The current work environment is becoming centrally important in recruitment, retention and motivation of the best people. Most managers will agree that a better work environment will reduce stress, improve morale and motivate employees to perform at their best, yet they do not fully understand the extent to which their employees feel motivated to work. The aim of this study was to understand the motivational levels of the employees at The Cold Chain/MERCOR Solutions in relation to their work environment. Although numerous factors affecting motivational levels of employees impacted on employee productivity and performance, this study focused on those factors that emanated out of the work environment. An empirical study using quantitative data collection approach was conducted. A sample of 139 staff members based at the two distribution centres participated in the study out of a population size of 320 employees. Data was collected using a self-administered questionnaire that was handed out to employees. Data was analysed, interpreted and presented with the aid of the Statistical Package for Social Sciences (SPSS). The results showed that the employees at the two distribution centres are motivated and enjoy going to work, however employees felt that the work environment was challenging and more than half of the employees were not satisfied with the current work environment. It was evident that employees were not happy with remuneration that they received; felt that the company did not promote a healthy work-life balance and that training although forthcoming from their managers and supervisors, was not championed enough by the organization. It was recommended that the organization give consideration to the work environment in which the employee operates in; formalize training; look at motivational approaches to job design and set and review goals with employees periodically. Although this study focused on the two distribution centres based in KwaZulu-Natal, recommendations can be used and implemented throughout all of the other distribution centres nationally that fall under The Cold Chain / MERCOR Solutions umbrella. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2011.

The relationship between the organisation and its members is governed by what motivates them to work and the fulfilment they derive from it. The manager needs to know how best to elicit the co-operation of staff and direct their performance towards achieving the goals and objectives of the organisation. Managers need to understand the nature of human behaviour and how best to motivate staff so that they can work willingly and effectively. This study was conducted at the KwaZulu-Natal Police Forensic Science Laboratory (FSL-KZN). The aim of the study was to evaluate and investigate the status of employee motivation within this environment. The objectives of this study were to investigate the effect and influence of employee recognition, communication processes and social interaction on employee motivation. The relationship between the organisational reward systems and employee motivation was also investigated as well as identifying current motivating and de-motivating factors. The quantitative method was used for this study. Information was gathered from the sample which comprised of employees from all levels of the KwaZulu-Natal Police Forensic Science Laboratory (FSL-KZN). The population for this study was 163 FSL-KZN employees, of which 79 actually completed and returned the questionnaires (n=79). The research instrument (questionnaire) comprised 3 demographic questions, 22 closed ended likert scale type questions and 3 open ended questions. The simple random sampling technique was employed in this study which was then statistically analysed using the Statistical Package for the Social Sciences (SPSS) programme. The key statistical findings of the study were the organisation needs to urgently improve its career ‘pathing’ strategy and a significant percentage cited an improvement was urgently needed in terms of communication and social aspects within the organisation. A fair percentage also recommended improved financial rewards and incentive programmes as the general consensus was that management fails to effectively recognise employee contribution and input to the organisation and most employees are of the view that they are not suitably rewarded for their efforts. Though the study was too small for the results to be generalized to other forensic science laboratories, the recommendations made will certainly address current and pertinent issues at the KwaZulu-Natal Police Forensic Science Laboratory. / Thesis (MBA)-University of KwaZulu-Natal, Durban, 2013.