This chapter presents the research methods („how it was done‟) and the field work experience around the theme of the research topic, and provides the discussions around the
Chapter 5: Result and Analysis
5.6 Motivation
A
ccording to the responses received from the participants, and more broadly, the researcher found that motivation was a complex subject to quantify and adequately measure in only one brief encounter. Perhaps, it would have been easier (and the result would have been different) if the interactions of participants were analysed and recorded over a period of time, based on how they react with each another in a group situation. From the detailed interview, eight participants contest that people‟s behaviour at work, to a degree, hinge around a persons‟ trait such as abilities, aptitudes and personality. Twelve participants recognised motivation as somewhat concerned with the strength and/or theneeds of every individual based on individual goals within his/her environment, which can be stirred up towards or swayed from their individual needs. Three participants were of the opinion that the process of motivation, within individuals, is usually initiated by the conscious or unconscious recognition of an unsatisfied need.
5.6.1 Level of Motivation
W
hen the participants were asked about the level of motivation in NACS, 17 percent of them graded the level of motivation in the organisation as „very high‟. The reasons given for such rating are that “timely feedbacks and complements are received from their supervisors” for each accomplished objective and performance. The same group affirmed that motivation is matched by strong work linkages existbetween group performance and outcome. They claim that such connection alone becomes the means to satisfy their needs. Perhaps, this explains why extrinsic motivation – for example, an incentive or bonus scheme – only works if the link between effort and reward is clear and the value of the reward is worth the effort. Some comments from the participants are as follows:
“There are many on-line courses and training programmes offered and I am looking forward to attending some of this trainings to build up my ability to do my job well” (41-50 year old male).
“I am motivated by what I do best and to do it with the best of my ability, to contribute towards minimising the spread of HIV/AIDS in PNG. I have always wanted to work in the field of HIV work” (20-30 year old female). “One of the motivating factors leading to high rating is that the staff enjoy a „para-statal‟ status making this organisation to be „better‟ working environment than what you will find in the government bureaucracy” (50 + year old male).
Six participants or twenty-three percent however, grade the level of motivation in NACS as „average‟. The reasons for such grading were: failure of the organisation to acknowledge individual effort and contributions; lack of staff incentives; no effort made to improve working conditions; lack of opportunities for further training; and a lack of management and control mechanisms in place.
Such comments received from this group aren‟t unexpected. Quite possibly, morale, being an individual variable, is related to the feelings that employees may have about their jobs. These feelings have a great deal connection with the perceptions that people have about how they are being treated, as compared with others. Three examples of these responses are as follows:
“My supervisors have miserably failed to recognise and acknowledge the contribution I have made to this organisation in the last 10 years of employment with them” (31-40 years old male).
“No, there are no incentives in place for staff other than the normal salary. Even if we can meet and have some social functions together, this would be nice”… “the HR manager needs to get his acts together” (31-40 years old female).
“Incentives, such as opportunities for further training for project staff are not there. Only friends of the HR manager or top management team are selected for short term training”…. “Indications of friendship, mutual trust, respect and warmth are definitely missing” (41-50 year old male).
There is no doubt that such responses are indicative of insensitivity and lack of staff supervision (carried out) on the part of the management team. This is possibly one of many factors which affect satisfaction levels and attitudes of the workforce in NACS. Perhaps, it is also true to say that a great deal of staff members would rather want to interact with each other in the workplaces. There is no doubt when relationship between „consideration‟, „connecting‟ and „contentment‟ is firmly established, satisfaction, self-esteem and productivity can progress from it.
Thirty percent, seven participants pointed out the level of motivation in NACS as „low‟. Three participants expressed the view that they were not being fairly treated by their supervisors, compared with other employees or one relevant other person. Two participants provided the following comments: “unacceptable and unethical attitude” is high amongst senior executive managers; self-discipline is required in the approaches of many programme and project managers; bribery and dishonest practices is considerably high amongst managers. Four participants commented on issues connected with their jobs, and point out some factors contributing to low staff morale: lack of institutional policies on operational and administrative matters; „below average‟ quality of leadership and supervision; irresponsible attitudes; performance of dual roles and responsibilities; and the low government salary cap.
Finally, twenty-two percent of the participants denote the level of motivation in NACS as „poor‟. The reasons for such grading were “incapability of supervisors and managers to take control” and lead the team; absence of quality management practice; too much in- subordination; in-fighting amongst managers and staff members of project teams; the office of the director not being supported by the senior executive managers; staff morale on the decline; lack of direction from the leadership; vertical and horizontal flow of communication is absent; and a lack of collaborative strength and efforts to co-coordinate tasks.
The most common concerns, amongst participants, are the obvious lack of attention and transparent management culture and practice, displayed by managers and supervisors in NACS. The feedback from participants indicates that the management teams, in general, are not doing enough to develop effective management and change. Some comments from participants demonstrate these concerns.
“Obviously, the management lacks clarity in their leadership roles and direction. There is no line of communication; even if there is any, it is seriously marred by insubordination and backbiting amongst managers themselves” (41-50 year old male).
“There is disharmony and corruption in the system which the government needs to quickly come to grip with” (41-50 year old male).
“If they believe that the basis of productivity lies in the hands of the ranks and file they don‟t just play „lip service‟. People are our most important assets. The management team has to do something about encouraging commitment and getting everyone involved” (20-30 years old female). “The people who run the organisation need to get close to those who work for them and ensure that the organisation‟s values are understood and acted upon” ( 31-40 year old male).
Responses of one 41- 49 year old male, one 20-30 year old female and two 31- 40 year old males emphasised the significance of managing changes. They were of the view that managers have to „bring about changes‟, lead, and help guide the organisation to triumph and progress. Sixteen participants indicated that this be amended by developing an organisational structure which provides „harmony‟- not conflict – thereby, creating good interactions with their clients. According to the survey, the organisation has to „remain open‟ to new ways of doing things.
When participants were asked if NACS has any motivational strategies in place, 70 percent of them stated “No, there is none in place”. Twenty percent claimed the only motivational incentive they know was their remuneration package. However, the remaining ten percent proposed that, in order to have staff members motivated, incremental remuneration packages be awarded for every achievement made. According to the literature review earlier, and since motivation is relative of the relationship between performance and
reward; motivation, as rewards could include: a rest, bonus, promotion or even selecting staff members for further training, or an awarding a certificate of achievement.