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CHAPTER 1INTRODUCTION1.0 INTRODUCTIONThe researcher has chosen to make a research on “The Study of Factors Affecting Employees Motivations Among Telekom Malaysia (TM) Staff In Kota Bharu, Kelantan”.The introduction topics includes the introduction part, the background of study, the background of company, problem statement, research objectives, reserach questions, significance of this study, definition of terms and limitations of this study that will faced by researcher when handling this research soon. Each of these chapters will be in detail with the sub topics which will discuss the essential procedures and steps in completing this study. 1.1 BACKGROUND OF STUDYThis research is focused on the factors affecting employees motivations among Telekom Malaysia (TM) staff in Kota Bharu,Kelantan. This research is carried out, as it is important to identify the critical factors that affecting employees motivation to work in organization. For instances, the researcher should know what motivate employees at TM Kota Bharu and the researcher also can identify what are the most factors that contribute to this research.Employees motivation is defined as Motivation is “a process which starts or improves organizational behaviors, encourages an ongoing activity and directs activities towards specific targets” (Madsen, p. 46). According to Robbins (2001), motivation is the processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal (Robbins, p.156).Need theories fall into the content bracket they predominantly highlight variables which are thought to motivate an individual.Motivation theories in this category include Maslows (1943) theory of hierarchy and McLelland & Burnham (1976) achievement theory. Herzbergs (1968) two-factor theory is of particular interest to this research because he was the only author to classify variables as either increasing motivation or decreasing demotivation.According to Latham & Locke (1992) which proposes that providing employees with a goal is the key to not only increased motivation but also controlling behaviour. Goal setting is a feature of the management theory of empowerment which suggests that participation in goal setting,decision making, problem solving and change produces psychological ownership.Sharing project objectives was also found to be important by Walker (1995), who found a number of variables that were significant in affecting construction time performance, some of which can be related to motivational theories.Barrett (1993) and Chan (1993) both centre their research on motivation theories. Barrett asked professionals to indicate levels of wants and gets; needs were calculated from the difference between wants and gets. Some analysis was conducted comparing the professional disciplines. Barrett concluded that generally extrinsic motivators were found to be much stronger than intrinsic motivators.1.2BACKGROUND OF THE TELEKOM MALAYSIA (TM)Telekom Malaysia (TM) formerly a government agency, Jabatan Telekom Malaysia, prior to its corporation and privatization in 12 October 1984 and was known as Syarikat Telekom Malaysia Berhad (STMB). Telekom Malaysia has officially changed its global brand from Telekom Malaysia to TM in April 2005.As the leading integrated Telecommunication Company in Malaysia TM company aim to deliver cutting-edge communication, information and entertainment services. For the vision and mission, they believe connections make everything possible. Therefore, as Malaysias leading provider in information communication technologies, they strive to provide the right connections to help customers bring them intend to accomplish both on the local and international front, they apply and hold close a vision of excellence created towards making customers life better.TM Kelantan is one of TM Malaysias state companies. It is located in Jalan Doktor, Kota Bharu. TM Kelantan had 484 employees and had many department that each of department had their own task that complete TM service at whole in keeping up TM reputation and revenue by reaching their targets in mission and vision. The department are divided into three which is Technical group, Marketing group and Support group. Under technical group which responsible for the technical and maintenance are Regional Network Operation (RNO) and Acces Network Development (AND). While under Marketing group the departments are Consumer Sales (CS), Corporate Multinational and Government Sales, Business Sales and TM Point group which ate the most responsible about the companys profit. Under Support group, the department including Business Research and Development (BRD), Finance, Human Resource which handle staff welfare. Besides that, Advertising Promotion and Public Relation which plays a big role to upgrade the reputation of TM Kelantan and Security department. All of these department have their own Head of Department which keeps their subordinates under control.1.3TM PRODUCTS AND SERVICES Product is something offered in the market for the purpose of use, the next election satisfy the needs and wants of consumers. It is divided into two, namely the industrial products and consumer products. Industrial products are products purchased for the purpose of reprocessed for the production of other goods while the final consumer product is to be purchased for their own use.Services also is a thing that can not be touched using the naked eye, or feel the touch. Table 1.1 Products And Services At TM Kota BharuProduct And ServicesType Of Products And Services1)Phone Services1.) DEL (Direct Exchange Line)2.) TM Rill (Radio in Local Loop)3.)TM Clip(Caller Line Identification Presentation)2)Data Services1.) COINS2.) Digitaline II3.) Enchanced Maypac4.) TM Live TM Live Suite (Public Service Center Siding Video) TM Live On Demand TM Live Multilink TM Streamyx3)Telephone Services1.) 100 (Damage Phone, Datel and Telefax)2.) 101 (Help Domestic Services)3.) 103 (Directory Services)4.) 104 (Phonograms Service)5.) 108 (International Perkihdmatan Help)6.) 198 (Multi Lingua Services International)7.) 1050 (Information About Products & Services)8.) 1051 (Announcement Time)9.) 1052 (Weather Forecast)10.) 1061 (Data Damage And Telex)4)Other Products1.) Streamyx Cool Uni Pack2.) Ransform Your Home With Blockbuster Deals3.) WIFI OFFICESource:TM Products 1.4THE PROBLEM STATEMENTOne of the greatest challenges a manager faces today is how to motivate employees. Abimbola (1997) described motivation to learn as an employees desire to learn the content of training. With this perspective, early studies mainly focused on the amount of learning that trainees acquire during training.Nowadays, motivation level of their employees is the great importance issues in any organization. This is because of employees who are motivated are more likely to be committed to their organizations. Most effective managers know that the success of their organization would not have been possible if not for the efforts to their employees.While many organizations believe that motivation will positively affect the performance of the employees and the organization as a whole, the changing nature of organizations, its dynamics and structure could affect the delivery of motivation. Likewise, how sectoral approach to motivation should be investigated on how such approach will impact the performance of the employees (HR Nutshell, 2011). Regardless of which theory is followed, interesting work and employee salary appear to be important links to higher motivation of centers employees. (Lydia, 1997). Therefore, interpersonal relation also is linked to key psychological needs in a way that fosters achievement motivation. (Madsen, 1968). Besides that, recognition of a job well done or full appreciation for work done is often among the top motivators of employee performance and involves feedback. (Kovach,1987). There are four well-established models of motivation: the rational-economic, the social, the self-actualizing and the complex model. The first three of these can be regarded as content models of motivation. Content theories of motivation try to explain the factors within individuals that motivate them (Jennifer, 1996). So from this situation, the problems are identified are salary, working condition, working environment, career advance, training, job recognition and interpersonal relation. The researcher decides to study on factors that that influence them to be motivated in order to undertand the nature of factors that affecting motivation in Telekom Malaysia (TM) employees in Kota Bharu. Table 1.2Rate Of productivity By TM Kota BharuYearsRate Of Productivity (RM Million)200915.5201018.9201122.1 Source: Government Sales Unit At TM Kota Bharu (2009-2011)Table 1.2 shown that in 2009, the rate of productivity is RM15.5 million and increase to RM 18.9 million in 2010. Then, in year 2011, the rate of the productivity increased RM 22.1 milllion. From companys point of view, the rate of productivity is one of the tools to measure the employees motivation towards their organization. Employees motivation is actually important in TM. From the research conducted, the researcher would like to identify the factors that had been identified will affecting employees motivation in TM. It is essential to find out the best outsources and inner strength that this has to maintain its employees and agents motivate for them to stay in a good environment to boost up their capability in bringing this company twards accomplishing its mission and vision. Therefore, it is interesting to study what factors affecting the employees motivations especially in TM.1.5OBJECTIVES OF THE RESEARCHThe specific objectives of doing these research are:1) To identify the factors that affecting employees motivations among Telekom Malaysia staffs at Telekom Malaysia (TM) Kota Bharu.2) To identify whether there are relationships exist between employees motivations with salary / wages factors, working conditions factors, incentives factors and discipline factors at TM Kota Bharu.1.6RESEARCH QUESTIONS1) What are the factors that affecting employees motivations among TM staffs at TM Kota Bharu.2) What are the relationships between employees motivation with salary/wages factor, working conditions factors, incentives factors and discipline factors at TM Kota Bharu.1.7SIGNIFICANT OF THE STUDYThe research study will benefit the two parties, to the researcher and to the TM staffs at TM Kota Bharu. To The ResearcherThe researcher is also able to know the factors that can affecting motivation among TM staffs at TM Kota Bharu. Besides that, the researcher also can answer the entire questions that are quizzing in their mind and give inner satisfaction to the researcher. To The Staffs TM Kota BharuStaffs TM Kota Bharu now also know what are the factors influence them to the empolyees motivation. Besides that, it also will help the managers to know what are their staffs want and not satisfied. When the managers increase their employees motivation, indirectly the staffs will increase their motivated. To The Future The ResearcherFor these study itself, it also can give some benefits for the future researchers who will be going to do reseach or thesis. Besides that, they also can use these reseach as their references and as sources. They also will overcome the limitations or weaknesses in this reseach.1.8LIMITATIONS OF THE STUDYThe reseachers come out with the limitation of this reseach study in relation to the following aspect: Cooperation From The RespondentRespondents may not be willing to show commitment and support where some of them might not give their full cooperation in answering the questionnaire. The answer given may not represent their through feeling towards the management of the company and the services. The reliability of data is doubtful, as the respondents selection did not give answer or full understand the question on queestionnaire. Sometimes, if they are not willing to answer the questionnaire, they will mark the same answer and this will make the questionnaires at the unused. Accuracy And Reliability Of InformationRelevent and useful information that is needed in this study cannot be obtained easily. Besides that, there are lacks of information available in the company for example the records of sales and absenteeism of employees. Moreover, those data are private and confidential therefore company refuses the information. So it is difficult to the researcher to get the right information from the company.1.9 DEFINITION OF TERM1.9.1 Employees motivationAccording to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees.Motivation is “a process which starts or improves organizational behaviors, encourages an ongoing activity and directs activities towards specific targets” (Madsen, p. 46). According to Robbins (2001), motivation is the processes that account for an individuals intensity, direction, and persistence of effort toward attaining a goal (Robbins, p.156).Noe and Schmutt (1986) described motivation to learn as an employees desire to learn the content of training. With this perspective, early studies mainly focused on the amount of learning that trainees acquire during training. More recent research, however, has accepted a theoretical standpoint that motivation to learn can arise from the employees view of training participation (Mathieu and Martineau, 1997).1.9.2EmployeeA person who is hired to provide services to a company on a regular basis in exchange for compensation and who does not provide these services as part of an independent business.An employee generally includes any individual who performs services if the relationship between the individual and the person for whom the services are performed is the legal relationship ofemployerand employee. This includes an individual who receives a supplementalunemploymentpaybenefit that is treated as wages.1.9.3Salary / WagesA salary is a form of remuneration paid periodically by an employer to an employee, the amount and frequency of which may be specified in an employment contract. It is contrasted with piece wages, where each job, hour, or other unit is paid separately, rather than on a fixed periodic basis.There are many studies that have analyzed the relationship between motivation and job satisfaction and its relationship between and among other related variables (George & Jones, 1996; Newstrom & David, 1993; Mullins, 1989). Low wages and salaries, physical working conditions, low-status positions and tiring jobs are among the common reasons that cause problems in service sector businesses.1.9.4 Working ConditionsWorking conditions refers to the working environment and aspects of an employees terms and conditions of employment. This covers such matters as the organisation of work and work activities, training, skills and employability, health, safety and well-being, and working time and work-life balance.The effectiveness of teachers is often impaired by stress and a perceived lack of job satisfaction, both of which affect the quality of their working conditions (Pelsma, Richard, and Harrington, 1989). 1.9.5 IncentivesIncentivesis an act or promise for greater action. It is also called as a stimulus to greater action. Incentives are something which are given in addition to wagers. It means additional remuneration or benefit to an employee in recognition of achievement or better work.In economics, an incentive is any factor (financial or non-financial) that provides a motive for a particular course of action, or counts as a reason for preferring one choice to the alternatives.Organizations offer various incentives, such as money, status and power, to meet the desires of their members, thereby providing motivation. According to C.I. Bernard, one of the most important problems is how to provide incentives to the members of an organization (Bernard, 1938).1.9.6 DisciplineDiscipline is the assertion of will power over more base desires, and is usually understood to be synonymous with self control. Nowhere is the nature of the relationship between an employer and an employee so dependent upon clear understandings than in matters having to do with discipline. It is through discipline that the employer forcefully establishes the parameters of its expectations and reacts to what it believes are failures of the employees to conduct themselves in accordance with those expectations.According to Arvey and Jones (1985), work on discipline within traditional structures provides a useful starting point for examining how a team basis may affect the process. Arvey and Jones (1985) propose a four-stage model of the discipline process. A close examination of this model reveals several areas of interest for understanding team-based discipline.CHAPTER 2LITERATURE REVIEW2.0 INTRODUCTIONThis chapter will discuss about the literature review and views of other researchers related to the research topic. The chapter will explain and support the theoretical framework chosen. The researcher compiled the literature from many sources such as internet, books, articles and others. The collections of information may also results to new ideas on the factors or issues to be studied. Besides that, this chapter also will discuss about literature review of relationship between factors employees motivation with salary / wages factors, working condition factors, incentives and discipline.2.1 EMPLOYEES MOTIVATIONSMotivation is a factor that catalyzes the success of an organization. Those Organizations are blessed who have motivated employees, employees that work hard in the workplace to achieve the goal and objectives of the organizations. Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Rudolp and Kleiner (1989) defined work motivation as follows: “Motivation is the development of a desire within an employee to perform a task to his or her greatest ability based on that individuals own initiative.”Baron (2005) defines motivation as “a set of processes concerned with the force that energizes behavior and directs it towards battaining some goal.” Kreitner and Kinicki (1992) postulate that motivation represents “those psychological processes that cause the arousal, direction and persistence of voluntary actions that are goal directed.”Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991). For example, research suggests that as employees income increases, money becomes less of a motivator (Kovach, 1987).According to Bartol and Martin, in psychology, motivation is a term used to explain why people behave in a certain way. Motivation is the force that ignites, directs and maintains our behaviour. The first is ignition, is the initial feeling of interest that a person has towards achieving a set goal. The second is direction, is the set of actions that people will take in order to achieve their goal. The third is maintenance of the behaviour until the goal is
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