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Published by roundtr
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Published by: roundtr on Jan 25, 2013
Copyright:Attribution Non-commercial


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In order to be successful, companies need the commitment of employees
(Molander, 1996). That includes the commitment to act toward the goals of
the company, as well as the commitment to stay in the organisation
(Dessler, 1986). Highly committed persons expend considerable efforts
toward the achievement of a company's goals and values (Lau and Huang,
1999) and may represent a corporate strategic advantage (Mak and Sockel,
2001), especially in a rapidly changing world. The achievement of
organisational commitment, however, is not easy since it may be
influenced by personal and organisational factors (Schultz and Schultz,
1998). The knowledge about what motivates (prompt employees to put
efforts into their work) and satisfies people at work may be essential to
generate such commitment. In other words, a company has to be aware of
what motivates and satisfies the employees at work in order to stimulate
them to perform their job as best as possible and to remain in the company.

A person who is satisfied with his/her work may show a higher
commitment to put efforts toward the achievement of the company's goals
and will not easily change job. However, people differ, they distinguish
themselves from each other regarding their needs, backgrounds,
expectations, and individual characteristics. In other words, what may
satisfy one employee may be different from what will satisfy another, at
least in terms of the satisfaction degree. Moreover, some needs may change
over time, getting stronger or weaker. How can the company know how to
motivate whom in the right way?

The knowledge about similarities and differences in the motivation of
employees may make it easier for the company to motivate them and to
generate organisational commitment. Thereby, the consideration of
individual characteristics such as age, gender, work area, and years a
person has been working in the company may provide useful information.
General personal features, which can be easily used to distinguish persons
from each other, are considered as individual characteristics in this study.
These characteristics do not represent very individual traits such as
endurance and ambition. They can be recognised easily, and their
destination requires no research or personal assessment. A group of
employees sharing the same individual features may have the same needs
and expectations toward work and may be satisfied in the same way.


Information about the extent to which certain factors of motivation and job
satisfaction are present at work (evaluation of the actual work situation)
and information about the importance, which is attributed to those factors
by the employees, may offer valuable clues to the field of motivation. A
comparison of this data may reveal factors whose enhancement may cause
higher motivation and job satisfaction of the work force.

The following questions will guide the research process in order to gain a
deeper knowledge about the motivation of employees.

What are the most critical factors for motivation and job

To what extent are these factors present in a selected company?

How important are these factors for the employees?

The last two issues will be examined regarding certain individual
characteristics - age, gender, marital status, work area (blue-collar/white-
collar worker), position (leading /non-leading position), and the years a
person has been working in the company - in this study.

Furthermore, I will identify factors which are valued, but also lacked at the
same time by the employees. This knowledge of those factors may be of
great value for the selected company in order to increase the employees'
motivation and satisfaction with the work.

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