The Impact of Motivation on Employee Performance in the Manufacturing Industry in Ghana
Abstract
The constant changes occurring in the world today, especially with regards to technology and innovation in new products and services call for organization to reassess the manner in which they handle their employees. The aim of this research is to evaluate the impact of motivation on employee performance in the manufacturing industry in Ghana. This project explores the effects that motivation has on the job performance of employees. Several need and motivation theories have been discussed in the study to clarify what might affect the motivation of employees. The results showed that employees who are more motivated in their jobs are more satisfied with their performance, and less likely to leave the organization, but negatively affects the performance if the employees are de-motivated. They revealed some of the dissatisfaction factors that cause employees to leave the organization such as, workplace violence, workplace hazard and injuries, long working hours, effect of night shift, shortage problem, feeling under paid, unreasonable workload and lack of appreciation. The findings from this study provide information as to what changes can be made so that employees are more motivated in their workplace. Based on the findings appropriate recommendations have accordingly been made to help management of manufacturing companies improve their employee motivation strategies.
Full Text:
PDFReferences
Ann p. Bartel (1990). Wage Growth, and Job Performance: Evidence from a company Database, Vol 13, pp 401-425.
Armstrong, M and Stephens, T. (2006). Employee Reward management and Practice Philadelphia: Kopan page Limited.
Creswell, J. (1994). Research design: Qualitative and quantitative approaches. London: sage.
Damon Jeremy Phillips (1996). the promotion paradox: Organizational Mortality and employee promotion chances in silicon Valley Law Firms, the American Journal of Sociology, vol. 106. No. 4.pp.1058-1098.
Dewhurst, M., Gurhridge, M. & Mohr, E., (2010). Motivating people: getting beyond money, Business source complete.
Harmon, P., (2007). Business process changes: (Second Edition) A guide for business managers and BPM and six sigma professionals, Business Process Trends, the MK/OMK Press.
Harry J. Holzer, Michael A. Stoll7 Douglas Wissoker (2004), job performance and Retention among Welfare Recipients: The social Service Review, Vol 78, No. 3, pp. 343-369.
Herzberg, F (1968). One more time: how do you motivate employees? Haward Business Review, vol. 46. No. 1, pp. 53-62.
Herzberg, F., Mausner, B., and Snyderman, B.B., (1959), the motivation to work, New York: John.
Wiley & Sons Herzberg F., Mausner, B., and Snyderman, B.B., )1959( the motivation to work, New York: John Wiley & Sons.
John T. Delaney & Mark A. Huselid (1991). The Impact of Human Resource Management Practices on Perceptions of organizational performance. The academy of Management journal. Vol. 39, No. 4. pp949-969
La Beelle, J. E. (2005) the paradox of safety hopes and rewards: are you rewarding the right behaviour? professional safety, pp. 37-39.
Latham, G.P. and Ernest, C.T., (2006). Keys to motivating tomorrow’s workforce, Human Resource Management review, vol. 16, pp, 181-198.
Maslow, A.H., a theory of human motivation, psychological Review, Vol 50, pp. 370-396.
Maslow, A. (1954) Motivation and personality. New York: Harper and Row.
Paula Philips Carson, Kerry D.Carson, Rodger W. Griffeth and Robert P steel (1994), Promotion and employee Tern over: Critique, Metal-Analysis, and Implication: Journal of Business and Psychology, vol. 8, No. 4.pp. 455-466.
Porter, L.w., (1963). Job attitudes in management: III. Perceived deficiencies in need fulfilment as a function of line versus type of job, journal of apply Psychology.
Schutt, R (2006). Investigating the social world: The process and practice of research (5th edition). Thousand Oaks, CA.
Shore, L.M., (1996). Adverse health effect of high- effort / low reward conditions, journal of occupational Health Psychology, vol, 1.pp. 27-41.
Sharon L. Harlan (1989), opportunity and attitudes toward Job Advancement in a Manufacturing Firm. Social Forces, Vol. 67, No. 3 pp. 766-788 published by University of North Carolina Press.
Refbacks
- There are currently no refbacks.
This work is licensed under a Creative Commons Attribution 3.0 License.
Copyright ©2013 Academic Journals Center
To make sure that you can receive messages from us, please add the 'academicjournalscenter.org' domain to your e-mail 'safe list'. If you do not receive e-mail in your 'inbox', check your 'bulk mail' or 'junk mail' folders.