Abstract
This research assessed employee motivation levels within the forest products industry. A total of 1,175 individuals engaged in diverse roles across the sector were involved in the study. Data collection relied on the administration of questionnaires. The findings highlighted key motivational factors. Notably, “wages, social rights, and work environment” emerged as the primary contributors to mood and motivation. Similarly, the factors encompassing “wages, social rights, reward systems, and bonuses” ranked highest in terms of motivational tools. Job satisfaction was primarily influenced by “wages and the fulfillment of individual needs.” Furthermore, the study revealed that “education, talent, industriousness, and self-sacrifice” were predominant among influential factors. When it came to desired managerial qualities, “staffing and interpersonal skills” took precedence. Material rewards like “leave entitlements and wage increases” were the foremost considerations for recognizing achievement. During the company selection process, employees considered wage conditions, insurance, social opportunities, health and safety measures, job security, management approach, and growth prospects as vital factors, in descending order of importance.
Download PDF
Full Article
Determining The Motivation Levels of Employees in The Forest Products Industry
Ibrahim Yildirim * and Mustafa Han
This research assessed employee motivation levels within the forest products industry. A total of 1,175 individuals engaged in diverse roles across the sector were involved in the study. Data collection relied on the administration of questionnaires. The findings highlighted key motivational factors. Notably, “wages, social rights, and work environment” emerged as the primary contributors to mood and motivation. Similarly, the factors encompassing “wages, social rights, reward systems, and bonuses” ranked highest in terms of motivational tools. Job satisfaction was primarily influenced by “wages and the fulfillment of individual needs.” Furthermore, the study revealed that “education, talent, industriousness, and self-sacrifice” were predominant among influential factors. When it came to desired managerial qualities, “staffing and interpersonal skills” took precedence. Material rewards like “leave entitlements and wage increases” were the foremost considerations for recognizing achievement. During the company selection process, employees considered wage conditions, insurance, social opportunities, health and safety measures, job security, management approach, and growth prospects as vital factors, in descending order of importance.
DOI: 10.15376/biores.18.4.7856-7876
Keywords: Forest products industry; Furniture industry; Employee motivation; Quality of Work Life
Contact information: Department of Forest Industrial Engineering, Karadeniz Technical University Trabzon 61080 Turkey; *Corresponding author: ibrahim@ktu.edu.tr
INTRODUCTION
Due to the global economic expansion and rapid technological advancements, institutions and organizations are compelled to optimize their production resources to enhance their overall production framework. Among these resources, employees stand out as pivotal components of the production process. Central to the realm of work life are the critical factors of job satisfaction and motivation. These elements are instrumental in fostering a conducive work environment. However, despite their significance, the exploration of the profound impact of job satisfaction and motivation remains relatively limited. It is imperative that institutions recognize the essentiality of nurturing high levels of job satisfaction and motivation among their employees to bolster efficiency and effectiveness. This dearth of comprehensive exploration prompts a call for heightened attention to these fundamental aspects within every organization. Supporting this viewpoint, recent scholarly works (Rahimic et al. 2012; Solanki 2013; Varma 2017; Hitka et al. 2020; Mappamiring et al. 2020; Paais and Pattiruhu 2020) emphasize the indispensability of job satisfaction and motivation. As elucidated in these studies, these factors play a crucial role in influencing employee performance and organizational success.
The concept of motivation is notably intricate, evoking extensive discourse among researchers and resulting in a plethora of definitions within the literature. Whisenand and Rush (1988) elucidate that motivation entails the voluntary engagement in activities and is shaped by actions aimed at fulfilling inherent needs. Schunk et al. (2008) provide a distinct perspective, defining motivation as the driving force behind initiating and sustaining actions and endeavors towards specific objectives. Bartol and Martin (1998) contribute by characterizing motivation as the dynamic that invigorates behavior, lends direction to conduct, and underscores the inclination for persistence. Furthermore, Mitchell (1982) encapsulates motivation as encompassing the psychological mechanisms responsible for stimulating, directing, and perpetuating actions. The multifaceted role of motivation is particularly critical for employees (Paais and Pattiruhu 2020). Within its definition, three pivotal facets emerge: arousal, direction, and the perpetuation of behavior (Mitchell 1982; Jalagat 2016). As motivation is inherently linked with action, both internal and external forces exert influence upon it. This realization permits the classification of motivation into two overarching categories: intrinsic, characterized by the engagement in activities for their inherent rewards; and extrinsic, where activities are pursued with the intention of attaining positive outcomes or averting negative consequences (Mitchell 1982; Deci et al. 1989; Deci and Ryan 2000; Jalagat 2016).
The Forest Products Industries in Turkey are exclusively under the purview of the private sector. This sector is composed of 87% micro, 10% small, and 3% medium and large enterprises, as indicated by data from the Social Security Institution (SGK 2020). The Social Security Institution’s data further reveals that the forest products industries employ a total of 10,606 enterprises and 66,003 employees within the wood products sector, 3,119 enterprises and 67,644 employees in paper and paper products manufacturing, and 23,266 enterprises with 174,178 employees in furniture manufacturing. Altogether, these sectors contribute to a total of 36,991 enterprises employing 307,825 individuals within the forest products industry in Turkey (SGK 2020). Turkey’s role in the global timber production landscape is significant, ranking 13th out of 166 countries with a 1.6% share. Additionally, Turkey’s contribution to world furniture production stands at approximately 1%, a proportion that has exhibited an upward trajectory in recent times (Kara et al. 2019).
The wood-based panel industry holds significance in Turkey, primarily due to its substantial production scale and substantial foreign trade involvement (Akyuz et al. 2020). This sector directly employs a workforce of over 400,000 individuals and commands an impressive sector size of 12 billion USD (Dogan and Akyildiz 2017). The collective production capacity for panels reaches an impressive 12.5 million m3 annually. This capacity has propelled Turkey to become the leading MDF producer in Europe and second globally, trailing only China. Furthermore, in terms of particleboard production, Turkey ranks as Europe’s third-largest producer, following Russia and Germany. On a global scale, it stands as the fifth-largest producer, trailing China, the US, Russia, and Germany. In the realm of laminate flooring, Turkey clinches a spot in the top three producers alongside Germany and China. Impressively, Turkey contributes 5% to the worldwide panel production and meets 9% of the global laminate flooring production (Dogan and Akyildiz 2017).
The forest products sector in Turkey is experiencing robust growth and holds significant economic importance for the country. In the last decade, there has been a remarkable 17.5% increase in the number of enterprises, coupled with a substantial 27.3% rise in the workforce within the sector. A few studies were concentrated on motivation levels of employees in the forest products industry. Trishkin et al. (2014) investigated the attitudes and motivations of certified and noncertified forest industry companies in northwestern Russia. Their findings led to the conclusion that discerning the primary motivating factors uncovered variations in motivation and attitudes between the certified and noncertified respondent groups. Aydin and Tiryaki (2017) examined whether there are variations in the productivity and motivational effects of performance appraisal systems, as well as performance appraisal practices, at the sub-sector level and based on the demographic characteristics of participants. This research was conducted on 432 individuals employed in 14 Forest Product Enterprises. The study found that there was no discernible distinction among the sub-sectors of the forest products industry regarding the performance appraisal system’s sub-factors. Additionally, the results of variance analysis conducted with respect to demographic characteristics revealed no significant disparities among age groups. However, noteworthy variations emerged within the performance appraisal sub-factors when considering education status, gender, marital status, position, and total years of work experience (Aydin and Tiryaki 2017). Aydin and Tiryaki (2018) studied the impact of performance appraisal on employee motivation and productivity within the Turkish forest products industry, employing a structural equation model for analysis. They reported that performance appraisal had a significant impact on both employee motivation and productivity. Lorincova et al. (2018) endeavored to identify and substantiate distinctions in the perception of motivation levels across managerial, white-collar, and blue-collar workforce segments. Their findings led to the conclusion that there are statistically significant disparities in the perception of motivation among managers, white-collar employees, and blue-collar workers. These distinctions were corroborated in several motivation factors, including the workplace atmosphere, teamwork, basic salary, and the fairness of the appraisal system. Moreover, the research outcomes indicate that, in contrast to blue-collar workers, managers and white-collar employees exhibit a preference for similar motivation factors, such as a conducive workplace atmosphere and effective teamwork. Hitka et al. (2019) studied the motivational priorities of white-collar employees in forest enterprises. They determined that salary, workplace conditions and fair appraisal system are the key motivational factors. These motivational factors can be methodically employed as instruments for enhancing the motivation levels within specific groups. It is crucial to acknowledge that work conditions and environments evolve over time, necessitating the regular updating of an effective motivation program to ensure long-lasting benefits (Hitka et al. 2019). The effect of COVID-19 pandemic on employee motivation in agriculture and forest organizations was studied by Hitka et al. (2022). Their study revealed that the COVID-19 pandemic significantly impacted human resource management, with a primary focus on employee motivation in agricultural and forestry organizations. The study assessed the extent to which selected socio-demographic factors, including age and gender, influenced employee motivation levels during the pandemic (Hitka et al. 2022).
The aim of this study was to assess the motivation levels and work life quality of employees in Turkey’s forest products industry. This research contributes to the field of human resource management, specifically focusing on motivation within the forest products industry, which holds substantial economic significance for the country.
EXPERIMENTAL
Materials
The analysis encompassed a comprehensive assessment of 1,175 questionnaires administered to employees across diverse sectors, including furniture, board, paper, non-wood forest products (NWFP), and services. These sectors are distributed extensively across various regions of Turkey. The research cohort is composed of employees occupying diverse roles within the forest products industry.
Methods
A 5-point Likert-type questionnaire, employing a scale ranging from 1 (Never Affect) to 5 (Highly Affects), was employed for data collection, addressing both motivation and quality of work life. The questionnaire was divided into two main sections: the initial part encompassing sixty questions to assess demographic characteristics, and the subsequent part to gauge motivation and quality of work life. Within the latter, 30 questions were devoted to evaluating motivation levels, while the remaining 30 focused on assessing work life quality. Each section was further segmented into six sub-factors, each composed of five questions. The reliability of these questions was assessed through Cronbach’s Alpha coefficient, yielding a robust overall value of 92.7% across the entire 60-question spectrum. Specifically, Cronbach’s Alpha was computed at 87.9% for the 30 questions concerning motivation levels and 89.5% for the 30 questions pertaining to work life quality. To ensure comprehension and consistency, the study utilized the scale featured in Cicek’s doctoral research (2005), employing the same 5-point Likert-type format.
For statistical analysis, the study employed independent sample t-tests to discern any statistically significant disparities in motivation levels and work life quality among employees with differing demographic attributes. Furthermore, the one-way ANOVA test was employed for comparing means across three or more groups (Kalayci 2018).
The intricate relationship between motivational sub-factors (e.g., Factors Affecting Mood and Motivation Level, Motivation Tools, Factors Determining Job Satisfaction, Valid Factors in Promotion, Managerial Qualifications, Rewards for Success) and work life quality sub-factors (e.g., Moral and Factors Affecting Motivation Level, Motivation Tools, Factors Determining Job Satisfaction, Valid Factors in Promotion, Managerial Qualifications, Rewards for Success) were explored through multiple regression analysis. All statistical analyses were performed using the SPSS 22 statistical software package.
The below hypotheses were formulated:
H1 A1, A2, A3, A4, A5, A6: Motivation levels of employees in the forest products industry vary according to the examined demographic characteristics,
H1 A7, A8, A9, A10, A11, A12: Quality of work life levels of employees in the forest products industry varies according to the examined demographic characteristics,
H2 A1, A2, A3, A4, A5, A6: Sub-factors of motivation levels of employees in the forest products industry are affected by sub-factors of quality of work life.
RESULTS AND DISCUSSION
Findings on Demographic Characteristics of Employees
The statistical distribution of demographic characteristics of the employees in the forest products industry is given in detail in Table 1. Within the forest products industry, the male workforce constitutes 85.1% of the total workforce. Among them, 49% are employed in the furniture sector, while 34.3% are engaged in the panel sector. In terms of job roles, 63.5% of employees occupy worker positions, with 41.6% falling within the age range of 26 to 35 years. Furthermore, 44.4% of participants have a tenure of 2 to 5 years, while 44.8% hold high school degrees (Table 1).
Table 1. Statistical Data on Demographic Characteristics of the Employees
Findings on Motivation Levels of Employees
The statistical distribution of employees in the forest products industry based on their motivation levels is given in Table 2 with sub-factors. Ranked with an average score of 4.27, the factor “Wages, social rights, and work environment” emerged as a notable contributor to employee motivation. It secured the lead position in terms of influencing mood and motivation levels. Conversely, “Wages, social rights, award, and bonus system” claimed the prime position among motivational tools with an average score of 4.29, significantly impacting job satisfaction. Similarly, the factor “Satisfying wages and individual needs” commanded the forefront of work satisfaction, boasting an average score of 4.28. Within the realm of attributes pertinent to promotion, “Education, talent, industriousness, and self-sacrifice” took precedence with an average score of 4.19. Additionally, “Orientation of personnel and human resources” dominated the domain of administrator-related factors with an average score of 4.23. Furthermore, “Material rewards such as leave and salary increase” led the category of award-related factors with an average score of 4.22. This category encompassed various awards that acknowledged success (Table 2).
In a comparative context, Gedik et al. (2018) reported an average work motivation score of 4.28 in their study. Aydin and Ucuncu (2016) found a motivation average of 4.23 in their research. Aksu’s (2001) study highlighted premium wages as a motivating factor, accounting for 14.1%, followed by wage increases and appreciation at 13%. Furthermore, Gedik (2010) reported an average score of 3.11 for the sub-scale that addressed equal promotion opportunities for employees.
Table 2. Statistical Data on Motivation Sub-levels of Employees
Findings on Quality of Work Life of Employees
The statistical distribution of employees in the forest products industry based on the quality of work life is given in Table 3 with all sub-factors.
Table 3. Statistical Data on Sub-levels of Work Life Quality of Employees
Addressing basic human necessities, such as food, clothing, and physiological needs, achieved the forefront with an average score of 4.06. This factor pertains to the most crucial human needs and represents a relatively lower dimension of work life quality for employees. On the other hand, “Physical conditions of the work environment and working hours” obtained the lead position in the factor of greatest work dissatisfaction, garnering an average score of 3.77. Within the domain of expectations from the company, “Wage and social benefits” emerged with an average score of 4.24. In terms of the underlying motives for employment, “Earning money and starting a family” clinched the premier spot with an average score of 4.31. Moreover, within the framework of professional development, “Wage increase” secured the forefront with an average score of 4.31. Additionally, “Increasing wages” and “Earning more wages” jointly dominated the aspect of enhancing the quality of work life, both achieving an average score of 4.31 (Table 3).
Independent Sample T-Test Results on Motivation Levels and Work Life Quality Levels of Employees by Gender
No statistically significant difference was observed in motivation levels and work life quality levels with respect to gender (P>0.05). These results are consistent with findings of Hitka et al. (2022). In a study by Gedik et al. (2018), women exhibited higher work motivation than men. In contrast, Aydin and Ucuncu (2016) reported higher average motivation among men in their research. Similarly, Turkoglu and Yurdakul (2017) discovered that men displayed higher job satisfaction and job performance averages compared to women. Akyuz and Yildirim (2015) indicated that women held a higher mean in intrinsic job satisfaction, whereas men held a higher mean in intrinsic satisfaction. In another study, Cok et al. (2017) concluded that men reported higher job satisfaction than women.
Independent Sample T-Test Results on Motivation Levels and Work Life Quality Levels of Employees by Marital Status
A comprehensive presentation of the outcomes from the Independent Sample T-Test concerning the motivation levels and work life quality levels of employees based on their marital status can be found in Table 4.
Table 4. Independent Sample t-test Results on Motivation Levels and Work Life Quality Levels of Employees According to their Marital Status
“Factors affecting mood and motivation level” and “Motivation Tools” Sub-Factors Based on Marital Status Among Employees were statistically significant (P<0.05). Single employees expressed a greater emphasis on several motivational aspects compared to their married counterparts. Notably, they assigned higher importance to “Factors Affecting Mood and Motivation Level,” “Motivational Tools,” “Factors Valid for Promotion,” “Qualifications Relevant for Administrative Roles,” “Awards as Indicators of Success,” “Primary Job Dissatisfaction Factors,” “Expectations from the Employing Company,” and “Enhancement of Work-Life Quality” (Refer to Table 4).
Consistent with existing literature, the present findings align with previous studies. Turkoglu and Yurdakul (2017) reported higher levels of job satisfaction and job performance among single individuals. Likewise, Akyuz and Yildirim (2015) discovered elevated satisfaction levels in both internal and external job contexts for singles. Additionally, Cok et al. (2017) identified a gender-related discrepancy, showing that men exhibit greater job satisfaction compared to women. Thus, this study resonates with these established trends, reinforcing its alignment with the broader body of literature.
The present research demonstrates a significant link between marital status and motivational factors, highlighting distinct patterns in the perception of various motivational elements. The pronounced emphasis on specific motivational aspects among single employees underscores the need for tailored motivational approaches that consider individual life circumstances. These findings deepen our understanding of the complex interplay between personal factors and workplace motivation, contributing valuable insights to the field.
One-Way ANOVA Results of Levels of Motivation and Work Life Quality of Employees by Age Groups
The results of one-way ANOVA regarding the motivation levels and work life quality levels of the employees by age groups are given in Table 5.
Table 5. One-way ANOVA of Motivation Levels and Work Life Quality Levels by Age Groups