Dissertation: A Study of Work Motivation and Job Satisfaction in Anta Sports Products Limited (Part 5 of 5)
Overall, from the descriptive statistics of questionnaires related to job satisfaction, it is found that most of the employees felt that they are satisfied with the amount of variety in their job scope. Such finding is probably due to the fact that in the sports equipment and apparels design department, people are often required to be innovative and to handle different design, be it in terms of art of product features. Thus, for the designers, their job scope must be vast. Then it is also found that employees do not feel that their job nature is boring. This is probably due to the nature of the tasks delegated to the designers as interesting, challenging and requiring a lot of imagination from the designers. Besides, it is also discovered that most of the employees perceived that they are actually finding real enjoyment in their work. This suggests that staffs largely have personality that suit the demand of their jobs. However, it is also found that the staffs perceived that their performances are largely not being recognized. This is the most serious issue to be solved, because when people feel that they are not recognized or valued, they may tend to derive less satisfaction from their jobs. Then, it is also discovered that staffs are not feeling satisfied with the chances of promotion in the company. The staffs perceive that they have lesser chance of being promoted in the company. This can be a serious issue, as when people cannot see the career path or a perceived viable growth chance in the company, they may feel unsatisfied due to a lack of hopeful and inspiring future. Considering the findings obtained above, management should think deeply about recognizing the contributions from employees and to provide a career path and promotion opportunities to the workforce. By doing both of these measures, the workforce satisfaction level can be furthered enhanced.
Overall, from the descriptive statistics of questionnaires related to work motivation, most of the employees perceived that they believe that they indeed arrive at the office on time and do not leave early. A verbal discussion with the management found that the management thinks that many of the staffs will simply arrive early to prevent from being penalized (for example, getting a lower ranking in their annual performance appraisal). Besides, the staffs may stay back late because of three reasons. Firstly, they really have too much things to do, and they often not able to complete these tasks assigned to them on time. Secondly, they may simply stay back in the office to avoid heavy traffic jam during peak hours. Thirdly, some of the staffs may simply just stay back and pretend to be busy to impress the management – so that they are perceived as dedicated, responsible and hard working. Then it is also found that employees agreed that they will participate in training (be it provided by the company, or those that the employees take initiatives to attend seminars or other sorts of training programs) to improve their skills or competencies. This suggests that the workforce is roughly proactive in developing their skills and competencies further, they are pretty motivated in performing their jobs and to work as a designer in the company. Next, it is also found that the employees somehow largely agreed that they tend to think about matters related to works when they are at home. For this, it can be seen that the employees are pretty dedicated in their job, and are willing to spend the time to think about work matters even in their home. However, this could also means that the workloads on the staffs are high, forcing them to keep thinking on the ways to solve workplace problems or completion of tasks assigned to them, due to stresses and pressures from the management or market competition. It could also means that perhaps the employees are largely highly career oriented and focus a lot of efforts on their jobs. Nevertheless, it can be reasonable to believe that the staffs are quite proactive, responsible and willing to spend the necessary time for work matters. On the dark side, however, it is found that the employees agreed that they tend to blame others and will not take personal responsibilities for their part in mistakes. Surprisingly, their answers shows that they tend to associate mistakes to other people. This may indicate that in event of mistakes, people in the department will likely to blame others, probably to push away the responsibilities and mistakes to others.
In this section, the key findings from the different research questions are summarized in table 5.1 as follow.
From the simulation, it is found that there are strong statistical relationships between workforce motivation and employee satisfaction. Statistically speaking, the correlation is statistically significant at the 1% level. The R2 of the regression model between workforce motivation and employee satisfaction is found to be 0.243. Technically speaking, this indicates that variation in workforce motivation able to explain 24.3% of the variation in employee satisfaction. The finding is consistent with the research findings from other studies, whereby other scholars also tend to find statistically significant relationships between workforce motivation and employees satisfaction.
As presented previously in Chapter 1, three research objectives are outlined as follow. Firstly, the first research objective is to study the job satisfaction condition in the sports equipment and apparels design department in Anta Sports Products Limited. Next, the second research objective is to study the work motivation condition in the sports equipment and apparels design department in Anta Sports Products Limited.
Concerning the two research objectives, it is found that it can be concluded that the workforce motivation and employee satisfaction level in the sports equipment and apparels design department in Anta Sports Products Limited is satisfactory. However, there are many rooms for improvement. From the employee satisfaction perspective, it is found that a large portion of the employees apparently are not satisfied because their good works are not recognized. Secondly, it is also discovered that many of them perceive that they have low chances of promotion in the company. There are nonetheless, a small portion of people perceived that they have high chances of being promoted. On the other hand, from the workforce motivation perspective, it is found that the worst issue is that the workforce believes that they tend to blame others for mistakes occurred in the department. The staffs are less likely to take personal responsibilities in times of crises or mistakes. Then, it is also found that there is no viable mentorship system in the department to keep the staffs motivated. More than half of the workforce indeed do not have a mentor or coach, that may be useful in guiding them and motivate them in workplace.
Lastly, the third research objective is to investigate the relationships of work motivation and job satisfaction in the sports equipment and apparels design department in Anta Sports Products Limited. For this, it is found that there are statistically significance relationships between workforce motivation and employee satisfaction. Indeed, from the regression analysis, it is computed that the R2 of the regression model between workforce motivation and employee satisfaction is found to be 0.243.
In this section, recommendations will be suggest on the ways managers can further improve workforce motivation and employee satisfaction in sports equipment and apparels design department in Anta Sports Products Limited. The various suggestions are presented in the following paragraphs.
To realize that recognizing employee performances is important. As previously discovered, it is also found that the staffs perceived that their performances are largely not being recognized. It is believed in this report that this is the issue must be handled immediately, as when the workforces feel that they are not recognized or valued, they may tend to derive less satisfaction from their jobs. For this, training could be provided to the management. Management may be required to study, learn and apply knowledge learned on motivation, psychology and recognition. Management should be aware that to praise the employees is actually an essential element in effective management process. Reading books on leadership could be influential towards changing the management mindset. For example, in the famous book, namely, ‘One Minutes Manager’, it is argued that to catch people doing right will reinforce the desired behaviors and attitudes among workforce, and is indeed a powerful tool to enhance employee satisfaction from the recognition they receive in workplace.
Better promotion and performance management system. This report also found that staffs are not feeling satisfied with the chances of promotion in the company. Specifically, only a small part of people feel that they do have good chances of promotion, while the majority of the people do not seem to be satisfied with the chances of promotion in the company. It suggests that the career paths in the department may not be designed properly, as a properly design career path should provide reasonable hope to the employees that they can progress well in the department. For this, lengthy discussion and investigation may be required, to understand the real root causes affecting the majority of the employees’ perception that they have no good chances of being promoted. It is probably because the corporate ladder in the department is too shallow. A more comprehensive corporate ladder should be created to give the workforce the hopes that they are progressing well in the organization.
Educate workforce to take responsibilities against mistakes. Then, it is also found that the employees agreed that they tend to blame others and will not take personal responsibilities for their part in mistakes. The workforces tend to associate mistakes to other people. In event of crisis, people are likely to blame others, probably to push away the responsibilities and mistakes to others. For this issue, team work spirit should be reinforced in the department. Employees that exhibit behaviors that able to take responsibilities on mistakes, should be rewarded, recognized and praised publicly. Those that capable of taking responsibility for mistakes, is it due to their personal self or by others, should be promoted to lead the team. Education for the workforce is crucial to change their mindset. All of these measures should be able to encourage people to take responsibility and have the right courage to solve problems whenever it arises.
Having an effective mentorship program. A lot of the employees perceived that they have no mentor in guiding them in the work, to keep them alert and motivated. This is because the company has an organizational culture whereby people should be proactive and able to act and work independently. Currently, it is also understood that there is no such thing as mentorship program in the company (except for the new comers or recent fresh graduates). For this, management should understand that mentorship is important in further enhancing the competencies, motivation and satisfaction in the department. Specifically, as it is discussed there are many rooms for further improvement in the department, mentorship may not be necessary on technical issues, but also on management and leaderships issues, to build team work spirit among the workforce. Thus, management should try to implement mentorship program in small scale, and then to incorporate the improvements planned and desired into the mentorship program. By assigning the more capable person the mentorship position, they may be able to learn faster as well. Overall, this could change the organizational culture into a more learning oriented division.
In the future, there are many different types of study can be conducted to further understand the human resources management practices and effectiveness in the sports equipment and apparels design department in Anta Sports Products Limited. Some other issues that should be investigated, to further enhance the competencies and effectiveness of people management in the department include, but not limited to the following: appropriateness of reward system, the employees’ loyalty, leadership effectiveness and employees understanding on corporate vision and mission, can be researched and studied.
Besides, as this study is only performed on the sports equipment and apparels design department in Anta Sports Products Limited, the workforce motivation and employee satisfaction condition in other department is unknown. It is also possible to extend the research presented in this dissertation to other departments in Anta Sports Products Limited. The particular workforce motivation and employee satisfaction condition in other department may not be similar to the situation in the one found in sports equipment and apparels design department.
Then, on the larger scale, similar study can be extended to other Chinese companies. More variables, such as employee absenteeism, employee loyalty, workforce turnover rate and other relevant variables can be included. With this, the relationships between the different variables can be investigated. A comprehensive study linking all of these variables, particularly in Chinese managed companies, in China, is not available. Studies on these issues will further enhance scholars’ understandings on the driving forces behind effective people management practices and policies in China.
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