แรงจูงใจในการทำงานของพนักงาน บริษัท กู๊ด ชัวร์ กลาส จำกัด

Abstract

The purpose of this research was to study work motivation of employees at Good Sure Glass Company Limited which leads to future human resource planning. A sample group was 93 full-time employees of the company and collected as quantitative data. Data analysis used statistics using frequencies, percentages, and averages, arranged in 5 levels of importance according to the Likert rating scale. The result found that there were 93 full-time employees of Good Sure Company Limited, mostly were male, age between 20-30 years old, single status, an education level lower than high school, monthly income about 13,001 – 17,000 Baht, working less than 1 year, position as an operational employee and located in the Northern region, Chiang Mai branch. The result work motivation study found that the sample group gave a high level of importance to the motivating factor as the nature of work performed was the highest average, followed by work responsibility, success in work, recognition and progress in work. The results of factors work supporting study found that overall, the sample group gave a high level of importance to the supporting factors as job security was the highest average, followed by the relationship between co-workers, relationship between supervisors, work-life balance, control of supervisors, relationships between people in other departments, administrative policy, working environment and compensation and benefits. After study found suggestions were employees in each position had different priorities, with employees at the executive level in the positions of managers and supervisors would focus on freedom to supervisor positions in their work. Any authority to make various decisions that were under work responsibility and expressing opinions. They need trusted to take responsibility for important tasks but set indicators based on the success of the work as the main focus. While operational level employees would focus on increasing the employees’ potential to be suitable for their positions. New employees should encourage exchanges between other departments to learn on the job and set job positions appropriately with the true potential of employees.