engleski

Motivation and Activation of Fellow Workers

A large part of scientific and professional literature regarding organizational structure and productivity of the work deals with aspects of motivation and activation of workers as a function of improving job satisfaction and, consequently, greater operational efficiency. Studies show that motivation and communication are two closely related concepts. The key to successful motivation in any organization is communication climate. A manager has very important role in creating a positive communication climate within the organizational structure at workplace. The role of manager is not to manipulate his associates, but to inspire his colleagues and to develop positive working environment suitable for the achievements. Research conducted in the paper, "Motivating and activating employees, " aimed to examine the relationship between communication climate and job satisfaction among employees was conducted on 61 subjects (28 males and 33 females) age range of 19-55 years and all were employees of small private companies. The results of the study are in line with expectations as defined under the hypothesis of the research, except for some differences between older and younger subjects. Older subjects evaluated managers significantly higher on the dimension “dogmatism” than younger subjects. Also, older subjects perceived that their executives were showing higher control in relation to them when comparing with the evaluation made by younger subjects. There were no differences between men and women regarding the assessment of any dimension of communication climate, either defensive or supportive. Also, no statistically significant differences were found between men and women in their assessment of job satisfaction. The rate of evaluation of supportive communication climate is higher than the evaluated rate of defensive climate. Among the dimensions of the defensive communication climate, the lowest rates are associated with the dimension “control” and the highest with the dimension “superiority”. Among the dimensions of the supportive climate, the highest are estimated the dimensions “flexibility” and “sincerity”, and the lowest the dimension “clarity of communication”. The negative correlation has been confirmed between the different dimensions of defensive communication climate and job satisfaction while the largest negative correlation is registered between the dimensions “manipulation” and “dogmatism” and job satisfaction. Also, the higher the positive assessment of supportive communication climate, the employees are more satisfied with their jobs. The highest positive correlation has been found between dimension “sincerity” and job satisfaction and between dimension “clarity of communication” and job satisfaction. If communication is not clear, if the employee is not entirely clear what to do, then he/she will be not motivated to do the job. For effective communication within the organization there must be ensured that informational-cognitive component and emotional-social component are appropriately represented in the contents and methods. Messages should be modulated according to the information needs and cognitive capacities of employees. It is also necessary to take into account that the social aspect of work (hanging out on the break, team work), and self-perception of employees (self-esteem, sense of personal values) are the essential elements of their motivation.

Motivation; Activation; Supportive Communication Climate; Defensive Communication Climate; Intrinsic Motivation; Extrinsic Motivation; Managers; Management

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