Human Resources Management ap_100526088057-2
Research Proposal: A Study of Work Motivation and Job Satisfaction in Anta Sports Products Limited

Executive Summary

Anta Sports Products Limited is the famous sport equipment and apparel company listed in Hong Kong Stock Exchange, and the company website can be found at http://www.anta.com.cn/en/home.php. As the author has relatives and friends working in one of the department in the company, it offers the author a chance to conduct study on the people management issues in the corporation. The research proposal aim to study the job satisfaction condition in the sports equipment and apparels design department in Anta Sports Products Limited. Apart from that, the work motivation condition in the company will also be investigated. After both the job satisfaction and the work motivation situation in the company are investigated, the relationships of work motivation and job satisfaction in the particular department under researched will be investigated as well.

Academic Literature Review

People management is a very important topic in business and management. This is not surprising, as businesses are ultimately about people, and people is often cited as the key sources to the success, profitability, growth or even the attainment of competitive advantage of an organization in today highly dynamic and competitive business environment (Matheny, 2008). It is also reasonable to expect that human talents will increasingly playing more important roles in the success of business organization, and should be paid serious attention in managing a corporation, as the economic situation will likely to become more turbulent, challenging and fats changing in the next decades (Joseph et. al., 2010). Overall, it is not hard to observe how people management is crucial to the effective management of any organization, and the topic of people management is a frequent topic widely discussed by academic literature due to its importance in the real business world.

In the context of people management, job satisfaction is an important topic. This is because one of the crucial ideas about people management is that it is important to ensure that the workforce able to derive satisfaction from the work itself. There are many evidences that job satisfaction can affect the performance of the particular employees, as well as the performance of an organization (Furnham et. al., 2009). When people are satisfied and feel more fulfilled from the job, they are more likely to perform the work voluntarily, pay more attentions to the details, more willing to go the extra mile, less likely to resign from the job or quit the job position to join the competitors, or less likely to engage in the violence behaviors in workplace (Jeffords et. al., 1997). Apart from that, particularly in the services oriented industry, when the workforces are satisfied with the job, they will be more able to serve the customers better. All of these will enable the firm to perform better, growth faster and to produce more happy and loyal customers in the increasingly competitive marketplace.

Work motivation is yet another crucial topic in the issue of people management. It is widely acknowledged that people require certain degree of motivation to move forward, to work hard, and to achieve the goals and missions stated by the management (Agarwal, 2010). Effective management or leadership is often cited as the ability of the business manager to motivate the workforce to engage and work together for the fulfillment or achievement of certain organizational goals (Tomer, 1982). When people are motivated, they will more likely to become more proactive in handling the challenging tasks assigned to them. They will be more engaged in taking up the necessary duties and responsibilities to the completion of the tasks assigned to them. Not only is that, they are more likely to become more creative and innovative in handling difficult situation or problem solving. The motivation level of workforce will be essential in determining the moral of the organization, and hence the competitiveness of the organization with respect to the other competitors.

According to many of the researchers, the concepts of job satisfaction and work motivation is linked or related. Generally speaking, it is reasonable to expect that employees that are more satisfied with their jobs are more motivated to work or perform in the workplace (Brown, 2010). For example, when people are happy, they are more enthusiastic, motivated and committed in completing the tasks assigned to them (Whitaker, 2010). However, the relationships between job satisfaction and work motivation may not be one directional in nature. It is also possible that when people are motivated, they become more satisfied with the job scope or work environment. Nonetheless, it is widely perceived that both of the variables are interrelated and associated.

Research Question and Research Objectives

There are three research objectives:

  1. To study the job satisfaction condition in the sports equipment and apparels design department in Anta Sports Products Limited.
  2. To study the work motivation condition in the sports equipment and apparels design department in Anta Sports Products Limited.
  3. To investigate the relationships of work motivation and job satisfaction in the sports equipment and apparels design department in Anta Sports Products Limited.

 

The respective research questions to be answered include:

  1. How is the job satisfaction situation in the design department in Anta Sports Products Limited? From what dimensions are the workforce satisfied or not satisfied with their job or workplace?
  2. How is the workforce work motivation in the design department in Anta Sports Products Limited?
  3. Is there any relationships found between the job satisfaction and the work motivation of workforce working in the design department in Anta Sports Products Limited? What is the correlation between the research findings? Is it consistent with the theoretical arguments that workforce that has high job satisfaction is more motivated to work?

Philosophy of the Research Design and Methodology to be used

In order to study job satisfaction and work motivation in the sports equipment and apparels design department in Anta Sports Products Limited, quantitative analysis will be used. Quantitative method is selected because it is more objective. It is less subjected to the subjective interpretation of researchers. Besides, there are many similar quantitative analyses that can be used to perform a research in the selected organization to be investigated. Many of the already well-designed quantitative based questionnaires can be used to understand or investigate the organization of interested to the researchers.

In order to perform the quantitative analysis, the typical 7-scale Likert style questionnaires will be used. As usual, the 7-sacle will range from: 7 (strongly agree), to 1 (strongly disagree). The details of the questionnaires are adopted from Saleem, Mahmood, and Mahmood (2010). The researchers have already defined a set of questions to study the job satisfaction and work motivation condition in a series of Pakistan companies. As the research is essentially a peer-reviewed journals or literature, the validity and the appropriateness of the questions used are more or less guaranteed. In the following section, the questions to be used will be presented.

 

The research questions to investigate job satisfaction are as follow (the questionnaires are obtained from Saleem, Mahmood, and Mahmood, 2010):

  1. I am often bored with my job.
  2. I feel fairly well satisfied with my present job.
  3. Most days I am enthusiastic about my work.
  4. I find real enjoyment in my work.
  5. I am satisfied from the recognition I get for good work.
  6. I am satisfied from the chances of promotion.
  7. I am satisfied with the amount of variety in my job.

 

The research questions to investigate work motivation are as follow (the questionnaires are obtained from Saleem, Mahmood, and Mahmood, 2010):

  1. I arrive at the office on time and do not leave early.
  2. The work I do is interesting.
  3. I am confident of my abilities to succeed at my work.
  4. I do not blame others. I take responsibilities for my part in mistakes.
  5. I have a coach/ mentor who keep me alert & motivated to my work.
  6. I expect more accuracy in my own work as my employees.
  7. I regularly think/ worry about work issues when I am at home.
  8. I participate in training to improve my own skills and competencies.

 

In order to conduct the survey, the entire staffs in the design department will be asked to complete the questionnaires. The confidentiality of the research results will be ensured. The name of the research participants will not be disclosed. There are a total of 60 staffs working in the design department. The manager of the department, a relative to the author, had agreed to help up, by distributing the questionnaires to the respective staffs. It is expected that entire process will take a period of 1-2 months for completion.

 

References

Agarwal, A. (2010). Motivation and Executive Compensation. IUP Journal of Corporate Governance, 9(1/2), 27-46.

Brown, M. A. (1976). Values–A necessary but neglected ingredient of motivation on the job. Academy of Management. The Academy of Management Review (pre-1986), 1(000004), 15.

Brown, S., & Huning, T. (2010). INTRINSIC MOTIVATION AND JOB SATISFACTION: THE INTERVENING ROLE OF GOAL ORIENTATION. Allied Academies International Conference. Academy of Organizational Culture, Communications and Conflict. Proceedings, 15(1), 1-5.

Carr, A. E., & Tang, T. L. P. (2005). Sabbaticals and Employee Motivation: Benefits, Concerns, and Implications. Journal of Education for Business, 80(3), 160-164.

Dewhurst, M., Guthridge, M., & Mohr, E. (2010). Motivating people: Getting beyond money. The McKinsey Quarterly,(1), 12.

Furnham, A., Eracleous, A., & Chamorro-Premuzic, T. (2009). Personality, motivation and job satisfaction: Hertzberg meets the Big Five. Journal of Managerial Psychology, 24(8), 765-779.

Jeffords, R., Scheidt, M., & Thibadoux, G. M. (1997). Getting the best from staff. Journal of Accountancy, 184(3), 101-105.

Jiang, X. (2010). How to Motivate People Working in Teams. International Journal of Business and Management, 5(10), 223-229.

Jindal-Snape, D., & Snape, J. B. (2006). Motivation of scientists in a government research institute :Scientists’ perceptions and the role of management. Management Decision, 44(10), 1325-1343.

Joseph, K., & Dai, C. (2010). Human Resources Motivation in a Workplace A Case Study of a Utility Company in Abidjan, Cote D’Ivoire. Interdisciplinary Journal of Contemporary Research In Business, 1(12), 151-159.

LAURENCE, F. (1973). MANAGERIAL STRATEGY FOR THE FUTURE: THEORY Z MANAGEMENT. California Management Review (pre-1986), 15(000003), 68.

Mahal, P. (2009). Organizational Culture and Organizational Climate as a Determinant of Motivation. IUP Journal of Management Research, 8(10), 38-51.

Matheny, G. (2008). Money Not Key to Happiness, Survey Finds. Physician Executive, 34(6), 14-15.

Orpen, C. (1997). The effects of formal mentoring on employee work motivation, organizational commitment and job performance. The Learning Organization, 4(2), 53-60.

Prasada-Rao, Y. V. S. S. S. V.  (2006). Motivation model for improving productivity in a manufacturing unit – a success story. International Journal of Productivity and Performance Management, 55(5), 430-436.

Stamov-Roßnagel, C., & Hertel, G. (2010). Older workers’ motivation: against the myth of general decline. Management Decision, 48(6), 894-906.

Tabassi, A., & Bakar, A. (2009). Training, motivation, and performance: The case of human resource management in construction projects in Mashhad, Iran. International Journal of Project Management, 27(5), 471.

TOMER, J. F.  (1981). Worker Motivation: A Neglected Element in Micro-Micro Theory. Journal of Economic Issues (pre-1986), 15(000002), 351.

Vilma, Z., & Egle, K. (2007). Improving motivation among health care workers in private health care organizations :A perspective of nursing personnel. Baltic Journal of Management, 2(2), 213-224.

Whitaker, P. (2010). What non-financial rewards are successful motivators? Strategic HR Review, 9(1), 43.

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