Su transformación post Guerra Fría

association has a number of regional organising secretaries, employed full time. The interests of local N.C.B. Areas are looked after by part time officials, working to the regional secretary.

The Area Uirector initially undertook to clear the matter personally with the regional official, with whom he normally has meetings on an

approximately monthly basis. With more pressing matters to take up their time, the subject took a low priority and agreement was not reached at this level. Mr. Allsop (Head of Recruitment and Training) was delegated ^o clear the matter with the B.A.C.M. regional secretary. Agreement itself proved to

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be a relatively simple matter, with the assurance of anonymity, and the voluntary nature of participation.

5, Choice of Individuals for Interview

The stratum of management selected for interview is that of branch heads of departments at Area level and the equivalent stratum at Colliery level*

The Area stratum is selected because this level where each official performs a job requiring a tangible contribution, over which the individuals have control and for which they have direct responsibility. Above this le^el management becomes more concerned with policy formulation, strategic and tactical planning, etc. Below this level, Area Management becomes highly functional, but with a less than overall view of Area operations. At this level the actual detailed plans and control of plans for operations are formulated. It is, therefore, upon the effort and effectiveness of these people, that successful "doing" depends.

At Colliery level, the management stratum selected, despite being lower in the overall hierarchy of t$ie N.C.B. organisation, occupies a Similar position to that of the Area officials. Each member of this stratum is

responsible for the organisation and performance of a specific section of a Colliery's operations.

The two strata selected are such that all employees have demonstrated some career success in management. This fact implies that these people should be capable of a high rate of work motivation which is a desirable aspect for this research.

The stratum at Area level is of such a size, in terms of members of personnel that all could and should be interviewed. Time permitted this, but the sample at colliery level is necessarily smaller. The greater

geographic dispersion of individuals, and the great demands made on the time of individuals, made it necessary to confine the investigation to officials at

two collieries.

A total of 22 officials at Area level and 11 at colliery were selected for invitation to participate. A high rate of response was

anticipated and, indeed, necessary if sampfes were not to become meaninglessly small.

6. The Questions

A copy of the list of questions as asked is exhibited in Appendix 11. The following discussion explains the reason for individual questions.

The questions directly associated with motivation are those number 2 - 18 and are based on Herzberg's motivation and hygiene factors, those specifically with "Management by Objectives", 19 - 23» and those for classification purposes 24 - 28.

Question 1

This question is primarily intended to stimulate interest in

respondents, but is also linked to question 17 concerning the individual's • rating of his current salary. It is intended to put respondent's minds in the right perspective, by demanding a conscious answer to, what is to most people, if taken seriously, a difficult question. In answering this question the respondent must consider a wide range of different aspects of ljds job. He is, therefore, better prepared to answer the more specific questions which follow. The question demands a more pertinant answer than it would under normal circumstances, since most of the individuals questioned had just received a substantial salary increase from a general review agreed between the N.C.B. and B.A.C.M, This increase followed closely the annual increment review that is a standard feature of N.C.B. conditions of service.

*

Any estimates, therefore, of a substantial nature should serve as a measure of an individual's dissatisfaction with his current salary. Question 2

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stimulate interest. Upon reflection, however, certain people might have bitter feelings about a failure to be appointed to a job, and this arousal of negative feelings so early in the interview could bias subsequent

responses.

Assuming that most people make at least one job application per year, this question is an indicator of the recent achievement of individuals. Question 3

This question does not apply to all respondents, only those who failed to be appointed to the last job for which they applied. This question, if answered positively, is an indicator of the individuals ego with respect to his ability to do a job. A person who considers that he could do a better job than the person appointed to do it, is likely to have bitter feelings about the matter. He is likely to suffer a loss of faith in company policy and administration, which being a hygiene factor will depress his current work performance.

Question 4

This question is intended to be a measure of a persons feelings of achievement in his job performance. A rating of five is indicative of a neutral effoct of this motivator, whilst greater than five is a measure of the motivators positive effects in improving the individual's work

performance. A score of less than five, indicates some lack of achievement and possible negative effects. Some hygiene factors, such as company policy and administration or supervision is likely to be present, especially if the individual feels that either of these are responsible for his lack of achievement in his work.

Question 5

This question provides a measure of the strength of the "work itself" motivator. A score of 3 is taken as being neutral. Scores greater

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than 5 indicate the strength of this motivator. A score of less than 5