Achievement of Organisational Goals and Motivation of Middle Level Managers within the Context of the Two-Factor Theory

Abstract

The ever dynamic nature of the world of work requires that organisations constantly review factors that energise managers (particularly middle level managers) towards achievement of set goals. This category of employees translates strategic decisions by top management into action through the operational employees. They (middle level managers) therefore serve as a link between top management and the lower level employees thus making their role to be of outmost importance to the survival and competitiveness of any organisation thus necessitating the need of our present study. The study adopted a survey research method using quantitative research design. A measuring instrument with a Cronbach alpha coefficient of above 0.70 was developed and used to collect primary data. Non-random sampling technique using purposive/convenience sampling procedure was employed in deriving a sample size of 250 middle-level managers who participated in the survey. Main hypotheses were formulated and tested using the Chi-Square test to determine the level of association between intrinsic and extrinsic motivational variables and achievement of organisational goals by middle level managers. Results show that both intrinsic and extrinsic motivational variables impacted significantly on achievement of organisational goals by this category of managers. Based on this finding, we therefore recommend that organisations should combine both intrinsic and extrinsic motivational variables in the design of goal achievement strategy for middle level managers.

Motivation Practices and Employee Discipline of Selected Federal Paramilitary Agencies in South West, Nigeria

“…Ifinedo (2003) opined that a motivated worker can be easily identified by his or her agility, dedication, enthusiasm, focus, Zeal and general performance and contribution to organizational objectives and goals. Also, Jansen and Samuel (2014) agreed that motivation can also be conceived as whatever it takes to encourage workers to perform by fulfilling or appealing to their needs. In the same vein, Mullins (2010) is of the opinion that the underlying concept of motivation are some driving forces within individuals by which they attempt to achieve some goal in order to fulfill some need or expectation.…”

What makes work enjoyable and motivating for Learning Advisors in Aotearoa-New Zealand?

“…Gable and Haidt (2005) found further support for Herzberg, with the dissatisfaction of Japanese nurses being related to extrinsic (hygiene) aspects of work, such as having few opportunities for promotion or less favourable working conditions. Just in the past year there has been research published using the two factor theory in sectors as diverse as a nursing faculty (Derby-Davis, 2014), nurse practitioners (Shea, 2014) and sports employees (Ross, Young, Sturts, & Kim, 2014) in the United States, and middle managers in the Mediterranean (Jansen & Samuel, 2014).…”

Information Seeking Behaviour in Recruiting: Examining the Background and Motivation of Job-Seeking Employees in their Search for Job Content and Job Context Information

“…Armstrong (1971) suggested that the lower the level of responsibility of the job seeker, the more the Job-Context related information is sought. In recent findings, Manjunath and Urs (2014) reveal that lower level management prefers job-context related information when looking for a new job, whereas Jansen and Samuel (2014) argue that senior level management also looks for job-context related information. Findings from Kaufman (1980), Choo et al (2012) and Ogbo et al (2012) confirm that job seekers with higher levels of responsibility also emphasise job context and salary information in their searches.…”

“…Armstrong (1971) and Manjunath and Urs (2014) both have suggested that employees who hold a lower job responsibility position are preferred job-context related information. Nevertheless, employees in higher level responsibility position also prefer job-context related information (Jansen & Samuel, 2014;Choo et al,2012;Ogbo et al,2012;Kaufman,1980 ). However, the level of concern towards non-salary job context information is not clear.…”