Motivation and Hygiene Factors Affecting Work Performance Efficiency of Production Employees in a Metal Industry Company in Samut Sakhon Province

Abstract

This research employed a mixed-methodology approach with two main objectives: (1) to investigate the levels of motivation factors, hygiene factors, and work performance efficiency; and (2) to examine the relationships between motivation and hygiene factors and the work performance efficiency of production employees in a metal industry company in Samut Sakhon Province. The quantitative sample comprised 162 production employees selected through simple random sampling based on Taro Yamane’s formula. Data were collected using a questionnaire with an Item-Objective Congruence (IOC) index exceeding 0.50 and a Cronbach’s alpha coefficient of 0.92. Quantitative data were analyzed using percentage, mean, standard deviation, and Pearson’s product-moment correlation coefficient. For the qualitative component, 11 production supervisors were selected via purposive sampling for in-depth interviews, and the data were analyzed using content analysis. 

The findings revealed that motivation factors were overall at a high level, particularly in terms of achievement and responsibility. In contrast, hygiene factors and overall work performance efficiency were at a moderate level, with employees expressing the highest satisfaction in interpersonal relations. Hypothesis testing indicated that both motivation factors and hygiene factors had statistically significant positive relationships with work performance efficiency at the .01 level. However, the lowest satisfaction levels were observed in "Company Policy and Administration" and "Advancement." Qualitative results corroborated these findings, indicating that low scores in policy and career advancement were attributable to structural barriers, specifically top-down communication practices, a lack of employee feedback mechanisms, and the absence of clear career paths. These findings suggest that organizational management should prioritize two-way communication reforms and structured career development planning to reduce dissatisfaction and enhance sustainable employee motivation and operational efficiency.