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Journal articles on the topic 'Employee’s Motivation'
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1
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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Prasetio, Arif Partono, Tieka Trikartika Gustyana, Muhammad Ishla Fakhri, and Satria Jayasena. "GAYA KEPEMIMPINAN DAN MOTIVASI KERJA KARYAWAN BNI KANTOR CABANG UTAMA JPK, BANDUNG." Jurnal Manajemen Maranatha 18, no. 1 (November 14, 2018): 1–10. http://dx.doi.org/10.28932/jmm.v18i1.1091.
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Motivating employee to work better in order to succeed in their job is important to ensure the success of the company. Organization can enhance the motivation by recognizing employee’s hard work and provide an environment that meets their basic emotional drives to perform. The present study aimed to explore the leadership style on employee motivation in one of the main branch of public banking in Bandung. Data had been collected using questionnaire and distributed by nonprobability sampling techniques. The instrument employs 18 items on leadership style and 18 questions on motivation. The study found that the leadership style matched with employee expectation and employees were highly motivated. The results also showed that the degree of conformity between leadership styles has a significant influence on employee motivation. Organization should encourage their leader to continously implement style that drive the motivation in order to get the best result from the employee.
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Skorobogac, V. A., and A. B. Karpov. "Strategizing life cycle of employees’ labour productivity and motivation." Russian Journal of Industrial Economics 13, no. 2 (July 2, 2020): 149–57. http://dx.doi.org/10.17073/2072-1633-2020-2-149-157.
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The article deals with the most frequently used means of stimulating employees to increase their productivity. The authors raise the actual question of how effective these methods are and how they influence the staff costs. The article points out that it is extremely important to study the stimulation of employees and to implement the method of analysis of motivation and productivity based on the employee’s life cycle for industrial enterprises. It explores modern research of existence of cyclicity both in organizational development and in employees’ labour activity. The submitted data about the changes in involvement and productivity of employees of the pharmaceutical company which depended on their work experience allowed assuming that an employee’s labour productivity and motivation must have a certain life cycle. The authors made a graph of how labour productivity varies at the different stages of the employee’s life cycle according to the period of work in the company. They adduce a detailed description of each stage of the life cycle, variations of the employee’s work behavior and the direction of his motivation. They suggest recommendations to reveal his professional potential and increase his labour productivity depending on the employee’s position on a certain stage of his life cycle. The authors point out that it is highly important for a company’s top manager to understand and define the stage of his employees’ life cycle correctly. Implementing the method of defining work potential will let top managers solve the key tasks in working with their staff: increasing labour productivity, employees’ involvement and work motivation, maintenance and enhancement of the most prospective employees, providing optimal conditions for realization of each employee’s abilities and potential and decreasing staff turnover in the company.
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Makki, Arooj, and Momina Abid. "Influence of Intrinsic and Extrinsic Motivation on Employee’s Task Performance." Studies in Asian Social Science 4, no. 1 (January 25, 2017): 38. http://dx.doi.org/10.5430/sass.v4n1p38.
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Intrinsic and extrinsic motivation is important determinant of employee’s task performance as it represents the level ofmotivation of employees to their work and company. This study examined the influence of intrinsic and extrinsicmotivation on employees’ task performance and also aimed to find out the difference between males and females ontask performance based on their intrinsic and extrinsic motivation. The Work Preference Inventory (Amabile, T. M., etal., 1994) and Job Performance Scale (Goodman, & Svyantek, 1999) was used to gather data. It was predicted thatintrinsic and extrinsic motivation will be positively correlated with employees’ task performance and will have impacton employees’ task performance. The results showed that intrinsic and extrinsic motivation has positive correlationwith employee’s task performance and intrinsic and extrinsic motivation has impact on employee’s task performance.Findings also show that females are more intrinsically motivated as compared to males.
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Khoiriah, Nurul, Sri Wahyu Lelly H.S., and Wiji Utami. "Pengaruh Kompensasi dan Lingkungan Kerja terhadap Kinerja Karyawan dengan Motivasi Kerja sebagai Variabel intervening pada PT. Perkebunan Nusantara XII bagian Pengolahan Karet Kebun Kotta Blater Jember." e-Journal Ekonomi Bisnis dan Akuntansi 6, no. 2 (May 29, 2019): 141. http://dx.doi.org/10.19184/ejeba.v6i2.11158.
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This research entitled "The Influence of Compensation and Work Environment to employee’s Performance with work motivation as an intervening variable in PT. Perkebunan Nusantara XII Rubber Processing Department Plantation Kotta Blater Jember Jember ". This study aimed to analyze the influence of compensation and work environment to employee’s performance with work motivation as an intervening variable in PT. Perkebunan Nusantara XII rubber processing department plantation Kotta Blater Jember. The population in this research were all employees of PT Perkebunan Nusantara XII rubber processing department plantation Kotta Blater Jember. The sampling method used is saturated sample or census with the number of respondents as many as 34 people. Variables used as many as 4 variables. The analysis tool used is Path Analysis. The results showed that: 1) Compensation and work environment have a significant influence on work motivation in PTPN XII Plantation Kotta Blater Jember; 2) Compensation and work environment have a significant influence on the employee’s Performance in PTPN XII Plantation Kotta Blater Jember, and; 3) Motivation significant influence on the employee’s Performance in PTPN XII Plantation Kotta Blater Jember. Keywords: Compensation, Work Environment, Work Motivation and Employee Performance.
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Njunwa, Kelvin M. "Employee’s Motivation in Rural Local Governments in Tanzania: Empirical Evidence from Morogoro District Council." Journal of Public Administration and Governance 7, no. 4 (December 6, 2017): 224. http://dx.doi.org/10.5296/jpag.v7i4.12240.
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Human resources apart from other resources in an organization are the most valuable resource for effective organizational performance. Organization either public or private is highly depends on employee’s performance and commitment towards achieving organizational goals. Employee’s commitment is associated with employee’s motivation at workplace and depends highly on how management treats employees. The purpose of this paper was to analyze employee’s motivation in rural Local Government Authorities (LGAs) in Tanzania. The case study design was employed in which Morogoro District Council (MDC) was randomly selected as a study case. The sample size of the study was 55 employees from management, middle and lower levels. The methods of data collection used includes, Interview and self-administered questionnaires and observations. Data collected was analyzed through Statistical Packages for Social Science (SPSS). The study revealed that employees in local governments are not motivated in both financial and non financial aspects. Employees are dissatisfied with low salaries, lack of promotion and career development, poor training program, working environment, poor communication, unfair treatments and political interferences. The study recommends for the central government to improve salaries to employees, ensure fair promotion based on merits, invest in employee training and development, secure low rates loans, improve communication and relations between management and employees as well as to minimize political interference to local government employees by elected officials.
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Rumyantseva, I. A., M. B. Zhernakova, and T. Yu Krotenko. "EMPLOYEE DEMOTIVATION: FACTORS AND CAUSES OF EMPLOYEE DEMOTIVATION." Scientific Journal ECONOMIC SYSTEMS 1, no. 181 (2021): 102–8. http://dx.doi.org/10.29030/2309-2076-2021-14-2-102-108.
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The article analyzes the factors and causes of the state of demotivation to work among employees of organizations. The author emphasizes the importance of employee motivation for the success of modern organizations and the undesirable consequences of its absence, which acquire the features of an organizational disease. Demotivation is considered by the authors as a decrease in motivation due to the influence of various circumstances. The factors that demotivate employees are analyzed and the probable causes of their occurrence are listed. The article highlights the personal and organizational groups of demotivation factors. Personal factors include chronic dissatisfaction with the dominant needs of employees; incentives used in organizations that become in reality limiting factors; changes occurring in the personal motivational complexes of employees; personal perception by employees of the actions of the organization’s managers as unfair. Organizational factors include unclear division of functions and implemented work processes between employees, unclear organization structure, low manageability of the organization, unclear goals, unreliability of decisions, widely used demotivating management style with a predominance of punishments over rewards, disrespect and neglect of employees. The article considers the employee’s motivational complex, consisting of internal motivation, external positive and external negative motivation, and determines the optimal motivational complex. Attention is paid to the demotivation process, the orientation of employee motivation. The differences in the general motivation of the employee for any actions and the labor motivation of the employee are determined. The necessity of analyzing the motives of people’s behavior in the working environment is emphasized. The article notes the need to distinguish between the real and declared motives of employees, to identify the deep needs, interests and values of people to prevent the state of demotivation.
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Idowu, Ayomikun. "Effectiveness of Performance Appraisal System and its Effect on Employee Motivation." Nile Journal of Business and Economics 3, no. 5 (April 21, 2017): 15. http://dx.doi.org/10.20321/nilejbe.v3i5.88.
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<p>Employee performance has traditionally been accorded prime focus by human resource managers. As a result, a number of performance appraisal techniques have over time been devised to help establish employee’s performance. In the contemporary times, the use of performance appraisals has been extended beyond rating of the employee’s performance to aspects such as motivation. Accordingly, this study sought to investigate effectiveness of performance appraisal systems and its effect on employee motivation. The study’s main objectives pertained to establishing the moderating role of performance appraisal as a motivation tool as well as potential challenges.</p><p>The study findings show the presence of significant positive outcomes when the organisation uses performance appraisal as a motivation tool. Further, the study finds that the use of more than one appraisal techniques helps yield greater satisfaction and consequently higher motivational levels. The specific aspects of performance appraisal systems (PAS) that help improve motivation include the linking of performance to rewards; using the PAS to help set objectives and benchmarks; as well as the use of PA to help identify employee’s strength and weaknesses.</p>
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Mohiuddin, Md, and Ms Gurjit Dulay. "Employee Motivation in Non-Profit: Evidence from a Community Based Voluntary Organization." International Journal of Business and Management 10, no. 11 (October 26, 2015): 74. http://dx.doi.org/10.5539/ijbm.v10n11p74.
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<p>This paper explores employee motivation in one of the UK based voluntary organizations. It used a mixture of primary and secondary data. Primary data were collected in the form of questionnaires. By using Frederick Herzberg’s two factor theory we found that, in the absence of sufficient financial rewards, non-financial rewards such as: extra days off for employees; implementation of employee of the month; and simple verbal recognition in an attempt to recognise employee’s efforts were key motivating factors for the employees. Recommendations to management were made in terms of offering flexible hours and quality supervision in order to motivate unpaid volunteers. </p>
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Bhatti, Omar K., Uzma S. Aslam, Arif Hassan, and Mohamed Sulaiman. "Employee motivation an Islamic perspective." Humanomics 32, no. 1 (February 8, 2016): 33–47. http://dx.doi.org/10.1108/h-10-2015-0066.
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Purpose – This paper aims to provide an understanding of employee motivation from the Islamic perspective. The main objective of this paper is to understand Islamic motivation and to explore if Islamic spirituality, punishment and reward and justice motivate Muslim employees. Design/methodology/approach – Qualitative research approach was used to understand and examine the views of the respondents. Semi-structured interviewing technique was adopted, and the respondents were asked to share their own thoughts and understanding for each question provided. A sample of 13 experienced academicians and practitioners from renowned private organizations and academic institutions from Malaysia and Pakistan were selected for the present study. Findings – The study found that the conventional viewpoint of motivation varies from Islamic viewpoint in regard to motivation of employees. And significantly, Islamic spirituality, reward and punishment, and justice act more compellingly in improving employee’s motivation. Originality/value – This paper clearly highlights that the Western viewpoint of employee motivation is different as compared to the Islamic perspective.
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Zhou, Li, and Gong. "How Job Autonomy Promotes Employee’s Sustainable Development? A Moderated Mediation Model." Sustainability 11, no. 22 (November 15, 2019): 6445. http://dx.doi.org/10.3390/su11226445.
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In the rapidly changing business world, improving employee’s self-development level is of great importance for organizations to pursue sustainable development. The purpose of this study is to examine how and when job autonomy promotes employee’s self-development. Drawing from self-determination theory, we examined the effect of job autonomy on employee’s self-development, and the mediation role of intrinsic motivation in this relationship. Moreover, we argued that team connectivity strengthened the relationship between job autonomy and intrinsic motivation, and further moderated the indirect effect of job autonomy and self-employment via intrinsic motivation. Using a two-wave panel design, we collected data from a sample of 473 employees in China. The results indicated that job autonomy predicted employee’s self-development, and employee’s intrinsic motivation fully mediated this relationship. Team connectivity positively moderated the relationship between job autonomy and intrinsic motivation, and further moderated the mediation effect of intrinsic motivation. The theoretical and practical implications of this research are discussed along with the limitations and further research directions.
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Giyanto, Giyanto. "PENGARUH KEPUASAN KERJA DAN MOTIVASI KERJA TERHADAP KINERJA KARYAWAN GRAND JAYA RAYA RESORT & CONVENTION HOTEL CIPAYUNG BOGOR (Studi Korelasi Antara Kepuasan Kerja Dan Motivasi Kerja Dengan Kinerja Karyawan Grand Jaya Raya Resort & Convention Hotel Cipayung Bogor)." Majalah Ilmiah Bijak 13, no. 1 (February 27, 2018): 127–46. http://dx.doi.org/10.31334/bijak.v13i1.55.
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The main factor we do have to figure out in judging someone’s work performance is satisfaction in work and work motivation, Satisfaction means having an exciting feeling deep inside someone’s heart in order to raise the spirit of work. meanwhile a motivation is another important element to encourage someone in accomplishing a better achievement. There is not doubt at all that both satisfaction and motivation will definetily bring the entrie employee to a better work performance. It is a compulsory for every employee to possess a high work motivation as well as its satisfactory in work. Both high motivation and its satisfactory in work will eventually carry out all the employees to a brighter work performance.The research formula as follows : (1) The influence of partial satisfaction in work towards the employee’s work performance, (2) The influence of partial work motivation towards the employee’s work performance, (3) The influence of simultaneous both satisfaction in work of work motivation happening or done at the same moment towards the employees of Grand Jaya Raya Resort and Convention Hotel Cipayung Bogor. The use of analysis method is based on multiple linear regressive method as well as hypothetical linear examination. Operated by the usage of SPSS program ver.17.0. The writer’s research object goes to satisfaction in work , work motivation and its influence towards the work performance of the employees of Grand Raya Resort and Convention Hotel Cipayung Bogor. The research population has taken into the entrie employee of Grand Raya Resort and Convention Hotel Cipayung Bogor with the total number of 137 employees. To determine the research sample, the writer used stratified random sampling with the total determine of 58 respondents. The SPSS ver.17 .0 program obstained coefficient determination result R-Square / R2 = 0,669 at the level α = 5%. where the examination towards determined coefficient done by “test-F” resulted smaller probability than use of examination done in research ( Sig. < α or 0,000 < 0,05 due to the equality model of multiple regressive Y = - 193.543 + 4.888X1 + 2.184X2. The abovementioned result indicates that simultaneous satisfaction in work and work motivation will influence the work performance at the same moment, it has been proven that the third hypotesis has mentioned abviously that satisfaction in work and work motivation at the same time will simultaneously be influencing the employee’s work performance. A better work satisfactory and its motivation shall somehow be done constantly, due to proven result of the research revealed that the constant number b0 = less than 1 even minus ( - 193.543 ). On the other hand, it also revealed that the variable of work satisfactory and work motivation ought to be done to maintain the employee’s work performance .
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Bona, Jeni Theresa C., Myriflor S. Avenido, Lyka Grace Ravelo, Meliza R. Pie, Neomelyn R. Lajera, Lyve Mark F. Ortula, Elmo D. Arreza, and Angelou B. Mosenabre. "Factors Affecting The Work Motivation Of BSBA Graduates Employed In Carcanmadcarlan: A Survey." Proceedings Journal of Interdisciplinary Research 2 (October 10, 2015): 134–43. http://dx.doi.org/10.21016/irrc.2015.ju08wf62o.
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Motivating employees is a way to make them give their best to the organization for the achievement of organizational goals. But choosing the strategy for motivation may differ from time to time and organization to organization because it is a psychological sensation and it is depending on the preference of employees. The study attempted to identify the intrinsic and extrinsic factors affecting the work motivation of BSBA Graduates working in different institutions here in the CarCanMadCarLan area. With a view to collect primary data, and adopted a questionnaire from the Republic of Macedonia (Employee Satisfaction Survey, 2009) was provided to 40 respondents. The study identified 11 broad categories of motivation factors such as (1) management, (2) employee competence, (3) training opportunities in the organization, (4) premises and technical working conditions, (5) remuneration, (6) relationships between employees, (7) workload, (8) influence, (9) responsibility, (10) trust and finally (11) image of the organization. The study found that intrinsic factors have a significantly higher impact on the employee’s motivation than extrinsic factors. Finally, the study concluded that the BSBA employees working in different institutions are adequately motivated. On the basis of these findings, implications of the finding for future study were stated.
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Joseph Ekhayemhe, Aigboje, and Susan Oguzie. "Assessing the Relationship between Rewards and Employees’ Motivation in Some Selected Non-Profit Organizations in Abuja, Nigeria." International Journal of Business Ethics and Governance 1, no. 1 (January 31, 2018): 1–14. http://dx.doi.org/10.51325/ijbeg.v1i1.7.
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This study examines the relationship between rewards and employee’s motivation in four selected non-profit organizations in Abuja, Nigeria. The employees of the four organizations (Action Aid Nigeria, African Development Foundation (ADF), African Youth Growth Foundation (AYGF) and Think Nigeria First Initiative) were taken as sample of the study. The objectives of this study were to find out the relationship between rewards and employees’ performance in the non-profit organizations in Abuja, Nigeria and also to ascertain the extent to which both intrinsic and extrinsic rewards impact on employees' performance. Self-designed questionnaire was used for data collection.180 questionnaires were distributed and 154 were returned, hence the response rate was 83.2%. The data was analyzed using the techniques of rank correlation coefficient and multiple regression analysis. All the findings were tested at 0.01 and 0.05 level of significance. The result concludes that there is a direct relationship between extrinsic rewards and employee’s motivation. However, intrinsic rewards found an insignificant impact on employee motivation.
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Sutikno, Antonius Edwin. "EXPECTATION BASED REWARD SYSTEM FOR REDUCING EMPLOYEES’ TARDINESS." Jurnal Administrasi Kesehatan Indonesia 7, no. 1 (June 13, 2019): 9. http://dx.doi.org/10.20473/jaki.v7i1.2019.9-17.
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Background: Motivating employees can improve their morale and job satisfaction. Work motivation has a positive effect on work discipline and employee’s performance. Organizations provide reward to their employee to motivate improvement in performance. On the other hand, lack of motivation will result in tardiness. A monthly report of one clinic in Surabaya, for example, shows alarming level of personnel’s tardiness from July to October 2014, with the mean score of 88.85 minutes compared to the standard tolerance of tardiness 15 minutes per day.Aims: This study aims at formulating appropriate recommendations of reward system to reduce employee’s tardiness at one clinic in Surabaya.Methods: This is a quantitative analytical study with a cross-sectional design and observation method. The research samples are 17 employees of the clinic chosen using purposive samplingResults: Results show that 82.35% of employees chose additional incentives as a reward if they do come on time. The majority of employees chose a range of Rp. 51,000 to Rp. 70,000 as the typical amount of incentive. Not all employees agreed to the implementation of punishment system. The reward system is applied when the employees have good attendance record in one month.Conclusions: Extra incentive provides good motivation for employees to deliver proper healthcare in time. The application of reward system from November 2014 to January 2015 gave a positive result in terms of decreasing the number employees who come late to work. Healthcare providers should evaluate employees’ performance and implement reward system to increase the quality of human resource.Keywords: Tardiness, Punishment, Reward.
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Oktavianna, Rakhmawati. "PENGARUH KNOWLEDGE LEADERSHIP, KOMUNIKASI, DAN MOTIVASI TERHADAP KINERJA KARYAWAN PADA PT VALADOO INDONESIA." JIMFE (Jurnal Ilmiah Manajemen Fakultas Ekonomi) 4, no. 1 (April 14, 2019): 1–18. http://dx.doi.org/10.34203/jimfe.v4i1.1103.
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Employee performance is considered important for organizations due to the success of an organization influenced by it. Job performance or achievement is the job result which accomplished by an employee in performing tasks according to the responsibility given to him. A common problem that must be considered in the company is related with job performance. Without good employee’s performance at PT Valadoo Indonesia, its excellence is not going to happen. One of the factors that can be used to improve the employee’s performance is knowledge leadership, communication and motivation. Leaders who have a good knowledge and experience will be able to improve the performance of employees in achieving the company's vision and mission. In carrying out the work, the employee can not be separated from communication with fellow co-workers, the boss and the subordinate. Good communication can be an appropriate means to improve employee performance. In addition to communication, it is also necessary if the motivation for employees with high work motivation usually has a peak performance. Therefore, the research aims to know what is the effect of knowledge of leadership, communication, and motivation on employee performance at PT Valadoo Indonesia either partially or simultaneously. The aim of the study is also to identify and analyze the effect of knowledge of leadership, communication, and motivation on PT Valadoo Indonesia employee performance. The theory used in this study is theories of human resource management, especially those related to knowledge leadership, communication, motivation, and performance of employees. Population used in this study is the employee of PT Valadoo Indonesia. Sampling technique used is simple random sampling. Method of data collection is using questionnaire data analysis that is Structural Equation Modeling (SEM) of Lisrel 8.7.
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Porter, Tracy H., Kelly Diane Riesenmy, and Dail Fields. "Work environment and employee motivation to lead." American Journal of Business 31, no. 2 (June 6, 2016): 66–84. http://dx.doi.org/10.1108/ajb-05-2015-0017.
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Purpose – A key challenge for organizations is identification of candidates for development as organizational leaders. While selection criteria may vary, one important consideration is the extent to which an employee is motivated to lead. Previous studies have restricted investigation of the antecedents of these motivations to individual differences such as personality, self-efficacy, and previous leadership experiences, suggesting that leadership capacity may depend largely on employee selection. However, employee assessments of numerous aspects of the work environment may also have a substantial role in determining an employee’s motivation to lead (MTL), suggesting that an organization’s leadership capacity may depend on many other human resource practices. The paper aims to discuss these issues. Design/methodology/approach – In this study, the authors explored the role of employee assessments of work experiences as determinants of three types of MTL. This paper investigates the impact of a value-oriented organizational culture and the employee’s assessment of the work environment (pay satisfaction, promotion possibilities, recognition, job design, internal communication, and employee’s relationship with his/her current leader). Hierarchical multiple regression analysis was used to test the hypotheses. Findings – Based upon the results of 210 respondents the strength of relationship varies among the three alternative types of leadership motivation. The results suggest that besides individual differences, the perceived work environment may be a significant determinant of motivation to become an organizational leader. Employee assessments of pay, promotion opportunities, recognition, job design, quality of organizational communications, and workplace spirituality all play a role in determining employee MTL. Originality/value – This paper offers a number of implications for human resource management practices, hiring, and leadership development.
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Zilincikova, Maria, and Katarina Repkova Stofkova. "Motivational Elements of Employees as a Competitive Advantage of Companies in the Conditions of Globalization." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 6, no. 5 (2020): 16–24. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.65.1002.
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The article analyzes with the analysis of the influence of incentive elements on the motivation of workers to better performance and satisfaction, across the whole active population in the context of the new economy. For specific generations, motivational incentives are diverse. The main reasons of using the award, recognition of the performance and motivation are long-term sustainable good relationships in the workplace, as well as demonstrable work successes and, last but not least, an increase in the success of the whole company. Different incentive elements also used in the Slovak Republic and other European Union countries. A majority motivation characterizes Slovakia through financial evaluation. However, recent years indicate a change of mindset of employers and employees. The population of the Slovak Republic is ageing, the retirement age is increasing, which demographically affects the development of the labour market. The age structure of the society suggests that everyone has a better performance stimulant. Motivating incentives that can offset the employee’s financial remuneration become a competitive advantage for businesses. Recently, the state has been helping businesses to stimulate employees properly through holiday vouchers. In the future, it expected that it would be just incentive elements that will attract potential employees to companies and secondly it will be the financial evaluation of the employee. Slovak society can be inspired in many ways by other European Union countries. In contrast, the Slovak Republic still has many professionals in the areas of health, education, engineering, and many others. The paper points to changes related to the demographic development of the company, the change of motivation for permanent and new employees. The aim is to anticipate the possible development of incentives and the incorporation of new elements of motivation into human resource management in companies. Autoregres prepared in MATLAB. The article deals with the prediction of the selection of individual incentives for specific age groups of employees.
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Rizaldi, Arjuna. "Peningkatan Motivasi Kerja Melalui Gaya Kepemimpinan." Optimal: Jurnal Ekonomi dan Kewirausahaan 11, no. 2 (December 1, 2017): 151–70. http://dx.doi.org/10.33558/optimal.v11i2.750.
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This research aims to find out the impact of leadership style to employees’ motivation. The hypothesis proposed is that the employee’s motivation will improve if the leadership style used is able to fulfill the employee’s expectation. This research is conducted in the railway transport service company of the State-Owned Entities (BUMN) in Bandung. The respondents are the employees of the company. The questionnaires are distributed after doing validity and reliability tests. After that, the questionnaires are analyzed using Rank Spearman Correlation. The descriptive analysis shows that both leadership style and work motivation have a significant correlation.
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Sabil, Sabil, Suhartono Suhartono, Slamet Heri Winarno, Octa Pratama Putra, and Dwiyatmoko Puji Widodo. "The Effect of Work Environment, Competence, and Motivation on Employee’s Performance in Electronic Companies in the Industrial District of Bekasi Regency." Jurnal Perspektif 19, no. 1 (February 11, 2021): 1–4. http://dx.doi.org/10.31294/jp.v19i1.9584.
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Employee performance is an important element to assess the level of success of the company is running its business. Many factors can affect employee performance, including the environment, work, competence, and employee motivation. This study aims to explore the relationship of influence between these three factors on employee performance. The sample of respondents selected were employees who worked at several electronic companies in the Bekasi Industrial Area, West Java, Indonesia. This study uses structural equation modeling (SEM) and path analysis to test the level of influence of the variables used. The use of 183 employees who come from different characteristics, age, sex, length of work, education, and income are used to test the effect of the work environment, competence and motivation on performance. The results showed that performance was more significantly influenced by the work environment and motivation as intervening, while competence did not significantly influence performance. Motivation also directly influences performance. Companies must be able to create attractive work environments so that employees can be motivated and make optimal use of employee competency planning. This study focuses more on how the work environment, competence, and motivation affect performance both partially and simultaneously.Keywords: Work Environment, Competence, Motivation, Employee’s Performance
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Wismantoro, Priyo, and Intan Mezeki. "ANALISIS MODEL SISTEM KOMPENSASI DALAM MOTIVASI KERJA PADA RUMAH MAKAN MINANG RAYA BOGOR." Jurnal Ilmiah Binaniaga 3, no. 01 (November 27, 2018): 35. http://dx.doi.org/10.33062/jib.v3i01.187.
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Compensation is a reward in forms of money that was given by the head of a company to his/her employees in order the employees to maintain their high motivation to reach the company’s goal. In this research the writer would like to know to what extend the compensation analysis model can increase the motivation of employees at Rumah Makan Minang Raya Bogor. The application of suitable compensation for each employee is the most crucial problem. Therefore, the right handling of the human resource management is needed. If this were done improperly it would lead to a dissatisfaction of the employees. The nature of compensation is to give a base to decide a decision and act to the employee involved in the administration process. The compensation (incentive) for every one is given once in every 3 months by the owner of the restaurant. The incentive is not flat and is based on workload, attendance, and type of job done by employees. The incentive is roughly ranges from 6% to 38% from the monthly compensation. The difference of incentive for each employee is decided on the expertise of each employee. From the results analysis by regression model it can be concluded that there was a significant result between satisfying compensation with the employee’s work motivation as shown by t counted (8.811) is bigger than t table (2.16). This means that X coefficient is significant with the regression equation Y = 12.043 + 0.673 X, if the satisfaction score increases 1 point then the employee’s motivation will increase 0.673. The incentive awarded to the employee as a supplement is aimed at maintaining employees in the long run as an attempt to create comfortable work condition and environment so that the employees can increase their performance.
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Wijaya, Oei, Francis Elizabeth, and Zaroni Zaroni. "Pengaruh Kompensasi Terhadap Kinerja Karyawan Dengan Motivasi Sebagai Variabel Intervening." Jurnal ULTIMA Accounting 4, no. 2 (December 1, 2012): 52–71. http://dx.doi.org/10.31937/akuntansi.v4i2.131.
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The objective of this research is to examine the effect of compensation towards employee’s performance with motivation as the intervening variable. The data of this research consisted of primary data that was collected by distributing questionnaires to 100 employees in several banks and investment companies in Semarang for the year 2012. The sample in this study determined based on convenience sampling method. The regression analysis and path analysis are used in this study. Based on the analysis data, the result of this study are (1) compensation has a positive influence toward employee performance, (2) compensation has a positive influence toward motivation, (3) motivation has a positive influence toward employee performance, (4) compensation has a positive influence toward employee performance with motivation as the intervening variable.
Keywords: compensation, motivation, employee performance, intervening variable.
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Grosheleva, Olena, Maryna Ivanova, and Oleksandr Usatenko. "MOTIVATION SYSTEM AS AN INTEGRATED PART OF MUNICIPAL COMPANY’S ECONOMIC SECURITY SUBSTANTIATION." Європейський науковий журнал Економічних та Фінансових інновацій 1, no. 5 (February 28, 2020): 18–29. http://dx.doi.org/10.32750/2020-0102.
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An approach to improve municipal company’s motivation system to impower its economic security is proposed in the article. The approach is based both on division of motivative factors into three groups (tangible, intangible and intrinsic) and on reveal of correlation between the importance of an exact group of motivative factors (dependable feature) and such individual-psychological characteristics of employee’s personality, as the level of extra / introversion and neuroticism (undependable features).
The importance to improve the performance of the municipal company’s motivation system because of the number and origin of threats it faces in the process of its activity is substantiated. It is shown that the unsatisfactory level of efficiency of activity of state-owned enterprises, their economic security, as a consequence, - waste of resources of the territorial community is explained, in particular, by the low level of motivation of work in such organizations.
It was found that, despite close attention to the problem of motivation in the scientific works of domestic and foreign researchers, the tools of effective management were mostly developed for the private sector. Improving management in budgetary institutions is by borrowing methods and techniques from private sector.
It is shown that for a municipal company an effective system of motivation must be built taking into account such factors that employees perceive as really important in the process of meeting their sound needs, taking into account the limited budget.
Applied tools for monitoring motivative factors, division them into groups (tangible, intangible, intrinsic), forming a list of the most meaningful factors using ABC-XYZ analyze are proposed. Due to the results of the analyze the structure of the most and the least meaningful factors of motivation for the organizational behavior of employees is descried.
Regression models which allow to forecast the importance of an exact group of motivative factors related to the employee’s level of extra / introversion and neuroticism have been formed.
The prospect of introducing a model of motivational controlling, which will allow to improve the efficiency of the functioning of the system of motivation by increasing the level of coordination of planning, accounting and analysis processes in order to ensure the economic security of the municipal company.
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Oloke, Olayinka C., Abiodun S. Oni, Daniel O. Babalola, and Raphael A. Ojelabi. "Incentive Package, Employee’s Productivity and Performance of Real Estate Firms in Nigeria." European Scientific Journal, ESJ 13, no. 11 (April 30, 2017): 246. http://dx.doi.org/10.19044/esj.2017.v13n11p246.
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The level of motivation received by an employee as reflected in the satisfaction with the base pay package and other incentives goes a long way to influencing the employees’ attitude to work, loyalty, performance and job satisfaction. Employee’s motivation and organization performance has been investigated across different fields and economic sectors. This study takes it further by examining incentive package, employees and organization productivity in real estate firms in Nigeria. Panel survey approach was adopted and three questionnaires administered in each of the one hundred and seventeen (117) estate firms in Ikeja, Victoria Island and Lekki Area of Lagos State. Respondents were two employees and one other in employers’/management capacity. Descriptive tools such as frequency and percentage were used to identify and determine the proportion of firms that make use of incentive package/option while a 5-point Likert scale and ranking were used to determine and rank the options in order of importance among these firms. Panel data regression model was used to determine the strength of relationship between firms’ performance/productivity and incentives whilst holding other factors constant. Findings showed amongst others that there is strong positive correlation between incentive and employee productivity, employees are largely dissatisfied with the incentives offered by majority of estate firms and that incentive package is not the most important determinants of performance in real estate firms. The study therefore concludes that employers in real estate firms pay attention to other factors identified and review remuneration and incentive package to boost the morale of their employees for better performance.
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Sureephong, Pradorn, Winai Dahlan, Suepphong Chernbumroong, and Yootthapong Tongpaeng. "The Effect of Non-Monetary Rewards on Employee Performance in Massive Open Online Courses." International Journal of Emerging Technologies in Learning (iJET) 15, no. 01 (January 15, 2020): 88. http://dx.doi.org/10.3991/ijet.v15i01.11470.
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A challenge for organizations is to increase employee performance and motivation, since the most crucial asset of every organization is manpower. Many companies and factories have started implementing online training platforms under the concept of “Massive Open Online Courses (MOOCs)” in their workplace to foster employee performance. Previously, the mobile application called “HSC MOOC” which is provided by the Halal Science Center, Chulalongkorn Univer-sity, Thailand functioned as a solution that encourages self-learning on online platforms at companies in Thailand. However, the main barrier or risk that occurs when implementing an online platform is the user’s motivation, since the dropout rate is considered as a serious issue regarding MOOCs. Thus, incentive and re-ward were added to online training programs which aimed to motivate employees. Many types of rewards were provided for employees who had met their own company’s expectations. Recently, psychology research papers have illustrated that non-monetary rewards seem to provide greater results on the side of employee’s motivation. However, not all types of non-monetary rewards provide positive impact on employee’s motivation. Therefore, the aim of this research is to present the effect of different non-monetary rewards on employee performance.
Ninety volunteer employees from a food manufacturing company in Chiang Mai, Thailand participated in this research. The experiment was divided into two sections. The first section aimed to measure the motivation of employees which based on different non-monetary rewards. The questionnaire for measuring Valence, Instrumentality, and Expectancy variables (VIE theory) was deployed to test employee motivation in 3 different groups; “Tangible Non-Monetary Re-wards”, “Social Non-Monetary Rewards” and “Job Related Non-Monetary Re-wards”. The test consisted of 10 items using a 5-point Likert scale. The second experiment aimed to reveal which type of non-monetary reward is the most suitable for motivating employees in participating and completing the course in MOOCs. Participants in different groups were assigned to learn via MOOCs on their mobile device within a period of 30 days. Different types of non-monetary rewards were provided only for participants who had completed certain conditions in MOOCs. The overall results showed that the group of tangible non-monetary rewards reached the significant highest score on the VIE questionnaire and over 60% of participants exposed to tangible non-monetary rewards completed the course’s conditions in MOOCs.
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Abusharbeh, Mohammed T., and Hanan Hasan Nazzal. "The Impact of Motivations on Employees Performance: Case Study from Palestinian Commercial Banks." International Business Research 11, no. 4 (March 12, 2018): 142. http://dx.doi.org/10.5539/ibr.v11n4p142.
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Motivation aims to empower and liberalize people as enhance their entrepreneurial abilities to recognize the interactions between humans and their abilities to work. Thus, this paper is aimed to examine the impact of motivations on employee’s performance in Palestinian banking industry. The survey data was collected through distributing a questionnaire on employees that working in Palestinian commercial banks. Relied on Pearson correlation and multiple regression analysis, this paper reveals that moral motives are significantly and positively predicted employees performance. Moreover, the scholars find a high level of motivations provided to employees that working in Palestinian commercial banks. However, the material and social incentives are not predicted employees performance. On other side, the paper found that there are differences between the levels of motivation when it comes to the demographic data like qualifications, years of experiences, and job title. Finally, the study recommended that Palestinian banks needs to adapt and develop their motivation system in order to satisfy all employees’ moral needs.
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Khaliq, Maryam, Amna Usman, and Aqeel Ahmed. "Effect Of Leadership Style On Working Culture And Employees Motivation." Journal of Educational Paradigms 3, no. 1 (June 15, 2021): 166–70. http://dx.doi.org/10.47609/0301052021.
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Based on a recent call for further research. This study is expected to quantify the impact of rational-legal, traditional, charismatic leadership style on employee's motivation and working culture. Using the survey method data was collected from 215 employees, and 15 leaders. The underpinning objective of the current study is to test the underpinning theory. The response rate was observed by 55% using the simple random sampling technique. The findings of current study indicate a positive and significant role of leaders on the working culture and employee’s motivation. Results further show that the study's five variables had played a significant role, and the results have some practical implications for Employees, Leaders, HRM departments, and organizations.
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Hussein, Said, and Inaya Wahidi. "Leadership and Job Satisfaction in the Healthcare Sector: An Exploratory Study in Lebanon." International Business Research 11, no. 7 (June 5, 2018): 46. http://dx.doi.org/10.5539/ibr.v11n7p46.
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More and more, healthcare institutions work to ameliorate the relation supervisor/supervised. In hospitals, transformational leadership proved to influence employee’s motivation and satisfaction (Spinelli, 2006, p.20) thus the hospital’s services. To our knowledge, there is no study conducted on the administrative employees in the healthcare sector in Lebanon that constitute our sample. There is only one study conducted on nurses by El-Jardali et al., (2008) in 69 hospitals in this country. Given this situation, we how can describe the relationship between transformational leadership and employee’s job satisfaction in hospitals? Data processing of a questionnaire administered to 455 employees of 28 over 125 hospitals in Lebanon shows that there is no significant relationship between the employee’s job satisfaction and these two transformational leadership components: leader’s idealized influence and intellectual stimulation. While we found a correlation between employee’s job satisfaction and two other components: inspirational motivation (Training; projects monitoring) and individualized consideration (Active listening to employee’s work issues).
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Karam, Asaad Ali. "The Impact of Training and Development on Different Cultural Employees Performance through Interaction Employees Motivation in Erbil Public and Private Banks." Mediterranean Journal of Social Sciences 10, no. 1 (January 1, 2019): 193–206. http://dx.doi.org/10.2478/mjss-2019-0017.
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Abstract The research endeavor to inspect the effectiveness of “training and development” (TD) on employee performance (EP), an outcome acquired from the examination, along these lines, could be extrapolated and connected to the training incline that exists within banks that work in Erbil Kurdistan region government (KRG). The procedure was in four banks of both sectors i.e. open and private. The outcomes were acquired by utilizing structural equation modeling (SEM-PLS) on important factors by Algorithm to measure indicators in reflective way; the R2 results 0.604 employees motivation (EM), and 0.639 (EP). The goal of the examination is to seek factors affecting employee’s performance. Therefore, the findings proposed that (TD) of employees work environment, and employee’s creativity has a most significant effect on enhancing employee’s performance. The examination reasoned that with breakdown the productivity of any association which needs to get to the efficiency per unit from the input information’s.
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Purdenko, Elena, Olena Matusova, and Viktoriya Andryeyeva. "ASSESSMENT OF EMPLOYEES’ CREATIVE ACTIVITY IN MODERN CONDITIONS OF INTELLECTUALIZATION OF THE ECONOMY." Baltic Journal of Economic Studies 5, no. 1 (March 22, 2019): 182. http://dx.doi.org/10.30525/2256-0742/2019-5-1-182-187.
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Current trends in the world economy determined the innovative vector of its development on fundamentally new bases: information and intellectual technologies, knowledge, and creativity. In modern conditions, enterprises and countries can increase their level of competitiveness through implementation policies supporting the creative activity of employees. The purposes of the article are to investigate the essence of creativity, the theoretical foundation of employee’s creative activity, its relation to art and methodological bases of employee’s creative activity evaluation taking into consideration the level of world economic development. Methodology. The theoretical and methodological frameworks of the study are research results of scientists in the field of employees’ creative activity investigation and own research proposals. In order to achieve the goal of the article, the following methods are used: generalization – in the critical analysis of scientific approaches to establishing the definition of employee’s creative activity; comparison – in the process of comparing creative activity and art; index method – to propose the methodology of employee’s creative activity assessment; systematization – to identify elements of the relative index of creative potential; cause and effect method – for obtaining final conclusions. Results. The creative activity of employees is an external manifestation of intellectual and cognitive abilities of a person, aimed at the changes in tangible, intangible or managerial objects, which are expressed in the generation of new ideas and their implementation in a practical result. It also manifests in the creation and application of innovations for the purpose of obtaining an economic or social effect. It is closely related to high intelligence, art, self-evaluation and motivation of the employee. The study also determines two main indexes of evaluation of the creative activity of employee – index of creative activity and relative index of creative activity. The relative index of creative activity includes such elements as choice rationality of the sphere of creative energy manifestation, biosocial indicator of creative energy, index of employee’s health, index of socio-psychological state of an employee, professional experience of employee, level of employee’s intelligence, and index of compliance the workplace with the standards. Practical implication. The proposed methodology of employee’s creative activity assessment can be applied at enterprises in order to evaluate its current level and to improve the efficiency of the remuneration system. It is also clarified that increasing the creative activity of employees will raise the efficiency of the system of enterprise’s creative management as a whole. Value/originality. The investigation underlines the peculiarities of employee’s creative activity from the psychological and economic points of view and describes the methodology of employee’s creative activity assessment, as well as evaluation efficiency of the system of an enterprise’s creative management. Further researches should be aimed at the improvement of motivation mechanism for employee’s creative activity encouraging as a tool for increasing competitiveness of enterprises.
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Rozali, Muhammad, and Kusnadi Kusnadi. "PENGARUH MOTIVASI DAN KOMPENSASI TERHADAP KINERJA KARYAWAN PADA PT TAKEDA INDONESIA." Aliansi : Jurnal Manajemen dan Bisnis 13, no. 2 (September 5, 2020): 65–74. http://dx.doi.org/10.46975/aliansi.v13i2.24.
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This research was conducted at Pharmaceutical company PT Takeda Indonesia with the problem that the company was based on initial observations of motivation, compensation, and employee performance, especially in the sales division showing the level of employee motivation was still low, and it is also found that most employees were less satisfied with the compensation system in effect, so that the level of employee performance in PT Takeda Indonesia’s sales division has not been optimal. The purpose of this study is to determine and analyze the effect of motivation and compensation on employee’s performance in PT. Takeda Indonesia. The method used in this study is descriptive quantitative and associative methods. The sample in this study was obtained through a response from 53 employees of PT. Takeda Indonesia in Team Established. The questionnaire was designed in such a way by using a Likert scale to obtain data from the three research variables namely motivation, compensation, and employee performance. Data analysis was done using Multiple Linear Regression with SPSS 18.00 program tools. The results show that motivation and compensation affect the performance of employees at PT. Takeda Indonesia, both jointly and partially.
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Rafique, Atif, Muhammad Sadam Bin Tayyab, Muhammad Kamran, and Nawab M. Ahmed. "A Study of the Factors Determining Motivational Level of Employees Working in Public Sector of Bahawalpur (Punjab, Pakistan)." International Journal of Human Resource Studies 4, no. 3 (July 2, 2014): 19. http://dx.doi.org/10.5296/ijhrs.v4i3.5872.
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This study empirically examines the relationship between rewards, job satisfaction, Perceived training effectiveness, knowledge transfer and organizational commitment and employee’s motivation in the Public sector of Bahawalpur (Punjab, Pakistan).Our sample was public sector data was collected by using self-designed questionnaires. The sample size was 170 so 170 questionnaires were distributed and only 149 received. Analysis was done with the help of correlation coefficient and multiple regression analysis. Between (0.01 to 0.05) level of significance was checked. The result concludes that there is a significant positive relationship between intrinsic rewards and the employee’s motivation and also there is significant positive relationship between extrinsic reward and employee’s motivation. Job Satisfaction also has significant positive relationship with employee’s motivation. But on the other hand PTE (Perceived Training Effectiveness) have insignificant and negative relationship with Employee’s motivation. Employee’s motivation has significant positive relationship with knowledge transfer and also with Organizational Commitment.
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Bakar, Abou, Abdul Hameed, Aasir Ali, and Muhammad Imran. "The Impact of Extrinsic and Intrinsic Motivation on Employee Engagement: An Empirical Study of Health Care Sector of Punjab, Pakistan." Review of Applied Management and Social Sciences 2, no. 2 (December 31, 2019): 95–106. http://dx.doi.org/10.47067/ramss.v2i2.18.
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The purpose of this study is to find extrinsic and intrinsic motivation that has positive impact on employee’s engagement. The study was conducted in the health care sector in Pakistan. A sample size of 100 employees was selected using convenient sampling techniques. The data were collected from doctors, nurses and managerial level of employees. 100 questionnaires were distributed among these employees out of whom 80 filled questionnaires were received forming percentage of 80%. These properly filled questionnaires were used for data analysis. Data were analyzed through descriptive statistics, reliability analysis and regression analysis. Findings of the study reveal that there is significant relationship of extrinsic and intrinsic motivation on employee’s engagements in the health care sector of Pakistan.
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(Jay) Yoo, Jaewon, Todd J. Arnold, and Gary L. Frankwick. "Promoting boundary-spanning behavior among service personnel." European Journal of Marketing 48, no. 9/10 (September 2, 2014): 1626–47. http://dx.doi.org/10.1108/ejm-10-2012-0610.
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Purpose – The purpose of this model is to explain how person – organization fit (P – O fit) and competitive intensity, conceptualized as a job resource and a job demand, respectively, ultimately affect the development of frontline employee boundary-spanning behavior (BSB). Design/methodology/approach – A survey methodology was used in collecting data from a sample of bank employees in South Korea. To analyze the data, a structural equation model procedure using LISREL 8.5 was used (Jöreskog and Sörbom, 1996). Findings – Results suggest that a frontline employee’s P – O fit decreases emotional exhaustion and increases achievement-striving motivation. Competitive intensity significantly reduces achievement-striving motivation. Results also show that competitive intensity significantly attenuates the positive relationship between P – O fit and employee achievement-striving motivation, highlighting the importance of contextual industry stressors upon internal organizational behaviors. Both emotional exhaustion and achievement-striving motivation are found to ultimately affect BSBs except for the link between emotional exhaustion and service delivery. Originality/value – The current study applies the job-demands resources model to demonstrate how both an externally initiated job demand (competitive intensity) and an internally oriented job resource (person – organization fit) influence employee experience of emotional exhaustion and achievement-striving motivation. Interaction effects of P – O fit and competitive intensity on employee’s psychological states (emotional exhaustion and achievement-striving motivation) are also examined. Further, it is demonstrated that both emotional exhaustion and achievement-striving motivation will directly influence service employee boundary-spanning behaviors, but in differential manners. This highlights the importance of exhaustion and motivation as mediators for the ultimate effect of a job resource (P – O fit), answering a call for such understanding of the developmental process for BSBs (Podsakoff et al., 2000). This is the first empirical study to link both internal and external elements to illuminate the process for developing job demands and resources, as well as boundary spanning behaviors.
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Komen, Komen, and Hendrik Johannes Nadapdap. "FAKTOR-FAKTOR YANG MEMPENGARUHI KEPUASAN KERJA KARYAWAN BAGIAN PEMETIK TEH DI PT PERKEBUNAN TAMBI, UNIT PERKEBUNAN TAMBI, KABUPATEN WONOSOBO." SOCA: Jurnal Sosial, Ekonomi Pertanian 13, no. 3 (December 31, 2019): 340. http://dx.doi.org/10.24843/soca.2019.v13.i03.p05.
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Employee’s work satisfaction is used to describe the employee’s feeling towards their work. This research was aimed to describe the employee’s work satisfaction and analyze the effect of some factors, such as work motivation, organization culture, leadership style, work facility and work environment toward the work satisfaction of the employees in Tambi Tea Plantation Factory, Tambi Plantation Unit, Wonosobo Regency. The method used for this research was survey. The sampling technique used was random sampling technique, which consisted of 57 respondents. The research started from January to February 2019. The data were then analyzed through descriptive analysis and multiple linear regression. The research result showed that the employees felt satisfied when working as tea leaf pickers for this work gave them challenges, they got the proper salary, conducive working place, they showed some respect to each other, and also got the job that fitted desire. Work motivation variable (X1), organization culture (X2), and work environment (X5) had significant effect toward the employee’s work satisfaction (Y). Whereas leadership style (X3) and work facility (X4) did not have significant effect toward the employee’s work satisfaction (Y).
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., Ratno. "RELATIONSHIP BETWEEN TRANSFORMATIONAL LEADERSHIP AND MOTIVATION WITH WITH EMPLOYEE JOB PERFORMANCE AT KPU BOGOR CITY AND BOGOR REGENCY." Management Journal of Binaniaga 3, no. 02 (December 31, 2018): 39. http://dx.doi.org/10.33062/mjb.v3i2.257.
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The purpose of this study is to determine whether there is a relationship between transformational leadership and work motivation with employee job performance partially and simultaneously. The population of this study is all employees at KPU Bogor City, Bogor Regency and Cianjur regency which is 80 employees. The sampling technique using the census is all the population used for research data. So the number of samples taken in this study as many as 80 respondents who are employees at KPU Bogor, Bogor and Cianjur.The research instrument is the questionnaire. The collected data is then processed using correlation analysis techniques with the help of SPSS (Statistical Package for Social Science) software. The results showed that: Firstly, transformational leadership has a positive relationship with employee’s job performance with a value of 0.652, this relationship fall into the category of strong relationships. While the influence of transformational leadership on employee job performance of is 42.5%. Secondly, work motivation has a positive relationship with employee job performance with a value of 0.892, this relationship is categorized very strong relationships. While the influence of work motivation on employee job performance is 79,5%. Thirdly, transformational leadership (X1) and work motivation (X2) simultaneously have a positive relationship with employee job performance (Y) of 0, 0.894, this relationship shows a very strong relationship between transformational leadership variable and work motivation simultaneously with employee job performance variable . Influence of transformational leadership (X1) and work motivation (X2) simultaneously has affected employee job performance (Y) of 80,0%. Keywords: Transformational Leadership, Work Motivation and Employee Performance
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Siruri, Marwa Moses, and Stephen Cheche. "Revisiting the Hackman and Oldham Job Characteristics Model and Herzberg’s Two Factor Theory: Propositions on How to Make Job Enrichment Effective in Today’s Organizations." European Journal of Business and Management Research 6, no. 2 (April 13, 2021): 162–67. http://dx.doi.org/10.24018/ejbmr.2021.6.2.767.
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In the increasingly competitive business landscape of today’s world, human resource management ought to optimize on the organization’s most important resource, the human resource, to maintain competitiveness. Such is possible through continually building into the motivation and job satisfaction of employees. While attaining both motivation and job satisfaction would ordinarily require different approaches, one of the most fundamental of approaches is through job enrichment interventions. This paper thus sequentially argues from propositions of two widely acclaimed theories viz the job characteristics model and the Herzberg’s two factor theory that the creation of good work environments, regularly enhancing employee’s skills and applying inspirational motivation and individual consideration could lead to success of job enrichment interventions, thereby leading to enhanced employee motivation, enhanced job satisfaction, and enhanced organizational performance.
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Zhang, XiaoJuan, Xiang Jinpeng, and Farhan Khan. "The Influence of Social Media on Employee’s Knowledge Sharing Motivation: A Two-Factor Theory Perspective." SAGE Open 10, no. 3 (July 2020): 215824402094249. http://dx.doi.org/10.1177/2158244020942495.
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This study aims to investigate social media (hygiene factor), motivators (allow employees to share knowledge), and employee’s knowledge sharing motivation (KSM). For this purpose, the author introduces two-factor theory as its research framework to propose research hypotheses and construct the theoretical model. Then the model is tested and validated based on a survey of 278 enterprise employees in China, utilizing structural equation modeling through SPSS statistics and AMOS. It is found that first, the three states of knowledge sharing (lack of motivation, intermediate state, and with motivation) constitute two continuums. The satisfaction of motivators and hygiene factors respectively lead to changes in the state of motivation to share, and second, social media affects the staff’s motivation to share through both a direct and an indirect pathway. Directly, as the hygiene factor, the absence of social media will weaken the staff’s motivation to share. However, its usage doesn’t directly increase employees’ sharing motivation. Indirectly, through the mediating effect of self-efficacy social media can influence knowledge sharing motivation of employees.
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Elbaz, Ahmed Mohamed, Gomaa Mohamed Agag, and Nasser Alhamar Alkathiri. "How ability, motivation and opportunity influence travel agents performance: the moderating role of absorptive capacity." Journal of Knowledge Management 22, no. 1 (January 8, 2018): 119–41. http://dx.doi.org/10.1108/jkm-07-2017-0308.
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Purpose This study aims to examine the influence of the three dimensions of travel agents’ manager competencies – ability, motivation and opportunity seeking – on knowledge transfer and travel agents’ performance. In addition, the study investigates how employee’s absorptive capacity moderates the effects of managers’ competencies on knowledge received by the employees and moderates the effects of knowledge received by the employees on travel agents’ performance. Design/methodology/approach A positivist research philosophy was adopted with a quantitative approach, in which quantitative data were gathered based on questionnaires to tackle different stages of the study. To test the hypotheses, a self-administrated face-to-face survey of about 42 questions, launched on November 7, 2016, was used to compile response from top and medium management Category A travel agents operating in Egypt. Findings Based on a sample of 577 travel agents’ frontline employees, the results showed that the three dimensions of travel agents’ competencies have a positive effect on knowledge received by the employee. Findings further indicated that knowledge received by employee mediates the link between these three competencies and travel agents’ performance. The link between the competencies and knowledge received by the employee was found to be positively moderated by employee absorptive capacity. Moreover, these findings suggested that the relationship between knowledge received and travel agents’ performance is stronger when employees’ absorptive capacity is greater. Research limitations/implications This study is bound by certain limitations that also provide fertile grounds for further research. First, the study examined how an employee’s absorptive capacity moderates the effects of managers’ competencies on knowledge received by the employees and moderates the effects of knowledge received by the employees on travel agents’ performance. However, innovation as a dependent variable can be investigated. Second, one limitation is that the study is restricted to Category A travel agents only in Greater Cairo. Third, examining the antecedents of ability, motivation and opportunity seeking to transfer knowledge is also important. Practical implications It is important for travel agents, owners, managers and employees to acknowledge absorptive capacity as a critical component for organizations to sustain, grow and compete. Travel agents can also take steps to develop their employees’ absorptive capacity. Doing so would further enhance the success of knowledge, employees and travel agents’ performance. Also, travel agents’ top management has to ensure their employees’ absorbing knowledge, identifying and recognizing external knowledge, processing and understanding it, combining it with existing knowledge and applying the new knowledge to commercial ends. Hence, the development of absorptive capacity contributes to a travel agent’s achievement of competitive advantage. Originality/value This study contributes to the literature by expanding the extant literature on knowledge transfer and absorptive capacity by investigating the influence of travel agents’ manager competencies – ability, motivation and opportunity seeking – for knowledge transfer in the Egyptian context. In addition, it investigates the direct effects of the three dimensions of travel agents’ manager competencies – ability, motivation and opportunity seeking – for knowledge transfer. Finally, the paper investigates how employee’s absorptive capacity moderates the effects of managers’ competencies on knowledge received by the employees and moderates the effects of knowledge received by the employees on travel agents’ performance
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Maimunah, Afifatul, and Handrio Adhi Pradana. "ANALISIS EFEK KONSEKUENSI PENILAIAN KINERJA PADA MOTIVASI DAN PRODUKTIVITAS KARYAWAN: STUDI PADA TRIBUNNEWS.COM-SOLO." Jurnal Fokus Manajemen Bisnis 11, no. 1 (April 17, 2021): 127. http://dx.doi.org/10.12928/fokus.v11i1.3892.
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Performance appraisal is acknowledged as one of the most important human resource practices. A performance appraisal system is a critically needed tool for effective human resource management if it is done systematically and effectively. This research examined whether performance appraisal influences employee motivation and employee productivity in Tribunnews.com-Solo. This research was conducted in Solo and the samples of this research were 50 employees of Tribunnews.com-Solo. This research was conducted in the quantitative method by using questionnaires for collecting the data. The data were analyzed with a linear regression test and normality test by using SPSS 25. The results of this research shows that performance appraisal has positive influences on the employee’s motivation and productivity.
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Sushchenko, Olena, and Dariya Basyuk. "Organization of Personnel Training in the HR-Management System at Machine-Building Enterprises." MATEC Web of Conferences 297 (2019): 07006. http://dx.doi.org/10.1051/matecconf/201929707006.
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HR management is one of the most important areas of a machine-building enterprise activity. The most important HR management functions are motivation, managing employee relations, training and development, managing employee’s quality. The personnel qualitative characteristics are reflected in the degree of professional and qualification suitability for work. Upgrading the skills of the enterprise’ personnel and their acquiring of new competencies should be based on lifelong learning system and continuous professional training. Personnel training are important part of the enterprise’s HR management system. It contributes to the development of organizational processes, the achievement of the enterprise’ goals and objectives. Personnel training aimed at their developing and motivating are a long-term investment in the enterprise employees.