Factors Influencing Motivation of Garments Worker: A Case Study

Transcription

1 Factors Influencing Motivation of Garments Worker: A Case Study Md. Mohibul Islam*, Khan Md. Ariful Haque**, Md. Mosharraf Hossain*, Md. Idris Ali* and Md Azizur Rahman* Motivation is a set of processes that stimulate and create willingness of the organizational employees to do something to attain a particular goal by doing better performance on the job. In today s world, the biggest task of the human-resource manager is to motivate and retain employees. Businesses today have entered a new era in the relationship between the companies themselves and their employees. In this new era, employees need to be respected and like to be treated as valuable human capital, as even more important than the company s financial capital. Employees are now becoming the main source of a company s competitive advantage. Employees may be motivated on the job by many things, such as a sense of achievement, recognition, enjoyment of the job, promotion opportunities, responsibility, and the chance for personal growth. Employee motivation and performance are lead directly to the style of management that is applied and to principles of positive or negative reinforcement. Garments industry is labor incentive. The productivity as well as financial success of this field depends on the worker s performance. To increase the worker s performance on their working areas motivation is crucial. The aims of motivation are to increase productivity and job satisfaction. Highly motivated persons tend to work harder and perform more effectively in their jobs than less motivated individuals. Under this study various motivating factors are find out in garments industry of Bangladesh and try to find out how motivation occurs. Keywords: Motivating factors, Garments, Competitive business environment. 1. Introduction In an industry workers performance is very important because it provides products and service, which represent the basis for a company's success. Employees are a valuable resource that may contribute in several different ways to a company's activities, provided that the company gives them an appropriate chance. For achieving the success important keys are, how productive people are at work, their skills, motivation and commitment. In order to be successful, a company needs employees who act toward the goals of the organization and have a strong desire to remain in the company. *Md. Mohibul Islam, mohibul05ipe@yahoo.com **Khan Md. Ariful Haque, North Carolina A & T State University, U.S.A. arif99ipe@yahoo.com *Dr. Md. Mosharraf Hossain, (Corresponding Author), mosharraf80@yahoo.com *Md. Idris Ali *Md Azizur Rahman *Department of Industrial & Production Engineering, Rajshahi University of Engineering & Technology, Bangladesh

2 2 Such loyalty and commitment may be generated by motivation. Managers who need to be aware of factors that motivate workers to make them perform well, ending up with HR professionals who have to understand motivation to effectively design and implement reward structure and systems. However, because of a complex nature of human behavior, motivation is not easy to understand and to use. Although, some of research suggested that money is not as potent as it seemed to be, many companies tried to implement monetary incentives as their main tool to motivate employees. The literature on a subject of motivation shows that there are several other ways to motivate employees. The most well know and often cited theories can be divided into two categories: content theories and process theories. The first group is focused on what motivate people. It is represented by authors such as Maslow, McClelland and Herzberg. The second category process theories, try to find out how motivation occurs. Vroom, Adams, Locke and Latham created the most influential process theories. The points of view presented by authors of those theories in some aspects are complementary but in others are totally opposite. That possibly was the reason for other researchers inspiration to conduct own studies on motivation. It resulted in a number of possible suggestions about motivators that could play a crucial role in increasing employees performance. In this multitude of possible options it is not easy to answer the question what in fact motivates employees. The easiest way to find out is simply to ask them. The garments manufacturing industry is a large and most export oriented field of Bangladesh in terms of output, export and employment. At present these manufacturing industries are earning foreign currency about three quarters of total exports and the industry is a symbol of the country s dynamism in the world economy. As it is labor incentive field so there is little chance to improve these fields by technological change rather than there are vast scopes of improvement by improving employee s performance by motivating them on their job. It is seen that most of the garments workers are less motivated because the management do not apply any motivational packages of the workers. Though some of the garments management tries their little best to do it but it is not sufficient for the workers. Under this environment the employees do not get interest to show their real performance in their own organization. So management does not get the expected performance from their workers. For this reason garments management are financially losing day by day. But this loses may be recover if the management apply the motivational approach to their workers. As the garments industry is now the major sector of Bangladesh to earn the foreign currency and a lot of different types of highly educated, semi educated and illiterate people are directly and indirectly involve with this sector as their major occupation. So improving this sector can play a great role in national economy. Under this situation the authors feels great interest to work in this area. After observing practical scenario of this area the authors are settled the following objectives of this study. Investigate and analyses of the factors for employee motivation considering individual characteristics. Assessing the factors that motivate employees to perform best at work. 2. Literature Review In today s world, the biggest task of the human-resource manager is to motivate and retain employees. Rob H. Kamery (2004) emphasis that there is no single theory of motivation that works effectively all the time; he has mentioned that respect and participation are two key items that employees tend to appreciate. Oftentimes, the existence or nonexistence of these two factors can determine how productive an employee will or will not be. It is important to note that these two factors are almost always more important than monetary compensation. Devadass R 2011 reviewed various journal published in English on

3 motivation. After reviewed these journal mentioned some characteristic of various motivating factors such as Job characteristics, Employee characteristics/ experience of outcomes, Management practices and Broader environmental conditions. This paper provides only theoretical ideas that contributes theoretically by providing a rich description of many different factors that contribute to work motivation but practically measured value of any specific factor or some of motivating factors that should be management practice first not strictly emphasis. Sharma (2006) has mentioned that motivation is a company s life-blood. Businesses today have entered a new era in the relationship between the companies themselves and their employees. The companies can no longer see their employees as either their loyal family members or as easily replaceable company resources. In this new era, employees need to be respected and like to be treated as valuable human capital, as even more important than the company s financial capital. Employees are now becoming the main source of a company s competitive advantage. Therefore, how a company treats its employees increasingly determines whether a company is going to thrive or even to survive. Lawler (2003) has mentioned that twentyfirst century, treating people right is not an option; it is a necessity. Employee try to find satisfaction in what they do and as a result the manager should be able to understand the problems faced by his workers and find a way of satisfying their needs and aspiration. The general assumption is that an adequately motivated worker will in turn give in his or her best towards the attainment of a general consensus. when a worker is motivated the question of poor performance and inefficiency will be forgotten issue in an organization. A well-managed company can retain and motivate its employees, and hence has the following advantages: reduced turnover; increased productivity; reduced absenteeism; increased revenue; and improved performance. Pittorino (2005) mentioned that Companies need to attract and retain talented employees therefore understanding what motivates employees has become an essential requirement for today s managers. 3. Research Methodology Each research problem is in some way unique, and therefore requires a tailored research procedure. The first step in doing this research was the formulation of the problem and the creation of the research questions. Thereafter, identify the methodology which would best fit the problem under research. After that, gathered secondary data in the form of books and articles in order to improve understanding of the research problem. Next create the questionnaire about motivation and work based on the knowledge of the theoretical research. Thereby, several decisions such as the form of the questions, the language used in the questionnaire, as well as the procedure in performing the mail questionnaire had to be made. The questionnaire was tested and several days later sent by mail or by hand to each employee of the company. One week later the questionnaires were collected and a period of editing and analysing the data. These results were used for carrying out interviews with several employees in order to get a deeper understanding of the questionnaire results. After carrying out the interviews, a period of writing down the results of the mail questionnaire and interviews in connection with the theoretical framework followed. During the entire time between determining the methodology and the end of writing down the analysis the frames of reference was created. Finally, the research report was completed by adding the conclusion and the closing comments. 4. Mathematical Statement To obtain the valid result of this study Weiman Occupational Stress Scale Graphical analysis and statistical analysis are done. 3

4 4.1 Statistical Analysis (Chi-Square Distribution) 4 Chi-square used to test the hypothesis of independence of two variables of classification. The two variables are null hypothesis H₀ and Alternative hypothesis H 1. In this study this important tools has been used for two purposes Firstly it has used for the purpose of testing independence between factors that needs to be concerned for visited garments. Either the factors are dependent on the garments or applicable for all garments. Secondly the major factors dependent on various departments of the garments or independents. In probability theory and statistics, the chi-square distribution (also chi-squared or χ²distribution) with k degrees of freedom is the distribution of a sum of the squares of k independent standard normal random variables. It is one of the most widely used probability distributions in inferential statistics, e.g., in hypothesis testing or in construction of confidence intervals. When there is a need to contrast it with the noncentral chi-square distribution, this distribution is sometimes called the central chi-square distribution. The chi-square distribution is used in the common chi-square tests for goodness of an observed distribution to a theoretical one, the independence of two criteria of classification of qualitative data, and in confidence estimation for a population standard deviation of a normal distribution from a sample standard deviation. Many other statistical tests also use this distribution, like Friedman's analysis of variance by ranks. The chisquare distribution is a special case of the gamma distribution Definition If Z 1... Z k are independent, standard normal random variables, then the sum of their squares, is distributed according to the chi-square distribution with k degrees of freedom. This is usually denoted as. The chi-square distribution has one parameter: k (also denoted as ν); a positive integer that specifies the number of degrees of freedom Statistic of Chi Square Distribution The statistic also can be written as- (i=1 to k), Where X i = O i = observed frequency, µ i = e i = expected frequency 4.2 Weiman Occupational Stress Scale The Weiman Occupational Stress Scale (WOSS) was first introduced in The Weiman Scale is a fifteen question instrument that it scored on a 3 point Likert-type instrument that measures important motivational factor. Answers on the scale range from 1-3 points, with 1 = yes, 2 = sometimes, 3 = no. To determine the highest rank of motivational factor, five condition are selected those are mostly responsible for motivating the workers such as salary & payment, working condition, working environment, reward & bonus, safety. Using Weiman Occupational stress scale rating, the score for all factor

5 choosing are determined for every selected worker. The score of 150 workers is then summed for every factor. The average score then determined dividing by number of workers. The individual score is obtained dividing by number of questions three for every factor. The factor which are responsible for motivate the workers are then ranked based on individual score. 5. Result Analysis 5.1 Chi Square Tests In this segment, hypothesis test has performed for showing whether or not the major five factors are garment dependent (test for independence1) and whether the factors are Department dependent or not (test for independence 2) Test for Independence 1 Table : 3 5 contingency table for observed frequency of the factors in the garments 5 Factor Industry Salary & Payment Working Environmental Safety Reward & Bonus Total Comfit Standard Ecomax Limited Total Factors Industry Table 5.1.2: Observed and expected frequency of the factors Salary & Payment Working Environmental Safety Reward & Bonus Total Comfit 40(41.74) 9(10.16) 14(14.51) 10(9.07) 25(22.50) 98 Standard 35(36.20) 12(8.81) 11(12.6) 7(7.87) 20(19.51) 85 Ecomax Limited 40(37) 7(9.02) 15(12.88) 8(8.05) 17(19.97) 87 Total Sample calculation χ2actual = (oi ei) 2/ei, ei = expected frequency= (column total) (row total)/grand total, Expected Frequency for Comfit Composite Knit Ltd. e1 = (115*98)/270 =41.74, e2 = (28*98)/270 =10.16 Expected Frequency for Standard Group e1 = (115*85)/270 = 36.20, e2 = (28*85)/270 = 8.81 χ2 value For First Column: ( ) 2 /41.74 =0.0725, ( ) 2 /36.20 =0.0397, (40 37) 2 /37=0.243

6 χ 2 actual = =3.43 Result analysis for segment Null Hypothesis, H₀ = data is garment independent 2. Alternative Hypothesis, H 1 = data is garment dependent 3. α = 0.05, Degree of freedom: ν= (r-1) (c-1) = (3-1) (5-1) = 8 5. χ 2 actual = χ ,08 = > χ 2 actual 7. χ ,08= > χ 2 actual 8. Decision: do not reject H₀ That means factors are Garments independent Test for independence 2 Table 5.1.3: For observed frequency of factors respective to different departments Department : Printing Dyeing Cutting Sewing Total Salary & Payments Working Environmental Safety Reward & Bonus Total Table 5.1.4: For observed and expected frequency of factors respective to different departments Department Printing Dyeing Cutting Sewing Total Salary & Payments 10(7.90) 1(7.64) 9(5.6) 9(6.85) 29 Working 1(4.72) 7(5.45) 9(5.27) 3(4.54) 20 Environmental 5(5.72) 8(5.53) 4(4.77) 4(4.96) 21 Safety 6(4.09) 2(3.95) 2(3.40) 5(3.54) 15 Result analysis for segment Null Hypothesis, H₀ = problems are Department independent 2. Alternative Hypothesis, H 1 = problems are Department dependent 3. α = 0.05, Degree of freedom: ν= (r-1) (c-1) = (5-1) (4-1) = χ 2 actual =

7 χ 2 actual=( )+( )+( )+( )+( )= χ ,12 = < χ 2 actual 7. χ ,12 = <χ 2 actual 8. Decision: do not accept H₀ That means problems are Department dependent. 5.2 Weiman Occupational Stress Scale (Ranking of factors) Factors (A)Salary & Wages (B) Working (C)Environmental (D)Reward & Bonus Total Score Average Score Individual Score Rank (E) Safety Result analysis for segment 5.2 In this segment it has been determined the highest rank of motivational factor, five condition are selected those are mostly responsible for motivating the workers such as salary & payment, working condition, working environment, reward & bonus, safety. Using Weiman Occupational stress scale rating, the score for all factor choosing are determined for every selected worker. The score of 150 workers is then summed for every factor. The average score is then determined dividing by number of workers. The individual score is obtained dividing by number of questions three for every factor. The factor which are responsible for motivate the workers are then ranked based on individual score. From the table 5.2 we see that Salary & wages and Reward & Bonus are the main factors that need to be concerned for the management Figure Major five factors (from table 5.2)

8 8 Figure 5.2.2: Motivating factor (from table 5.2) 6. Findings In general respondents in this thesis place high emphasis on Salary & Payments. Financial motivational factors may be one of the problems and major concerns facing organizations before, today and even in the foreseeable future. Promotion and bonus to be very important motivators. Furthermore, this thesis concludes that the important motivational value placed on each factor may vary according to age and gender. Finally, the guideline mainly dependent on organization policy. 7. Summary and Conclusions It is a truism that the world is going through enormous changes. The advancement of technology has brought changes to the way business is done in every aspect. Employees are no longer just one of the inputs companies use to produce; they are important assets that generate profits for the company. To adapt to these changes, managers need new ways to manage their employees. Since employees are a company s most important resource, satisfying and retaining employees has become a major focus for managers. To do this effectively, managers must keep their employees motivated, so that valuable employees stay in the company and perform at their best. To motivate employees is not an easy task. Motivation of employees has to be built up over a long time, and it can be destroyed in a day. There are many different ways of motivating employees. Every motivation theorist comes up with a different approach. Motivational factors differ from employee to employee, and also differ according to the business sector. To do their job effectively, managers need to take time and effort to understand what their employees are looking for in their work and try to meet these needs and wants to the best of their ability References Rob H. Kamery, 2006 Employee motivation as it relates to Effectiveness, efficiency, productivity, and performance Allied Academies International conference Proceedings of the Academy of Legal, Ethical and Regulatory Issues, Maui, Volume 8, Number 2, pp

9 Sharma, S 2006, A right way to motivate an employee is to win his heart, < 9 Rajeswari Devadass, 2011 Employees Motivation in Organizations: An integrative literature review, International Conference on Sociality and Economics Development Singapore, IPEDR vol.10 pp Vercueil, A 2001, Organizational transformation and information technology: a systems perspective of employee perceptions. Master of Arts thesis, University of Pretoria, Pretoria. Dockel, A 2003, The effect of retention factors on organizational commitment: an investigation of high technology employees, MCom thesis, University of Pretoria, Pretoria. Oldham & Hack man R 2010, Not what it was and not what it will be: The future of job design research, Journal of Organizational Behavior, Vol. 31 Issue 2/3, pp Simons, T & Enz, CA 2006, Motivating hotel employees: beyond the carrot and the stick,< html. Appendix Motivational Questionnaires Salary & Payments: 1. Are you satisfied with your basic salary? 2. Is the basic salary given at the right time? 3. Are you satisfied with the company incentive system? Working : 1. Are you happy with the behavior of your supervisor\in-charge? 2. Have there any work overload? 3. Are you happy with your machine and supplying accessories? Environmental condition: 1. What is the level of noise & dust? a) Low b) Medium c) High 2. Have any type reducing process for dust or noise? 3. Have any recreation system? Reward & Bonus: 1. Are you getting festival bonus?

10 2. Are you have any attendance bonus? 3. Are you happy company reward system? Safety: 1. Have any safety instruments in the industries? 2. Are you given any compensation for accident? 3. Are you have medical treatment from the company? 10