Employee motivation in the KwaZulu-Natal police forensic science laboratory.
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.