Asiento del bastidor principal 1 Información general

In clause (2.3.7) of this chapter, the researcher describes two categories of motivation: internal and external. Motivating employees is one of the important internal drivers that help the enterprise to achieve its objectives. Hoyle (2009) suggests that motivation is key to achieving high performance. The performance of work is almost always a function of three factors: environment, ability and motivation. To increase the performance of work, employees need to work in a good environment and have the motivation to perform well. Motivation is defined by Hoyle (2009) as ‘an inner mental state that prompts a directional intensity and persistence in behaviour’, and also is defined by Buchanan and Huczynski (2010) as ‘the cognitive decision- making process through which goal-directed behaviour is initiated energised, directed, and maintained’. Hoyle further states that Hertzberg determines two quite separate sets of factors for employee motivation (see Figure 2.16).

It has been established by Herzberg (1959) that the key determinants of job satisfaction are achievement, recognition, work itself, responsibility and advancement, whilst enterprise policy

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and administration, supervision, salary, interpersonal relationships and working conditions are all recognised as prime causes of job dissatisfaction. Basically, the theory differentiates factors between intrinsic motivators and extrinsic motivators: intrinsic motivators, known as job content factors, define things that people actually do in their work, such as their responsibility and achievements. These factors are those that can contribute a great deal to the level of job satisfaction and how an employee feels at work. The job context factors, on the other hand, are the extrinsic factors that an employee does not have control over; they relate more to the environment in which people work than to the nature of the work itself (Schermerhorn, 2003). Therefore, the basic premise of the Two-Factor Theory is that, if an employer or manager is trying to increase job satisfaction and ultimately job performance for an employee or co-worker, they need to address those factors that have an impact on one’s job satisfaction. The most direct approach is to work on the intrinsic job content factors. Considering employee encouragement and recognition helps staff to feel more valued within the enterprise, and also gives a sense of achievement and responsibility (Leach, 2000). Moreover, it is also important to involve employees in the decision-making, and at times, job assignment or delegation, all of which will help the employee to feel more responsibility and to create a higher level of motivation. On the other hand, however, employers also need to consider the level of job dissatisfaction amongst their employees. To directly approach the issue of dissatisfaction in the work place and to try to refresh the environment a bit, employers need to focus on the hygiene or job context factors. For example, if an employer introduces an ergonomic expert with the role of altering the workstations in some way or changing some of the work teams, they might decide to turn an individual’s desk to face a certain direction or change something as little as the height of employees’ chairs, or the position or style of the keyboard and computer monitor. Through the two-factor theory, job satisfaction and job dissatisfaction are totally separate dimensions; therefore, when trying to improve a factor affecting job dissatisfaction, an extrinsic factor, such as the working conditions, will not alter employees’ perceptions of whether or not they are satisfied with their work; it will only prevent them from being dissatisfied (Schermerhorn, 2003).

Hoyle (2009) reports that motivations result from satisfying the personal needs and expectations of work; needs were represented by Abraham Maslow’s Hierarchy of Needs (Figure 2.17), as discussed earlier on in this study.

The University of Huddersfield Page 78 Motivation Factors Achievment Recognittion Work Itself Responsibility Promotion Growth Hygiene Factors Salary Company Policy and

Administration Relationships with Co-

workers Supervision Status Job Security Working Conditions Personal Life

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Figure 2.17: Maslow’s Hierarchy of Needs

According to Maslow, ‘once a lower-level need has been largely satisfied, its impact on behaviour diminishes’. Moreover, in the view of Hunsaker (2005), one of the difficulties with using Maslow’s Hierarchy of Needs theory when analysing enterprises is that, although it may seem to be very easy to implement, it is difficult to relate this distinct five-level hierarchy in the context of an enterprise. On a number of occasions, when this theory has been used, the results show that the needs contributing to motivation more heavily vary according to the level of the individual, the size of the enterprise, and even the geographic location of the enterprise.

The integration of Maslow’s needs and Herzberg factors will contribute to increasing employees’ performance and satisfaction, and their affiliation with the enterprise. More details about Maslow’s Hierarchy of needs, and Herzberg’s Motivation Factors theory are given in the next Chapter 3. Self- actualisation Esteem Social needs Safety needs Physiological needs

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2.5 Summary

From the literature survey conducted within this chapter, it may be seen that there exist a number of challenges facing enterprises, such as customer satisfaction, commitment, the infrastructure of enterprises, the culture of employees, motivation, and work environment. The following provides a summarised conclusion:

The quality of products or services was and remains a goal of all pioneers in the quality field and enterprises. In the last 30 years, the concepts of quality have been developed from just inspection to quality control, with quality assurance subsequently emerging, and finally TQM, which includes all of these concepts. As a result of the efforts of pioneers, the first version of ISO 9000 was established in 1987; this version has improved in line with technological and organisational development changes. The latest version of ISO 9000 was issued in 2008. There have been a wealth of companies across the globe that have obtained ISO 9000 certification after fulfilling the requirements of ISO 9000. The successful implementation of ISO 9000 relates to many factors, such as the commitment of top management, the infrastructure of the organisation, the culture of workers, motivation systems, and the background of the organisation in regard to quality.

 Enterprises that have obtained ISO 9000 certification due to being motivated by internal reasons obtain better results than those pressured by external reasons, such as customer pressures, marketing issues, etc. (Martinez-Costaet al. ,2007).

 ISO 9000 can be considered an independent approach from TQM; however, both methodologies should be integrated and implemented together (Pauloet al., 2008).

 The planning for ISO 9000 implementation involves the preparation and development of a quality system for an organisation (Fenget al., 2007).

 One of the most prominent challenges in terms of ISO 9000 implementation stems from employees who resist change (Briscoeet al., 2005).

 Any organisation should have a clear strategy and take into account the internal and external changes on the demands of their services/products, and how it can deal with these changes.

 Globalisation is changing the markets and environments in which enterprises operate, as well as the way they function (Cummings & Worley, 2009).

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 In the UK, 99.9% of manufacturing enterprises employ less than 100 people (BIS National Statistics, 2011).

 Six Sigma is a way of reducing process variation; however, it encompasses far more. It is a philosophy where everyone benefits, from the customer to shareholders, and even suppliers and employees (Nakhaiet al., 2009).

 Work environment relates to those conditions under which work is performed including physical, environmental and other factors (such as noise, temperature, humidity, lighting or weather)’(ISO 9000 ,2008).

 Organisational development assists organisations in changing themselves and accordingly rebuilding their strategies, structures and processes. Additionally, it helps enterprise employees to expand beyond simple surface change to transform the underlying assumptions and values governing their behaviours (Cummings & Worley, 2009).

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