En studie om motivationsdynamiken mellan Semcons chefer och medarbetare

Abstract

It was never a matter of if globalization was going to take place, but when it would and what it would bring with it. The speed of technology has and continues to accelerate, which has not only affected the social context, but also the conditions for organisations to survive on the market. As a result of this it has become crucial for organizations to attract and retain employees. Last year (2017) Semcon had 2,076 employees that gave Semcon’s leaders 5,0 of 6,0 possible points. However, the majority of employees leave Semcon within three years. The purpose with this study is to develop both theoretical and empirical knowledge for how Semcon’s leaders create and implement motivation at their employees in order to evaluate if their employees are as motivated as Semcon claim. The purpose is also to analyse the leaders’ actions in order to examine whether or not they are coherent with existing literature. Due to our chosen theory, Abraham Maslow, David McClelland, Frederick Herzberg and Victor Vroom, we have by using a quality method along with a hermeneutic perspective, interviewed twelve of Semcon’s co-workers to gain insights that can help us answer our research questions. The result of this study exposed that Semcon’s leaders by using their relations with their employees, personal growth and economical motivations currently motivates their employees. However, it is recommended to further develop the employee’s motivation to maintain them within the company.