Relevant bibliographies by topics / Employee’s Motivation

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Employee’s Motivation'

Author: Grafiati
Published: 4 June 2021
Last updated: 6 February 2022

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Journal articles on the topic "Employee’s Motivation"

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Waruwu, Fotuho. "Analisis tentang Pengaruh Motivasi Intrinsik dan Motivasi Ekstrinsik terhadap Kinerja Karyawan. Studi Kasus: di Rumah Sakit Rajawali dan Stikes Rajawali Bandung (Yayasan Kemanusiaan Bandung Indonesia)." Jurnal Manajemen Maranatha 16, no. 2 (May 11, 2017): 203. http://dx.doi.org/10.28932/jmm.v16i2.390.

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In order to improve the performance of an employee of an organization, such as managers and supervisors should give more attention to the motivation level of their subordinates. The managers should be pay attention to their employee’s wants and needs, the strength of his subordinates and set goals in order to satisfy their own needs. Representation of employees' interests in RS Rajawali and STIKES Rajawali believed to encourage employee’s motivation to work harder and better so that it can optimize any potential. The aim of this study is to determine the effect of intrinsic and extrinsic motivation either partially or simultaneously on the employee's performance in RS Rajawali and STIKES Rajawali. Object of this study were all employees works in RS Rajawali, 122 people from a variety of occupations such as doctors, nurses, to the non-medical staff in STIKES Rajawali, 28 people consist of lecturers and administrative staff. This type of research is descriptive quantitative research, research on the data collected and expressed in the form of numbers, although the form of qualitative data as well as supporting, such as the words or phrases that are arranged in the questionnaire, the results sentences of consultation or the interview between researcher and informant. The results showed that intrinsic motivation (82,20%) and extrinsic motivation (83,56%) has an influence on the performance of employees (76,42%) in RS Rajawali and STIKES Rajawali Bandung. However from both motivations, the most responses which give an affect of the employee’s motivation are reward or salary. Keywords: Extrinsic; Intrinsic; Motivation; Performance
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Siddiqui, Danish Ahmed, and Noor ul Rida. "Impact of Motivation on Employees Performance in Pakistan." Business Management and Strategy 10, no. 1 (April 18, 2019): 1. http://dx.doi.org/10.5296/bms.v10i1.14448.

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This paper aims to study the effects of intrinsic and extrinsic motivation on employee’s performance. Employees obviously work for the organization for monetary benefits but these monetary compensations and rewards are not the sole requirement of all employees. Some of them need salary increment and bonuses to get themselves motivated while others need recognition and non-monetary benefits. The study was aimed to discuss how the extrinsic and intrinsic motivation can hinder or increase the motivation level of employees. Several motivational theories have also been discussed in this paper that helps in better understanding of why and how employees are motivated. Intrinsic and extrinsic motivation is said to have significant impact on employee’s performance. Our study examined 60 female and 143 male respondents (n=203) of banking sector to study the effects of intrinsic and extrinsic motivation on employee’s performance. There was a positive relationship of intrinsic and extrinsic motivation of employees with their performance. With the increase in intrinsic and extrinsic motivation, employee’s performance tends to increase as well. We also have discussed some of the future directions and recommendations so that it can help future researchers to study the other constructs that can affect employee’s performance.
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Zakaria, Noorul Huda, Muhazita Alias, and Norhamimah Rani. "EMPLOYEE’S PRODUCTIVITY: THE MOST DOMINANT FACTORS." International Journal of Entrepreneurship and Management Practices 3, no. 9 (March 10, 2020): 01–13. http://dx.doi.org/10.35631/ijemp.39001.

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An employee is the most important element in the success of a company. In order to achieve the optimum productivity of goods or services, the underlying factors of employee performance are very crucial to be identified. Employers should provide a conducive working environment to ensure that the employees can perform well and satisfactorily towards the success of the company. This paper, therefore, was conducted to determine the most influencing factor of employee’s productivity. The aim is also to investigate the relationship between employee’s productivity and three identified factors which are motivation, working environment and job satisfaction. Besides, the study also aims to examine the strategies to improve the productivity of employees. The respondents were 80 staff of Elektro Serve (M) Sdn. Bhd. (ESMSB) which is based in Paka, Terengganu. In ensuring the stability of information generated, cross-sectional data was conducted using a self-administered questionnaire. Correlation and regression analysis were conducted in analysing the data gathered. The finding shows that motivation is the most influencing factor of employee productivity followed by job satisfaction. Thus, it can be concluded that motivation and job satisfaction are the most dominant factors that contribute to the employee’s productivity.
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Khan, Muhammad Yousaf, Muhammad Rizwan, Muhammad Ibrahim Arshad, and Muhammad Fahad Anwar. "Impact of Employee Motivation on Job Satisfaction With Respect To Corporate Social Responsibility and Rewards." Journal of Public Administration and Governance 3, no. 3 (August 14, 2013): 226. http://dx.doi.org/10.5296/jpag.v3i3.6219.

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Nowadays, human resource is considered to be the most important asset of any organization. In order to get the efficient and effective results from human resource and to make them feel satisfied at their respective jobs, employee motivation is compulsory. An active and effective Corporate Social Responsibility (CSR) Division and Rewards System of an organization play significant role in motivating employees The current study examines the relationship between employee’s motivation and job satisfaction with respect to Rewards (Both Intrinsic & Extrinsic) and CSR (Internal & External). Employees of banks and few organizations of Bahawalpur were taken as sample of the study. An already developed questionnaire was used for data collection. 184 questionnaires were distributed. The data was analyzed using regression analysis. All findings were checked at 0.05 level of significance. The result concludes that there is a significant impact of External CSR on employee motivation while Internal CSR has an insignificant impact on employee motivation. Similarly, there is a direct relation of extrinsic rewards and the employee’s motivation. Interestingly, extrinsic rewards found an insignificant impact on employee motivation. However, Employee Motivation is directly related to job satisfaction. This study has got managerial importance in the context that it is not the extrinsic rewards always at all levels which motivate employees. This study gives a direction to the management of the organizations including banks the importance of intrinsic rewards and external CSR.
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Priyanto, Wahyu Budi. "PENGARUH GAYA KEPEMIMPINAN TRANSFORMASIONAL DAN KOMPENSASI TERHADAP KINERJA KARYAWAN DENGAN MOTIVASI SEBAGAI VARIABEL INTERVENING (STUDI PADA INDUSTRI ALAS KAKI PT. BO KYUNG PASURUAN)." Journal of Innovation in Business and Economics 7, no. 2 (July 17, 2016): 105. http://dx.doi.org/10.22219/jibe.vol7.no2.105-114.

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Compensation is also self motivation factor for employees, where those things end in high-low level of work result or performance. This research purposes to test the effect of transformational leadership style, compensation, and motivation of employee’s performance, motivation as an effect mediator from transformational leadership style and compensation to employee’s performance in PT. Bo Kyung Pasuruan. This research is explanatory. In this research uses 96 samples from 2719 employees that work in PT. Bo Kyung Pasuruan. The result of Partial Least Square (PLS) this research shows that transformational leadership style is positively effected but not significant to motivation and employee’s performance. Motivation affect transformational leadership style of employee’s performance, and motivation does not influence compensation of employee’s performance in PT. Bo Kyung Pasuruan.Keywords: Compensation, Employees Performance, Motivation,Transformational Leadership.
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Nadeem, Muhammad, Naveed Ahmad, Muhammad Abdullah, and Naqvi Hamad. "Impact of Employee Motivation on Employee Performance (A Case Study of Private Firms: Multan District, Pakistan)." International Letters of Social and Humanistic Sciences 36 (July 2014): 51–58. http://dx.doi.org/10.18052/www.scipress.com/ilshs.36.51.

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This article is based on the private firms which working in Multan city, Pakistan. In this article all we studied and analyzed all aspects of the employee motivation importance especially in private firms. In Pakistan many employees who are working in private firm (especially in Multan) facing motivational problem. But many private firms working for the employee motivation and encouraging the employees. In this we also mentioned major factors which can help the firms to achieve employee motivation. We also observed employee motivation is so important for the employee’s performance and efficiency and for the private firm’s success. A questionnaire was developed for estimating effect of employee motivation on firm’s performance. Data was collected through convenience sampling method. Our sampled people include both, managers and non managers of private firms in Multan city. This research study will contribute into existing literature through indicating the importance of employee motivation on performance.
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MOISE, Claudia. "Importance of Beliefs, Attitudes and Values in the Frame of Human Resource Motivation." Annals of "Spiru Haret". Economic Series 14, no. 2 (June 30, 2014): 17. http://dx.doi.org/10.26458/1422.

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The article deals with a complex and original field of analyse – the role that concepts such as beliefs, attitudes and values can entail in the modern human resources management techniques that are dealing with employee’s motivation. Nowadays employees have a complex approach regarding motivation. Especially when we speak about big organisations such as multinational companies, we will find complex jobs having many tasks and a complicated network of inter-relations within the organisation. In such cases, as we speak about middle and top management positions, employee’s motivation is relying on different types of motivation: intrinsic and extrinsic altogether. The substantiation of an efficient motivational strategy can be based on the link between beliefs, attitudes and values of the employees and their motivation development process.
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Dolgaya, A. A. "MOTIVATING DELEGATION MODEL AND ITS RATIONALE." Vestnik Universiteta, no. 5 (July 16, 2020): 5–11. http://dx.doi.org/10.26425/1816-4277-2020-5-5-11.

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The model of motivating delegation has been proposed and its justification by the results of recent studies in educational psychology, neurobiology and pedagogy has been presented. The actualization of the employee’s personal effectiveness lies in his internal, inherent and characteristic motivational model only for him. To build the model, the theory of self-motivation and the phenomenon of self-determination, recent discoveries in neurobiology have been used, a sequence of communication interactions between the director and the employee, which makes it possible to include the motivation of aspiration in the employee’s own motivational model, has been formulated. The main elements of the model are unconscious and conscious desires, and regulatory motives of both the leader and subordinate. Their hierarchy and interaction provide effective employee`s self-motivation in terms of setting the task, developing criteria for assessing the performance of the task. Motivating delegation allows you guaranteed to activate both the emotional part of the performer’s brain, which provides energy for the execution of the task, and the prefrontal complex, which is responsible for the thoughtfulness, creativity and consistency of the result and the process of the performance of the task.
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Dangol, Pooja. "Role of Performance Appraisal System and Its Impact on Employees Motivation." Quantitative Economics and Management Studies 2, no. 1 (January 7, 2021): 13–26. http://dx.doi.org/10.35877/454ri.qems119.

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The general objective of the study is to determine the role of performance appraisal and its impact on employee. The study is guided by the following specific objectives: to establish the extent to which performance appraisal process affects employee motivation, to determine the extent to which appraisers affect staff motivation and to determine the challenges in appraising employee performance. The study adopted descriptive research design. The population of interest consists of 120 employees of Service Industry in Nepal. Data is collected using structured questionnaires and additional qualitative data is collected using the reference from the questionnaire and the objectives of the study. The data is analysed using statistical tools such as frequency distribution, percentages and Pearson correlations. Data is presented using tables and charts. The research findings suggest that regular assessment of performance leads to employee motivation. Performance appraisal rating can be considered as a technique that has a positive effect on work performance and employee motivation. Employees may be motivated if the appraisal process is based on accurate and current job descriptions. On the challenges of performance appraisal on employee motivation established that some managers tend to be liberal or strict in their rating of staff which may affect the employees’ motivation. The manager’s ability to address the skills gaps can have a significant impact on the employee’s motivation. Regular ratings may affect the performance and motivation of the employees. Fair assessment of the employee’s performance may enhance their motivation.
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Khan, Aroosa, Fatima Latif, Wardah Jalal, Rabia Anjum, and Muhammad Rizwan. "The Impact of Rewards & Corporate Social Responsibility (CSR) On Employee Motivation." International Journal of Human Resource Studies 4, no. 3 (July 2, 2014): 70. http://dx.doi.org/10.5296/ijhrs.v4i3.5875.

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After a long period of research on this topic, motivating employees and retaining them is still a threatening challenge for organizations. The study aims to analyze impact of rewards and corporate social responsibility (CSR) on employee’s motivation in Pakistan. This study specifically examines the relationship between intrinsic rewards, extrinsic rewards, internal CSR, external CSR (customer related), external CSR (local communities related), external CSR (business partner related) and employee motivation. It also examines relationship between employee motivation and organizational commitment. Employees of Bahawalpur and Rahim yar khan are the sample of this research. Sample size of 150 respondents was used and data collected through self administered questionnaire which was analyzed in SPSS 16 using regression technique. The result depicts that there is significant relationships between extrinsic rewards, external CSR (local communities), external CSR (business partner) and employee motivation and there is also significant relationship between employee motivation and organizational commitment. Management should focus on extrinsic rewards, external CSR (local communities & business partner related) to motivate employees for organizational commitment.
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Dissertations / Theses on the topic "Employee’s Motivation"

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Stepukonytė, Elzbieta. "The impact of remuneration and benefits on employee’s motivation." Master's thesis, Lithuanian Academic Libraries Network (LABT), 2010. http://vddb.laba.lt/obj/LT-eLABa-0001:E.02~2009~D_20100205_131341-45091.

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Today succesful corporations recognise the importance of employees involvement and motivation and therefore apply one or other kind of remuneration and benefits system. The problem is that employees motivation is highly dependent on a lot of factors, such as individual employees characteristics, country‘s believes and attitudes, corporations policy and so on. Not to mention the time factor, which brings changes into settled norms and therefore modifies the motivation concepts. As a result of this, it is important to constantly explore and seek to understand the composition of the employees motivation in order to create an effective remuneration and benefits system. The research question is how remuneration and benefits affect employees motivation? Research aim is to analyze the impact of remuneration and benefits on employees motivation. Research objectives are: 1. To analyze the concepts of remuneration, benefits and employees motivation and come up with a linkage model of these concepts. 2. To investigate the importance and satisfaction of motivating factors for Lithuanian employees in advertising industry. 3. To explore the correlations between remuneration, benefits and employees motivation. 4. To explore the associations between motivators and employees behavior. 5. To check the relation of motivators with employees demographic characteristics. Empirical research methodology. Quantitative combined with qualitative approach is chosen in order to create a valid research... [to full text]
Šių laikų sėkmingos įmonės vis labiau pripažįsta darbuotojų įsitraukimo bei jų motyvacijos svarbą ir dažnai taiko įvairius atlygio ir papildomų naudų metodus. Darbuotojų motyvacijai įtaką turi tokie veiksniai kaip individualios darbuotojų savybės, tam tikros šalies kultūriniai ypatumai, įmonės vykdoma politika ir t.t. Labai svarbus yra ir laikas, kuris atneša permainų į jau nusistovėjusias tvarkas ir taip keičia motyvacijos sudėtį. Dėl minėtų priežasčių, nuolatinis darbuotojų motyvacijos analizavimas yra labai svarbus, ypač norint sukurti efektyvią atlygio ir papildomų naudų sistemą. Tyrimo problema yra kaip atlygis ir papildomos naudos įtakoja darbuotojų motyvaciją? Tyrimo tikslas yra išanalizuoti atlygio ir papildomų naudų poveikį darbuotojų motyvacijai. Tyrimo uždaviniai yra: 1. Išanalizuoti atlygio, papildomų naudų ir darbuotojų motyvacijos sąvokas bei pasiūlyti šių trijų koncepcijų bendrą modelį. 2. Ištirti Lietuvos darbuotojų, dirbančių reklamos srityje, pasitenkinimą motyvacine sistema. 3. Išnagrinėti sąryšius tarp atlygio, papildomų naudų ir darbuotojų motyvacijos. 4. Išnagrinėti ryšius tarp motyvacinių faktorių ir darbuotojų elgesio. 5. Patikrinti, ar yra ryšys tarp motyvacinių faktorių ir darbuotojų demografinių charakteristikų. Empirinio tyrimo metodas. Kiekybinis bei kokybinis tyrimo metodai buvo pasirinkti siekiant atlikti pagrįstą tyrimą ir išanalizuoti motyvacijos bei pasitenkinimo svarbą įvairiais motyvaciniais faktoriais, o taip pat siekiant nustatyti tų... [toliau žr. visą tekstą]
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Rashid, Abdul. "Employees Motivation – A Key for the Success of Fast Food Restaurants." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-43547.

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In this modern era where the flows of customers are increasing towards fast food restaurants it is becoming more challenging to offer good customer service. For this purpose, there is strong need of highly trained and skilful workforce as like other service oriented businesses, the frontline employees of fast food restaurants also have direct interaction with customers and are considering the backbone of restaurants. Therefore, the main intention to conduct this study is to understand the working conditions in fast food restaurants, to discover the core factors of employee motivation and to determine the role of management in attaining this inspiration. The theoretical framework of this study presents the well known theories and other important literature for employee’s motivation. The requirements for employee’s motivation in fast food industry are highlighted by the author on the basis of these literatures. Additionally, a conceptual model for employee’s motivation in fast food restaurants is derived from different literature and serves as an opening position for the empirical research.   This study based on qualitative strategy and inductive approach with research philosophy of constructionist and interpretivist stances. The data is collected through semi-structured interviews consisting of four managers and three employees of Max, Subway and McDonald’s restaurants in Umeå, Sweden. For analysis the data is categorized on the basis of different factors mentioned in the proposed model.   In the findings of this study, the elements of the conceptual suggested model are identified and validated for employee’s motivation in fast food restaurants. The findings are concerned with different motivational factors through which employees can be motivated in fast food restaurants. In which the main role of management is to work on human capacity and provide training, the best working environment, salaries and wages and promotional and growth opportunities to their employee. These are the most important functions highlighted after empirical finding and analysis, however, other factors i.e. cultural values, stress of work, respect and recognition are also important factors for frontline employee’s motivation in fast food restaurants.   This study is only limited to three fast food restaurant (Max, McDonald’s & Subway) of one city of Sweden (Umeå). The data was collected from a small sample (only seven individuals) which limits the generalization of this study to other restaurants in Sweden.
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Sapoušek, Ondřej. "Návrh motivačního programu pro zaměstnance společnosti OK GROUP a.s." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-319202.

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This thesis is focused on the proposal of the motivation program for selected company OK GROUP a.s., which will be based on analysis of the current state, questionnaire survey and interview. The thesis should serve as a basis for the introduction of the company 's motivation program.
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Mašková, Michaela. "Návrh motivačního systému společnosti Česká spořitelna, a.s." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223477.

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This diploma thesis is focused on suggesting a motivational system for chosen company. First part of the thesis results from theoretical findings concerning the given issue that were processed on the basis of professional literature. The analytical part deals with society itself and analysis of current motivational system on the basis of internal company sources and questionnaire survey. Last part of the thesis contains individual suggestions that should contribute to the improvement of the current state of the motivational system and total employee satisfaction.
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Midbeck, Susanne, and Zebastian Nylund. "Motivating non-core employees : What affects motivation for employees working in a non-core unit?" Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-72849.

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Background: The topical business subject, motivation, is claimed to have a positive correlation with performance, making the subject highly relevant and important for contemporary companies around the world. As capital goods industries are today changing strategies into integrated solution customer offerings, motivation at all units of the value chain is a matter of increasing importance. Being part of an integrated solution strategy, non-core units are contributing to the overall package offered to customers, but typically in less organizational focus and with lack of stability due to e.g. outsourcing trends. As their importance might at times be overlooked, what affects their motivation?Aim: The main focus of this thesis is on motivation within a non-core unit. The studied single case is an Ericsson non-core unit, SITE. The aim of this study is to contribute to an understanding of what affects motivation for employees working in a non-core unit. More closely, the authors will consider factors that can influence motivation and what ultimately affects these factors. Completion and results: With the contribution on the subject of motivating non-core employees, it is the authors understanding that employees of a non-core unit are affected by several motivational factors. Adding up the motivational factors, there are two ultimate features affecting motivation i.e. meaning and recognition. As a part of an integrated solution, and the knowledge of previously outsourced non-core units, employees need to feel that they are employed with a meaning. Further, the feature of recognition affects non-core employee motivation, and it is crucial that colleagues, other units and the organization recognize them.
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Marquis, Geraldine L. "Development of handbook addressing self-efficacy and intrinsic motivation in the corporate training setting." [Denver, Colo.] : Regis University, 2005. http://165.236.235.140/lib/GMarquis2005.pdf.

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Yü, Ying-siu. "Employee motivation and satisfaction in different organizational levels : a study of banking industry in Hong Kong in transition to 1997 /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14724546.

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Viljoen, Brigitte Maria Catherine. "The influence of source feedback perceptions on motivation." Diss., Pretoria : [s.n.], 2003. http://upetd.up.ac.za/thesis/available/etd-04062004-140208.

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Hoebbel, Don. "Women at work motivational factors to career advancement in a production setting /." Online version, 1998. http://www.uwstout.edu/lib/thesis/1998/1998hoebbeld.pdf.

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Williams, David Simmonds. "Correlates of motivational orientations in employer funded education." Thesis, University of British Columbia, 1987. http://hdl.handle.net/2429/26940.

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People who participate in adult education do so for a variety of reasons. The British Columbia Telephone Company (B.C. Tel) reimburses employees who take courses, and does so because it is assumed that employees participate in education for job-related reasons. The purpose of this study was to examine the extent to which employees utilizing B.C. Tel's "Financial Assistance Plan" take courses for "job" or "non job" reasons and to determine the extent to which different "motivational types" (derived from contrasting job with non job motivational orientation scores) possessed different socio-demographic characteristics. Boshier's Education participation Scale (EPS), along with Helmreich and Spence's Work and Family Orientation Questionnaire (WOFO), were assembled in a questionnaire that also measured the socio-demographic characteristics of employees utilizing the B.C. Tel Financial Assistance Plan in 1985. EPS items were subjected to a judging process that identified those deemed to be "job" and those deemed to be "non job" oriented. Of the 250 questionnaires distributed through B.C. Tel's internal mail system, 159 useable ones were returned. A total EPS "job" score was derived by calculating the mean over the relevant items, a total "non job" score was derived using the same method for items in this category. Respondents with the highest "job" scores (i.e. most likely enrolled for job-related reasons) were younger employees, those with shorter periods of employment with B.C. Tel, and union employees. Those with the highest "non job" scores were older employees, respondents with children, and management employees in staff positions. Although the first phase of the analysis revealed significant relationships between socio-demographic and EPS variables, a multivariate analysis which simultaneously considered both "job" and "non job" scores was needed because many participants were enrolled for both reasons. Job motivation is not the opposite of, or does not exclude, non job motivation. Thus, a discriminant analysis was performed where the dependent variables were four motivational types. TYPE I respondents were high job/high non job motivated, TYPE II were high job/low non job motivated, TYPE III were low job/low non job motivated, and TYPE IV were low job/high non job motivated. It was concluded that predicting participant type was possible using only two socio-demographic variables, age and employment function. TYPE I participants were younger than TYPE III and IV, and were more likely to be union employees. TYPE II participants were similar in age to TYPE I, but were more likely to be in management. TYPE III participants were mostly management and were older than TYPE I and II. TYPE IV were similar in age to TYPE III, but were evenly split between union and management. Further research is needed concerning the application of the EPS in a business setting. The judging process used to determine "job" and "non job" scores is worthy of further examination in a larger context. As well, it would be useful to examine if other categories exist. Finally, construct validation of the typology of participants developed in this study through in-depth interviews conducted with representative respondents of a similar sample could ratify or refine the classifications used in this thesis.
Education, Faculty of
Educational Studies (EDST), Department of
Graduate
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Books on the topic "Employee’s Motivation"

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1947-, Pepitone James S., ed. Motivating employees. New York: McGraw-Hill, 1999.

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Dykstra, Arthur. The exemplar employee: Rewarding & recognizing outstanding direct contact employees. Homewood, Ill: High Tide Press, 1999.

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Empowering employees. Chicago: Irwin, 1996.

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Barry, Silverstein. Best Practices: Motivating Employees. New York: HarperCollins, 2007.

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Motivating employees for dummies. New York: Hungry Minds, 2001.

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Fallatah, Rodwan Hashim Mohammed, and Jawad Syed. Employee Motivation in Saudi Arabia. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-67741-5.

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McBride, Patricia. Motivation skills. [Cambridge]: Daniels, 1996.

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Miskell, Jane R. Motivation atwork. Burr Ridge, Ill: Business One Irwin/Mirror Press, 1994.

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Fraser-Robinson, John. Mastering motivation. Pembury: David Grant, 1999.

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Motivation in the workplace: Inspiring your employees. West Des Moines, Iowa: American Media Publishing, 1997.

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Book chapters on the topic "Employee’s Motivation"

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Diefendorff, James M., and Megan M. Chandler. "Motivating employees." In APA handbook of industrial and organizational psychology, Vol 3: Maintaining, expanding, and contracting the organization., 65–135. Washington: American Psychological Association, 2011. http://dx.doi.org/10.1037/12171-003.

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Adams, Jeremy. "Motivating Employees." In Managing People in Organizations, 229–45. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-0-230-20773-8_14.

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Hur, Yongbeom. "Public Employees and Motivation." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–3. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-31816-5_3236-1.

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Hur, Yongbeom. "Public Employees and Motivation." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 5114–16. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_3236.

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Chen, Chung-An. "Employee Work Motivation." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–9. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-31816-5_2560-1.

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Chen, Chung-An. "Employee Work Motivation." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1684–92. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_2560.

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Sale, James, and Jane Thomas. "Leading to motivate employees." In Mapping Motivation for Leadership, 141–58. 1 Edition. | New York, NY : Routledge, [2020] | Series: The complete guide to mapping motivation: Routledge, 2019. http://dx.doi.org/10.4324/9781351257046-10.

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Fallatah, Rodwan Hashim Mohammed, and Jawad Syed. "Introduction: Contextualising Motivation." In Employee Motivation in Saudi Arabia, 1–18. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-67741-5_1.

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Caldeira, André. "Work, Motivation, and Monday Mornings." In Strategic Employee Communication, 121–32. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-97894-9_10.

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Marcus, Joel, and Devon Fernandes. "Motivating employees for sustainability." In Business Strategies for Sustainability, 337–70. Abingdon, Oxon; New York, NY: Routledge, 2019. |: Routledge, 2018. http://dx.doi.org/10.4324/9780429458859-20.

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Conference papers on the topic "Employee’s Motivation"

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Mehmeti, Albulena. "IMPACT OF MOTIVATION AND JOB SATISFACTION ON EMPLOYEE PERFORMANCE." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0036.

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The majority of organizations are competing to survive in volatile and fierce market environment, especially these days when the Covid 19 has collapsed most businesses. The essential tools for organizational success in the long run are motivation and job satisfaction on employee performance. There is a strong positive relationship between motivation, job satisfaction and organizational effectiveness. One of the main aspects of management is the measurement of employee satisfaction. The role of the manager is to continuously work towards aligning the aspirations of the employee with the goals of the organizations. The aim of this paper is to analyze the drivers of motivation and job satisfaction towards higher level of employee performance. The objective of the present paper is to focus on the relationship between motivation and job satisfaction and its overall impact on employee’s performance. The theoretical framework of this research includes the concepts of motivation, job satisfaction, and employee’s performance. The empirical component of this research and questionnaire were modeled accordingly. Furthermore, the questionnaire included parts where the questions regarding employee expectations, work environment and job organization were asked, while the analysis of the results of the survey was carried out with the SPSS statistical package. The study examines the value and impact of motivation and job satisfaction on employee performance. A sample of 460 employees from public and private sector was surveyed and empirical analysis showed that motivation and job satisfaction directly impact employee performance.
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Parashakti, Ryani Dhyan, and Lukertina Lukertina. "Is Employee’s Performance Influenced by Incentives and Work Motivation?" In Proceedings of the 4th International Conference on Management, Economics and Business (ICMEB 2019). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200205.008.

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Sya’idah, Evi Husniati, Tontowi Jauhari, Nindi Vaulia, and Jatmiko. "Techniques of Motivation, Compensation, and Leadership on Employee’s Performance." In 3rd International Conference on Social Sciences (ICSS 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201014.170.

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Karabey, Canan Nur, and Isil Karabey. "Determinants of Employees’ Knowledge Sharing Intention through Perspectives of Social Capital, Emotion and Motivation." In International Conference on Eurasian Economies. Eurasian Economists Association, 2016. http://dx.doi.org/10.36880/c07.01625.

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The aim of this study is to investigate the factors that determine employee’s knowledge sharing intention through the perspectives of social capital, emotion and motivation. The impacts of individual factors, namely social capital, enjoyment in and fear for knowledge sharing, sense of belonging and knowledge sharing self-efficacy on employee’s intention to share knowledge with colleagues are examined. In order to test the hypotheses regarding the relationships among aforementioned variables, data were gathered through question forms from 267 employees working at two shopping malls in a province of Turkey. First, confirmatory factor analysis was applied to data on LISREL 8.7 software. Second, the validity of the measurement model was examined and last, anticipated relationships among variables were investigated through path analysis in structural equation modelling. The results stated that fear for sharing knowledge affected intention negatively while enjoyment in sharing knowledge and knowledge sharing self-efficacy affected intention positively. Also, relational capital was not found to impact intention to share knowledge via fear and enjoyment. On the other hand, sense of belonging impacted intention merely through enjoyment in sharing knowledge.
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Prihatini, Prihatini, and Ahmad Saluy. "The Effect of Leadership Motivation, and Training on Employee’s Performance in Enso Hotel." In Proceedings of the 1st MICOSS Mercu Buana International Conference on Social Sciences, MICOSS 2020, September 28-29, 2020, Jakarta, Indonesia. EAI, 2021. http://dx.doi.org/10.4108/eai.28-9-2020.2307724.

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Koshetsyan, Lusine. "Research Issues of Exploring the Link Between Turnover Intention and Turnover Behavior with Organization’s Motivation Profile." In Contemporary Issues in Business, Management and Education. VGTU Technika, 2015. http://dx.doi.org/10.3846/cibme.2015.10.

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Employee turnover has always been a problem for both employees and employers. Replacing employees may be costly, both in recruiting and training employees to obtain satisfactory levels of performance over time. The main theme discussed in the paper is turnover intention and it’s connection with organization’s motivation profile. High levels of employee turnover may decrease the quality and stability of services that organizations provide and as a result, that will increase client dissatisfaction with the services provided by the organization. That’s why it is very important for organizations to control their turnover percentage. The purpose of the study is to analyze the turnover intention based on key variables and connect them with organization’s motivation profile. The main principal objectives in the research are: to differentiate factors that influence employee turnover; to reduce turnover by changing organization’s motivation profile.In the research as main methods content analysis, interviewing and case studies will be used. A survey will be conducted, questioners to collect information from respondents will be made. And as mentioned, for data collection case studies, interviewing will be used.
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Setiawan, Rahmat, Bustari Muchtar, and Abror Abror. "The Effects of Leadership Function, Work Motivation and Job Satisfaction on Employee’s Work Discipline at STIKes Fort De Kock Bukittinggi." In Proceedings of the 2nd Padang International Conference on Education, Economics, Business and Accounting (PICEEBA-2 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/piceeba2-18.2019.92.

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Borowski, Andrzej. "Motivating Emloyees in Public Administration." In 5th International Scientific Conference 2021. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-464-4.10.

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The purpose of the publication is to present the specifics of motivating in public administration. There is no doubt that employees should be motivated regardless of the workplace. The publication presents the definition of motivation and its theory. It contains tips on what should be particularly considered in creating an incentive system in public administration. Particular attention was devoted to creating the foundations of a motivational system that has roots in motivation theories. The most common motivational theories and their importance in shaping the incentive system were presented.
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Rožman, Maja, and Katja Crnogaj. "MULTIDIMENSIONAL MODEL OF EMPLOYEE INTRAPRENEURSHIP AND WORK ENGAGEMENT: THE CASE OF SLOVENIAN COMPANIES." In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.s.p.2020.101.

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The main objective of this paper is to analyze the employee intrapreneurship and work engagement in the case of companies in Slovenia. Structural equation modelling has been proven to be useful in exploring the links between these five constructs. The main survey involved 50 companies in Slovenia, and from each company, up to 15 employees participated in our research. Thus, 637 employees responded to the questionnaire. The results show that employee satisfaction, employee motivation and leadership have a positive effect on the employee intrapreneurship and work engagement. The results also show that the employee intrapreneurship and work engagement have a positive effect on employee innovation. By giving employees the right tools, resources, support, and recognition at the workplace, it is easy to create the culture of intrapreneurship. It makes for happy, satisfied, motivated, engaged employees that are more innovative and make businesses more productive. Intrapreneurship can lend itself to new products, services or even processes.
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Штриков, Александр Борисович. "CONSTRUCTION OF A PERSONNEL MOTIVATION SYSTEM ON THE EXAMPLE OF VETERINARY PHARMACIES." In Сборник избранных статей по материалам научных конференций ГНИИ "Нацразвитие" (Санкт-Петербург, Май 2021). Crossref, 2021. http://dx.doi.org/10.37539/may191.2021.33.52.044.

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Вопрос мотивации работников в настоящее время является достаточно актуальным. В статье рассмотрен вопрос построения системы мотивации работников на примере сети ветеринарных аптек. Указаны меры, которые необходимо принять для построение системы мотивации персонала с учетом специфики отрасли. The issue of employee motivation is currently quite relevant. The article discusses the issue of building a motivation system for employees on the example of a network of veterinary pharmacies. The measures that need to be taken to build a personnel motivation system, taking into account the specifics of the industry, are indicated.
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Reports on the topic "Employee’s Motivation"

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Ritter, Joseph, and Lowell J. Taylor. Economic Models of Employee Motivation. Federal Reserve Bank of St. Louis, 1997. http://dx.doi.org/10.20955/wp.1997.006.

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Kruse, Douglas, Richard Freeman, Joseph Blasi, Robert Buchele, Adria Scharf, Loren Rodgers, and Chris Mackin. Motivating Employee-Owners in ESOP Firms: Human Resource Policies and Company Performance. Cambridge, MA: National Bureau of Economic Research, December 2003. http://dx.doi.org/10.3386/w10177.

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