Motivation factors of the Workplace in Thailand Essay Example
Motivation factors of the Workplace in Thailand Essay Example

Motivation factors of the Workplace in Thailand Essay Example

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  • Pages: 16 (4140 words)
  • Published: August 20, 2017
  • Type: Research Paper
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This proposal paper aims to explore the significance and influence of motivation in small organizations in Thailand, specifically those with fewer than 50 employees. The paper will analyze various factors that contribute to employee success, including financial incentives, job advancements, and additional perks. Consequently, the question arises as to whether these findings can be applicable to similar organizations. Given the current challenging economic climate characterized by intense competition across all markets, small companies must effectively compete and swiftly respond to a rapidly evolving business environment. To thrive amidst such circumstances, companies must navigate through unnecessary bureaucracy and promptly adapt to changing business landscapes. In Thailand, this necessity for fierce competition and adaptability holds true without any exceptions.

The objective of this proposal is to concentrate on small transnational companies in Thailand. These companies, simil

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ar to their subsidiaries in other nations, strive for ROI and yearly profits, while expecting ongoing expansion. Efficiency is vital for the competitiveness of transnational firms. Moreover, this proposal will investigate the application of motivation theories in organizations with limited opportunities for vertical advancement. As employees lack corporate ladders to ascend, what drives them? The study will specifically analyze research theories rooted in Herzberg's Motivation Theory, which was developed by him and his colleagues five decades ago.

The survey will aim to design questionnaires to investigate both Hygiene factors and other motivational factors in the workplace in Thailand. One of the hypotheses will focus on the impact of monetary compensation on motivation in organizations with varying levels of hierarchy. This study will be conducted in small-sized multinational companies in Thailand, where there are three hierarchical levels and less than 50 full-time employees. For this

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study, five multinational companies will be selected based on certain criteria: they must be multinational companies, employ less than 50 staff members, have no more than three hierarchical levels for five years, and 95% of their employees must be Thai nationals.

Companies must have been operating in Thailand for a minimum of 5 years and have an organizational structure with three or less levels to meet the survey requirements.

Major Objective

Productivity, profitability, and efficiency are some of the key goals that companies expect from their overseas employees. These goals are implemented to ensure the survival of the company. Flatter and less hierarchical structures have been adopted by small multinational organizations to increase productivity and efficiency. This allows for faster decision-making and more time for action, which is suitable for small multinational companies. However, this efficiency may also have disadvantages in terms of job promotion and traditional motivational factors. With a flatter organization, there are fewer opportunities for employee advancement.

The text discusses the importance of occupation publicity in motivating people within an organization. The survey findings will help answer questions for various management positions, including General Managers, Human Resources Managers, and supervisors in small multinational companies in Thailand. These findings will benefit directors in effectively managing their employees and serve as a point of reference. Additionally, other organizations that are part of larger organizations with limited or nonexistent job promotion can utilize the findings in their own environment. Similarly, larger companies with few hierarchical levels or limited job promotion can also benefit from the survey findings. The text emphasizes that many directors are searching for ways to motivate people in today's organization where finding and retaining effective individuals

is challenging. Motivating employees while simultaneously focusing on retention is one of the primary goals of human resource organizations.

The Employee Satisfaction Survey (ESS) is a widely used study that companies use to acquire responses. There are different versions of ESS, but it was initially documented by the National Business Research Institute (NBRI) in 1982. Its purpose is to assess employee satisfaction with their current company in areas such as compensation, recognition, relationships, and environment. The questionnaires in this survey aim to gather responses from multiple countries within the organization to determine motivations and effects on the organization.

Directors in similar organizations can benefit from the findings by considering the numerous organizational structures that exist, even if they are not in the same business as the chosen company. The author of this study hopes that the findings can be applied specifically to people in Thailand, given their background. Additionally, this study aims to highlight the significance of dedicated, intelligent, diligent, and productive individuals in an organization's growth. It questions whether individuals have suitable backgrounds, receive proper instructions, and possess a positive attitude towards the company, workplace, and culture. However, it is important to note that a brief interview with potential job candidates cannot determine their suitability for a position. Job probation serves as a way to filter out inappropriate employee choices but falls outside the scope of this proposed research. Nevertheless, motivating and retaining desirable individuals should be prioritized by companies in order to bring out those desirable qualities in potential candidates [Herzberg 1987].

Aim

This paper aims to incorporate part of Frederick Herzberg's Hygiene Factor Theory of Motivation into the questionnaire design for its study.

The Survey inquiries (

see sample in Appendix I ) are specifically designed to fit the size of the organisation and to determine whether or not the employees are satisfied with their jobs in general. The results of the survey will also be used to identify the common motivational factors among employees in small, low hierarchical organisations. Additionally, these findings may be applicable to other similar organisations with similar needs. Furthermore, the findings will either support or challenge Herzberg's motivational theory, specifically the Hygiene Factor. Although the current survey is limited in size, future studies can expand upon these results. The primary assumption is that Motivation is an independent variable that, when properly applied, can increase productivity. The job itself or the company's growth becomes the dependent variable.

Research Restrictions

The research proposal focuses on studying small, transnational companies that have been in operation for five years and have a three-level organizational structure. The sample size will be limited to small companies with 50 employees or less. Additionally, the proposal aims to examine a total of five companies, which is expected to involve a total of 250 employees.

Due to some companies chosen having field forces unavailable for distributing questionnaires, a combination of hard copies and emails will be used. Data consolidation will occur after two weeks of distribution using the SPSS Regression method for quantitative analysis. To ensure cooperation, a formal letter requesting permission to conduct a research study on employee motivation will be addressed to the General Managers and/or Human Resources Managers of each company. The survey results will be shared with management for further studies if desired.

The survey aims to examine employee motivation factors in low hierarchical organizations, considering

the reduced presence of traditional corporate ladders. Many companies of similar size in Thailand and neighboring countries can benefit from the findings of this study.

In addition to the lower degrees in the current organizations, there are other factors that companies need to address in order to compete with others. Companies of this size take pride in being thin and effective organizations; moreover, the nature of multinational companies requires them to be extra efficient when conducting business in other countries. Returns on Investment (ROI) are always on the minds of senior management, motivating individuals to be productive and generate more profits. One requirement is that 95% of the employees in each company must be Thai citizens, which will make the motivating factors clearer. It is assumed that one or more of the management of these companies are foreigners running the businesses in Thailand.

However, the survey requires that five companies be included, so there is no need for expatriate directors. Although this will help highlight the contrast with the Thai management team, it is not a major requirement in this study. The educational backgrounds of individual employees are also not the main factors, as some of these companies have field forces. However, it is still important because employees at this level have fewer opportunities for career advancement, so job promotions with titles and responsibilities may not adequately accommodate their cultural norms. The study will also focus on the financial rewards, which will be included in the questionnaires used in the surveys. Once completed, the findings will be shared with the participating companies to benefit from them.

Many transnational companies lack employee survey studies that focus on the impact

of motivation in lower hierarchical organizations.

Literature Review

This study utilized a survey written by Nigel Bassett-Jones from Oxford Brookes Business School in Oxford, UK and Geoffrey C. Lloyd from Rajarata University of Sri Lanka. It was published in the Journal of Management Development in 2005.

The objective of this paper is to analyze Herzberg's two-factor motivation theory, referred to as the theory here. The paper discusses the current challenges organizations encounter, such as downsizing, which has prompted a concentration on employee empowerment [Bassett-Jones et. Al, 2005]. Bassett-Jones' study raises the inquiry of how to inspire individuals to share ideas within work-based suggestion strategies [Bassett-Jones et.].

According to Al (2005), the introduction of globalization and technological development after World War II led to significant changes in companies and the emergence of new ideas. The advancements in engineering and the abundance of new ideas were also highlighted by Ilinitch et. Al (1996). In addition, Parolini's work in 1999, as cited by Bassett-Jones (2005), emphasized that these continuous advancements motivated individuals to improve products, systems, and processes in order to remain competitive. Supporting Herzberg's perspective on financial rewards, Hiltrop (1995) pointed out that employers' focus on the psychological contract could hinder employment continuity and opportunities for career advancement (Bassett-Jones et. Al, 2005).

The study conducted by Hiltrop (1995) will be utilized in this paper to examine whether non-monetary rewards are not the driving force in the low hierarchical organization in Thailand. This paper aims to analyze the claim made in Bassett-Jones (2005) paper, which references Hiltrop's (1995) argument that, based on their conflicting proposition, money is not a motivator [Bassett-Jones et. al, 2005]. Bassett-Jones [Bassett-Jones, et. al, 2005] also references Taylorism in

their paper, suggesting that individuals are inherently lazy and unmotivated, requiring external stimulation to motivate them.

The writers have also mentioned Hawthorn's findings that individuals are motivated to work not only for personal benefits, but also for the social and financial rewards they receive. These motivations come from within [Bassett-Jones, et. Al, 2005]. In this paper, we will further analyze these two findings to draw our own conclusions. Bassett-Jones has cited various theorists in her research, including McClelland, Locke, Vroom, and Alderfer.

Unfortunately, the constrained scope of this paper excludes their findings. This paper incorporates some of Peter and Waterman's (1982) work on authorization and teamwork as evidence. Bassett-Jones (2005) supports the idea that anticipation theory, equity, goal setting, and support led to the development of a motivation model. According to Locke (1978), once aims are defined, rewards can be determined to serve organizational objectives and satisfy employees. In contrast, Herzberg's maxim suggests that inadequate financial compensation can demotivate individuals. [Behling et al.]

According to Herzberg et. al. (1959), the absence of certain factors such as pay, supervision, and opportunities for promotion can cause dissatisfaction. Conversely, an improvement in these factors can lead to increased satisfaction. Additionally, Bassett-Jones et. al. (2005) stated that Herzberg believes motivation is similar to a self-charging battery, and employees can become motivated on their own. The key focus will be on a sense of accomplishment, recognition, and the work itself.

According to Herzberg's definition, energy or motivation must originate from within rather than being externally generated by inducements [Prendergast, 2002]. This suggests that individuals do not require additional incentives to drive their internal motivation [Prendergast, 2002]. The critical success factors include training, assessment systems,

promotion, and redundancy policies [Bassett-Jones et. Al, 2005]. Bassett-Jones (2005) concluded that Herzberg's research shows that while repetition can lead to frustration and disengagement, it can also foster insight and understanding.

The study's findings can be utilized to enhance workforce retention, skill development, employee morale, and empowerment within the organization. The researchers also examined economic and socio-psychological factors impacted by cultural differences that influence interpersonal relationships, which management should comprehend. Regrettably, these insights cannot be shared with lower-level employees in the organizational hierarchy [Bassett-Jones et. al, 2005]. Moreover, the study demonstrated that incentives connected to intrinsic motivations are more successful compared to those associated with financial rewards.

Finally, the question is raised as to whether the demand for acknowledgment from employees has become a hygiene factor in modern employment competition. According to Bassett-Jones et al. (2005), the authors argue that while some incentives may motivate certain employees to contribute ideas, the number of individuals motivated by a desire to overcome challenges and contribute to organizational success is significantly greater. For an organization to foster a high commitment culture, it must aspire to maintain continuity with the Taylorist paradigm. Additionally, implementing systems and processes that encourage employees to collaborate in problem-solving and overcoming challenges will result in a highly effective organization. [Bassett-Jones et al.]

Al (2005) states that the independent variable in this survey is Motivation. Motivation, as defined by Robbins and Judge (2009), refers to the process that accounts for an individual's intensity, direction, and persistence of effort towards achieving a goal. In this study, the focus is on little, transnational companies operating in Thailand, where the organizational structures are mainly flat and provide limited opportunities for upward

promotion for employees.

To motivate employees and encourage them to climb the corporate ladder is not a viable option. The focus of the survey will be on an individual's level of dedication towards their career path. The survey will also assess the extent to which individuals are committed to achieving their goals in order to identify motivational factors [Locke, 1978].

Dependent variables

The study aims to determine the impact of the work itself and the effectiveness of the workplace on the survey's outcome. Based on the related theory, the writer may propose a motivational technique for management to implement in their organizations.

The effectiveness of work can be compared between groups and individuals (Robbins and Judge, 2009). There are certain standards used to determine the level of effectiveness in the workplace. When evaluating group effectiveness, it is important to consider group decision making and how accurately it reflects the group's determination. One measure of effectiveness is the successful completion of tasks. It is also crucial for groups to be responsive to changes in the environment. This can serve as motivation for increased effectiveness. In some cases, individual decision making may be preferred over group decision making in small organizations. However, group decision making can also lead to creativity and innovation, as there are many individuals with unique ideas working towards the ultimate goals of the organization (Locke, 1978).

Based on the survey findings and suggestions, a conclusive model can be derived. The main focus remains on understanding the motivation factors of individuals in low hierarchical organizations and any management efforts to motivate them. The findings should provide answers to these questions. Additionally, if these suggestions are implemented, it raises the

possibility of using other effective tools or methods. It is also worth considering if similar construction type organizations would benefit from this initiative.

The concept of Independent Variable - Theory

Various theories on motivation can be applied in the context of a small retail market audit in Thailand. The writer will primarily focus on the Herzberg Motivation Theory and discuss the Hygiene factors that may contribute to job dissatisfaction and lack of motivation (Herzberg et. al, 1959).

Figure 1.

To assess employee motivation in this particular setting, questionnaires will be designed based on the Employee Satisfaction Survey (ESS). Emphasis will be placed on addressing factors mentioned in Herzberg's theory, including Company Policy, Supervision, work conditions [Stead, 1972], salary [Behling et. al, 1968], relationship with Boss [Brown, 1976], and peers. These factors have been identified as key areas of concern in the survey questionnaires. However, it is important to note that other aspects such as Job Satisfaction, Recognition, Achievement, Advancement, Responsibility, and the nature of the job itself will also be incorporated into the questionnaires.

That raised yet another inquiry, that for companies this size, would this be the motive factors are used right or falsely used are they become the de-motivation factors?

Discussion of Dependent Variable

Other portion of the questionnaires touch base on work conditions, wage of the employees in these houses, once more are they motivation factors, strictly, or could it go the opposite factors that drive down moral among the employees. From the consequences, are relationships with coworkers and the engagement of the director or senior directors of import? Do employees appreciated this [ Brown, 1976 ] ? The

occupation itself is the motive factors? The study will be touched upon occupation stimulation and disputing in many countries. Are accomplishments and acknowledgment for the occupation good done is the cardinal incentives? Is occupation quality among the employees ' frame of heads?

Relationship of the Independent variable to the Dependent variables

The relationships between the both the Hygiene factors and the Motivation factors can be summed up as correlated [ Brenner et. Al, 1971 ] . The hygiene factors such as work conditions [ Stead, 1972 ] , salary [ Behling et.

If not implemented carefully, factors such as the relationship with equals and the immediate supervisor can hinder employee motivation [Al, 1968]. Additionally, educational backgrounds may play a role in how close coworkers are in the workplace [Brown, 1976].

Methods used in this survey

The questionnaires were designed to assess various factors including job satisfaction, compensation, recognition, engagement, management, relationships, working environment, and quality of work. These questionnaires will be sent to individual employees via email once permission letters have been approved by the companies. In cases where some employees do not have computer or email access while on the road, paper questionnaires will be provided instead of electronic mail.

The study questions will be based on the Likert system. The questions about personal growth or reverse perception of the employees will use Strongly Agree, Agree, Neutral, Disagree, and Strongly Disagree to assess the results. Inquiries about the environment will use Good, Average, Poor, and Very Poor. Employee engagement questions will also be included, such as their belief in how the company treats them and whether they would leave the organization at the first opportunity. Additionally, engagement will consider how

the organization cares about basic conditions, such as temperature (Stead, 1972).

Are people given the chance to participate in the decision-making process? This is intended to assess the level of support and measure if any of the motivating factors are being implemented. As mentioned, the questionnaire will be sent via email to all employees, provided they have access to email. If not, paper copies will be used. Employees will have approximately two weeks to complete the questionnaires.

The questionnaires are available in both Thai and English. They were designed using the Likert system of scales. It is expected that all employees will fill out the questionnaires, given the size of the organization. Once the survey is finished, the results will be categorized based on the responses. Approximately 250 responses are anticipated, and the Regression method of SPSS will be utilized to analyze the results.

Results will be presented in Microsoft Powerpoint format for easy understanding. The presentation file will be given to the senior director in charge for discussion of necessary actions.

Results- summary of the information to be collected

A 100% response rate is expected since there are a small number of houses chosen and a small number of employees in each house. However, the number of responses expected in this survey should not go below 200 in order to draw conclusive findings. The data collected will undergo regression analysis to derive the findings, and the final information will be prepared and presented in Microsoft Powerpoint format.

Hypotheses

H1 - Money is a key incentive. One of the assumptions or hypotheses is that, for low hierarchical or organizational structures,

money is [Behling et. al., 1996].

According to Herzberg (1959), money is not a motivating factor in his theory. However, Al (1968) argues that money could be a cardinal incentive. This raises the question of whether Al's study would prove Herzberg's theory wrong. Another point to consider is whether job satisfaction in itself can be a motivating factor. Additionally, career advancement, personal achievement, and the need for training and responsibility are also important motivational factors.

Discussion

According to Herzberg's (1959) theory, the working environment can also play a significant role. If not adequately managed, the working environment may become a hygiene factor and demotivate employees or at least lead to increased dissatisfaction (Brenner et al.).

In the workplace, the high ranking of relationships among employees may be attributed to several factors. Firstly, the majority of employees share the same age group and work in a predominantly male-dominated environment. Additionally, they have similar educational backgrounds, which may contribute to stronger bonds. Another contributing factor is the support and strong working relationships that have been established between different divisions within the company. Furthermore, compensation and other benefits, such as bonuses, have played a role in fostering these relationships (Blakemore et al., 1987). Typically, bonuses for these organizations are given at the end of the year.

The text suggests that fillips are income-based and the amount of the fillip pool depends on the performance of the company throughout the year. The motivation factors are also linked to year-end results. Additionally, individual rewards are based on the Performance Appraisal, which is conducted twice a year. The clarity of department goals and company vision contribute to employee satisfaction. The employers play a crucial role in

fulfilling company or division aims and ensuring success. The conceptual model of this study is based on the Employee Satisfaction Survey conducted in small-sized multinational companies in Thailand, each with approximately 50 employees. Five companies will be selected for this study.

Approximately 250 responses are expected. Once the study is completed, information will be gathered and tallied to draw conclusions from the findings. The inquiry will focus on what motivates individuals in a flat or low hierarchical organizational structure in Thailand. The results will be shared with the management of the companies to improve them. Additionally, this survey can be used to further analyze the key factors that employees seek as motivation.

In addition to Herzberg's findings and the study consequences, this survey also takes into account the perspective of Taylorism in order to draw conclusions.

Figure 2.

Decision.

In order to determine the motivational factors in low hierarchical organizations in Thailand, the survey needs to ensure that the selected firms meet certain criteria. These criteria include being small-sized with no more than 50 employees, being a transnational organization operating in Thailand, having three levels of hierarchy within the organization, and having been in operation for at least five years. These are some of the requirements. Additionally, it is necessary for the chosen firms to have met their own clarity requirement to their employees. While individual bonuses are significant and should be considered as part of the monetary compensation, these factors remain unknown due to the confidentiality of the compensation provided by the firms' management [ Prendergast, 2002 ].

Is the employees' motivation driven by the nature of their occupation? Can the occupation itself provide stimulation?

These are the questions being asked. Is considering motivation factors an opportunity to make a decision? This factor needs further consideration due to the company's management and its inherent nature, which cannot be democratic. Additionally, is the intimacy in working relationships [Brown, 1976] also a factor? The findings from this study will hopefully provide answers to these questions. If the findings benefit the management of the selected firms, the study will be deemed highly successful.

Moreover, if the findings have the capability to benefit other similar organizations, it would be considered a tremendous achievement.

Mentions

  1. Bassett-Jones, Nigel and Lloyd, Geoffrey C. , 'Does Herzberg's motivation theory still hold value?', Journal of Management Development, 2005, Vol. 24, No. 10, pp. 929-943
  2. Behling, Orlando, Lobovitz, George, Kosmo, Richard 'The Herzberg Controversy: A Critical Reappraisal', The Academy of Management Journal, Vol. 11, No. 1 (Mar., 1968), pp. 99-108
  3. Blakemore, E., Low, Stuart A.

The author's name is Michael B. Ormiston and the article is titled "Employment Bonuses and Labor Turnover". The article was published in the Journal of Labor Economics, volume 5, issue 4, part 2: The New Economics of Personnel in October 1987. The page numbers are not specified.

S124-S135

  • Brenner, Vincent C., Carmack, Claude W., Weinstein, Mark G., 'An Empirical Test of the Motivation-Hygiene Theory', Journal of Accounting Research, Vol.
  • 9, No. 2 ( Autumn, 1971 ) , pp. 359-366

  • Brown, Matha A. , 'Values - A Necessary but Neglected Ingredient of Motivation on the Job ' , The Academy of Management Review, Vol. 1, No. 4 ( Oct.
  • Smith (1976) discusses the importance of employee motivation through various factors (Herzberg, 1987). According to Herzberg (1987), it is crucial to understand

    how to motivate employees effectively.

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