Article 3

ISSN Information

  • ISSN 2039-2117 (Online)

  • ISSN 2039-9340 (Print)

  • Mediterranean Journal of Social Sciences, Vol 5 No 20, September 2014

Study Overview

  • Title: The Impact of Skills-Development Training on Lower-Level Employee’s Motivation and Job Satisfaction

  • Author: MN Naong, Department of Business Management, Central University of Technology, Free State, South Africa

  • **Abstract: **

    • Purpose: Examines the effects of training on motivation and job satisfaction in the context of South Africa's post-apartheid labor market.

    • Methodology: Longitudinal study using Job Description Index (JDI) as measuring instrument, analyzing data from five companies.

    • Findings: Significant correlation between job satisfaction and training effectiveness; more training correlates with higher motivation.

Introduction

  • HRD Importance: Vital for organization’s competitiveness.

    • Proper employee management retains talent and fulfills both employee and organizational goals.

  • **Challenges: **Addressing motivation vs skills deficiency among employees is crucial.

  • Context: The legacy of apartheid has left a significant illiteracy rate affecting productivity and skills availability.

  • Goal: Increase employee skills to boost productivity and organizational success.

Motivation Perspective

  • Job Satisfaction Definition: A complex phenomenon linked to motivation but distinguishable in causes and effects.

    • Motivation defined as the internal drive to achieve goals.

    • Successful management requires understanding motivational factors to improve performance.

  • Theories of Motivation:

    • Content Theories: Maslow’s Hierarchy, Herzberg’s Two Factor Theory, McClelland’s Achievement Theory.

    • Process Theories: Vroom’s Expectancy Theory links effort, performance, and rewards.

    • Reinforcement Theory: Focuses on behavior repetition leading to positive outcomes.

Role of Training Transfer

  • Training Importance: Key for achieving strategic business goals.

  • Training Outcomes: Essential to evaluate training effectiveness; should enhance personal and organizational capabilities.

  • Training Aim: Preparing employees for workplace challenges by upgrading their skills.

  • Business Investment: Training represents a significant investment; effectiveness must be quantified.

Motivation-Effectiveness Model

  • Holton’s Model: Outcomes include learning, individual performance, and organizational results from training interventions.

  • Job Performance: Successful training transfer is required for improved job performance.

  • Employee Expectations: Vroom’s Expectancy Theory encapsulates the relationship of effort, performance, and desired outcomes (psychological contract).

Methodology

Research Design

  • Design Type: Quasi-experimental, pre-test/post-test comparison among a single group over 18 months.

  • Sample Size: Lower-level employees from five companies in Free State and Northern Cape, South Africa.

  • Demographics Considered: Gender, race, age, language, marital status, job title, qualifications and training history.

Data Collection

  • Instrument Used: Job Description Index (JDI) with specific sub-items measuring various factors of satisfaction.

    • Focusing Factors: Work itself, responsibility, payments, advancement, growth, recognition, working conditions, leadership.

  • Sampling Technique: Stratified random sampling to gather comprehensive data from 1000 respondents.

Data Presentation and Analysis

  • Techniques: Utilize SPSS software for inferential and descriptive statistics.

  • Reliability Analysis: Achieved a Cronbach’s alpha score of 0.9208 showing high reliability in measures.

Results Discussion

Demographic Findings

  • **Main Findings: **

    • Mixed results concerning motivation and job satisfaction among various demographic groups.

    • Significant increases observed in trained skilled workers, particularly among females and those with post-Matric qualifications.

Training Frequency Impact

  • Performance Outcomes: Those trained multiple times exhibited significantly higher motivation and job satisfaction.

  • Correlation Studies: Demonstrated substantial links between training effectiveness and job satisfaction.

Statistical Analysis

  • Pearson's Correlation Coefficient: A significant correlation of 0.426 between training effectiveness and job satisfaction.

  • Model Significance: p-values highlight strong relationships and predictive capabilities of training effectiveness on motivation.

Conclusion and Recommendations

  • Findings Summary: Training enhances motivation and job satisfaction significantly among lower-level employees.

  • Implications for Organizations: Continuous training investments lead to enhanced employee motivation and organizational performance.

  • Employee Empowerment: Fostering an environment that prioritizes empowerment and continuous learning is essential for business success.