David Phillips Motivation

Chapter 1 Introduction

1.1 Research Title.

The impact of motivation on job satisfaction among employees at David Phillips Furniture Ltd.

1.2 Rationale (Background).

The researcher has chosen this area because managing of a company consists of using all the resources that are available to achieve the stated objectives. These resources are inter alia employees. That's what is properly managed company are competent employees with their talents, knowledge, practical skills. If the employees despite these advantages are not properly motivated, regardless of the position which occupies will not be felt job satisfaction.

Sourcing the right people and creating conditions which led them to actively participate in the life of the company is now one

Beckton 1. Employees of this organization are characterized by high reluctance and strong lack of job satisfaction. There is a general dissatisfaction among them, that can be seen poor communication between the management and workers, and Human Resource seems to not understand the benefits resulting from the motivation of employees.

The diagnosis of these problems will allow the organizations on the exact analysis of the reasons cause dissatisfaction, if management board understands how important it is job satisfaction will allow them to create a motivation system, which should effect on improvement of job satisfaction and following on the job performance. The creation of such a motivation system through rewards and development will have a positive impact on the development of motivation level and job satisfaction and following on the job performance. This study is important to understand what motivates and what demotivates staff.

1.4 Aim.

The main aim of this research is to investigate the impact of motivation on job satisfaction (dissatisfaction) at David Phillips Furniture Ltd, Becton 1, Unit 26-32 Eastbury Avenue E6 6LP London.

1.5 Objectives.

To compare and contrast employee performance in the

The Maslow’s need hierarchy.

The Maslow's hierarchy theory of needs (Maslow 1943) presents a hierarchical meeting the needs in the basis of motivation. However, the commonly adopted is the fact that the strongest motivator of employees is a money. Factors such as participation, commitment, a sense of being recognized and valuable employee by management and colleagues seems to be more important to maintain the motivation of employees (Laurie 2007).

Needham (1999) argued that the Maslow's hierarchy needs theory is too rigid because differs workers on different position have different needs and priorities, furthermore, they may have different motivators impact on their performance.

Herzberg’s two factor theory

Frederick Herzberg’s two factor theory (Herzberg 1987), assumes that workers are motivated by two sets of factors: motivation and hygiene. The motivation factors such as: achievement, participation, recognition, involvement, delegation and autonomy, if they are met will motivate employees too. In contrast to the factors of motivation, hygiene factors such as salary, working conditions, policies and administration are not met lead to dissatisfaction in workers (Saiyadain 2009). John (2007) argues that a large responsibility for the creation and handle motivation systems of employees rests on the shoulders of business leaders. Although it is difficult to directly influence the motivation of individual employees, it must be an important area for managers to adequately