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Relevant bibliographies by topics / Employee motivation

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Academic literature on the topic 'Employee motivation'

Author: Grafiati

Published: 4 June 2021

Last updated: 31 July 2024

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Journal articles on the topic "Employee motivation"

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Chintalapti, Neelima Rani. "Impact of employee motivation on work performance." ANUSANDHAN – NDIM's Journal of Business and Management Research 3, no. 2 (August 31, 2021): 24–33. http://dx.doi.org/10.56411/anusandhan.2021.v3i2.24-33.

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This paper endeavors to understand how an employee work performance could be influenced by the motivation ,as the employee work performance excel or fail depends upon the motivation .The research aims to define and understand the role of motivation on employees performance. To determine the motivation's root cause in employee's efficiency various theories of motivations are studied and their correlation with employee performance are detailed. The findings justified the influence on employees psychology and its high influence on employee work efficiency and effectiveness. The research will prove beneficial for researchers to understand the concept of motivation in organization behavior.

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Hieu, Dao Trong, and Nguyen Hoai Phuong. "Employee Motivation in Vietnamese State-Owned Commercial Banks." Business and Management Horizons 9, no. 2 (August 12, 2021): 1. http://dx.doi.org/10.5296/bmh.v9i2.18935.

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Understanding the important of employee motivation in enhancing human resource quality as well as organization effectiveness, Vietnamese State-Owned commercial banks (SOCB) have applied different employee motivational policies. However, these policies haven’t been highly effective and effeciency cause of lacking understanding about factors affecting employee motivation. This study aims to identify and measure factors influencing employee motivation in Vietnamese SOCB applied expectancy theory and suggest recommendations to enhance their employee motivation. Data were collected from sending questionnaires to 4 biggest Vietnamese SOCBs. Cronbach’s alpha, Exploratory Factor Analysis (EFA), Linear regression were employed for analyzing and processing data. The results show that Expectation (E); Intrinsic rewards (INI); the employee anticipated satisfaction with intrinsic rewards (VI) have positive impact on employee motivation in SOCB. Based on the findings, some recommendations are proposed for SOCBs to improve employee motivations.

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Hania, Rabia Nur, and Denny Bernardus. "MOTIVASI TERHADAP KINERJA KARYAWAN DENGAN DISIPLIN KERJA DAN EMPLOYEE ENGAGEMENT SEBAGAI VARIABEL MEDIASI DI BAGIAN KEUANGAN RS X." PERFORMA 4, no. 4 (February 19, 2021): 550–59. http://dx.doi.org/10.37715/jp.v4i4.1667.

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Human resources is a device that is used by every organization or company to achieve it’s goal. The success of an organization or company is the result of maximum performance of on employee in that company, the company will not run or succed if the employee cannot work well, therefore the development og good human resource must be created by a company. The purpose of this research is to evaluate the influence of motivation on employee performance, motivation on work discipline, motivation on employee engagement, work discipline on employee performance, employee engagement on employee performance, motivation on employee performance is mediated by work discipline, and motivation on employee performance is mediated by employee engagement. This research was conducted in the financial department of RS X with the total population and sample of 49 people. The method that is used in this research is quantitative by using primary and secondary data types. Data collection technique is by using questionnaire. Data analysis methods use SEM-PLS. Outcome of the research shows that motivational variable have positive, significant effect towards employees’ performance, work discipline and employee engagement. Work discipline variable mediated connect to employes’ performance. Work discipline variable mediates connection between motivational and employees’ performance, cause a positive and significant effect. Likewise with employee engagement variable mediate the relationship between motivation on employee performance and influence positive and significant. Keywords : Employee Engagement,Employee Performance,Motivation, Work Discipline

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Prajapat, Bhavesh. "Employee Motivation & The Impact of Employee Motivation Programs on Job Satisfaction." International Journal for Research in Applied Science and Engineering Technology 12, no. 5 (May 31, 2024): 5141–47. http://dx.doi.org/10.22214/ijraset.2024.62343.

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Abstract: Examining employee motivation and the effect of motivation programs on job satisfaction is the goal of the current study. The purpose of the study is to investigate how different motivational techniques affect worker morale, output, and general job satisfaction. Numerous efforts for work-life balance, professional growth, financial incentives, recognition programs, and encouragement are available. The findings show that these initiatives greatly improve employee work satisfaction. The research highlights the significance of customized incentive schemes in fostering job contentment and suggests optimal approaches for establishments aiming to enhance their incentive structure. The significance of matching employee requirements and preferences with motivating programs is also covered in the study. The study also identifies critical elements, such as corporate culture and managerial support, that enhance the efficacy of these programs

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Pârjoleanu, Raluca. "Work Motivation Efficiency in the Workplace." Postmodern Openings 11, no. 4 (2020): 293–309. http://dx.doi.org/10.18662/po/11.4/236.

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Employee motivation is very important for a successful organization, so any company should focus on motivating human resources if they want to stay competitive on the market and to avoid issues, such as employee retention problems that will adversely affect the business. Thus, effective motivational techniques should be implemented in any company that wants to be successful. Following the implementation of motivation methods adapted to the organization's environment and its type of employees, the satisfaction of workers will increase, and they will feel more motivated to perform at the highest standards. Studies have shown that motivating factors, such as success at work, recognition, diversification of responsibilities and career advancement, play an important role in motivating employees at work. It is important to strike a fragile balance between the level of challenges that the job brings and the resources made available to the employee. Packages that combine financial and non-monetary motivation, with coaching and mentoring activities, investing in employee development, as well as the flexibility of the work schedule, are major components of stimulating work motivation.

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Vukajlovic, Djurdjica, and Bojana Ostojic. "Employee motivation." Vojno delo 68, no. 6 (2016): 307–15. http://dx.doi.org/10.5937/vojdelo1606307v.

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LEE, Hyung-Woo. ""REVISITING CROWDING-OUT EFFECT OF PERFORMANCE MANAGEMENT: ITS IMPACT ON EXTRINSIC AND INTRINSIC MOTIVATION"." Transylvanian Review of Administrative Sciences 63 E (June 30, 2021): 90–109. http://dx.doi.org/10.24193/tras.63e.5.

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Scholars have believed that motivation crowding out will occur when performance-based personnel management is practiced in the public sector. However, drawing on a more sophisticated typology of human motivation, this study demonstrates that the provision of extrinsic rewards can motivate, rather than demotivate, public employees even if public employees have strong public service motivation. Analyzing the data from the Federal Employee Viewpoint Survey (USA), this study found that the practice of employee performance management increases work effort and job satisfaction, and that such effects were mediated mainly by the hybrid motivational mechanisms (i.e., via enhanced self-concepts and perceived fairness), rather than by increasing sheer extrinsic motivation. This implies that the practice of employee performance management can be effective in motivating public employees.

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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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Obilade, Sandra. "Redefining Loyalty: Motivational Strategies and Employee Loyalty in an Era of Downsizing." New England Journal of Entrepreneurship 1, no. 1 (March 1, 1998): 30–40. http://dx.doi.org/10.1108/neje-01-01-1998-b004.

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Retaining employee loyalty after restructuring is a problem for all types of businesses. The major issue concerns how management and employees can establish a new, mutually acceptable "psychological contract" which ensures employee loyalty but not lifelong employment. Eighteen small businesses in Fairfield County, Connecticut were surveyed to investigate loyalty and motivation after downsizing. A significant correlation was found between loyalty and motivation. Furthermore, several motivational techniques employed were inconsistent with employee needs. Suggestions are offered on how to retain employee loyalty.

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Suyono, Joko, and Sri Wiwoho Mudjanarko. "Motivation Engineering to Employee by Employees Abraham Maslow Theory." JETL (Journal Of Education, Teaching and Learning) 2, no. 1 (March 31, 2017): 86. http://dx.doi.org/10.26737/jetl.v2i1.141.

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Among many existing motivational theories, perhaps Maslow's Hierarchy of Needs Theories are widely known. This theory passes a message to us that once a person passes a certain level of need, he is no longer motivated by the level of motivation below. This provides an understanding that a manager or leader or motivator in the organization should know what is needed by subordinates. The need of a daily production worker with staff of managerial staff is different. To provide motivation that can improve performance to both, a motivator must provide different treatment according to their needs.

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Dissertations / Theses on the topic "Employee motivation"

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Гладченко, Оксана Робертівна, Оксана Робертовна Гладченко, Oksana Robertivna Hladchenko, and N. Vorova. "Employee motivation." Thesis, Видавництво СумДУ, 2010. http://essuir.sumdu.edu.ua/handle/123456789/17122.

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Mo, Kevin, and Davis Jawan Luangikone. "Employee Motivation in Remote Work : Intrinsic Motivation and Self-Efficacy’s Role in Employee Motivation for Remote Environments." Thesis, Linköpings universitet, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-176419.

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Information technology (IT) has enabled organizations to implement significant, beneficial traits of virtual organizations into their own structure such as the ability to work remotely. However, due to the COVID-19 pandemic, the business world was forced to shift towards a virtual environment where remote working has become the new norm. Thus, this study seeks to contribute to the understanding of motivation and self-efficacy for workers in this relatively new environment. This is guided by three main research questions: (1) What are the aspects of intrinsic motivations that employees feel affect employee motivation in a remote work environment?, (2) How do employees perceive incentives and other extrinsic motivators within the remote work environment?, and (3) In which possible ways does an employee believe self-efficacy has altered due to remote work? Self-determination theory (SDT) and self-efficacy were utilized as the main theoretical tools to examine the motivation of remote workers within the engineering industry along with inductive reasoning. Data for this qualitative study was gathered through the conduction of seven semi-structured interviews on two engineering companies, which are identified as Sim Co. and Mech Co. It was found that extrinsic motivators within the more autonomy supportive environment—that is remote work—will not be as influential and prominent from the individual’s perspective. Hence, supporting an individual’s perceived locus of causality (PLOC) and intrinsic motivators will be much more beneficial to motivate remote workers. It was also observed that project burnout and personal disinterest continues to conflict with remote workers as the separation between work and personal life may be an issue for the individual. Vicarious experience and physiological and emotional states were primarily affected for the interviewees during the transition to remote work. This led to a change in self-efficacy for the individual along with competence and autonomy. This research has concluded: (1) remote employee motivation is influenced more by intrinsic motivations rather than extrinsic motivations similar to the in-office environment, and (2) self-efficacy judgment was affected in two components by remote work一vicarious experience and physiological and emotional states.

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Marquis, Geraldine L. "Development of handbook addressing self-efficacy and intrinsic motivation in the corporate training setting." [Denver, Colo.] : Regis University, 2005. http://165.236.235.140/lib/GMarquis2005.pdf.

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Elding, Darren James. "Modelling employee motivation and performance." Thesis, University of Birmingham, 2005. http://etheses.bham.ac.uk//id/eprint/11/.

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This research reviewed the history of motivation and performance modelling, with particular regards to the performance of employees in a work environment. The evolution of motivational theories was discussed before the motivational models arising from these theories were examined and critiqued. The wide range of, often conflicting, studies and theories in this area has led to a situation where no single model has been able to capture all the complexities of the internal and external influences on human motivation and performance. Models have broadly fallen into one of two categories: cognitive, focusing on the individual’s thought processes and social-cognitive, focusing on the influences from social and contextual variables. Bong [1996] suggested that a broader model of motivation may be developed by adopting either an integrative approach, whereby a general model is built that incorporates the wide range of potential motivational variables, or by building several models that focus on each dimension separately. Needs based and process based motivational theories, which will provide the foundation of any model of motivation, were reviewed in Chapter Three. Chapter Four then introduced the two existing models of motivation models that are the main focus of this study, Hackman and Oldham’s Job Characteristics model and Porter and Lawler’s Expectancy model. Each model was reviewed and critiqued before being amended and expanded to more fully explain the social and cognitive motivational processes and satisfy the criticisms identified. Although there are no obvious areas of overlap between the largely social-cognitive Job Characteristics model and the largely cognitive Expectancy model, Chapter Five explains that by changing the terms used to describe the variables in each model the similarities between them may be identified. Identifying the areas of overlap allows the two models to be integrated into one. This new model of motivation expands upon the original models in that it combines both the social-cognitive and cognitive approaches and also incorporates more of the motivational theories discussed in Chapter Three than either of the two original models. The new model of motivation was tested via a data survey in four organisations. In each case, the level of correlation between the levels of the recorded variables, such as satisfaction and motivation, and those predicted by the model were generally high. The results of the data survey and the performance of the model were discussed in Chapter Six. One of the main aims of this thesis was to produce a model of motivation that was of practical use to the management of an organisation. Such a model should go beyond the existing theoretical models and allow those responsible for motivating a workforce to experiment with alternative job design strategies and evaluate their likely effects upon motivation and performance. Chapter Seven describes the spreadsheet-based model that was built in this study.

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McRee, Caroline Kimrey. "Managerial Perceptions of Employee Motivation." Thesis, Pepperdine University, 2018. http://pqdtopen.proquest.com/#viewpdf?dispub=10840301.

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This qualitative research study examined managerial perceptions of employee motivation. A widely studied yet complex topic, motivation continues to allude managers, leading to managerial assumptions about what is motivating to employees. The purpose of this study was to explore employee motivation through the co-participation of managers and subordinates in a job crafting intervention. A 1-hour version of the Job Crafting Exercise was conducted for eight managers and eight subordinates for a total of 16 research participants. Three weeks following the job crafting intervention, an open-ended survey was distributed separately to managers and subordinates. Findings indicated changes in the task, relational, and cognitive boundaries of subordinate?s jobs, and an increase in motivation as a result of co-participation in a job crafting intervention. Managers also gained greater insight about subordinates through participating in the Job Crafting Exercise and made actionable next steps with employees at the conclusion of the intervention.

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Addair, Angela Michelle. "Retail Employee Motivation and Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7453.

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Retail industry leaders seek effective strategies to improve employee motivation to increase levels of workforce productivity. The purpose of this single case study was to explore the strategies successful retail industry leaders used to motivate their employees to achieve higher levels of workforce productivity. The conceptual framework for the study was Vroom's expectancy theory of motivation. The research participants consisted of 2 retail store managers from the same retail store located in southeastern mid-Atlantic region of the United States who successfully motivated their employees. Data collection consisted of semistructured interviews, direct observation, and review of company documents. Data analysis included theme interpretation and data grouping, as well as transcript reviews, and verified the emerging themes from the interview data. The 3 main themes developed from data analysis were workplace motivation, leading by example, and performance. Retail industry leaders might use the findings of this study to provide managers with strategies to motivate their staff. The implication of this study for social change is that retail leaders might apply strategies that engage employees in their jobs while maximizing the sustainability of the organization.

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Midbeck, Susanne, and Zebastian Nylund. "Motivating non-core employees : What affects motivation for employees working in a non-core unit?" Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-72849.

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

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

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

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Schalow, Dawn L. "Evaluating new employee orientation utilizing employee-valued criterion." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007schalowd.pdf.

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Books on the topic "Employee motivation"

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

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

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

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

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Carlisle, Kenneth Eugene. Practical motivation handbook. New York: J. Wiley, 1986.

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Dale, Timpe A., ed. Motivation of personnel. Aldershot: Gower, 1986.

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Dale, Timpe A., ed. Motivation of personnel. New York, N.Y: Facts on File, Publications, 1986.

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

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Aldag, Ramon J. Leadership & vision: 25 keys to motivation. New York: Lebhar-Friedman Books, 2000.

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Mannering, Dennis E. Attitudes are contagious: Are yours worth catching? Green Bay, WI: Options Unlimited, 1999.

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Book chapters on the topic "Employee motivation"

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

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

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Chen, Chung-An. "Employee Work Motivation." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 3893–901. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-66252-3_2560.

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

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Coyne, Iain, and Fiona Gavin. "Employee relations and motivation." In Work and Occupational Psychology: Integrating Theory and Practice, 90–140. 1 Oliver's Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2013. http://dx.doi.org/10.4135/9781529681444.n4.

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

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Kinley, Nik, and Shlomo Ben-Hur. "Intrinsic Motivation: The Science of Commitment." In Changing Employee Behavior, 35–58. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137449566_3.

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Kinley, Nik, and Shlomo Ben-Hur. "Extrinsic Motivation: Using Reward and Punishment." In Changing Employee Behavior, 59–81. London: Palgrave Macmillan UK, 2015. http://dx.doi.org/10.1057/9781137449566_4.

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Kinley, Nik, and Shlomo Ben-Hur. "Intrinsic Motivation: The Science of Commitment." In Changing Employee Behavior, 35–58. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-29340-5_3.

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Kinley, Nik, and Shlomo Ben-Hur. "Extrinsic Motivation: Using Reward and Punishment." In Changing Employee Behavior, 59–84. Cham: Springer Nature Switzerland, 2023. http://dx.doi.org/10.1007/978-3-031-29340-5_4.

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Conference papers on the topic "Employee motivation"

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Baieșu, Marina, and Angela Boguș. "Effective Employee Motivation Strategies." In 27th International Scientific Conference “Competitiveness and Innovation in the Knowledge Economy”. Academy of Economic Studies of Moldova, 2024. http://dx.doi.org/10.53486/cike2023.35.

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In a constantly changing business world, motivating employees within a company and attracting new human resources become strategic priorities for companies. In order to achieve these objectives, it is crucial to implement effective motivational strategies, which lead to the retention of employees and the attraction of new valuable candidates. An effective motivational strategy not only attracts valuable candidates, but also determines the existing employees to make their maximum contribution to the success of the organization. Managers are increasingly concerned with assuming an important responsibility, namely that of motivating their employees to achieve performance. More and more companies realize the need to awaken the interest of employees to participate to a large extent in the company's success. Companies that maintain a focus on employee motivation will always have an advantage because a motivated employee is a productive employee. This will positively influence the results of the companies. That is why the motivational process is an important one, and managers should juggle motivational strategies to drive performance and help the company thrive. In this article, we will explore various forms of motivation, the causes for lack of motivation and what are the benefits that motivational strategies bring. Therefore, investing in effective strategies regarding the motivation of staff and candidates not only increases the attractiveness of the company on the labor market, but also strengthens the solid basis for the long-term success of the organization.

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Emmanuel, J. I. "Employee Motivation in the Workplace." In Abu Dhabi International Petroleum Exhibition & Conference. Society of Petroleum Engineers, 2020. http://dx.doi.org/10.2118/203054-ms.

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Wulansari, Puspita, and Anggita Ulfazia Rahmi. "The Effect of Employee Competence and Motivation on Employee Performance." In Proceedings of the 1st International Conference on Economics, Business, Entrepreneurship, and Finance (ICEBEF 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icebef-18.2019.146.

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Constantinescu, Alina. "Aspects of motivational management with implications for employee performance." In The 8th International Conference "Management Strategies and Policies in the Contemporary Economy". Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2023.26.

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The instability of the current economic and socio-political conditions implies the need for adaptation, or permanent revision of the methods and procedures applied by the motivational management at the level of each organization, the economic entities being in the situation of finding new ways of employees' motivation, resources that support and maintain the flexibility and continuous accommodation characters, to inherent changes. Based on the results recently obtained following an empirical research on employees from a certain region of Romania, the purpose of this work is to emphasize certain aspects that can be taken into account by practicing managers, in establishing the motivating factors that lead to the achievement of organizational performance objectives by increasing the individual and group workplace performances of the employed personnel. Also, our analysis takes into account the catalyst effects that characteristics such as the type of organization based on self-esteem or the personality type of the individual, have on the motivation process, the working hypotheses investigating these features as well.

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Putri, Salsabila Maharani Surya. "The Relationship Between Employee Motivation And Employee Performance in BPR TASPEN." In International Conference on Management, Education and Social Science (MESS). RSF Press & RESEARCH SYNERGY FOUNDATION, 2020. http://dx.doi.org/10.31098/mess.v1i1.10.

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Gąsior, Marcin, Łukasz Skowron, and Monika Sak-Skowron. "Multidimensional structure of employee motivation - Clustering approach." In INTERNATIONAL CONFERENCE ON QUANTITATIVE SCIENCES AND ITS APPLICATIONS (ICOQSIA 2014): Proceedings of the 3rd International Conference on Quantitative Sciences and Its Applications. AIP Publishing LLC, 2014. http://dx.doi.org/10.1063/1.4903666.

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Kalmykova, M. A., and I. P. Solovyova. "MOTIVATION OF EMPLOYEE AT AN INDUSTRIAL ENTERPRISE." In Modern Technologies in Science and Education MTSE-2020. Ryazan State Radio Engineering University, 2020. http://dx.doi.org/10.21667/978-5-6044782-5-7-199-202.

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

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The majority of organizations are competing to survive in volatile and fierce market environment, especially these days when the Covid 19 has collapsed most businesses. The essential tools for organizational success in the long run are motivation and job satisfaction on employee performance. There is a strong positive relationship between motivation, job satisfaction and organizational effectiveness. One of the main aspects of management is the measurement of employee satisfaction. The role of the manager is to continuously work towards aligning the aspirations of the employee with the goals of the organizations. The aim of this paper is to analyze the drivers of motivation and job satisfaction towards higher level of employee performance. The objective of the present paper is to focus on the relationship between motivation and job satisfaction and its overall impact on employee’s performance. The theoretical framework of this research includes the concepts of motivation, job satisfaction, and employee’s performance. The empirical component of this research and questionnaire were modeled accordingly. Furthermore, the questionnaire included parts where the questions regarding employee expectations, work environment and job organization were asked, while the analysis of the results of the survey was carried out with the SPSS statistical package. The study examines the value and impact of motivation and job satisfaction on employee performance. A sample of 460 employees from public and private sector was surveyed and empirical analysis showed that motivation and job satisfaction directly impact employee performance.

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Liu Jin. "Notice of Retraction: Application of the employee profit models in employee motivation." In Business Management and Electronic Information. 2011 International Conference on Business Management and Electronic Information (BMEI 2011). IEEE, 2011. http://dx.doi.org/10.1109/icbmei.2011.5918014.

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Popova, Yu, A. Balayanc, and A. Vozdinova. "MOTIVATION OF STAFF IN AN EDUCATIONAL ORGANIZATION." In Manager of the Year. FSBE Institution of Higher Education Voronezh State University of Forestry and Technologies named after G.F. Morozov, 2022. http://dx.doi.org/10.34220/my2021_230-233.

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The article presents modern methods and methods of motivating the staff of an educational institution. The concepts of “motivation” and “stimulation” are considered. Measures to encourage employees of the educational institution are proposed. The article presents an individual approach to motivating and stimulating the work of a teacher to reveal the internal potential of the employee and his maximum return.

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Reports on the topic "Employee motivation"

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

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Saxby, Peter. Non-financial incentives and their application to enhance motivation and productivity in mining industry employees. Edited by Ernesto Bonafé. University of Dundee, 2024. http://dx.doi.org/10.20933/100001307.

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The mining industry is experiencing challenges in attracting and retaining sufficient skilled employees to meet strategic aims and production objectives, despite offering relatively high financial incentives. Human resources management theory indicates that many factors contribute to employee motivation and job satisfaction, and that these in turn influence performance and employee turnover. Although financial rewards are recognised as major motivating factors in mining employee job satisfaction, non-financial motivators are also desired. This paper examines the use of non-financial incentives to improve performance and productivity in mine operational employees and identifies incentives that could achieve these goals. With few studies focusing on non-financial methods of improving personnel performance in mining, studies from other industries are considered and applied to the mining industry. The paper finds non-financial incentives are likely to increase the motivation of employees in the mining industry, and that incentives which improve the employee’s workplace experience are particularly desired.

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Keefer, Philip, and Razvan Vlaicu. Research Insights: Are Public Sector Performance Constraints Mitigated by Workplace Trust? Inter-American Development Bank, February 2023. http://dx.doi.org/10.18235/0004793.

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Self-collected data on public sector employees from eighteen Latin American countries reveal that employees trust in each other affects individual constraints, organizational constraints, and mission motivation. High-trust employees are i) more willing to collaborate and share information and are more supportive of innovation; ii) are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages; and iii) have stronger mission motivation. A survey experiment on social distancing policies suggests that trust enhances mission motivation: employee preferences align better with the implied government policy when their trust in the public sector is higher.

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Vlaicu, Razvan, and Philip Keefer. Employee Trust and Performance Constraints in Public Sector Organizations. Inter-American Development Bank, September 2022. http://dx.doi.org/10.18235/0004456.

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Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.

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Keefer, Philip, and Razvan Vlaicu. Employee Trust and Performance Constraints in Public Sector Organizations. Inter-American Development Bank, December 2022. http://dx.doi.org/10.18235/0004596.

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Theory suggests that employee trust is key to productivity in organizations, but empirical evidence documenting links between trust and constraints on performance is scarce. This paper analyzes self-collected data on public sector employees from eighteen Latin American countries and finds that individual-level trust is relevant to three types of performance factors. First, high-trust employees are more willing to collaborate and share information with coworkers and are more supportive of technological innovation. Second, high-trust respondents have different perceptions of organizational constraints: they are less concerned with low staff quality or lack of discretion to innovate, and more concerned with staff shortages. Third, trust in coworkers is associated with stronger mission motivation. Instrumental variable strategies based on the transmission of trust through social and professional channels account for potential sources of endogeneity. A survey experiment on preferences for social distancing policies provides further evidence that trust enhances mission motivation: employee policy preferences align better with the implied government policy when their trust in the public sector is higher.

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Honig, Dan. Managing for Motivation as Public Performance Improvement Strategy in Education & Far Beyond. Research on Improving Systems of Education (RISE), August 2022. http://dx.doi.org/10.35489/bsg-rise-misc_2022/04.

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People management has an important role to play in improving public agency performance. This paper argues that a ‘Route Y’ managerial approach focused on supporting the empowered exercise of employee judgment will in many circumstances prove superior to conventionalreform approaches steeped in ‘Route X’ monitoring and incentives. Returns to Route Y are greater when employees are or can become more “mission motivated” – that is, aligned with the goals of the agency in the absence of monitoring and extrinsic incentives. Returns to Route Y are also greater when monitoring is incomplete or otherwise likely to unproductively distort effort, thus lowering the returns to using performance-linked rewards and penalties. I argue that education systems are one (but far from the only) setting where Route Y is a lever worth focusing on in efforts to improve public performance in the developed and developing world alike.

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Alonso, Pablo, and Agustina Schijman. IDB-9: Human Resources Processes. Inter-American Development Bank, March 2013. http://dx.doi.org/10.18235/0010522.

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This evaluation assesses the implementation of Inter-American Development Bank (IDB, or Bank) commitments related to the human resources (HR) policies set out in the 2007 realignment and IDB-9. Under these commitments, the Bank is required to continue improving its organizational efficiency and capacity, building on the organizational model set forth in the 2007 realignment. This report is a preliminary review of the topic; next year's evaluation of the realignment by the Office of Evaluation and Oversight will explore issues of efficiency and efficacy in greater depth. The evaluation finds that the IDB-9 results framework is insufficient to allow a full assessment of the "full and effective implementation" of the HR mandates. Nonetheless, it finds progress in the implementation of some of the commitments, such as the strengthening of capacity in country offices, the implementation of a results-based performance framework, the promotion of gender diversity, the improvement of talent management, and the reform of the process for contracting consultants. It is too soon to judge whether these reforms are yielding the expected results in terms of cost-effectiveness, client satisfaction, reduced time in project preparation and execution, improved project quality and evaluability, increased country knowledge and project origination, better technical dialogue with clients, increased employee motivation and performance, and better talent management.

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

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Leal Calderon, Zulima, and Nelson Chacón. Self-employment in the Andean Countries: Motivations and the Link to Productivity. Inter-American Development Bank, October 2017. http://dx.doi.org/10.18235/0009370.

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We look at the possible channels in which self-employment can harm productivity outcomes in the Andean region and the motivations that incentive workers to opt for self-employment. We estimate quantile regressions with the purpose of identifying whether there is a monetary income premium for those at self-employment compared to wage earners at various levels of income. We find that there is a negative income premium for self-employed workers at the bottom 25% of the income distribution in the Andean countries, except for Venezuela, where although there is a positive income premium, the magnitude is very small to generate enough incentive to prefer self-employment. Our estimations also indicate that self-employed workers at the top 25% of the income distribution have larger positive income premiums. The evidence suggests two types of self-employed workers, one composed of higher income earners, and the other one by most workers, that given the absence of formal job opportunities choose self-employment, but would be better off in terms of income as dependent workers.

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Bhan, Gautam, Divya Ravindranath, Rashee Mehra, Divij Sinha, Amruth Kiran, and Teja Malladi. Deficits in decent work : employer perspectives and practices on the quality of employment in domestic work in urban India. ILO, 2022. http://dx.doi.org/10.54394/alhg1042.

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This study report contributes towards understanding employers’ perspectives on existing working conditions and practices relating to recruitment, income security, employment security and social security available to domestic workers. To do so, this report draws upon data from 3,067 households in two large metropolitan Indian cities– Bengaluru and Chennai – with variations across socio-economic status, caste, religion, neighborhood type and across households with and without women working for wages. This report is the second of a three-part series, with the first report looking at the total number of paid and unpaid hours it takes to reproduce a household in urban India, and the third assessing employer motivations, beliefs and perspectives about domestic work and workers.

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