Relevant bibliographies by topics / Employee motivation – Research

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  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers

Academic literature on the topic 'Employee motivation – Research'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Employee motivation – Research"

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Dwibedi, Lalan. "Employee Motivation in Private Schools of Birgunj Metropolitan City." Dristikon: A Multidisciplinary Journal 10, no. 1 (December 31, 2020): 157–68. http://dx.doi.org/10.3126/dristikon.v10i1.34553.

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The paper aims to find out which motivational factors can effectively increase employee motivation, to know whether the delivered incentives are sufficient or not and also to know effect of incentives in their performance. Motivation and its influence on organizational performance has always remained highly researched area and have gone through many discussions and repetitions. In this research both exploratory and descriptive research design used to explore employee motivation issues in schools of Birgunj Metropolitan city. Data was collected through Questionnaire and content analysis. It is revealed that motivating factors and motivational packages has positive impact on employee motivation in private schools. The responses of this paper were analyzed and found that monetary and non-monetary both incentives are active tools to motivate workforce. Good salary and allowances have been used as monetary motivators, while, good working environment, freedom to work and recognition as non-monetary motivator. This study has recommended that promotion system of the career development is desired to satisfy and motivate the employee. Moreover, the work appreciation should craft the feeling that they are value for the organization.
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Jensen, Joshua D. "Employee Motivation: A Leadership Imperative." International Journal of Business Administration 9, no. 2 (February 8, 2018): 93. http://dx.doi.org/10.5430/ijba.v9n2p93.

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Employee motivation is a topic that has been studied for nearly a century. Beginning with the Hawthorne Studies in the 1920s and continuing to the current day, researchers have explored the elusive phenomenon of employee motivation. Furthermore, researchers have attempted to understand how leaders can effectively lead their employees in a way that motivates them to reach their full potential. While employee motivation has been, and continues to be, the focus of much research among the social and behavioral sciences on an international scale, leaders today are in need of practical tools that can help them motivate employees more effectively. This paper provides a survey of some of the key research on employee motivation and highlights the important role that leaders play in motivating their employees to achieve high performance. Also included are some practical tools that leaders can implement to increase employee motivation.
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Hitka, Miloš, Silvia Lorincová, Miloš Gejdoš, Kristina Klarić, and Dagmar Weberová. "Management approach to motivation of white-collar employees in forest enterprises." BioResources 14, no. 3 (May 29, 2019): 5488–505. http://dx.doi.org/10.15376/biores.14.3.5488-5505.

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Employee motivation is a prerequisite for the effective development of the potential of human resources. Therefore, motivation processes are important. The aim of the paper was to define the motivational priorities of white-collar employees in forest enterprises. Following the research results, cluster analysis statistical methods were used to define employee groups with similar motivations. The research was carried out in 11 forest enterprises with 195 total respondents. The results indicated that it is possible to create a unified motivation program with selected motivation factors for white-collar employees in forest enterprises. Defined groups had similar levels of motivation in individual motivation factors. Three significant motivation factors were determined: basic salary, working environment, and fair appraisal system. These motivation factors can be systematically implemented as a tool to improve the level of motivation of individual groups. It is important to consider that conditions and work environments change over time, so an effective motivation program must be updated regularly in order to produce sustained benefits.
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Hidayati, Siti Noor, and Antonius Ermiyanto. "Analisis Faktor Motivasi Intrinsik dan Motivasi Ekstrinsik Pengaruhnya terhadap Kinerja Karyawan dengan Kepuasan Kerja sebagai Mediasi." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 7, no. 1 (December 31, 2017): 18. http://dx.doi.org/10.30588/jmp.v7i1.320.

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<p><span class="fontstyle0">Intrinsic motivation is an employee motivating factor for achievement that comes from within the person, while extrinsic motivation is sourced from outside the person. This research has been conducted to survey on 140 employees of PT Taman Wisata Candi Prambanan consisting of 65 permanent employees and 75 contract employees. The results of this research can be concluded that intrinsic and extrinsic motivation have significant </span>effects to employee performance indirectly with job satisfactions mediation. The influence of extrinsic motivation on job satisfaction and subsequently to employee performance is more dominant than intrinsic motivation. The level of intrinsic motivation, extrinsic motivation, job satisfaction, and employee performance of permanent employees, higher than contract employees, and the difference of them is significant.</p>
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Conrad, David, Amit Ghosh, and Marc Isaacson. "Employee motivation factors." International Journal of Public Leadership 11, no. 2 (May 11, 2015): 92–106. http://dx.doi.org/10.1108/ijpl-01-2015-0005.

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Purpose – Motivation is a widely explored topic and numerous studies have been done to determine motivation importance and implementation. However, no studies have been identified that investigate what motivators are most important to physicians and if physician leaders agree with the importance physicians place on specific motivational aspects. The purpose of this paper is to investigate this missed management learning opportunity. Design/methodology/approach – A fully inclusive sampling of all (n=2,547) public-practice physicians and physician leaders (clinic and hospital employed, non-private practice) in Minneapolis and St. Paul Minnesota was conducted in the summer and fall of 2013. The surveys were sent in a link via a web survey software program by the study researchers. The surveys were anonymous and minimally intrusive, asking only for perspectives regarding the most important motivational elements by physicians and physician leaders. Findings – Generally, the responses were surprisingly similar between physicians and physician leaders. The two statistically different motivators – interesting work and job security – were ranked as more important by physicians than the physician leaders. This suggests that leaders should be more attentive to ensuring variety, challenge, and engagement is an active part of the physicians’ work. This also suggests that managers should emphasize and reinforce the fact that – if it is the case – jobs are secure and that staffing stability is a key goal for management. As Kovach (1987) suggests, as employees’ income increases, money becomes less of a motivator and as employees get older, interesting work becomes more of a motivator. Research limitations/implications – Conclusions and generalizations can be made about the population sampled. Practical implications – The two statistically different motivators – interesting work and job security – were ranked as more important by physicians than the physician leaders. This suggests that leaders should be more attentive to ensuring variety, challenge, and engagement is an active part of the physicians’ work. This also suggests that managers should emphasize and reinforce the fact that – if it is the case – jobs are secure and that staffing stability is a key goal for management. Social implications – As this study reveals, physicians have clear preferences when it comes to workplace motivation. It is not unreasonable then to determine that the more satisfied the employee, the better he or she will perform. Accordingly, the environment that managers create for their employees must be one that is constructive to positive energy. If employees feel happy when they are working, then they will be naturally encouraged to work, thus producing improved quality healthcare for patients. Originality/value – What are the most important motivators for physicians and do physician leaders understand what motivators are to enhance physician productivity, well-being, and morale? Answers to this question may be beneficial to designing leadership education that enhances the understanding of the impact effectively identified and effectively applied motivation techniques may have on employee behavior and attitudes. Insights will also benefit the design of motivational structures and methods in the healthcare workplace.
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Perić, Goran, Marko Gašić, and Vladan Ivanović. "RESEARCH OF EMPLOYEE MOTIVATION IN THE SPA TOURIST CENTERS IN SERBIA." ЗБОРНИК РАДОВА ЕКОНОМСКОГ ФАКУЛТЕТА У ИСТОЧНОМ САРАЈЕВУ 1, no. 10 (December 7, 2015): 65. http://dx.doi.org/10.7251/zrefis1510065p.

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The success of business companies whose business is tourism largely depends on the human resources or employees. It is therefore essential that employees in spa tourism (hotels, wellness and spa centers, rehabilitation centers) are motivated and thus be able to provide high quality service and achieve the required level of customer satisfaction services. The paper presents new findings in motivating employees, which may be used by other companies to motivate their employees and achieve commitment, productivity and retention of quality staff. The aim of this research is to determine on which motivational indicator employees in spa centers are the most and the least consistent as well as the relation between characteristics of the subjects on the highest and lowest consent. By applying the method of field research, a research has been carried out in spa tourist centers in Serbia in the period from September 2013 until mid-April 2014, on a sample of 202 respondents in various organizations. Based on collected data, we analyzed and presented results. The results show that the motivation of the employees is not satisfactory and that the financial factor is the key in motivating employees, because of the low standard of living. The influence of examinees characteristics on observed indicators of motivation was also noticed. Limitations of the research cannot be ignored, however, results may be important for understanding the contribution of employee motivation in the business, both for scientific and expert public, and for organizations whose main activity is spa tourism.
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Wulansari, Indah, Humaira Uswatun Hasanah, Jacqueline Lewaney, and Tiarapuspa Tiarapuspa. "Development Review of Research about Motivation on Employee Performance Topics over The Past Ten Years in Online Journals." Metafora: Education, Social Sciences and Humanities Journal 4, no. 2 (March 20, 2021): 96. http://dx.doi.org/10.26740/metafora.v4n2.p96-103.

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In an organization, motivation is the very important thing that it cannot be separated from employee performance. To get good performance, it is necessary to improve employee work motivation. Most employees need motivation to feel good about their jobs and perform optimally. Some employees are financially motivated while others find recognition and rewards personally motivating. A good leader will certainly create a comfortable environment and motivate employees with the aim that the enthusiasm for work and providing maximum performance. Work motivation is an important factor for obtaining good performance. This study aims to be a reference for researchers who plan to make research with the theme of motivation on employee performance so that researchers have a plan about what cases have been studied by previous researchers and then provide ideas for further development. The data in this study were taken from 30 articles over the past 10 years with the theme of motivation on employee performance and published in the Trijurnal Online Research Institute of Trisakti University and Emerald Insight Journals.
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ELLIS, JASON D., SUSAN W. ARENDT, CATHERINE H. STROHBEHN, JANELL MEYER, and PAOLA PAEZ. "Varying Influences of Motivation Factors on Employees' Likelihood To Perform Safe Food Handling Practices Because of Demographic Differences." Journal of Food Protection 73, no. 11 (November 1, 2010): 2065–71. http://dx.doi.org/10.4315/0362-028x-73.11.2065.

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Food safety training has been the primary avenue for ensuring food workers are performing proper food handling practices and thus, serving safe food. Yet, knowledge of safe food handling practices does not necessarily result in actual performance of these practices. This research identified participating food service employees' level of agreement with four factors of motivation (internal motivations, communication, reward-punishment, and resources) and determined if respondents with different demographic characteristics reported different motivating factors. Data were collected from 311 food service employees who did not have any supervisory responsibilities. Intrinsic motivation agreement scores were consistently the highest of all four motivational factors evaluated and did not differ across any of the demographic characteristics considered. In contrast, motivation agreement scores for communication, reward-punishment, and resources did differ based on respondents' gender, age, place of employment, job status, food service experience, completion of food handler course, or possession of a food safety certification. In general, respondents agreed that these motivation factors influenced their likelihood to perform various safe food handling procedures. This research begins to illustrate how employees' demographic characteristics influence their responses to various motivators, helping to clarify the complex situation of ensuring safe food in retail establishments. Future research into why employee willingness to perform varies more for extrinsic motivation than for intrinsic motivation could assist food service managers in structuring employee development programs and the work environment, in a manner that aids in improving external motivation (communication, reward-punishment, and resources) and capitalizing on internal motivation.
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Rusli, Aldi Khairy. "The Effect of Work Motivation Toward Employee Performance at PT. Permodalan Nasional Madani (Persero) Jakarta." Jurnal Ilmu Sosial Politik dan Humaniora 3, no. 1 (March 26, 2020): 1–12. http://dx.doi.org/10.36624/jisora.v3i1.55.

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Work motivation can be seen from the data and employee attendance employee delays the data in the company, judging by the attendance of data and delays the data of employees of PT. Permodalan Nasional Madani (Persero). From the Data Obtained can be said that the attendance and delay of employees of PT. Permodalan Nasional Madani (Persero) is fairlygood in every month. As for measuring the performance of employees in this research, they have a Key Performance Indicator and, preliminary questionnaire. This research aims to know the condition of intrinsic motivation and extrinsic motivation PT. Permodalan Nasional Madani (Persero) Jakarta as well as influence the intrinsic motivation and extrinsic motivation to the employee performance. The approach to this research is quantitative with the type of descriptive research using IBM SPSS 20. While the method of analysis used is multiple linear regression. Method of collecting the data through the dissemination of questionnaires using sample 272 employees. The sampling method uses probability sampling technique while sampling technique uses simple random sampling. The results of the study proved that the motivation of intrinsic partially work has a significant influence on employee performance, while the extrinsic motivation of work has no significant influence on the employee's performance. Also the results proved that the motivation of intrinsic work and motivation of extrinsic work have a simultaneous influence on the employee's performance. It is hoped that Researchers can then use other variables such as organizational culture, job satisfaction, and employee commitment. To know other aspects not addressed in this research and can also use other research methods such as path analysis and SEM analysis. Advice for companies to provide creativity training that aims to provide opportunities for its employees to bring out the idea of ​​the free as rational as possible. Keywords: Work motivation, intrinsic motivation, extrinsic motivation, employee performance.
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Mukhambetov, T. I. "Distant motivation against short motivation." BULLETIN OF THE KARAGANDA UNIVERSITY. ECONOMY SERIES 101, no. 1 (April 30, 2021): 83–91. http://dx.doi.org/10.31489/2021ec1/83-91.

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Object: This article examines the issues of comparative analysis of short, that is, near and long perspectives from the point of view of their impact on employee motivation. Another goal of the article is to develop practical recommendations for the development of Far Distant (Long-term) Motivation in the wage system. Methods: This study uses quantitative research methods and a trending data collection method. The data were collected through a survey using the same questionnaire in 1994 and in 2010, which made it possible to identify the dynamics of changes in employee motivation. The sample size was 250 respondents. Findings: The results show that long-term perspectives at work play a huge role for workers. Second, Far Distant Motivation is unfortunately underestimated by employers, as a result of which the potential for increasing employee productivity is not fully exploited. Conclusions: Research shows that Far Distant Motivation should become an essential element of the motivation system in a company focused on competitiveness. Its presence will increase the competitiveness of the company, the productivity of employees and achieve the integration of personnel into the strategic goals of the company. The widespread practice of Short-Term Motivation based on assessment and remuneration based on short-term results for certain categories of workers has significantly less motivational power than Far Distant Motivation based on assessment of merit and long-term performance results. Therefore, modern companies must build a combination of Short and Far Distant Motivation.
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Dissertations / Theses on the topic "Employee motivation – Research"

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Busch, Andrew. "A critical analysis of research related to workplace retention, satisfaction and motivation of the millennial generation." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005buscha.pdf.

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Wilson, June Hartnett. "The effect of interactive review on motivation and job performance in survey research workers /." Digital version accessible at:, 1999. http://wwwlib.umi.com/cr/utexas/main.

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Tseana, Tloutsana. "Critical success factors of effective performance appraisal and the latter's effect on employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/21395.

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The objective of this study was to investigate what the critical elements were for an employee performance appraisal system (EPA) to be effective and successful and whether the latter would enhance employee engagement. The study hypothesised that three elements, namely the level of trust in the appraiser, communication by the appraiser and the level of training of the appraiser would be critical to achieve an effective EPA. Effective performance appraisal is known to benefit organisations by helping them measure performance, motivate employees and most commonly help to make HR related administrative decisions, such as promotions and rewards. The study was conducted in a national public entity, which is constituted and mandated in terms of the PPEC Act, No 9 of 1983, to perform cold chain services and also under the APS Act, No.119 of 1990. The organisation studied also delivers inspection and food safety services for perishable products as mandated by the Department of Agriculture, Forestry and Fisheries. The research adopts a survey approach where self-administered questionnaires were used to gather data from the employees to measure their opinions of the measured elements of the employee performance appraisal (EPA). The surveys were issued to a total of 150 employees within the organisation and a total of 82 usable surveys were returned. The findings of the study revealed that the employees were generally satisfied with the level of competency, training of, and trust in, the appraiser, but there was still work to be done in improving the system and making it more successful and rewarding. Communication by the appraiser was found to be not significantly related to the effectiveness of the current performance appraisal system.
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Hills, Kenyatta Natasha. "Communication Strategies to Generate Employee Job Satisfaction." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1602.

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Managers spend 75% of their time actively communicating with employees. Effective leadership communication is fundamental to employee job satisfaction. The purpose of this phenomenological study was to explore how communication strategies that government agency leaders use may motivate greater employee job satisfaction. Twenty employees of a government office in Florida were the general population sample. The motivational language theory helped explore the nature of job satisfaction by focusing on leadership and employee communication strategies. Leadership communication influences employee motivation through incorporating 3 categories of utterances: empathetic (illocutionary) language, direction-giving (perlocutionary) language, and meaning-making (locutionary) language. The Van Manen selective approach helped code and the Stevick-Colaizzi-Keen method helped analyze the participants' transcribed face-to-face interviews. Member checks and data saturation ensured the findings trustworthiness. The findings developed from coding and analyzing data led to the discovery of 4 themes: empathetic language, direction-giving language, meaning-making language, and job satisfaction. The 2 most important themes, direction-giving language and meaning-making language, help motivate job satisfaction by explaining how leadership advice, clear instructions, and leadership stories pertaining to primary events from the agency's past provide direction and a feeling of job satisfaction. Social implications of this study include creating and improving organizational communication best practices and guidelines to help leaders communicate information effectively and to motivate regional governmental organization employee job satisfaction.
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Burns, Tessa. "An examination of goal-setting theory research and performance." Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007burnst.pdf.

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Žáčková, Nikola. "Analýza spokojenosti zaměstnanců ve vybrané firmě a návrhy na její zlepšení." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2017. http://www.nusl.cz/ntk/nusl-319220.

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The thesis is concerned with the analysis of satisfaction of employees in the company AG Transport, s.r.o. The theoretical part is devoted to introducing the issues of satisfaction of staff. The analytical part is then focused on the description of the company. The analysis itself will be conducted through a questionnaire. Based on the results of this survey, suggestions on improving the satisfaction of the company’s workers will be expressed.
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Licková, Ivana. "Angažovanost zaměstnanců v mezinárodní společnosti." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-85777.

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The aim of this Master's thesis is to define which measures could increase employee engagement in a particular department of an international company. The main task of this paper is to provide comprehensive and useful guide leading to better efficiency, productivity and employee satisfaction. In terms of methodology the research is based on three steps -- analysis of current situation in the company, research and finally design of program to support employee engagement. Firstly, the theoretical approaches to engagement and motivation are analysed on the basis of qualitative research. Secondly, the internal documentation providing an overview of current state in the organization is analysed. Thirdly, a quantitative research is organized and the main engagement drivers are identified. The research was undertaken by using methods of survey, informal interviews and observation. Research was followed by verifying hypotheses. Based on the qualitative and quantitative research a system of measures was proposed. This should lead to increase of employee engagement and should be a guide for managers' decision making. The recommendations relate to rewards and recognition, carrier opportunities, work environment, work itself and perception of the company.
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Honkanen, Carina, and Daniel Lindskog. "En studie om psykosociala arbetsmiljöfaktorer på ett dykföretag i Thailand med fokus på motivation och välmående." Thesis, Kristianstad University College, School of Health and Society, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-936.

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Problematik: Precis som många andra turismföretag så präglas dykföretag av säsongsarbete. Under lågsäsongen arbetar året runt personalen med få turister och kollegor och under högsäsongen arbetar de intensivt tillsammans med säsongsarbetare i ett halvårs tid i en destination full av turister. När lågsäsongen närmar sig minskar turistmängden och säsongsarbetarna. Det är en livsstil för båda grupperna, men också en tillfällig period för säsongsarbetarna och en vardag för året runt personalen. Personalen har således olika förutsättningar, intressen och behov och deras arbetsmotivation skiljer sig beroende på om de är åretruntarbetare eller säsongarbetare. Som arbetsgivare är det viktigt att ha förståelse för dessa skillnader för att kunna motivera personalen på bästa möjliga sätt, både under de stillsamma och de hektiska perioderna.

Syfte: Syftet är att klargöra vilka motivations- och välmåendefaktorer som driver de åretruntanställda och säsongsanställda på Kon-Tiki att arbeta i en verksamhet med sådana speciella arbetsförhållanden, vad som motiverar dem att prestera sitt yttersta både för sin egen och företagets skull. Detta bidrar till en ökad förståelse för hur man som chef ska kunna leda och arbeta med motivation och välmående av anställda inom ett dykföretag i turismbranschen. Syftet är även att se på om det finns skillnader och likheter mellan grupperna angående deras syn på motivations- och välmåendefaktorer.

Metod: Vi valde att göra en kvalitativ undersökning för att få en djupare förståelse för vår problematik och vårt syfte. Arbetet innehåller litteratur om psykosocial arbetsmiljö, motivation, välmående och tourism employee management. Teorierna baseras främst på Herzbergs två-faktor teori, Hackman och Oldhams arbetskaraktäristiska modell för arbetsmotivation samt Karasek och Theorells krav-kontroll modell. Det empiriska materialet är insamlat via intervjuer med anställda på Kon-Tiki. Intervjufrågorna är baserade på 25 faktorer vilka har betydelse för den psykosociala arbetsmiljön.

Resultat: Tillsammans skapar faktorerna en helhetsbild av upplevelsen av att vara arbetstagare på Kon-Tiki och de är därför lika viktiga för personalens motivation och välmående. Åretruntarna är generellt mer nöjda på Kon-Tiki än vad säsongarna är. Detta kan bero på att åretruntarna har varit anställda länge, arbetar året runt och därmed har god insikt om verksamheten samt bättre kontakt med ledningen, vilket gör att de har ett större inflytande och ansvar. Säsongarna arbetar endast för en tillfällig period och har kanske inte samma företagstänk som de tillsvidareanställda har, vilket gör att de ser olika på saker. Trots detta, och att man mest umgås med personer inom sin egen grupp, upplevs gemenskapen vara bra. Resultatet visade att anställningsformen har stor betydelse för den anställdes upplevelser av att vara arbetstagare på Kon-Tiki. Deras förutsättningar och behov skiljer sig, vilket måste beaktas av ledningen i dennes arbete mot en mer nöjd och motiverad personal.


Problem: Diving companies are distinguished by seasonal work just as many other tourism companies. The all year around staff work with few tourists and colleagues during the low season and during the high season they work intense for six months together with seasonal workers in a destination full of tourists. When the low season approaches, both the tourists and seasonal workers decrease. It is a lifestyle for both groups, but a temporary period for the seasonal workers and an everyday life for the all year around workers. So the staff have different conditions, interests and needs and their work motivation differ depending on if they work all year around or seasonal. It is significant to have understanding for these differences as an employer to be able to motivate the employees in the best way possible, both during the tranquil and hectic work periods.

Purpose: The purpose is to clarify which motivation and well-being factors that strive the all year around workers and seasonal workers at Kon-Tiki to work in a business with such special work conditions, what motivates them to perform to their fullest both for their own and the companies sake. This contributes to a greater understanding for how managers can lead and work with motivation and the well-being of employees in a diving company and in the tourism business. The purpose is also to see if there are differences or similarities between the groups.

Methodology: We chose to do a qualitative study to be able to get a deeper understanding of our problem and purpose. It includes literature about psychosocial work environment, motivation, well-being and tourism employee management. The theories are mainly based on Herzbergs two-factor theory, Hackman and Oldham's Job Characteristics Model and Job Design as well as Karasek and Theorell's demand-control model. The empirical material was collected through interviews with employees at Kon-Tiki. The interview questions are based on 25 factors that have significance for the psychosocial work environment.

Results: Together the factors create a comprehensive view of the experience of being an employee at Kon-Tiki, why they are equally important for the employees' motivation and well-being. The all year around staff are generally more pleased at Kon-Tiki than the seasonal workers. Reasons might be the fact that the all year around staff have been employed for a long time, work all year around and therefore have a greater knowledge of the company and a better contact with the leadership, which gives them more influence and responsibility. The seasonal staff only work for shorter periods and might not have the same business think as the others, which might cause their different opinions. In spite of this, and the fact that the personnel mostly associate with people within their own groups, they believe they have a good fellowship at work. The results show that the type of employment has a big significance for the employee's experience of being an employee at Kon-Tiki. Their conditions and needs differ, which must be considered by the management in their work towards a happier and motivated personnel.

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Khan, Khalid. "The violation of psychological contract : possible causes for the failure of organizational incentive systems to motivate knowledge sharing : a thesis presented in partial fulfilment of the requirements for the degree of Master of Management in Human Resource Management, Massey University, Palmerston North, New Zealand." Massey University, 2009. http://hdl.handle.net/10179/1223.

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Researchers and practitioners have linked the survivability of organization to their ability to manage their knowledge resource. This ability of the organizations depends on providing the technological support for the creation of knowledge, organizational structures (such as the organization reward systems) and the willingness of their employees to share their knowledge. Developments in information and communication technologies have facilitated organizations in developing the infrastructures that are required for the dissemination of knowledge. Organizations are thus left with the challenge of developing organizational structures that will motivate knowledge sharing among its employees. The knowledge sharing problem, which was once seen as an issue of capturing can codifying information, is now seen as a challenge of motivating individuals, the true owner of knowledge, to share their valuable resource. Behavioural scientists have taken interest in knowledge sharing as a form of helping behaviour which is directed at the organizations or member within the organizations. Although organizations have great desire that their managers engage in this behaviour, it is the discretion of their employees whether they want to share or withhold their knowledge. Organizational structural control mechanisms (such as the performance evaluation systems) have limited success in enforcing such behaviour as there are no means of measuring its outputs. Organizations depend on their incentive systems to motivate knowledge sharing. Research into motivation indicates that there is no easy fix to achieve this. Organizations have to balance the use extrinsic and intrinsic motivators, considering the specific motivational requirements of their employees. Motivational interventions, such as the use of incentives, are dependent on the level of trust the employees have in their managers and the organization in whole to deliver on those incentives in a fair and equitable manner. Where trust levels are not sufficient, employees tend to ignore such incentives and tend to further disinvest discretionary efforts. The current study used the psychological contract theory as a frame work for understanding the dynamics of the employee-employer exchange. The central premise of the theory is that employees tend to lose trust in the organization or the agent of the organization, when they perceive that their expectations have not been met. In addition to the lost of trust, psychological contract violation is also negatively associated with desirable organization behaviours and attitudes – such as commitment, in-role and extra-role effort – and is positively associated with undesirable organization behaviours and attitudes such as intention of turnover. The current study used a qualitative research design to investigate how the violation of the psychological contract can add to the ineffectiveness of the organization incentive system to motivate knowledge sharing. Using semistructured interviews the participants were provided with short scenarios (vignettes) which simulated occurrences of psychological contract violation. The participants, acting as informants, responded to question with regards to how the situations depicted in the vignettes would affect the vignette characters’ work behaviours, specifically their desire to share knowledge.
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Nickenig, Julia. "Mitarbeitermotivation in der Wissenschaft am Beispiel des Leibniz-Instituts für Agrartechnik Potsdam-Bornim e. V." Bachelor's thesis, Universität Potsdam, 2014. http://opus.kobv.de/ubp/volltexte/2014/7135/.

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Diese Arbeit beschäftigt sich mit der Motivation von Mitarbeitern an öffentlichen wissenschaftlichen Einrichtungen. Anhand einer Mitarbeiterumfrage am Leibniz-Institut für Agrartechnik Potsdam-Bornim e. V. werden mehrere Hypothesen untersucht, die auf der Self-Determination-Theory basieren. Die Analyse zeigt, dass viele Befragte eine hohe autonome Motivation aufweisen. Insbesondere das Gefühl, Wahlmöglichkeiten und Gestaltungsspielräume bei der Arbeit zu besitzen, beeinflusst die Motivation positiv. Während Führungskräfte dieses Gefühl der Autonomie stärken können, haben Charaktereigenschaften keinen Einfluss hierauf. Darüber hinaus zeigt sich, dass in der Wissenschaft ein Gefühl der sozialen Eingebundenheit im Arbeitskontext keine bedeutende Rolle zu spielen scheint.
This thesis deals with the motivation of employees at public scientific institutions. Based on a survey conducted at the Leibniz Institute for Agricultural Engineering Potsdam-Bornim e. V., several hypotheses, grounded on the Self-Determination-Theory, are investigated. The analysis shows that many respondents have an autonomous motivation. In particular, having feelings of choice and leeway regarding the work positively affects motivation. While leaders can strengthen this feeling of autonomy, personality traits have no influence. Furthermore, a feeling of relatedness within the work place seems to play no significant role in scientific contexts.
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Books on the topic "Employee motivation – Research"

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Work motivation: History, theory, research, and practice. Thousand Oaks, Calif: Sage Publications, 2007.

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DuBrin, Andrew J. Leadership: Research findings, practice, and skills. 6th ed. Mason, OH: South-Western/Cengage, 2010.

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Leadership: Research findings, practice, and skills. 7th ed. Australia: South-Western Pub, 2013.

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Work motivation: History, theory, research, and practice. 2nd ed. Thousand Oaks: SAGE, 2012.

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Jean, Allen Natalie, ed. Commitment in the workplace: Theory, research, and application. Thousand Oaks, Calif: Sage Publications, 1997.

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Employee engagement and communication research: Measurement, strategy, and action. Philadelphia, PA: Kogan Page, 2012.

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DuBrin, Andrew J. Leadership: Research findings, practice, and skills. 2nd ed. Boston: Houghton Mifflin, 1998.

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Leadership: Research findings, practice, and skills. 3rd ed. Boston: Houghton Mifflin, 2001.

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Leadership: Research findings, practice, and skills. Boston, MA: Houghton Mifflin, 1995.

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Achieving high performance: A research-based practical approach. Amherst, Mass: HRD Press, 2006.

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Book chapters on the topic "Employee motivation – Research"

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Li, Xiao-dong, and Xi-yuan Li. "Small and Medium-Sized Textile Enterprise Employee Turnover Motivation Research." In The 19th International Conference on Industrial Engineering and Engineering Management, 587–94. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-38442-4_62.

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Nimusima, Pereez, and James Francis Tumwine. "Assessing the Relationship Between Employee Motivation and Productivity in Rwanda’s Nyagatare District." In Frontiers in African Business Research, 221–35. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-4536-3_13.

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Matos, Maria Heliodora, and Carolina Feliciana Machado. "The Role of Institutional Leadership in Employee Motivation, Satisfaction, and Personal Development—Design of a Research Proposal." In Research Methodology in Management and Industrial Engineering, 129–49. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-40896-1_6.

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Uludağ, Ömer, Abheeshta Putta, Maria Paasivaara, and Florian Matthes. "Evolution of the Agile Scaling Frameworks." In Lecture Notes in Business Information Processing, 123–39. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78098-2_8.

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AbstractOver the past decade, agile methods have become the favored choice for projects undertaken in rapidly changing environments. The success of agile methods in small, co-located projects has inspired companies to apply them in larger projects. Agile scaling frameworks, such as Large Scale Scrum and Scaled Agile Framework, have been invented by practitioners to scale agile to large projects and organizations. Given the importance of agile scaling frameworks, research on those frameworks is still limited. This paper presents our findings from an empirical survey answered by the methodologists of 15 agile scaling frameworks. We explored (i) framework evolution, (ii) main reasons behind their creation, (iii) benefits, and (iv) challenges of adopting these frameworks. The most common reasons behind creating the frameworks were improving the organization’s agility and collaboration between agile teams. The most commonly claimed benefits included enabling frequent deliveries and enhancing employee satisfaction, motivation, and engagement. The most mentioned challenges were using frameworks as cooking recipes instead of focusing on changing people’s culture and mindset.
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Baum-Talmor, Polina. "Careers at Sea: Exploring Seafarer Motivations and Aspirations." In The World of the Seafarer, 51–63. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-49825-2_5.

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AbstractNowadays, in the era of flexible and precarious employment, the concept of a ‘career for life’ in one organisation appears to be redundant, as most employees in the global labour market do not have permanent employment (ILO, World employment and social outlook: the changing nature of jobs. Geneva: International Labour Office, 2015). This chapter focuses on the shipping industry as an example of a global industry that employs over a million seafarers (BIMCO, Manpower 2005 update: the worldwide demand for and supply of seafarers. Warwick: Warwick Institute for Employment Research, 2015) as their main labour force in what could termed flexible employment. The chapter explores the idea of having a ‘career’ within the precarious shipping industry by focusing on the reasons for joining, staying, and leaving a seafaring occupation. The chapter is based on existing literature, and on recent data that was collected as part of a study on seafarers’ career development.
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Connolly, Regina. "Dataveillance in the Workplace." In Handbook of Research on Emerging Developments in Data Privacy, 69–84. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-7381-6.ch004.

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The work environment is changing in response to market pressures, and the psychological contract that previously typified many employer and employee work relationships is coming under distinct threat as pervasive Internet-based technologies now enable management to monitor employees' email, computer interactions, and general work productivity. Although in some cases management may have legitimate reasons to monitor employees' actions, it is becoming increasingly evident that the use of these technologies has the potential to negatively impact employee productivity and morale, and in some cases employee health and wellbeing. This chapter outlines some of the emerging issues relating to workplace surveillance from the employees' perspective, as well as the motivation behind management's decision to employ technologies in order monitor their employees.
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Saha, Sangita, Saibal Kumar Saha, Jaya Rani Pandey, and Ajeya Jha. "Employee Motivation for Training and Development." In Handbook of Research on Developing Circular, Digital, and Green Economies in Asia, 370–86. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8678-5.ch018.

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Training and development is an important function of human resource management. Employees need to regularly undergo training and development programmes to update themselves with the latest technologies and skills, which help to increase the efficiency of the organization. Motivating employees to undergo a training programme is often a challenge faced by employees. This study aims to find the motivating factors for employees to undertake a training and development programme. With a sample size of 172 employees from a leading pharmaceutical company in Sikkim, India, responses were collected and analysed. It was found that interest for updating oneself with the latest technology, better chance of career exploration, commitment to train from the company's end, and encouragement provided from subordinates play significant roles in motivating employees in undertaking a training and development programmes.
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Iguisi, Osarumwense. "Cultural Values and Motivation in Nigeria Work Settings." In Advances in Electronic Government, Digital Divide, and Regional Development, 231–49. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-4639-1.ch018.

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There has been general upsurge in cultures and management research in the last decades. Despite this fact, empirical studies on culture dimensions to management practices in Sub-Saharan Africa have been limited in numbers and scope. In Africa, there is very limited knowledge about cultural values and the consequences they pose for employee motivation. A major research question this study tries to address is whether the results could help to explain the disappointing economic development of Nigeria. The findings do confirm profound employee motivational values with the family collective interests playing a very important role in Nigeria. The study challenges the validity of the dominant Western universal perspectives in employee motivation in traditional African organizations. The study suggests that elements of traditional values pose serious challenges to African managers’ abilities to adopt local cultural and traditional values practices that can improve the effectiveness of employee motivation in their organizations.
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Başarangil, İlke, and Emre Altıntaş. "Effects on Employee Motivation of Working Conditions in National/International F&B Enterprises." In Research Anthology on Changing Dynamics of Diversity and Safety in the Workforce, 1175–95. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-2405-6.ch059.

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The purpose of this research is to examine the effect of variables on the working conditions of national/international chain F&B enterprises on employee motivation. One hundred and sixty-four people working in 11 chain F&B enterprises in Turkey, in Kırklareli province, participated in the survey. The sampling method was used easy sampling for research. The research was conducted by applying survey technique from quantitative research methods. Regression analysis, factor analysis, Mann Whitney U, and Kruskal Wallis analysis were performed in the analysis of the obtained data. As a result of the factor analysis performed, two different components were obtained under working conditions and three different components were obtained in the context of motivational variables. As a result of the simple linear regression analysis performed, it is found that a significant part of the change in the motivation variable depends on the working conditions. Research results are thought to be beneficial to F&B managers.
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Rana, Shikha. "Managing Organizations Through Employee Engagement." In Advances in Human Resources Management and Organizational Development, 256–67. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-7799-7.ch015.

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Recently, a lot of research is being conducted espousing the role of employees in achieving growth and sustainability. Everyday organizations are confronted with unforeseen changes in the form of innovations, competition, and legal compliances. These factors may hinder the organizational growth. Research studies have shown that employees play a crucial and important role in the long-term success of the organization as overall performance is a result of employees' enhanced productivity, which is an outcome of motivation, satisfaction, and engagement. An employee is said to be engaged if he/she attains the objectives, stays committed with the organization, and represents the company. High engagement of an employee with the organization leads to various organizational outcomes like high productivity and profitability, customer satisfaction, and reduced turnover of employees. The chapter explicates the concept of employee engagement and its drivers and relevance in the current scenario. Furthermore, various practices implemented by Indian organizations have also been discussed in the chapter.
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Conference papers on the topic "Employee motivation – Research"

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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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Ledimo, Ophillia, Michelle De Sousa Sabbagha, and Nico Martins. "Validation of an Employee Motivation Measurement Instrument in a Financial Organisation." In 18th European Conference on Research Methodology for Business and Management Studies. Academic Conferences and Publishing Limited, 2019. http://dx.doi.org/10.34190/rm.19.102.

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

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Employee turnover has always been a problem for both employees and employers. Replacing employees may be costly, both in recruiting and training employees to obtain satisfactory levels of performance over time. The main theme discussed in the paper is turnover intention and it’s connection with organization’s motivation profile. High levels of employee turnover may decrease the quality and stability of services that organizations provide and as a result, that will increase client dissatisfaction with the services provided by the organization. That’s why it is very important for organizations to control their turnover percentage. The purpose of the study is to analyze the turnover intention based on key variables and connect them with organization’s motivation profile. The main principal objectives in the research are: to differentiate factors that influence employee turnover; to reduce turnover by changing organization’s motivation profile.In the research as main methods content analysis, interviewing and case studies will be used. A survey will be conducted, questioners to collect information from respondents will be made. And as mentioned, for data collection case studies, interviewing will be used.
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Tomar, Annu, and Sarthak Sengupta. "Monetary Reward System and Employee Motivation: Empirical Evidence on Management Institution in NCR." In The International Conference on Research in Management & Technovation 2020. PTI, 2020. http://dx.doi.org/10.15439/2020km14.

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Sun, Rui, and Naijing Wang. "Empirical Research on Organizational Climate for Innovation, Extrinsic Motivation and Employee Innovation in China." In 2009 International Symposium on Information Engineering and Electronic Commerce. IEEE, 2009. http://dx.doi.org/10.1109/ieec.2009.166.

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Sun, Rui, and Guoquan Chen. "Empirical Research on Expectation of Leader, Horizontal Member Exchange, Intrinsic Motivation and Employee Innovation in China." In 2008 International Seminar on Business and Information Management (ISBIM). IEEE, 2008. http://dx.doi.org/10.1109/isbim.2008.9.

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Yuliansyah, Rahmat, and Josofiene Johan Marzoeki. "The Influence of Compensation and Work Motivation on Employee Performance Productivity at PT. Mustika Ratu and Branch Office." In Proceedings of the 5th Annual International Conference on Management Research (AICMaR 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/aicmar-18.2019.24.

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Halik, Abd, Zaid Zainal, and Kamaruddin Hasan. "The Influences of The Physical Work Environment and Excelled Motivation towards Employee Performance of Local Education Service of Parepare City." In Proceedings of the 1st International Conference on Advanced Multidisciplinary Research (ICAMR 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icamr-18.2019.27.

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Rožman, Maja, and Katja Crnogaj. "MULTIDIMENSIONAL MODEL OF EMPLOYEE INTRAPRENEURSHIP AND WORK ENGAGEMENT: THE CASE OF SLOVENIAN COMPANIES." In 4th International Scientific Conference – EMAN 2020 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2020. http://dx.doi.org/10.31410/eman.s.p.2020.101.

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The main objective of this paper is to analyze the employee intrapreneurship and work engagement in the case of companies in Slovenia. Structural equation modelling has been proven to be useful in exploring the links between these five constructs. The main survey involved 50 companies in Slovenia, and from each company, up to 15 employees participated in our research. Thus, 637 employees responded to the questionnaire. The results show that employee satisfaction, employee motivation and leadership have a positive effect on the employee intrapreneurship and work engagement. The results also show that the employee intrapreneurship and work engagement have a positive effect on employee innovation. By giving employees the right tools, resources, support, and recognition at the workplace, it is easy to create the culture of intrapreneurship. It makes for happy, satisfied, motivated, engaged employees that are more innovative and make businesses more productive. Intrapreneurship can lend itself to new products, services or even processes.
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Atmaja, Mohamad Surya, and Nico Lukito. "Analysis of Antecedents Visit Intention on Thousand Islands Tourism Moderated by Travel Motivation and Employee Education and Training on Improving Performance in Providing Services." In 4th International Conference on Research of Educational Administration and Management (ICREAM 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210212.082.

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