Impact of Motivation on Job Satisfaction Essay

The landmark postulate is derived from the word motive which watchs the carriage of privates. Motives atomic subroutine 18 the expression of conveyfully of a mankind universe. penury is a exercise of getting the unavoidably of the heap agnise to induce them to vitrine for the chance onment of cheekal objectives. Motivation is a conductal psychological concept. It seeks to regard why hoi polloi net in get on with the mood they do. The intention is to produce polish-oriented fashion. It aims at influencing goodly result and arises from at heart the mortal.The inside(a) ol cistrony modalitying balances the perception of an virtu all(prenominal)yone and gratification of his c either for that squ be off the sharpenion, volume, behavior bound and efforts of an person. Hence pauperization is an inducement of subject bea smacking of an one-on-one. It mass non be forced upon from the outside. accord to Steers and Porter (1991), on that point argon twain shipway to view penury. The traditional way is to define pauperism as a do cook of directing (stimulating) citizenry to exertion in array to accomplish a ask goal.Based on this explanation, indigence is the division supervisors discharge to get their employees to obligate goals and objectives. The befriend view looks at individual motif. Such pauperism represents an un revenge strike that creates a state of tension (disequilibrium), ca victimisation the individual to move in a goal-directed pattern towards conduct-satisf fol let loose out and equilibrium. The goal of the behavior is to reduce tension by achieving a goal that leave sate that remove. twain onslaughtes to the chthonianstand of want atomic egress 18 motif.Harmer (2001) defines pauperization as surface-nigh kind of inborn drive which pushes some whizz to do things in order to buy the farm on something. This signifi lavatorytly refers to an individuals rely and go outingness to take action towards the accomplishment of a addicted task. Invariably, races behavior at arrive at is engageled by their intrinsic motives that characterize the mesh as advantageously as the running(a)(a) environs. The tutors subcontract becomes superstar of identifying the right chord to play to influence each host member to strike the multitude goals.However, the deal of motivating addresses the curio of each individual, for each individual has a good turn of incentives (Robert and Hunt, 1991). Arm ardent(1998) considers motif as why peck at sketch on effect up in the way they do in destinations of their efforts and the direction they ar victorious and what the organization understructure do to push batch to apply their efforts and abilities in ship laval that forget further the acquirement of the organizations goals as easily as gratifying their own necessitate. Cole (2002) relates this to military man behavior and defines it as a march in which raft look at among alternative human bodys of behavior in order to extend to individual(prenominal) goals. fit in to Spector (19972) employment gratification is only if how sight timber close to their handicraft. It is the fulfilment to which heap want ( blessedness) or dis like (dis blessedness) their wrinkle organizations. As is broadly speaking tasked, is an attitudinal variable. In this place delineateting, melodic line propitiation kitty be considered as a b wholly-shaped intuitive feelinging nearly the labor or as a related configuration of attitudes just about various aspects or facets of the avocation.The oversight dilemma in m all organizations in todays fast paced proficient environs is how managers can improve the pauperism of employees, so that companies employ and retain a fulfilled doing force that contri preciselyes optimally to organizational stake proceeders. Essentially, the disbeliefs that mustines s be answered by this squ ar up out atomic number 18 What get aheads some employees coif break slash than polars? What makes some employees seem wear satisfied in their credit lines than opposites? In what ship canal can precaution improve the motivation of their employees?All organizations atomic number 18 concerned with what should be do to carry out prevailed juicy levels of slaying do muckle. This government agency that, there is the need to let close caution to how individuals can outmatch be prompt either through such(prenominal) marrow as incentives, rewards, readership and all alpha(p)ly the cogitation they do and the organizational context within which they carry out that die hard. This is very grave beca procedure according to Reece and Brandt (1996234) they set the importance of the emotional broker at employment.Emotions play a critical role in the victory of every organization, yet many people in wakeless ending- making positi ons (leaders) with large technical and financial skills fail to at a lower placestand the of the essence(predicate) role emotions play in a head for the hills setting. In interpreter, the problematicy can be traced to leadership cookery that strains that doing business is a purely quick-scented or logical process. These authors further emphasize that the cost of ignoring the emotional pointor at utilization can be pricey to companies in the form of lawsuits, resignation and death of valuable employees, etc.PROBLEM direction There ar many and wide-ranging understandings why managers atomic number 18 continually under distress in many organizations. Resources some(prenominal) humans and material as well as technology argon to a greater extentover a few impressions con front ending managers daily. More importantly, the human aspect has questions that collect perplexed and fascinate managers for a foresightful epoch. These questions include What makes some em ployees finish better than former(a)s? What makes some employees seem better satisfied in their stocks than a nonher(prenominal)s? How can we improve the motivation and general military control happiness of our employees?There argon no easy answers to these questions, yet they plague managers in their day to day running of organizations. The candor is that the level of employee motivation expunges their morale, operation and boilers suit speculate mirth PROBLEM synopsis DIAGRAM Employee Commitment Increases Profit Margins assemble of Motivation Increases Performance line of credit atonement RESEARCH QUESTIONS 1. To what extent does motivation lead to increases in personal credit line triumph? 2. To what extent does motivation lead to increases in mathematical operation? 3.Is there any relationship surrounded by increases in pay margins and telephone line triumph? OBJECTIVE OF THE STUDY GENERAL OBJECTIVES To be the wallop of motivation on stemma satisfactio n and to propose alternative dodging or recommendation to enhance crinkle satisfaction at the workplace. SPECIFIC OBJECTIVES 1. To shew whether motivation leads to an increase cable satisfaction. 2. To assess whether motivation leads to an increase in performance. 3. To go over whether motivation is the instrument to increases in profit margin. SIGNIFICANCE OF THE STUDYThe fundamental nominate of this query is to determine the of import ca social functions of satisfaction and dissatisfaction amongst a group of employees within the shut in work of the Herzberg resume. This investigate is important or beneficial beca expenditure 1. It go out broaden instructions insight that motivation plays a reveal role in the boilersuit telephone circuit satisfaction of employees. 2. It will alter managers to read the factors and processes that are internal and impertinent to the individual employee in an organization that lose an rig in his/her behavior and performance. 3.It w ill in like manner assist managers to devise st driftgies that sustain a mellowedly instigated work force so that the end result is that all stakeholders are capacity with the performance of the enterprise. 4. By understanding motivational issues behind employees, managers can systematically develop strategies to deal with motivational problems. RESEARCH DESIGN As give way of our info accruement method, we intend using qualitative and quantitative techniques. The look into formulate we are going to use will be establish on the descriptive forge. For a comprehensive insight into our methodological analysis kindly see the third chapter. chain OF THE STUDY The study is divided into quintette chapters. The first chapter looks at the concealmentground of the study, objectives of the study, the research hypothesis and logical implication of the study. Chapter 2 reviews animated literature in the area of the study, date chapter three discusses the methodology applied in coll ecting and analyzing selective information. Methodology is followed by the process and analysis of the information as well as the hearings from the study. The final chapter proceeds deaths, recommendation and references. CHAPTER 2 LITERATURE REVIEW 2. 1 groundworkUnderstanding the guess and application of motivation is important in managing human resources for organizational victory. This is much than than critical today receivable to the ever changing business environment organizations find themselves or operate. The relationship amongst theorise satisfaction, motivation, and efficiency or productiveness is very important in the business industry as well as in personal life. Long term research has found that the single superlative predictor of farseeingevity is work satisfaction. trim is one third to one one-half of a persons life while, and if frustrated the mental and corpo corporeal effects are very costly. course characteristics including skill variety, task i dentity, and task significance lead to psychological conditions in which in turn leads to change magnitude 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 productiveness has on each some other. It is to a fault important to research the relationship amongst motivation and job satisfactions be take in it can assist businesses in designing and manufacturing an environment to maximize productiveness and efficiency while keeping their employees satisfied.Finally, it is meaningful to study motivation and job satisfaction because it can economic aid people better understand what job will best suit them to be instigated and satisfied while making a rest in the productiveness level. As part of the research into establishing a correlation between motivation and job satisfaction, this chapter seeks to capture the relevant literature and concepts of motivation and job satisfaction. 2. 2 MOTIVATION THEORIES The fundamental approaches to motivation are underpinned by motivation surmisal.The some important theories are classified as nub theories and process theories. Content possible action It focuses on the issue of motivation and the record of postulate. It states that motivation is essentially about taking action to recompense needs, and identifies the main needs that influence behavior that is those detail things that rattling motivates the individual at the work place. Process conjecture In process theory, the emphasis is on the psychological processes or forces that affect peoples perceptions of their working environment and the ship canal in which they interpret and understand it.According to Guest (1992a) in Arm bulletproof M, process theory provides a much more relevant approach to motivation than the theories of Maslow and Hertzberg, which, he suggests, run through been shown by extensive research to be wrong. Proces s or cognitive theory can certainly be more useful to managers than needs theory because it provides more realistic guidance on motivation techniques. MASLOWS NEEDS theory The al to the grittyest pointedness famous need classification was hypothesise by Maslow (1954) in Armstrong M, a human relationist, argued that people are prompt to satisfy volt need levels.Among these are physiologic need, this talk about the introductory needs of life which are need for oxygen, food, water, clothing, encourage and sex that present basic issues of excerpt and biological function. In organizations these needs are generally satisfied by fitting wages and work environment itself, which provides restrooms, fitting lighting, comfor tabulate temperatures and ventilation. Safety, the need for protection against hazard and the deprivation of physiological needs. affectionate, the need for love, love and acceptance.A manager can ease satisfy these needs by allowing mixer fundamental in teraction and making employees feel like part of a team or work group. Esteem needs actually comprises ii different sets of needs the need for a positive self kitchen stove and self respect and the need for apprehension and respect from others. A manager can help address these needs by providing various extrinsic symbols of accomplishment the manager can provide contest job assignments and opportunities for the employees to feel a gumption of accomplishment. self-realization (self- actualisation), the need to develop potentialities and skills to become what one views he is capable of becoming. The self actualization needs are perhaps the most difficult for a manager to address. In fact, it can be argued that these needs must be met entirely from within the individual. tho 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 luck to learn new skills.Maslow (1954) in Armstrong M, suggests that the fin needs categories constitute a pecking order. An individual is incite first and foremost to satisfy physiological needs. As long as they remain unsatisfied, the individual is prompt that to fulfill them. When satisfaction of physiological needs is achieved, they cease to act as native winding 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 certain intuitive appeal and has been received by many managers. However, it has non been substantiate by observational research and it has been criticized for its observable rigidity. Different people whitethorn mystify different priorities and it is difficult to accept that peoples needs progress steady up the hierarchy. Infact, Maslow himself expressed doubts about the lustiness of a s trictly ordered hierarchy. roughly research for ex group Ale McClelland has found that, the phoebe bird levels of needs are not eternally present and that the order of the levels is not eternally the same as postulated by Maslow.In addition people from different cultures are liable(predicate) to throw off different needs categories and hierarchies. McClelland NEEDS THEORY. McClelland(1975) in Roberts,H. k. &amp 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 cognize of the three, is the desire to accomplish a goal or task more effectively than in the past. commonwealth with a high need acquirement wear the desire to suffer personal responsibility, a mark to set jolly difficult goals, a desire for precise and immediate feedback, and pre concern with their tasks. David McClelland, the psychologist who first set this need, argues that single about 10 percent of the US world has a high need for achievement. The need for Affiliation Affiliation is a desire for human companionship and acceptance. People with strong need for affiliation are plausibly to prefer (and perform better in) a job that entails a lot of companionable 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 euphoric in jobs that give them control over budget, people and decision making. OTHER motivational THEORIES ADERFER ERG THEORY Aderfer (1972), in John M. Ivancevich spots a three level hierarchy, compared to the five levels proposed by Maslow. These include 1. Existence Needs- this category is grounded in the survival or continued existence, of the person. As such, it would include many of the issues covered by the ph ysiological 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 encompass the need to be part of a group and belong to a cherished organization. It incorporates many of the issues covered by the safety, be and esteem expound by Maslow. 3. harvest-home 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 mock upThe two-factor impersonate of satisfiers and dissatisfiers was developed by Herzberg et al (1957) in Armstrong M, pastime an investigation into the sources of job satisfaction and dissatisfaction of accountants and engineers. It was assumed that people prevail the capacity to report accurately the conditions that do them satisfied and dissatisfied with their jobs. Accordingly, the subjects were asked to tell their interviewers about the times during which they mat up exceptionally good and exceptionally adult about their jobs and how long their feelings persisted.It was found that the accounts of good periods most oft concerned the content of the job, particular(a)ly achievement, cognizance, advancement, autonomy and the work itself. On the other hand, accounts of bad periods most frequently concerned the context of the job. order policy and administration, supervision, hire and working conditions more frequently appeared in these accounts than in those told about good periods. These categorized into two choices 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 wor k and opportunities for advancement. Extrinsic Motivation- what is done to or for people to motivate them? This includes rewards such as increased pay, praise or promotions, penalization such as disciplinary action, withholding pay or criticism. Frederick Herzberg theory had close link with Maslows and believed in a two factor theory of motivation.He hard put that, certain factors could be introduced into a business that will directly motivate an employee to work harder (Motivators) included are achievement, course credit, responsibility and advancement. However, other factors called (Hygiene factors) de-motivate an employee. The most common hygienics factors, or dissatisfies include federation policy and administration, supervision, salary, interpersonal relationship and working condition. Hygiene factors are factors which surround the job rather than the job itself.Importantly, Herzberg viewed pay as a hygiene factor which is in direct bloodline to Taylor who viewed pay and piece-rate in particular. Herzberg believed that business should motivate employees by adopting a democratic approach to care and by improving the disposition and content of the actual job through certain methods. Some of the methods managers could use to achieve this are line Enlargement- workers being granted a greater variety of tasks to perform (not necessarily more challenging) which should make the work more interesting. reflect Enrichment- the design of jobs so that they bind a greater number of motivators which involves workers being given a wider chain of mountains of more complex, interesting and challenging tasks touch a complete unit of work. This should give a greater horse sense of achievement. Empowerment- style delegating more power to employees to make their own decisions over areas of their working life. For the take aim of this research, emphasis will be dictated on Herzberg two-factor model.Though realisation is identified as a motivator by Herzberg , Miller (200215) mentions four common incentives (money, contests and competition, cite 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). discolour (2000155) captures this issue well when he says employees are do by what they intrinsically believe is going to happen, not by what managers look to (extrinsic) will happen.Managers can motivate employees by setting in motion the conditions required for motivation namely, confidence, trust and satisfaction and creating an environment that reinforces those conditions. Pollock (200210) recognizes three of Hertzbergs motivators as being crucial in motivate people. These are wisdom, interesting work and responsibility. He says, over and supra monetary rewards, what people crave is praise. They need assuran ce that their efforts are known, valued, and appreciated. Sometimes all it takes to satisfy this profound desire is a sincere well done, preferably delivered in front of their peers.Making peoples work interesting nitty-gritty driving away bore ordain because its a great de-motivator. puzzle their work meaningful and you will generalized anxiety disorder them to realize their own highest potential. Giving people additional responsibilities implies not only natural endowment them extra work, but work that is important and requires a higher level of experience and skill. GOAL THEORY Goal theory as developed by Latham and Locke (1979), states that motivation and performance are higher when individual set 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 concern should be challenging enough but realistic. Participation in goal setting is important as a means of getting engagement to setting higher goals. People reach to achieve goals in order to satisfy their emotions and desires. Goals guide peoples solution and actions and besides 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 growth 2. 3 conjecture merriment THEORYVIE THEORY This theory is derived from the foreboding 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 perceived equity of the rewards. The model assumes that, for an effort to yield into a desired level of performance, the person must have the ability to perform well (abilities and traits), and he must understand the demands of his job (role clarity).The model acknowledges that people work for bot h 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 trusty. Specifically, if a person expends a great centre 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 40% 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 hatfuls asking questions in a different manner suggests that more workers are dissatisfied. Job satisfaction varies with the type of occupation, for example, higher heed means more satisfaction.Personal characteristics of workers also have an impingement 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 whitethorn be the most important variable to job satisfaction. high gear job satisfaction is associated with low overturn and low absenteeism and with high commitment. Although the evidence is not conclusive, high job satisfaction is associated with high performance and prosocial behaviors. . 4 RELATIONSHIP amid 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 for the most part 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 unanimous to be successful is most likely to happen when employees are well motivated and feel committed to the organization and when the job gives them high levels of satisfaction. Their research found that the key factors affecting job satisfaction were opportunities, job influence, teamwork and job challenge. 2. BENEFIT S OF EMPLOYEE MOTIVATION. * Increases Productivity Skilled and motivated people work harder and better in improving productivity. Incentive programs promote productivity in a number of ways . Employees are often motivated for scope targets or for good work done in general. These motivations vary but the main aim is to encourage employees to work towards caller goals. With the promise of motivation and clean uply delineate targets, employees are more productive and motivated. * adulterate Absenteeism The bottom line with motivation programs comes down to the very simple 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 go with cares and appreciates the work they are doing. If an employee feels appreciated and has clear targets that result in rewards indeed they are more likely to want to come to work. * Increased phoner Morale Rewards, incentives and recognition make for a hap py, harmonious working environment. Goal setting and targeting objectives helps with focus and subroutine . Employee motivation programs offer all of these things and are highly conducive to company morale. Increases in company morale helps reduce absenteeism and overall company cost. Public course credit. Investor in people status brings public recognition for real achievements measured against a rigorous national standard. Investing in people helps to pass the best job applicant. It may also provide a reason for customers to choose specific goods and service of processs. CHAPTER THREE RESEARCH methodological analysis 3. 1 INTRODUCTION This chapter explains how information was roll up for the study. It also deals with the research in like mannerls utilize to ruck up the entropy, the method used or adopted in analyzing the selective information and the problems encountered during the process of data collection.The chapter distinctively discusses the following * Sources of data * research design * Population of the study * consume * Sampling procedures * info collection techniques * info analysis * Constraints The proposed methods adopted were structured towards the collection of data from primary and auxiliary sources. On the basis of the literature review, the existing acqiutance of the radical under discussion definition, motivation, job satisfaction, motivation theories, job satisfaction theories thus its seismic disturbance on employee job satisfaction vanish under the following broad headings * Definitions of motivation Job satisfaction * Motivation theories * Job satisfaction theory 3. 2 selective information Sources The research workers used secondary and primary data to facilitate 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. * Published articles in Psychology and motivation journals 3. 3 look into Design The model used for this study was the descriptive research design.This design was elect because it is on one of the best research designs which are deemed appropriate when a researcher attempts to describe some aspects of a state by selecting an unbiased standard of individuals who are asked to complete questionnaire. 3. 4 Population of the study The macrocosm of the study comprised of 50 employees of SSNIT. This state provided the researchers with all inclusive views from diverse perspectives on the effect of motivation on employee job satisfaction. 3. 5 Sample Size The sample size for the study was thirty (30) employees of the Social Security and National Insurance bank (SSNIT).Due to responses of constraints the sample size was trim down to 20. 3. 6 Sampling procedure Because the researchers valued to select their sample from a population which is diverse found on management hierarchy, we used class-conscious try to group our sample population into a strata based on management hierarchy at SSNIT. The population was grouped according to low level management, middle level management and top level management. After stratified sampling, we so use simple hit-or-miss 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 elect 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 subject ended and closed ended questions. 3. 8 Data collection All data was collected concurrently, that is both secondary and primary data were collected 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 analyzed 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 bagging certain important data necessary for the project, peculiarly, 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 therefore imposed a limitation on the study. Another problem was time constraint and also inabilities to respond to the questionaires. unless twenty were responded to. Financial constraint was also a factor. CHAPTER FOUR RESULTS AND DISCUSSION OF FINDINGS 4. 1 Introduction This chapter describes the responses to a series of questions designed to examin e 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 gameboard 1. OPINIONS no. OF RESPONSE PERCENTAGE (%) 0-1 years 4 20 2-4 years 8 40 5-10 years 5 25 preceding(prenominal) 10 years 3 15 Total 20 atomic number 6 credit OF DATA (FIELD DATA) celestial latitude 2010 vivid means 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 do up 25% which was the next highest (5-10 years). Also, 20% represented those who sink between (0-1) years. They have o nly 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 unripened and fresh workforce which constitutes the bulk 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. imbibe the circumstances, and how your work was influenced by it or them. TABLE TWO. INCIDENTS THAT CAUSED DISSATISFACTION OPINIONS NO. OF RESPONSE PERCENTAGE (%) connection POLICY 8 40 OTHERS 6 30 WORK ITSELF 3 15 INTERPERSONAL RELATIONS 3 15 TOTAL 20 100 initiation OF DATA (FIELD DATA) DECEMBER 2010 GRAPHICAL design OF TABLE 2. INCIDENTS THAT CAUSED DISSATISFACTION COMPANY POLICY AND presidency (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 aboard work itself. 4. 4 4. Which of the following gives you Job Satisfaction?TABLE THREE CAUSES OF SATISFACTION OPINIONS NO. OF RESPONSE PERCENTAGE (%) lam Achievement 6 30 Recognition 4 20 Work Itself 2 10 Promotion/Advancement 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 satisfaction, 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 judgement, 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 equally 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 (2004) views motivation as forces that energize, direct and sustain a persons effort. He says that all behaviors except unconscious reflexes l ike eye blinks (which commonly 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 PERCENTAGE pretermit of Recognition 9 45 Company Policy 3 15 menial Salary 5 25 skillful Supervision - - Work Itself 3 15 Others(please sp ecify 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 lecture 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 components 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 total of 20 respondents. From the above, it can be clearly seen that wishing of recognition was the strongest dissatisfier. According to Herzberg (1959) this falls under extrinsic motivation. Extrinsic motivation is wh at 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. whatsoever organization that fails to motivate its employees usually faces the atrocious consequence of low morale. Motivation plays a noteworthy role in the proficiency of militant advantage and job satisfaction in every organization. Findings from the analyzed data were related to the objectives of the research in this chapter.It conclude with a general summary, findings, summary of findings, conclusion and recommendation providing suggestions on how motivation is a instrumental role to achieve job satisfaction in SSNIT. 5. 1 SUMMARY The findings from the empirical research have indicated that 30% of the respondents graded work achievement as number one motivator for job s atisfaction from a list of five factors. This contrasts with what foregoing 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 recognised and their contribution and ideas appreciated and also praised for a job well done.If this is absent, then it could pose evidentiary consequences to job satisfaction. focussing should go steady that workers contributions are re cognized 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. Before they are acted upon therefore their relevance should be evaluated and compound into the local organizational circumstances.Managers (supervisors) often assume that it is difficult to motivate people and that motivated workers perform better bestow 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 and recognition may be satisfying 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. Motivating 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 forward-looking approach towards managing job satisfaction and motivation issues. 5. 3 RECOMMENDATIONS The points discussed indicates that look ats 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 met According to Frederick Hertzberg, business should motivate employees by adopting a democratic approac h 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 pricking 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 competitive 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 retain 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 moral force and turbulent business environm ent. 5. 4 TO hereafter 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 subsequent research on this topic critically examines the rate of this tradeoff between work achievement and the other factors. And perhaps researchers may presume to exclude work achievement from the factors in subsequent studies in order to sensibly examine the strengths of other factors against each other to achieve job satisfaction among employees.