaction may include comparatively higher pay, an equitable payment system, real opportunities for promotion, considerate and participative management, a reasonable degree of social interaction at work, interesting and varied tasks and a high degree of autonomy control over work pace and work methods. The degree of satisfaction obtained by individuals, however, depends largely upon their own needs and expectations, and the working environment.The level of job satisfaction is affected by intrinsic and extrinsic motivating factors, the quality of supervision, social relationships with the work group and the degree to which individuals succeed or fail in their work. Purcell et al(2003)in Armstrong M, believe that discretionary behavior which helps the firm to be successful is most likely to happen when employ ees are well motivated and feel commit to the organization and when the job gives them high levels of satisfaction. Their research found that the key factors touch job satisfaction were opportunities, job influence, teamwork and job challenge. 2. BENEFITS OF EMPLOYEE MOTIVATION. * Increases Productivity adept and motivated people work harder and better in improving productivity. Incentive programs advance productivity in a number of ways . Employees are often motivated for reaching targets or for good work done in general. These motivations vary but the main aim is to encourage employees to work towards friendship goals. With the promise of motivation and clearly defined targets, employees are more procreative and motivated. * Reduce Absenteeism The bottom line with motivation programs comes down to the very candid fact that people like been rewarded for hard work and a job well done.The rewards are only part of the equation. Motivation schemes show employees the attach to c ares and appreciates the work they are doing. If an employee feels appreciated and has clear targets that result in rewards then they are more likely to want to come to work. * Increased Company Morale Rewards, incentives and recognition make for a happy, harmonious working environment. Goal setting and targeting objectives helps with focus and purpose . Employee motivation programs offer all of these things and are highly conducive to company morale. Increases in company morale helps cut back absenteeism and overall company cost. Public scholarship. Investor in people status brings public recognition for real achievements measured against a rigorous national standard. investiture in people helps to attract the best job applicant. It may also provide a reason for customers to choose specific goods and services. CHAPTER THREE RESEARCH METHODOLOGY 3. 1 INTRODUCTION This chapter explains how data was store for the study. It also deals with the research tools used to gather the dat a, the method used or adopted in analyzing the data and the problems encountered during the process of data collection.The chapter distinctively discusses the following * Sources of data * look into design * Population of the study * sampling * Sampling procedures * data collection techniques * Data analysis * Constraints The proposed methods adopted were structured towards the collection of data from primary and secondhand sources. On the basis of the literature review, the existing acqiutance of the theme under discussion definition, motivation, job satisfaction, motivation theories, job satisfaction theories thus its impact on employee job satisfaction furious under the following broad headings * Definitions of motivation Job satisfaction * Motivation theories * Job satisfaction theory 3. 2 Data Sources The tecs used secondhand and primary data to help oneself the data build up for the research. This was done through the use of questionnaires. The secondary sources of data collection included * Textbooks of relevant importance to the research topic. * publish articles in Psychology and motivation journals 3. 3 Research Design The model used for this study was the descriptive research design.This design was chosen because it is on one of the best research designs which are deemed appropriate when a researcher attempts to describe some aspects of a population by selecting an unbiased have of individuals who are asked to complete questionnaire. 3. 4 Population of the study The population of the study comprised of 50 employees of SSNIT. This population provided the researchers with all inclusive views from assorted perspectives on the effect of motivation on employee job satisfaction. 3. 5 Sample Size The try out size for the study was thirty (30) employees of the Social Security and National restitution Trust (SSNIT).Due to responses of restraints the type size was reduced to 20. 3. 6 Sampling procedure Because the researchers wanted to select the ir sample from a population which is diverse based on management hierarchy, we used stratified sampling to group our sample population into a strata based on management hierarchy at SSNIT. The population was grouped according to low level management, kernel level management and top level management. After stratified sampling, we then use simple random sampling to select our target group of thirty(30) from the sample population of fifty(50).The reason was to give everybody an equal opportunity of being chosen or captured. 3. 7 Method of data collection A combination of primary and secondary data was used to acquire information. The secondary data was collected by going directly to some of the data sources. The primary data on the other hand was collected by the use of questionnaires. All the questionnaires were designed with both open ended and unsympathetic ended questions. 3. 8 Data collection All data was collected concurrently, that is both secondary and primary data were colle cted simultaneously. 3. 9 Data AnalysisVarious respondents provided series of data for the making of the research report, all data collected was coded and edited to eliminate all errors and information that did not fall within the objectives. The researchers then used the information provided by respondents and canvass the information by the use of report, using tables, charts and so on. 3. 10 Constraints In carrying out the research, the researchers encountered some problems. Thus, the refusal of the organization to release certain important data needed for the project, especially, the historical data pertaining to human resource.The researchers could not get these data as they were deemed too confidential because of fear of competitors getting hold of them. This wherefore imposed a limitation on the study. Another problem was time constraint and also inabilities to respond to the questionaires. Only twenty were responded to. Financial constraint was also a factor. CHAPTER FOUR R ESULTS AND DISCUSSION OF FINDINGS 4. 1 Introduction This chapter describes the responses to a series of questions designed to examine the impact of motivation on job satisfaction.The chapter begins with the findings about motivation and its impact on job satisfaction on SSNIT. The questionnaires administered were 50 employees through stratified sampling out of which 30 was picked based on simple random sampling. 4. 2 1. LENGTH OF SERVICE AT SSNIT board 1. OPINIONS no. OF RESPONSE circumstances (%) 0-1 age 4 20 2-4 years 8 40 5-10 years 5 25 to a higher place 10 years 3 15 Total 20 ampere-second SOURCE OF selective information (FIELD DATA) DECEMBER 2010 pictorial standard OF TABLE 1 The respondents length of service at SSNIT were sought to determine how long they have been working there.According to the table above, 40 % of respondents constituted those who fall within (2-4 years). That is, they have been employees for two to four years. Those who have been employees for five to ten years made up 25% which was the next highest (5-10 years). Also, 20% correspond those who fell between (0-1) years. They have only served a year at the time the questionnaires were administered. Lastly, 15% of respondents were within the above ten years group. From the above, it can be observed that the organization (SSNIT) has a young and fresh workforce which constitutes the majority or majority of their employees. . Think of a time at work when you felt especially bad about your job, an incident or incidents which had a long lasting effect on you, and which led to bad feelings. key out the circumstances, and how your work was influenced by it or them. TABLE TWO. INCIDENTS THAT CAUSED DISSATISFACTION OPINIONS NO. OF RESPONSE PERCENTAGE (%) COMPANY POLICY 8 40 OTHERS 6 30 subject field ITSELF 3 15 INTERPERSONAL RELATIONS 3 15 bestow 20 100 SOURCE OF DATA (FIELD DATA) DECEMBER 2010 GRAPHICAL REPRESENTATION OF TABLE 2. INCIDENTS THAT CAUSED DISSATISFACTION COMPANY POLI CY AND ADMINISTRATION (40%)The majority of cases (40%) in the sample mentioned this factor as a major cause of unhappiness at SSNIT. OTHERS (30%) This was mentioned as the second strongest factor that contributes to job dissatisfaction and was experienced by people who did not choose any of the stated factors. They responded to none of them. WORK ITSELF (15%) This contributed to job dissatisfaction in 15% of the cases and related to the content of the job. INTERPERSONAL RELATIONS (15%) This also contributed to job dissatisfaction in 15% of the cases related alongside work itself. 4. 4 4. Which of the following gives you Job Satisfaction?TABLE THREE CAUSES OF SATISFACTION OPINIONS NO. OF RESPONSE PERCENTAGE (%) Work Achievement 6 30 intuition 4 20 Work Itself 2 10 Promotion/ packaging 3 15 Salary 3 15 Others(please specify) 2 10 Total 20 100 SOURCE OF DATA (FIELD DATA) DECEMBER 2010 GRAPHICAL REPRESENTATION OF TABLE 3. Regarding the issue of which motivating factor gave them job sat isfaction, 30% of respondents felt work achievement gave them satisfaction according to the table. This means they value a sense of achievement for the accomplishment of some milestone set by the individual himself or supervisor.Also, 20% of respondents felt recognition was what gave them satisfaction. They felt issues like recognition for job well done, good idea, appreciation, positive feedback and simply a tap on the back to acknowledge them was most important to them. Those who chose the work itself constituted 10% as can be seen from the table above. The design of the work and the demands is enough to keep them satisfied. Advancement and salary as had 15%. Some based their satisfaction on increments in salaries whiles others taught promotion or advancement was their main satisfiers.They all recorded 15% each as can be seen from the table. Lastly, others represented 10% and they simply did not agree with the above motivation factors or had a different set of opinion. Bateman (2 004) views motivation as forces that energize, direct and sustain a persons effort. He says that all behaviors except involuntary reflexes like eye nictate (which usually have little to do with management) are motivated. A highly motivated employee will work hard towards achieving performance goals. With adequate ability and understanding of the job, such an employee will be highly productive.An aspect of the definition implies that people have certain beliefs about which behaviors or actions will help them satisfy their needs. This belief may or may not be accurate but they help guide behavior. From the table above, you find out that if the organization (SSNIT) wants to know whether their employees are satisfied or not then they must pursue the motivating factor of work itself. That is they have to continually design the work and its demand to suit employees. 5. which of the following gives you job dissatisfaction TABLE FOUR CAUSES OF JOB DISSATISFACTIONOPINIONS NO. OF RESPONSE PE RCENTAGE neglect of Recognition 9 45 Company Policy 3 15 utter Salary 5 25 Technical Supervision - - Work Itself 3 15 Others(please specify if any) - - Total 20 100 SOURCE OF DATA (FIELD DATA) DECEMBER 2010 GRAPHICAL REPRESENTATION OF TABLE 4 Respondents were also asked which of the above in table five gave them job dissatisfaction. In other language which of the above make them not fell satisfied about their work. Lack of recognition was the most important demotivator that caused dissatisfaction constituting 45% of respondents.They feel the contributions they make towards organizational accomplishment is not appreciated. They are not congratulated for good work done in the midst of their colleagues or their ideas accepted and appreciated. This was followed by 25% of respondents who felt low salary was a dissatisfier. Company policy and work itself represented 15% equally. The views were taken from a summate of 20 respondents. From the above, it can be clearly seen that lack of recognition was the strongest dissatisfier. According to Herzberg (1959) this falls under extrinsic motivation. Extrinsic motivation is what is done to or for people to motivate them.This includes rewards, punishment and recognition or praise. In this case the failure of management of SSNIT to recognize their contribution is a dissatisfier. CHAPTER FIVE SUMMARY OF FINDINGS 5. 0 Introduction Motivation is a major issue in every organization. Any organization that fails to motivate its employees usually faces the severe consequence of low morale. Motivation plays a significant role in the attainment of competitory advantage and job satisfaction in every organization. Findings from the analyzed data were related to the objectives of the research in this chapter.It concluded with a general summary, findings, summary of findings, conclusion and recommendation providing suggestions on how motivation is a tool to achieve job satisfaction in SSNIT. 5. 1 SUMMARY The findings from the empir ical research have indicated that 30% of the respondents bedded work achievement as number one motivator for job satisfaction from a list of five factors. This contrasts with what earlier researchers adduced that total compensation and emotions were the real motivators. The reason for this could be mainly due to the fact that workers have a desire to accomplish a goal or task.People with a high need achievement have desire to assume personal responsibility, a tendency to set moderately difficult goals, a desire for specific and immediate feedback, and pre occupation with their tasks. There is the need for a motivation model that considers work achievement as a motivator to achieve job satisfaction. On the other hand, 45% of the respondents ranked lack of recognition as number one de-motivator for job dissatisfaction from a list of five. Workers want to be recognized and their contribution and ideas appreciated and also praised for a job well done.If this is absent, then it could po se significant consequences to job satisfaction. Management should watch that workers contributions are recognized and appreciated so that they do not feel disheartened. 5. 2 CONCLUSION The conclusions are based on the gaps in the motivation theory, the assumptions on motivation and the motivation framework. The theories reviewed in this study have not eluded criticism. Indeed none of the theories were developed in Africa. in advance they are acted upon therefore their relevance should be evaluated and integrated into the local organizational circumstances.Managers (supervisors) often assume that it is difficult to motivate people and that motivated workers perform better contributing to achieve organizational goals. This study has indicated that (work achievement) is a fundamental ingredient in the motivation recipe. The question of whether work achievement should be number one motivator to achieve job satisfaction has remained complex. Jobs that provide a sense of achievement an d recognition may be lusty to some individuals, as the survey results have indicated, because there is a sense of achievement when they accomplish goals set by themselves or management. However others may ot find it satisfying as compared to salary or company policy. motive workers is critical to the organizations success but it is an enigmatic concept. This study has not provided specific answers given the complexity and the multi-facetted nature of motivation. Instead job satisfaction guidelines have been developed and murky areas highlighted to trigger an innovative approach towards managing job satisfaction and motivation issues. 5. 3 RECOMMENDATIONS The points discussed indicates that debates on whether or not work achievement is a motivator are not yet resolved. Infact this study will instead set the debate in motion.In the discussion work achievement was the number one satisfier contributing 30%. For work achievement to ensure job satisfaction, certain conditions must be me t According to Frederick Hertzberg, business should motivate employees by adopting a democratic approach to management and by improving the nature and content of the actual job through certain methods. Some of the methods managers could use to achieve this are Job Enrichment-the design of jobs so that they contain a greater number of motivators which involves workers being given a wider range of more complex, interesting and challenging tasks surrounding a complete unit of work.This should give a greater sense of work achievement. The statistics of the responses given by the employees makes it significantly clear that motivation goes beyond work achievement to achieve job satisfaction. Many put significant premium on the work itself, recognition, advancement, salary, company policy among other needs. Managers must therefore make conscious efforts to understand the needs of employees at any point in time and meet them appropriately and not only rely on work achievement as the sole to ol for job satisfaction.If the above conditions are fulfilled, then, work achievement can be used as a motivational tool for achieving job satisfaction and even matched advantage. However, as already noted above some conditions are difficult to fulfill. On the otherhand,45% of respondents chose lack of recognition as the factor that gave them job dissatisfaction or dissatisfier. Dissatisfiers essentially describe the environment and serve primarily to prevent job dissatisfaction. This means that the workers at SSNIT feel their work is not appreciated or recognized.Workers want to be recognized whether a note or praise, for example a manager saying good idea, well done and was in the form of appreciation, positive feedback, positive compliments and admiration. The management of SSNIT should ensure that the contributions made by employees is recognized and appreciated and it will go a long way to achieve job satisfaction and competitive advantage. Skilled and motivated workforce can be a source of competitive advantage in todays ever dynamic and exuberant business environment. 5. 4 TO FUTURE RESEARCHERSThe findings in this research revealed a significant tradeoff between work achievement and other factors regarding those factors that gave them satisfaction. We recommend that concomitant research on this topic critically examines the rate of this tradeoff between work achievement and the other factors. And perhaps researchers may dare to discard work achievement from the factors in subsequent studies in order to reasonably examine the strengths of other factors against each other to achieve job satisfaction among employees.