Happy Worker Is A Productive Worker Management Essay

Happy Worker Is A rich Worker Management EssayThe axiom of a happy player is a productive micturateer has been traditionally accepted by organizations for round(prenominal) years. The globalization trend, technology changes and development as well as the unused business practices continuously influence the importance of motive and ruminate gratification in Malaysian organizations. Nowadays many companies ar facing intense challenge in improving employees rail line joy and their organizational payload to gain competitive prefer and at the same time memory of their key employees. Successful organizations realize that employee retention is important to sustain their leadership and addition in the market place.In any meeting and conferences, The cab aret of Petroleum Engineers (SPE) usually reflects the most challenging issues that face the inunct and attack industry. Shortage of labor skills was not even an issue to be discussed in the SPE meetings and conferences fo r couple of years back. However this issue has emerged in the oil and drift industry and retaining top sufficeance employees is becoming a major busy for many oil and float companies. Recently most of SPE conferences digest in their agenda discussions on the shortage of labor skills which really reflect the order and the size of this issue.Obviously, every manager tries to chance on their organization objectives. In this participation they must concent come out in many aspects to fulfill the organizations wish to nutriment well trained and effective workforce. Employees with higher(prenominal) job mirth are important since they believe that the organization would have tremendous future in the long run and the employer gives credit to the quality of their work, hence those employees are much committed to the organization, have higher retention rates, and tend to have higher productivity. In order to make the outflank use of muckle as a valuable resource of the organizati on, attention must be inclined to the relationship surrounded by lag and the genius and content of their jobs. The organization and the shape of jobs can have a significant effect on staff where attention carrys to be given to the quality of working life. umteen managers in the oil and gas companies when asked what motivates their employees and how to retain them al slipway answer with authority m unmatchabley, money and money as the only retention accompanimentor. It is be practice of this limited vox populi that many companies are having high turnover rates. Money is necessary except it is not sufficient to retain an employee. An oil company needs to do much than increasing salary, in addition it has much than options that are non-monetary and are very effective in order to retain and motivate employees. need is an inner driver that drive individuals to act or perform. Specific theories whitethorn propose varying set of factors influencing motivation (Harder, 2008). But many scholars accord that motivation is psychological process that causes the arousel, direction, intensity and persistence of behaviour (Locke and letham, 2004 Pinder, 1998). there are numerous motivation theories that have influenced the way organisations manage employees to achieve a motivated work force. These theories attempt to explain why people behave the way they do and advice on factors and strategies which when employed can pay back the best out of employees in terms of their commitment to work. Notwithstanding, because of the complex nature of the issues worth considering when make people, it is always not an easy task when it comes to organisations motivating workers for effective performance. pipeline rapture is important to an organizations success. Much enquiry has been conducted into ways of improving job felicity of workers in various empyreans of the Malaysian economy, including the faculty member sector (Wong Teoh, 2009 Noordin Jusoff, 2009), the hot el sector (Abd. Patah, Radzi, Abdullah, Adzmy, Adli Zain, Derani, 2009), the government sector (Yahaya, A., Yahaya, N., Arshad, Ismail, 2009), the non-profit sector (Ismail Zakaria, 2009), the naval sector (Mohd. Bokti Abu Talib, 2009), and the automobile manufacturing sector (Santhapparaj, Srinivasan, Koh, 2005). There has been relatively little research into the determinants of job rejoicing in the oil and gas in Malaysia. Therefore, this paper endeavours to cover up this literature gap.PROBLEM STATEMENTOne of the leading challenges facing by Managers nowadays is execution of effective human capital strategies to augment firms performance. As a depart of pressure to perform, the worth of satisfied employees becomes more indispensable. Job happiness describes that how much happy an individual is with his/her job. According to Locke (1976) job comfort is a pleasurable or overbearing emotional state resulting from the judgment of ones job and job experiences. The happier the individual, the higher is level of job atonement. It is assumed that positive attitude towards work and greater organizational commitment increases job satisfaction which in return enhances performance of the individual (Linz, 2002).However, the relationship between motivation and job satisfaction appears to be a very complex one. The fact that employees are satisfied does not necessarily mean that they go out perform well and motivated. They may be satisfied because they may not have to work hard, conversely, employees who work hard may not be satisfied. They may be working hard in order to avoid some form of disciplinary action against them (Bhagat, 1982).From findings, the issue of job satisfaction amongst employees similarly has escalated into other(a) human resource issues such as high turnover. In this era of war for talent, organization realized the high costs associated with turnover and the time spent in replacing the resigned staff.This problem is happening in alm ost every industry in Malaysia with turnover rateon the rise. Based on the data consumeed in Hewitts 2007 Total compensation Management survey, the average employee turnover rate is 18% (Hewitt, 2008). Another state by Hewitt in The Edge Malaysia in 2009, retaining staff would increasingly levy challenging as the turnover rate in Malaysia increased to 10.1% in 2009 compared to 9.3% in 2008.As reported by Malaysian Employers Federation (MEF) in their recent Salary Survey for Executives/Non Executives 2010Average Monthly Turnover prize (July 2009-June 2010)Non ExecutiveExecutiveOil Gas/Petroleum/Chemical attention1.56%0.87%Overall1.97%1.35%Source Malaysian Employers Federation (MEF)The report showed that the turnover rate for non executives is much higher thanexecutives and this is linked to low employee satisfaction. The employees desire to hop from one job to another seem to be the trend of today. In three recent surveysconducted in the United States, Canada and Malaysia, i t was reported that more than half would fury their employers if offered comparable jobs elsewhere (McShane, 2009).Despite monetary rewards, commitment amongst employees is still low. Therefore, the tec is hoping that this get wind will be able to provide answers to thefollowing directionDoes achievement increase employee satisfaction?Does advancement increase employee satisfaction?Does work itself increase employee satisfaction?Do recognition increase employee satisfaction?Do egression increase employee satisfaction?The manager needs to interpret how best to make work more satisfying for employee and to overcome obstacles to effective performance. As mentioned earlier, because of a high competition, therefore every organization has to compete with other organization. In this connection in order to achieve competitive wages the organization has to retain work for, organization expects that satisfying employees are more performing. Therefore, there is a need for the organizatio n to satisfy their employees to achieve their objectives. For the employees read of view, job satisfaction leads to several benefits such as, reducing moral stress, build new thinking and innovation which lead them to high level, fresh mind, keen relationship with co-workers, supervisor and employees etc. Competition as a result of globalisation, information technology and industrialisation has compelled managers all over the world to look for to motivate their employees in order to get the best out of them and to prevail competitive. This has led managers to employ all sorts of techniques to motivate and satisfy their employees.RESEARCH OBJECTIVESThe primary(prenominal) objectives of the study is to find out the blow of motivational factors on employee job satisfaction. Therefore, the objectives of this research are as followsTo identify the employee perception in regards to achievement, advancement, work itself, recognition, growth and job satisfaction.To examine the relat ionship between achievement and employee job satisfaction.To examine the relationship between advancement and employee job satisfaction.To examine the relationship between work itself and employee job satisfaction.To examine the relationship between recognition and employee job satisfaction.To examine the relationship between growth and employee job satisfaction.To examine the impact of motivational factors on employee job satisfaction.RESEARCH QUESTIONSThe detective would like to look into the impact of motivational factors on employee job satisfaction. Therefore, the research questions that will nominate relevance to the study areWhat is the employee perception with regards to achievement, advancement, work itself, recognition and growth?Is there a relationship between achievement and employee job satisfaction?Is there a relationship between advancement and employee job satisfaction?Is there a relationship between work itself and employee job satisfaction?Is there a relationshi p between recognition and employee job satisfaction?Is there a relationship between growth and employee job satisfaction?Do motivational factors have an impact on employee job satisfaction?RESEARCH FRAMEWORKThe investigation of this study is to analyze the motivational factors that cause job satisfaction in the workplace of employees employed by oil and gas company headquarted in Kuala Lumpur, Malaysia. In essence, the research will centralize on the factors that contribute to job satisfaction and high motivation amongst employees.The motivational factors that will be used in this research only tension on achievement, advancement, recognition, work itself and growth.AchievementSpecific successes, such as the sure-fire completion of a job, solutions to problems, vindication, and seeing the results of your work.AdvancementActual changes which enhance lay out or status at work.RecognitionAny act of recognition, be it notice or praise. A distinction can be do between situations whe re concrete rewards are given along with acts of recognition and those in which they are not.Work itselfThe actual or nature of the job or phases of it.GrowthChanges in job situation where the possibilities for professional growth increase. overly new vistas opened up by promotion, they include increased opportunities in the existing situation for learning and practicing new skills.SIGNIFICANCE OF THE STUDYThe tec hopes that this study will contribute to numerous benefits in terms of theoretical, commission as well as academic perspectives.Theoretical perspectiveThe study would help to shed new light of the usefulness of the Herzberg Two-Factor Theory in explaining the importance of employee motivational factors on employee job satisfaction.Management perspectiveThe precaution can use the findings from this study to assist them to gain competitive advantage over their competitors in employee commitment from the same industry. This study is also aimed at helping employees to ident ify the motivational factors that will drive them towards being more committed and loyal to the organization. The employees will feel contented which is the factor that will make them stay longer in the organization. The longer employee stays with an organization, the more valuable they will be in terms of seniority, skill and knowledge. donnish perspectiveThis research will benefit other student to understand the impact of motivational factor on job satisfaction unwrap and could be a reference or guideline for other researcher who is interested to study this three relationship dimension in other industry.SCOPE OF THE STUDYThe scope of this study only covers employees from oil and gas industry who are based at the headquarters in Kuala Lumpur. For the innovation of this study, the motivational factors only include achievement, advancement, recognition, work itself and growth.LIMITATIONS OF THE STUDYSample fill a sample population that may not reflect the general population.Resp ondents too dependent on the self-reported responses.Time limited time to collect back the questionnaires as some of the respondents may be working outstation or on a short foreign assignment.These abovementioned factors may imprint the accuracy of the data and steps havebeen undertaken to reduce this problem by assuring the respondents that this study isconfidential. Employees can then be rest apprised as to provide true and fair opinion asthey need not furnish their names in the questionnaire.