Viljan att prestera : En kvalitativ studie om motivation i ett företag inom säkerhetsbranschen

Sammanfattning: The purpose with this study has been to examine what motivates employees working in the security industry. Further, the aim has been to examine managers view on motivation within the same industry and find out how they work to motivate their employees. Finally, the study aimed to compare how employees and managers look at motivation and how they look at the way it is created, to see if they have the same opinions about the subject. Following research questions have been examined and answered: Which factors have the biggest impact on employees’ motivation within one company in the security industry? How do managers design the job in the security industry to create motivated employees? Do managers and employees within one company in the security industry have the same opinions about how motivation is created? The theoretical reference frame has consisted of the two classic theories Herzberg’s Two-Factor Theory and Hackman and Oldham’s Job Characteristics Model, and the more modern Self-Determination Theory. A qualitative research method in the form of semi structured interviews has been used to deeply investigate the topic. The results showed that the factor that had the biggest positive impact on the employees’ motivation was performance, linked to the wish to perform, but relationships, in terms of getting along with one’s colleges, was also associated with motivation. Performance was also the factor that could have the biggest negative impact on motivation, since the employees experienced themselves being the least motivated when they had not performed. Also, relationships, when these do not work out, and salary that does not live up to expectations could adversely affect motivation. Both of the interviewed managers thought it is important to find the right person for the job, where the personality matches the tasks. To create a motivating job, focus is being put-on well-made business plans and development plans, regular follow-ups, and distribution of tasks between groups to create variation. The managers were aware of that performance is an important factor for creating motivation. When it came to factors that have a negative impact on motivation, the managers had different thoughts than the employees, besides from that salary could matter.The managers did not know how their employees experience their own growth need, but they did know that their employees were generally satisfied with their jobs and with the work context. The results also showed that the employees had a more optimistic approach towards their jobs than their managers had, and all of the employees were both extrinsically and intrinsically motivated, in different forms and combinations.