The Role of Motivation on a Business
Osih Sylvie, Vatang (2018)
Laurea-ammattikorkeakoulu
2018
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2018120420118
https://urn.fi/URN:NBN:fi:amk-2018120420118
Tiivistelmä
The link between motivation and organizational effectiveness is very important in the life and growth of any organization. This Research was carried out at Camport plc, Akwa in Autumn 2017. The case company is one of the ground handling service company at the Douala international airport, Cameroon. The company aims to deliver services such as baggage handling, flight check in, load control and ticket sales services for customers of all sorts.
The thesis project examines the role of motivation on Camport employee’s performance. It examines the present situation of employees motivation in camport and employees satisfaction of the motivational tools used by camport and also describes how the management style and decision making structure affects employees motivation. Recommendations to improve the present situation of motivation in Camport were also made at the end of the study.
The theoretical background chapter of the thesis reviews studies on employee motivation in work places. Several motivational theories and techniques that have been widely employed to measure employee’s motivation at work place were discussed.
Case study and interview strategies were used in this research. Interviews were organised at the company on different time schedule and they were semi-structured. The interview guide entailed both open and closed ended questions and they were analysed qualitatively. Percentages were also used to describe
Based on the responses for interview, 80% of CAMPORT workers are motivated by their base salary received, and their basic needs such as clothes, food and drinks were satisfied. 61.5% of workers were motivated by job security, 60% were motivated by the nature of work and the working conditions, while the communication system used in CAMPORT motivated 85%. Nonetheless, 70% saw a possibility of being promoted to a higher level of responsibility as a motivation, 46.7% were motivated by the management style and strategies used whereas 85% were not satisfied with the way decisions of the company especially those concerning them were taken.
Employees at CAMPORT were motivated by other factors such as remuneration, promotion as well as the management style of the organization; other employees were not motivated by the decision making process. This is because the leadership style was autocratic yet for effective collaboration between employees and the leadership requires a different leadership style.
The thesis project examines the role of motivation on Camport employee’s performance. It examines the present situation of employees motivation in camport and employees satisfaction of the motivational tools used by camport and also describes how the management style and decision making structure affects employees motivation. Recommendations to improve the present situation of motivation in Camport were also made at the end of the study.
The theoretical background chapter of the thesis reviews studies on employee motivation in work places. Several motivational theories and techniques that have been widely employed to measure employee’s motivation at work place were discussed.
Case study and interview strategies were used in this research. Interviews were organised at the company on different time schedule and they were semi-structured. The interview guide entailed both open and closed ended questions and they were analysed qualitatively. Percentages were also used to describe
Based on the responses for interview, 80% of CAMPORT workers are motivated by their base salary received, and their basic needs such as clothes, food and drinks were satisfied. 61.5% of workers were motivated by job security, 60% were motivated by the nature of work and the working conditions, while the communication system used in CAMPORT motivated 85%. Nonetheless, 70% saw a possibility of being promoted to a higher level of responsibility as a motivation, 46.7% were motivated by the management style and strategies used whereas 85% were not satisfied with the way decisions of the company especially those concerning them were taken.
Employees at CAMPORT were motivated by other factors such as remuneration, promotion as well as the management style of the organization; other employees were not motivated by the decision making process. This is because the leadership style was autocratic yet for effective collaboration between employees and the leadership requires a different leadership style.