دانلود رایگان مقاله انگلیسی انگیزش سازمانی، رضایت شغلی کارکنان و عملکرد سازمانی: شرکت های حمل و نقل کانتینری - امرالد 2018

Abstract

Purpose – The purpose of this study is to evaluate the effect of motivation on job satisfaction and organizational performance in the context of container shipping companies in Taiwan. Four motivation dimensions were identified based on an exploratory factor analysis, including remuneration, job achievement, job security and job environment. In addition, five job satisfaction dimensions were identified, namely: job policy, job autonomy, job workload, job performance and job status. Organizational performance dimensions included financial and non-financial performance. Design/methodology/approach – Factor analysis was used to summarize a large number of motivation, job satisfaction and organizational performance attributes to identify the crucial factors. Reliability tests based on Cronbach’s alpha and corrected item-total correlation coefficients was used to test the internal consistency of questionnaire responses. ANOVA tests were subsequently used to test for differences in respondents’ perception of these factors according to selected demographics. Finally, a multiple regression model analysis was conducted to examine the relationships between motivation, job satisfaction and organizational performance. Findings – Results indicated that remuneration and job performance had a positive effect on financial performance dimensions such as return on assets, turnover growth rate and profitability while job environment and job autonomy had a positive effect on non-financial performance dimensions, such as customer service, employee productivity and service quality. Originality/value – This study has drawn attention to the importance of the relationships between motivation, job satisfaction and organizational performance in the container shipping context. The findings have significant implications for researchers and shipping practitioners. Despite the existence of research on the inter-relationships between motivation, job satisfaction and organizational performance in other disciplines, no empirical study was discussed in previous shipping or transportation-related research.

5. Discussions and conclusion

Within the shipping industry, a dedicated and motivated workforce is needed to provide excellent services and maintain a competitive advantage. This study has aimed to investigate the effects of organizational motivation factors on job satisfaction and their effects on organizational performance using multiple regression analysis. The main findings, derived from a survey conducted into the container shipping industry in Taiwan, are summarized below. Exploratory factor analysis was conducted to derive four critical factors of the organizational motivation dimension, namely, “remuneration”, “job achievement”, “job security” and “job environment”. Five job satisfaction dimensions was derived, namely, “reward policy”, “work itself”, “job workload”, “skill variety” and “job status”. Two organizational performance dimensions were identified, namely, “financial performance” and “non-financial performance”. The findings are consistent with those reported in previous studies (Parsons and Broadbridge, 2006; Yang et al., 2009; Robbins and Coulter, 2014). Variation in perceived differences of organizational motivation, job satisfaction and performance in terms of years of tenure, firm size and ownership types were analyzed. Results showed that organizational motivation and job satisfaction ratings between different years of tenure differed significantly in “remuneration”, “job achievement”, “job autonomy” and “skill variety”. In terms of firm size, large shipping companies perceived job workload and financial performance as significantly higher than smaller firms. Larger firms are able to achieve greater economies of scale and efficiently utilize their resources to increase their return on assets and experience higher turnover growth rate. Findings showed that foreign-owned firms differ significantly from others in terms of job achievement and job environment, focusing more on employees’ recognition and personal development.