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1. Introduction
In order for an organization to meet its obligations to shareholders, employees
and society, its top management must develop a relationship between the
organization and employees that will fulfill the continually changing needs of both
parties. At a minimum the organization expects employees to perform reliably the
tasks assigned to them and at the standards set for them, and to follow the rules
that have been established to govern the workplace. Management often expects
more: that employees take initiative, supervise themselves, continue to learn new
skills, and be responsive to business needs. At a minimum, employees expect
their organization to provide fair pay, safe working conditions, and fair treatment.
(Beer, Spector, Lawrence, Mills, & Walton, 1984). Traditionally most reward and
recognition programmes were vague and often given in response to a manager’s
1
Reena Ali, student BSBA Hons, Comsats Institute of Information Technology, reena_ali@hotmail.com
2
Mr. Shakil Ahmad, Lecturer, Comsats Institute of Information Technology, onlyshakil@gmail.com
Ali & Ahmed
2. Literature Review
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3. Methodology
The sample study used tells the variability and reliability of the biographical data
of the respondents. The procedure used to gather data is the hypotheses and the
statistical techniques used to analyze the data
For the purpose of this study a quantitative methodology was followed and a
questionnaire was used as the measuring instrument. The data gathering
techniques used included a biographical questionnaire and the Work Satisfaction
and Motivation Questionnaire as set out by De Beer (1987).
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Prinsloo (1996) determined the internal consistency of the Work Motivation and
Satisfaction Questionnaire by computing the coefficient alphas, conducting an
item analysis and factor analysis. Prinsloo (1996) reported a coefficient alpha
that is consistently high, ranging from .82 to .93, with a median of .90 for the
instrument. The results of the item analysis also indicated that each item had a
positive correlation with the total score for the Work Motivation and Satisfaction
Questionnaire, with the average correlations ranging from a low of .42 to .74, with
a median correlation of .64. This suggests that the 43 items of the Work
Motivation and Satisfaction Questionnaire are relatively homogenous with
respect to the underlying attitude construct they measure (Prinsloo, 1996).
Similarly, the results of the factor analysis corroborate findings indicating that the
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5. Results
Table 1
Descriptive statistics for the dimensions of work motivation and
satisfaction
Variable Mean Standard Deviation
Work Content 1.53 .69
Payment 2.57 .65
Promotion 2.10 .62
Recognition 2.88 .62
Working Conditions 1.34 .72
Benefits 1.86 .63
Personal 1.23 .64
Leader/Supervisor 1.42 .69
General 1.32 .54
• Where high variables correspond to high motivation
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Table 1 thus shows that staff in the sample is most likely to be motivated due to
their working conditions, personal and general dimensions. They are least
motivated by the payment they receive and recognition as determined by the
Work Motivation and Satisfaction Questionnaire
Table 2
Dimension Correlations rewards and satisfaction
The results indicate that work content correlates significantly with work motivation
and satisfaction (r = 0.66, p < 0.01). This supports the hypothesis that there is a
significant relationship between work content and work motivation and
satisfaction. A significant correlation is shown to exist between payment and
work motivation and satisfaction (r = 0.86, p < 0.01), supporting the hypothesis
that there is a significant relationship between payment and work motivation and
satisfaction. There was also a significant relationship between promotion and
work motivation and satisfaction (r = 0.74, p < 0.01). Hence, this supports the
hypothesis that promotion opportunities are significantly related to work
motivation and satisfaction.
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A significant correlation also exists between recognition and work motivation and
satisfaction (r = 0.92, p < 0.01), supporting that recognition is significant in
explaining the variance in work motivation and satisfaction. There was a
significant relationship between working conditions and work motivation and
satisfaction (r = 0.61, p < 0.01). Hence, the hypothesis that there is a relationship
between working conditions and work motivation and satisfaction is supported.
There was a significant relationship between benefits and work motivation and
satisfaction (r = 0.65, p < 0.01), supporting the hypothesis that benefits are
significant in explaining work motivation and satisfaction.
Table 3
The relationship between rewards, recognition and work motivation and
satisfaction
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Table 4
Stepwise Regression: Dependent variable (work motivation and
satisfaction)
The results shown in Table 4 indicate a relatively high percentage of the variation
in work motivation and satisfaction can be explained by the variables entered in
the equation (R - squared = 84.27%; R- squared (adjusted) = 71.4%). Thus 71%
of the variance in work motivation and satisfaction can be explained by work
content, payment, promotion, recognition, working conditions, benefits, personal,
leader/supervisor and general dimensions. The F-ratio of 16.59 (p < 0.01)
indicates the regression of work motivation and satisfaction on the dimensions
assessed, expressed through the adjusted squared multiple (R - squared (adj.) =
71.40%) is statistically significant. Hence the null hypothesis is rejected. These
variables account for 71% of the variance in work motivation and satisfaction.
This finding suggests that other unexplored variables could account for the other
variance in work motivation and satisfaction.
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8.0 Reference
Beer, M., Spector, B., Lawrence, P.R., Mills, D.Q., & Walton, R.E. 1984.
Managing human assets. New York: The Free Press.
Carnegie, D. 1987 Managing through people. New York: Dale Carnegie &
Associates, INC.
De Beer, M.J. 1987 'n Ondersoek na die rol wat arbeidsomset in die bedryf speel
met spesifieke verwysing na werkbevrediging en werksmotivering.
Unpublished master’s dissertation, University of the Free State, Bloemfontein.
La Motta, T. 1995. Recognition: The quality way. New York: Quality Resources.
Lawler, E.E. 2003. Treat people right. San Francisco: Jossey-Bass Inc.
Prinsloo, I. 1996. Die effek van regstellende aksie op die werkmotiveering van 'n
groep swart administratiewe werkers. Unpublished master’s dissertation,
University of the Orange Free State, Bloemfontein.
nd
Kreitner, R., & Kinicki, A. 1992. Organizational Behavior (2 Ed.).
USA: Richard D. Irwin Inc.
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