Motivation and Job Satisfaction Levels of Sports Managers

Topics: Maslow's hierarchy of needs, Motivation, Organizational studies and human resource management Pages: 8 (2872 words) Published: April 16, 2010
Introduction The core function of managers in any organisation is to ensure that organisational goals are met through the effective utilisation of the organisations resources, the most important of these resources being the people within the organisation. As each individual is unique, it would be fair to assume that no two individuals would have the same dreams, hopes, needs and aspirations, and would thus be motivated by different things. To understand what motivates people, it would be prudent to define what motivation is, what effect it has on people and to look at ways of how organisations can use motivation to their benefit. Closely linked to motivation is job satisfaction. Kinicki & Kreitner (2009:159) stated that job satisfaction as a multidimensional concept which results in an affective or emotional response to various facets of one’s job. An attempt will be made to establish the relationship, if any, between motivation and job satisfaction and to consider the factors that influence job satisfaction. Problem Statement Within the sports department of the Nelson Mandela Metropolitan University there is a perceived lack of motivation amongst the various sports managers that translates to a lack of performance of the various sports clubs within the University over the past two years. Although vast resources have been made available to the sport department, there seems to be no correlation between the investment made in the various sports and the results achieved by the various sporting codes, with a few exceptions. This report aims to study the correlation between the levels of motivation of the various sports managers and their perceived levels of job satisfaction. The relationship between motivation, job satisfaction and performance will also be scrutinised with reference to the above department. Methodology A focus group consisting of the 7 sports managers at the university was asked to participate in an empirical study. Input from the focus group was obtained by the use of a self-report questionnaire utilising a five-point Lickert-scale ranging from 1 (strongly disagree) to 5 (strongly agree). The self-report questionnaire essentially consists of two parts: Section A which measures the level of motivation amongst the sports managers, and Section B which establishes their perceived level of job satisfaction. The results obtained from the self-report questionnaires will be collated and subjected to statistical analysis. The results will be discussed later in the report and conclusions and recommendations drawn from them. The self-report questionnaire is attached as Appendix A. A literature study will also be conducted to incorporate contemporary motivation theory (older content theories and modern process theories) into the findings of the empirical study by consulting various sources, including journal articles and various texts. These will be referenced using the Harvard referencing method. Literature Review Effort is the physical or mental energy that an individual exerts in an attempt to accomplish a specific goal. The level of effort exerted by various individuals to achieve similar tasks will invariably be an influencing factor when the outcomes of the individual’s performance are measured. If someone is motivated it is evident that they may try harder to achieve a more positive result than someone who is not motivated. A crucial consideration that cannot be overlooked is that high exertion of effort does not automatically translate to favourable job performance (Coetsee 2003:50) The exerted effort only benefits the organisation if it is directed in a manner geared towards the achievement of organisational goals. The alignment between the personal goals of the staff and that of the organisation becomes paramount to the success of the organisation and shared values and goals, created by management in conjunction with the staff, will assist in this regard. Organisational...

References: Kinicki, A. & Kreitner, R. 2009. Organizational Behaviour – Key concepts, skills & best practices. Fourth Edition. New York: McGraw-Hill. (p. 159)
Roelen, C.A.M., Koopmans, P.C
Coetsee, L.D. 2003. Peak performance and productivity – A practical guide for the creation of a motivating climate. n.p. (p. 50)
Robbins, S.P
Weiss, H.M. 2002. Deconstructing job satisfaction: Separating evaluations, beliefs & affective behaviour. Human Resources Management Review. 12: 173-194.
Rogers, J.D., Clow, K.E
Tietjen, M.A. & Meyers, R.M. 1998. Motivation and job satisfaction. Management Decision. 34(4): 226-231.
Hart, J
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