The Impact of Employee Motivation on Job Satisfaction in WoosterHS

HR 1 : I believe that the organizational culture and managerial roles play an important role in empowering motivation among the workforce HR 2 : The HR service propositions like rewards and recognition are the chief factors stimulating the motivation among the employees HR 3 : I believe that the rewards and recognition are the key factors along with remuneration that influence the rate of motivation and job satisfaction among the employees Question : Do you think that your workforce is motivated? In this context, I believe that the employees of our

IMPACT OF EMPLOYEE
MOTIVATION ON JOB
SATISFACTION-”
PRESENTATION OF FINDINGS”
BY

INTRODUCTION
• THE STUDY EXAMINES THE IMPACT OF EMPLOYEE MOTIVATION ON JOB
SATISFACTION IN WOOLWORTHS
• EMPLOYEE MOTIVATION IS ONE OF THE MAJOR FACTORS ESSENTIAL FOR
GAINING SUSTAINABLE COMPETITIVE ADVANTAGE IN THE MARKET
• THE STUDY PERFORMED MIXED METHOD ANALYSIS WHERE BOTH
QUALITATIVE AND QUANTITATIVE DATA ANALYSIS HAS BEEN PERFORMED

DESCRIPTIVE STATISTICS
Descriptive Statistics
N Minimum Maximum Mean Std. Deviation Variance Skewness
Statistic Statistic Statistic Statistic Statistic Statistic Statistic Std. Error
gender 100 1 2 1.53 .502 .252 -.122 .241
age 100 1 5 3.09 1.256 1.578 -.142 .241
income 100 1 4 2.31 1.098 1.206 .148 .241
Valid N (listwise) 100

FREQUENCY DISTRIBUTION

CONTD.

RELIABILITY ANALYSIS
Reliability Statistics
Cronbach's Alpha N of Items
.992 22

CORRELATION ANALYSIS
Correlations
Meancompensati
on Meanjobsecurity Meanpromotion
Meancompensation Pearson Correlation 1 .916** .920**
Sig. (2-tailed) .000 .000
N 100 100 100
Meanjobsecurity Pearson Correlation .916** 1 .912**
Sig. (2-tailed) .000 .000
N 100 100 100
Meanpromotion Pearson Correlation .920** .912** 1
Sig. (2-tailed) .000 .000
N 100 100 100
Meantraining Pearson Correlation .942** .940** .930**
Sig. (2-tailed) .000 .000 .000
N 100 100 100

CONTD.
Meantraining
Meanperformanc
eFeedback
Meanworklifebala
nce
Meancompensation Pearson Correlation .942** .946** .927**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Meanjobsecurity Pearson Correlation .940** .933** .910**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Meanpromotion Pearson Correlation .930** .927** .921**
Sig. (2-tailed) .000 .000 .000
N 100 100 100
Meantraining Pearson Correlation 1 .951** .938**
Sig. (2-tailed) .000 .000
N 100 100 100

CONTD. Meanjobsatisfaction
Meancompensation Pearson
Correlation
.941**
Sig. (2-tailed) .000
N 100
Meanjobsecurity Pearson
Correlation
.924**
Sig. (2-tailed) .000
N 100
Meanpromotion Pearson
Correlation
.931**
Sig. (2-tailed) .000
N 100
Meantraining Pearson
Correlation
.963**
Sig. (2-tailed) .000
N 100
MeanperformanceFeedback Pearson
Correlation
.951**
Sig. (2-tailed) .000
N 100
Meanworklifebalance Pearson
Correlation
.944**
Sig. (2-tailed) .000
N 100
Meanjobsatisfaction Pearson 1

REGRESSION ANALYSIS
Model Summaryb
Mod
el R
R
Squar
e
Adjusted
R Square
Std. Error
of the
Estimate
Durbin-
Watson
1 .974a .948 .945 .25456 1.731a. Predictors: (Constant), Meanworklifebalance,
Meanjobsecurity, Meanpromotion,
Meancompensation, Meantraining,
MeanperformanceFeedback
b. Dependent Variable: Meanjobsatisfaction
ANOVAa
Model
Sum of
Squares df
Mean
Square F Sig.
1 Regress
ion
110.364 6 18.394 283.
848
.000b
Residua
l
6.027 93 .065
Total 116.390 99
a. Dependent Variable: Meanjobsatisfaction
b. Predictors: (Constant), Meanworklifebalance,
Meanjobsecurity, Meanpromotion, Meancompensation,
Meantraining, MeanperformanceFeedback

INTERVIEW AND ANALYSIS
• QUESTION: WHAT ARE THE DIFFERENT ASPECTS OF WORKFORCE MOTIVATION?
HR 1: I BELIEVE THAT THE ORGANIZATIONAL CULTURE AND MANAGERIAL ROLES PLAY AN IMPORTANT ROLE IN EMPOWERING
MOTIVATION AMONG THE WORKFORCE
HR 2: THE HR SERVICE PROPOSITIONS LIKE REWARDS TO THE EMPLOYEES AND PAYROLL MODIFICATIONS ARE THE CHIEF FACTORS
STIMULATING THE MOTIVATION AMONG THE EMPLOYEES
HR 3: I BELIEVE THAT THE REWARDS AND RECOGNITION ARE THE KEY FACTORS ALONG WITH REMUNERATION THAT INFLUENCE THE
RATE OF MOTIVATION AND JOB SATISFACTION AMONG THE EMPLOYEES
• QUESTION: DO YOU THINK THAT YOUR WORKFORCE IS MOTIVATED?
HR 1: THE BUSINESS PERFORMANCE ITSELF PORTRAYS THE RATE OF JOB SATISFACTION OF OUR EMPLOYEES. IN THIS CONTEXT, I
BELIEVE THAT THE EMPLOYEES OF OUR ORGANIZATION ARE WELL MOTIVATED AND SATISFIED WITH THEIR RESPECTIVE JOB ROLES
HR 2: NO, THE EMPLOYEES ARE NOT MOTIVATED AS THE RATE OF EMPLOYEE TURNOVER HAS INCREASED WITHIN THE LAST TWO YEARS,
AFFECTING OUR OPERATIONAL PERFORMANCE
HR 3: NO, OUR EMPLOYEES ARE NOT MOTIVATED AT ALL AS THE STAFF TURNOVERS HAVE INCREASED

INTERVIEW AND ANALYSIS
• QUESTION: WHAT ARE ISSUES THAT ARE BEING FACED BY YOUR WORKFORCE WHILE OPERATING AS PER THE ORGANIZATIONAL REQUIREMENTS?
HR 1: I DON’T THINK THAT OUR ORGANIZATION IS FACING DIFFICULTIES IN MANAGING OUR WORKFORCE AS WE ARE ABLE TO SOURCE ALTERNATIVES TO THE EXISTING
WORKFORCE THROUGH UNINTERRUPTED SUPPLY OF LABOR.
HR 2: WE ARE FACING ISSUES IN RETAINING THE TENURED EMPLOYEES. IT MIGHT BE BECAUSE THEY ARE FINDING ATTRACTIVE REMUNERATION BEING PROVIDED BY OUR
COMPETITORS OR SIMPLY BECAUSE OF THE WORKLOAD.
HR 3: I BELIEVE THAT OUR ORGANIZATION IS FACING SIGNIFICANT ISSUES IN INFLUENCING THE SATISFACTION OF THE EMPLOYEES. WE ARE UNDER CONTINUOUS
PRESSURE TO COPE WITH THE DEMAND OF THE CUSTOMERS. THEREFORE, THE INCREASING WORKLOAD MIGHT AFFECT THE WORK- LIFE BALANCE RESULTING TO
EMPLOYEE TURNOVER
• QUESTION: WHAT MEASURES HAVE YOU TAKEN TO KEEP YOUR WORKFORCE MOTIVATED?
HR 1: WE HAVE ALREADY CONSIDERED THE IMPLEMENTATION OF THE HR BEST PRACTICES IN OUR ORGANIZATION FOR IMPROVING THE EXPERIENCE OF THE EMPLOYEES
WHILE FUNCTIONING IN ACCORDANCE TO THE PROCESS BASED NEEDS.
HR 2: OUR ORGANIZATION HAVE TAKEN THE INITIATIVE OF NEGOTIATING WITH THE WORKFORCE AND UPHOLDING TRANSPARENCY FOR EMPOWERING MOTIVATION AMONG
THE EMPLOYEES AND INCREASING RATE OF RETENTION. OUR ORGANIZATION ALSO DEVELOPED THE HR SERVICE PROPOSITIONS IN ADHERENCE WITH THE EMPLOYMENT
LEGISLATIONS IN AUSTRALIA
HR 3: WE HAVE TAKEN THE PRIVILEGE OF IMPROVING OUR HR OPERATIONS AND SERVICE DELIVERY PROCESSES AFTER IDENTIFYING THE SPECIFIC CONCERNS THAT ARE
BEING FACED BY THE EMPLOYEES. HOWEVER, NEGOTIATION IS ONE OF THE MAJOR ACTIVITY THAT WE UNDERTAKE FOR CONVINCING OUR EMPLOYEES AND EMPOWERING
OUR WORK PROCESSES.

INTERVIEW AND ANALYSIS
• QUESTION: DO YOU THINK THAT THE MEASURES, YOU HAVE IMPLEMENTED, INCREASED JOB SATISFACTION AMONG THE EMPLOYEES?
HR 1: I BELIEVE THAT THE PRACTICES HAS ALREADY SHOWED THEIR EFFECT ON REDUCING THE JOB TURNOVERS!
HR 2: NO, THE MEASURES ARE STILL NOT SUFFICIENT FOR MINIMIZING THE RATE OF STAFF TURNOVERS IN OUR ORGANIZATION
HR 3: NOT SURE! HOWEVER, I BELIEVE THAT WE MUST CONSIDER THE MEASURES BEFORE IMPLEMENTING THE SAME AS PER THE
SUITABILITY AS THE STRATEGIES DID NOT WORK EFFICIENTLY IN MINIMIZING THE RATE OF STAFF TURNOVERS IN THE GIVEN TIME
• QUESTION: WHAT ARE THE FUTURE COURSE OF ACTIONS YOU MIGHT CONSIDER FOR INCREASING THE EFFECTIVENESS OF THE
WORKFORCE?
HR 1: I BELIEVE THAT WE MUST TAKE THE INITIATIVE OF IMPROVING OUR INTERNAL JOB POSTINGS FOR IMPROVING MOTIVATIONAL
RATES THROUGH PROVIDING THE EMPLOYEES WITH BETTER POSITION BASED ON THEIR TENURES
HR 2: WE ARE FLEXIBLE WITH THE EMPLOYMENT LEGISLATIONS IN AUSTRALIA. THEREFORE, I BELIEVE THAT OUR HR POLICY AND
SERVICE DELIVERY METHODS ARE REQUIRED TO BE REMODELED WITH THE CHANGING LEGISLATIVE REQUIREMENTS
HR 3: I BELIEVE THAT INCREASING THE NUMBER OF SKILLED WORKFORCE WOULD SUPPORT OUR ORGANIZATION IN MINIMIZING THE
FOCUSED WORKLOAD ON A PARTICULAR GROUP OF EMPLOYEES, HELPING US TO RETAIN THE SAME!