| Author: | Tang, Yuen-man Amy |
| Title: | Employee motivation of a commercial testing laboratory in Hong Kong |
| Degree: | M.Sc. |
| Year: | 1998 |
| Subject: | Employee motivation -- China -- Hong Kong -- Case studies Job satisfaction -- China -- Hong Kong -- Case studies Testing laboratories -- China -- Hong Kong -- Case studies Hong Kong Polytechnic University -- Dissertations |
| Department: | Multi-disciplinary Studies Institute of Textiles and Clothing |
| Pages: | viii, 130, [14] leaves : ill. ; 31 cm |
| Language: | English |
| Abstract: | The job in a commercial testing laboratory was very routine and repetitive, staff turnover rate was high, employee were not motivated to provide quality services to external customer. A modification of VIE theory : Revised Porter/Lawler model was attempted to apply to such organisation and a survey on employee's attitude towards their current job was carried out. The findings indicated that employee who obtained high satisfaction from reward were usually more willing to exert extra effort to achieve performance in the future while those who obtained low satisfaction were unwilling to exert effort to achieve performance in the future verifing that the feedback loop of the revised Porter/Lawler model was also valid in a testing laboratory. The findings also indicated that the employee, the internal customer, were not satisfied either because of the routine job design; opportunities for personal growth and utilising personal potential was limited. There was not much career opportunities and easily come to a dead end job in a small testing laboratory. Job satisfaction was fair. High pace and shortage of labour made managers and supervisors ignore the need of two-way communications as the subordinate might stay in the organisation for a short period of time only, managers and supervisor were always busy that they have no time to listen to the response and the needs of subordinate. Subordinates, on the other hand, felt that they were being treated as a piece of equipment. They stayed in the job just because of money and would quit once a better pay was offered elsewhere leading to high staff turnover rate. Such unfavourable cycle repeated itself. Several suggestions were then provided : redesign job content and reinforce the training; together with improved communication; suitable induction program; improved reward system and appropriate leadership in order to break such unfavourable cycle. With the implementation of these suggestions, it is hoped that employee may be provided with a learning environment that their desire for skill and knowledge; more opportunities for personal growth and utilising personal potential could be satisfied. This in turn would satisfy their desire for work capabilities and understanding of the trade which indirectly contribute to career prospects and hence indirectly contribute to material reward that most Hong Kong Chinese consider having a high priority. Employees would be more willing to stay in the organisation, more satisfied about their reward and willing to exert future effort to achieve performance. More satisfied employees i.e. more satisfied internal customers were more likely to provide services of better quality to fullfill the requirements of client i.e. external customers to achieve a win-win situation. |
| Rights: | All rights reserved |
| Access: | restricted access |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| b14285903.pdf | For All Users (off-campus access for PolyU Staff & Students only) | 4.48 MB | Adobe PDF | View/Open |
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