Analysis of motivation theories’ empirical application

Tyrimo tikslas - įvertinti motyvacijos teorijų taikymą empiriniams darbuotojų motyvacijos tyrimams konkrečioje bendrovėje. Tyrimo metu buvo siekiama išsiaiškinti, kokią naudingą informaciją apie darbuotojų motyvaciją vadovai gali gauti taikydami F. Herzbergo dviejų veiksnių ir teisingumo teorijų nuostatas. Taip pat buvo patikrinta, ar Lietuvos sąlygomis pasitvirtina F. Herzbergo motyvacijos veiksnių suskirstymas į motyvuojančius ir nepasitenkinimą darbu sukeliančius ir jų svarba. Remiantis atliktų tyrimų rezultatų analize, galima daryti prielaidą, kad iš principo Lietuvoje tinka taikyti dviejų veiksnių teoriją. Bendrovės Lietuvoje darbuotojai iš principo patvirtina daugelį teorijos nuostatų. Skirtingai nuo F. Herzbergo teorijos, bendrovės darbuotojai linkę įvardintus veiksnius priskirti greičiau prie motyvuojančių, nei sukeliančių nepasitenkinimą darbu veiksnių. Tai rodo, kad bendrovėje galima taikyti didesnį motyvavimo metodų spektrą, nes veiksniai, kurie turėtų tik pašalinti darbuotojų nepasitenkinimą darbu, iš tiesų turi motyvacinį efektą. Respondentų atsakymai apie labiausiai naudojamą skatinimo priemonę - mokymus - leidžia daryti išvadas, kad bendrovėje organizuojami mokymai atitinka darbuotojų poreikį tobulėti ir parodo, kad reiktų dar labiau individualizuoti mokymo poreikį, labiau sieti mokymus su darbuotojų atliekamu darbu. Respondentų nuomonių analizė, taikant teisingumo teorijos nuostatas vadovams rodo, kad darbo užmokesčio srityje verta dėti pastangas, kuriant teisingo darbo apmokėjimo sistemą, kuri būtų susijusi su kiekvieno darbuotojo indėliu, su jo darbo rezultatais, nes tik 49 % darbuotojų mano, kad jiems yra atlyginama teisingai.[...] The goal of the research presented in this article is to evaluate motivation theories' application in research of employees' motivation. [...] The research object was sales personnel motivation one of the biggest Lithuania's telecommunication company. For comparison of changes two separate researches were done in 2007 and 2008. Two methods were applied while conducting this research - unstructured interviews and questionnaire. Questionnaire consisted of two parts, in the first part 16 factors indicated in F. Herzberg theory were listed and respondents were asked to differentiate which of them are motivating and which are demotivating ones, as well as to point out factors which make no influence on their motivation. In the second part of the questionnaire respondents were asked to express their opinion (agree/disagree) to given affirmations which were chosen according to the equity theory. The analysis of the research results let us draw the following conclusions: It is possible to make assumption that it is possible to use F. Herzberg's two factor theory principles in similar organizations in Lithuania. The respondents confirmed 4 out of 5 motivating factors according to the theory, but the importance of "hygiene" factors differed from the theory. The respondents were eager to name theoretical "hygiene" factors as "motivating" ones. This circumstance suggests that managers in Lithuania are able to use wider spectrum of motivation tools. Comparing two researches made in 2007 and 2008 managers can observe common tendencies as well as deviations in separate factors evaluation. Researches show common employees opinion and managers can draw conclusions about the actions which they implemented. This particular research shows that employees' motivation in 2008 decreased and respondents indicated all 16 factors as less motivating than a year before as well as average employees dissatisfaction rose. It shows that management has to reconsider its policies on motivation as it brought opposite results. "Hygiene" factors deviation analysis shows that management has to act on implementing means to improve employees' physical and financial security as dissatisfaction on these factors rose dramatically. Respondents answers about training show that in this field company's management are doing quite a relevant job from motivation perspective but there is a place for improvement as answers show that training can be individualized even more to meet each individual needs. The analysis of the respondents' opinions shows the direction that should be taken for improving the reward system applied in the company. The company should make actions to improve its reward system as only 49 % of the respondents indicated that they get equal reward for their input-output ratio as well as 40 % of employees would consider leaving the organization, and moreover, even 70 % of the employees' efforts can bring worse results to the company