出版社：The International Institute for Science, Technology and Education (IISTE)
摘要：The researcher sought to find out the predictors of employee motivation in the Taro Pharmaceutical Company. The research design for this study was a cross-sectional descriptive survey with a close ended questionnaire which was used to provide answers to the research questions. The independent variable in the study is HR Strategies and the dependent variable in the study is employee motivation. The study employed Statistical Package for Social Sciences (SPSS) version 20.0 to analyze the data gathered on the basis of descriptive statistics such as Mean and Standard deviation and inferential statistics thus, Pearson correlation and regression and the result was discussed. Systematic and proportionate sampling techniques were used in selecting 242 respondents. 215 questionnaires were retrieved and used for the analysis. To test hypotheses H1-H2, bivariate regression analyses was carried out. Also, Pearson correlation was done to find out the existing relationship between HR Strategies and employee motivation. HR Strategies was significantly related to employee motivation. in the simple regression analysis, all the dimensions of HR Strategies significantly impacted employee motivation with communication being the highest predictor of motivation. The results revealed that, at the Taro Pharmaceutical Company, HR Strategies include communication, reward and recognition, work systems, staffing and training and development. The results proved that; all the dimensions of HR Strategies were significantly related to employee motivation which shows that employees were highly motivated. staffing and training and development followed with reward and recognition as well as work system. The highest of the challenges is non-regularization of a general staff meeting. Also, the absence of lucrative incentives was a major challenge to the employees. Inadequate change within work unit was also key. Even though employees were motivated generally, Low comprehension of company strategy and poor coordination amongst management was evident in the results of the analysis. Based on the findings, the researcher recommends that, Management should consider regularizing general meetings with the entire staff. Certain concerns of low-profile staff may be better understood at a general meeting even though there are structured ways of presenting their grievances. Management should also consider incentivizing lower ranked employees and other employees who fall outside the top management bracket. It is research based and healthy for employees to be incentivized intermittently.
