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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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Yü, Ying-siu. "Employee motivation and satisfaction in different organizational levels : a study of banking industry in Hong Kong in transition to 1997 /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14724546.
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Williams, David Simmonds. "Correlates of motivational orientations in employer funded education." Thesis, University of British Columbia, 1987. http://hdl.handle.net/2429/26940.
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People who participate in adult education do so for a variety of reasons. The British Columbia Telephone Company (B.C. Tel) reimburses employees who take courses, and does so because it is assumed that employees participate in education for job-related reasons. The purpose of this study was to examine the extent to which employees utilizing B.C. Tel's "Financial Assistance Plan" take courses for "job" or "non job" reasons and to determine the extent to which different "motivational types" (derived from contrasting job with non job motivational orientation scores) possessed different socio-demographic characteristics. Boshier's Education participation Scale (EPS), along with Helmreich and Spence's Work and Family Orientation Questionnaire (WOFO), were assembled in a questionnaire that also measured the socio-demographic characteristics of employees utilizing the B.C. Tel Financial Assistance Plan in 1985. EPS items were subjected to a judging process that identified those deemed to be "job" and those deemed to be "non job" oriented. Of the 250 questionnaires distributed through B.C. Tel's internal mail system, 159 useable ones were returned. A total EPS "job" score was derived by calculating the mean over the relevant items, a total "non job" score was derived using the same method for items in this category. Respondents with the highest "job" scores (i.e. most likely enrolled for job-related reasons) were younger employees, those with shorter periods of employment with B.C. Tel, and union employees. Those with the highest "non job" scores were older employees, respondents with children, and management employees in staff positions. Although the first phase of the analysis revealed significant relationships between socio-demographic and EPS variables, a multivariate analysis which simultaneously considered both "job" and "non job" scores was needed because many participants were enrolled for both reasons. Job motivation is not the opposite of, or does not exclude, non job motivation. Thus, a discriminant analysis was performed where the dependent variables were four motivational types. TYPE I respondents were high job/high non job motivated, TYPE II were high job/low non job motivated, TYPE III were low job/low non job motivated, and TYPE IV were low job/high non job motivated. It was concluded that predicting participant type was possible using only two socio-demographic variables, age and employment function. TYPE I participants were younger than TYPE III and IV, and were more likely to be union employees. TYPE II participants were similar in age to TYPE I, but were more likely to be in management. TYPE III participants were mostly management and were older than TYPE I and II. TYPE IV were similar in age to TYPE III, but were evenly split between union and management. Further research is needed concerning the application of the EPS in a business setting. The judging process used to determine "job" and "non job" scores is worthy of further examination in a larger context. As well, it would be useful to examine if other categories exist. Finally, construct validation of the typology of participants developed in this study through in-depth interviews conducted with representative respondents of a similar sample could ratify or refine the classifications used in this thesis.Education, Faculty of
Educational Studies (EDST), Department of
Graduate
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Combs, Maryann L. (Maryann Lee) 1964. "Employee motivation : views of successful leaders." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/8892.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2001.Includes bibliographical references (leaf 44).
Businesses have an ever-increasing need to improve productivity and reduce costs, while maintaining or improving their quality and customer satisfaction. At the same time, employees have become more mobile and less likely to remain with a company for an extended period. Therefore, an understanding and focus on employee motivation factors is essential for leaders to successfully inspire their organizations. This thesis is an investigation into the subject of employee motivation. Literature research was conducted to gain a broad overview of the published theories on this subject. The core of the thesis, though is focused on interviews with senior successful leaders from a variety of industries. A number of techniques exist to inspire and motivate employees depending on the situation and the leader themselves. This thesis presents various situations and motivational aspects cited by these leaders. Even though there is variation in motivational attributes across situations, an analysis of the interviews also reveals items that are consistently found to be critical success factors. These factors include top leadership involvement, full engagement of employees, frequent communication, consistency of actions and communications, and the opportunity to learn. All leaders interested in inspiring their employees to achieve successful results are encouraged to think about their performance in relation to these attributes.
by Maryann L. Combs.
M.B.A.
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Johnson, Catherine. "EMPLOYEE MOTIVATION: A COMPARISON OF TIPPED AND NON-TIPPED HOURLY RESTAURANT EMPLOYEES." Master's thesis, University of Central Florida, 2005. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2981.
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Employee motivation shall be defined by Robbins (as cited in Ramlall, 2004) as: "the willingness to exert high levels of effort toward organizational goals, conditioned by the effort's ability to satisfy some individual need." To engage in the practice of motivating employees, employers must understand the unsatisfied needs of each of the employee groups. This study desires to provide practitioners in the restaurant industry the ability to recognize motivators for these different employment groups and their relationship to organizational commitment. The restaurant industry consists of two types of employees: salaried and hourly. This study focuses on hourly employees, and their subdivision: tipped employees. For the purpose of this research hourly employees shall be defined as employees that depend on their hourly wage as their main source of income and tipped employees shall be defined as employees that depend on the receipt of tips as their main source of income. The purpose of this study desires to provide practitioners in the restaurant industry a comparison and analysis of employee motivation between the two employment groups and their level of organizational commitment. After formulating a thorough research review, a questionnaire instrument was assembled. The sample for this study was a convenience sample consisting of 104 restaurant hourly tipped and non-tipped, front of the house personnel employed in a single branded, national restaurant chain located in the metropolitan area of Orlando, Florida. The research instrument was a survey questionnaire instrument comprised of three sections: 1.) twelve motivational factors derived from Kovach (1995), 2.) nine questions from the reduced OCQ from Mowday, Steers, and Porter (1979), and a section concerning demographic information of gender, age, race, education level, marital status, job type and tenure in the industry. Results from the study revealed that firstly, all of the employees in this thesis study felt that management loyalty was the most important motivating factor; secondly, intrinsic motivation factors were more important to non-tipped hourly employees; thirdly, gender had a strong influence in half of the motivating factors; fourthly, promotion and career development was found to be more important to non-tipped employees; lastly, overall mostly medium positive relationships were found between employee motivation and organizational commitment. Implications, limitations, and suggestions for future research are discussed in the final chapter.M.S.
Rosen College of Hospitality Management
Hospitality and Tourism Management
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Dube, Yonela Oko Likona. "The relationship between authentic leadership and employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15160.
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Authenticity is a leadership characteristic of exceptional leaders. It is an essential requirement for future leaders, especially in an era when the motives and behaviours of many leaders are questionable. Authentic leaders are genuine and utter words that can be trusted (Smith, 2014.). Followers have voiced a need for leaders who can be trusted and show consistency in their actions. The study focused on the investigation of authentic leadership and the influence that authentic leadership has on the engagement levels of employees. A theoretical study of leadership, with the focus on authentic leadership and employee engagement was conducted to achieve the objectives of the study. The research included a literature study, which highlighted the characteristics and behaviours of authentic leadership. Both a theoretical and practitioner view of authentic leadership is included in the theoretical study. Semi-structured interviews were held with two prominent leadership practitioners, one from the University of the Free State and the other from the University of Stellenbosch, to obtain their views on the nature of authentic leadership and examples of South African leaders who they considered authentic leaders. The insights gained from the literature review and the interviews, were incorporated into a survey questionnaire developed for use in the empirical study which was conducted at Continental Tyre SA. An electronic questionnaire was administered to managers and their direct subordinates in the manufacturing and marketing/sales divisions. The questionnaire probed the respondents’ perceptions regarding the level of authenticity displayed by leaders in the organisation, and specifically the extent to which leaders demonstrated the characteristics and behaviours associated with authentic leadership. The Authentic Leadership Questionnaire (ALQ), as validated by Walumbwa, Avolio, Gardner, Wernsing and Peterson (2008, p. 64), was used as a basis for the development of the survey questionnaire, with adjustments made to include the practitioner’s perspective as postulated by George (2003, p. 12). The section in the questionnaire on engagement focused on engagement as a psychological state, behavioural engagement and the manager’s role in nurturing engagement. Both managers and employees were requested to provide their view of the manager’s characteristics and behaviours, the managers rated themselves, and both groups rated the engagement levels of employees. A correlation was made between the responses received from the manager and employees. The results of the empirical study revealed that both managers and employees agreed mostly that managers in the organisation displayed the characteristics and behaviours of authentic leadership and employees were engaged. It did however, emerge that the managers were reluctant to share personal information about themselves and that employees believed that managers did not seek feedback on their own behaviour. In terms of employee engagement, the results suggested that the managers believed that employees felt supported, accepted and were committed to the Continental Tyre SA brand; but indicated a lack of knowledge of their roles in the organisation and a lack of passion and energy. Further findings revealed that the managers in the marketing/sales division considered their employees more engaged than the managers in the manufacturing division considered their employees to be. Other findings also revealed that self-awareness in leaders is an important predictor of employee engagement. Self-awareness in a leader is an important feature in facilitating social processes in the leader’s relationship with their followers. Transparent leaders create a psychologically secure environment, enabling employees to be confident and to feel encouraged to express themselves freely. The study concluded with several recommendations. Leaders should be more transparent in their interaction with others by sharing personal stories about themselves. Opportunities should be provided through 360° feedback for employees to give feedback to managers regarding their behaviour. The GIVE (Goals, Interests, Values and Emotions) Model should be used in management development initiatives to facilitate the development of self-awareness and self-knowledge. An appreciative inquiry, which focuses on positive affirmation, should be an approach used in organisations to foster the development of genuine relationships and is an implication of authentic leadership, thus encouraging employee engagement.
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Jones, Jason R. "Favorable treatment and perceived organizational support the influences of desire for control and need for cognition /." Access to citation, abstract and download form provided by ProQuest Information and Learning Company; downloadable PDF file, 28 p, 2007. http://proquest.umi.com/pqdweb?did=1253511241&sid=2&Fmt=2&clientId=8331&RQT=309&VName=PQD.
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Prabhu, Veena P. "Understanding the effect of proactive personaility on job related outcomes in an organizational change setting." Auburn, Ala., 2007. http://repo.lib.auburn.edu/07M%20Dissertations/PRABHU_VEENA_58.pdf.
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Hobson, Nicole DeJarnett Beyerlein Michael Martin. "Succession planning and situational engagement." [Denton, Tex.] : University of North Texas, 2007. http://digital.library.unt.edu/permalink/meta-dc-5168.
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Poisat, Paul. "A critical analysis of organisational strategies for employee engagement." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/466.
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Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
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Lee, Wing-yee Angela. "A study of organizational commitment of IT professionals /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14724170.
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Obi, Oke. "Influence of Leader Communication on Employee Motivation." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5389.
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Ineffective communication is a chief contributor to business leaders' ineffective leadership. The purpose of this multiple case study was to explore the communication strategies that 4 business leaders in the retail industry used to improve employee motivation. The business leaders, including owners and senior leadership from 3 organizations in the retail industry in the Baltimore-Washington Metropolitan Area, were purposefully selected for study participation. Transformational leadership theory shaped the conceptual framework of this study. Transformational leaders use effective communication to influence employee motivation positively. Data were collected from semistructured interviews with the business leaders, public reports, organization documents, and text message correspondences. Data analysis involved identifying reoccurring phenomena and coding meaningful and common keywords, phrases, and statements to form themes. Data analysis also involved triangulating information. Through data analysis, 5 themes emerged, including the following: respectful communication, 2-way communication, and charismatic communication. Business leaders' practice of effective communication strategies could contribute to social change by enhancing the well-being of employees, which might promote the improvement of economic conditions of individuals, families, and communities.
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Morris, Robyn Joy. "Employee work motivation and discretionary work effort." Thesis, Queensland University of Technology, 2009. https://eprints.qut.edu.au/31725/1/Robyn_Morris_Thesis.pdf.
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The focus of this thesis is discretionary work effort, that is, work effort that is voluntary, is above and beyond what is minimally required or normally expected to avoid reprimand or dismissal, and is organisationally functional. Discretionary work effort is an important construct because it is known to affect individual performance as well as organisational efficiency and effectiveness. To optimise organisational performance and ensure their long term competitiveness and sustainability, firms need to be able to induce their employees to work at or near their peak level. To work at or near their peak level, individuals must be willing to supply discretionary work effort. Thus, managers need to understand the determinants of discretionary work effort. Nonetheless, despite many years of scholarly investigation across multiple disciplines, considerable debate still exists concerning why some individuals supply only minimal work effort whilst others expend effort well above and beyond what is minimally required of them (Le. they supply discretionary work effort). Even though it is well recognised that discretionary work effort is important for promoting organisational performance and effectiveness, many authors claim that too little is being done by managers to increase the discretionary work effort of their employees. In this research, I have adopted a multi-disciplinary approach towards investigating the role of monetary and non-monetary work environment characteristics in determining discretionary work effort. My central research questions were "What non-monetary work environment characteristics do employees perceive as perks (perquisites) and irks (irksome work environment characteristics)?" and "How do perks, irks and monetary rewards relate to an employee's level of discretionary work effort?" My research took a unique approach in addressing these research questions. By bringing together the economics and organisational behaviour (OB) literatures, I identified problems with the current definition and conceptualisations of the discretionary work effort construct. I then developed and empirically tested a more concise and theoretically-based definition and conceptualisation of this construct. In doing so, I disaggregated discretionary work effort to include three facets - time, intensity and direction - and empirically assessed if different classes of work environment characteristics have a differential pattern of relationships with these facets. This analysis involved a new application of a multi-disciplinary framework of human behaviour as a tool for classifying work environment characteristics and the facets of discretionary work effort. To test my model of discretionary work effort, I used a public sector context in which there has been limited systematic empirical research into work motivation. The program of research undertaken involved three separate but interrelated studies using mixed methods. Data on perks, irks, monetary rewards and discretionary work effort were gathered from employees in 12 organisations in the local government sector in Western Australia. Non-monetary work environment characteristics that should be associated with discretionary work effort were initially identified through a review of the literature. Then, a qualitative study explored what work behaviours public sector employees perceive as discretionary and what perks and irks were associated with high and low levels of discretionary work effort. Next, a quantitative study developed measures of these perks and irks. A Q-sorttype procedure and exploratory factor analysis were used to develop the perks and irks measures. Finally, a second quantitative study tested the relationships amongst perks, irks, monetary rewards and discretionary work effort. Confirmatory factor analysis was firstly used to confirm the factor structure of the measurement models. Correlation analysis, regression analysis and effect-size correlation analysis were used to test the hypothesised relationships in the proposed model of discretionary work effort. The findings confirmed five hypothesised non-monetary work environment characteristics as common perks and two of three hypothesised non-monetary work environment characteristics as common irks. Importantly, they showed that perks, irks and monetary rewards are differentially related to the different facets of discretionary work effort. The convergent and discriminant validities of the perks and irks constructs as well as the time, intensity and direction facets of discretionary work effort were generally confirmed by the research findings. This research advances the literature in several ways: (i) it draws on the Economics and OB literatures to redefine and reconceptualise the discretionary work effort construct to provide greater definitional clarity and a more complete conceptualisation of this important construct; (ii) it builds on prior research to create a more comprehensive set of perks and irks for which measures are developed; (iii) it develops and empirically tests a new motivational model of discretionary work effort that enhances our understanding of the nature and functioning of perks and irks and advances our ability to predict discretionary work effort; and (iv) it fills a substantial gap in the literature on public sector work motivation by revealing what work behaviours public sector employees perceive as discretionary and what work environment characteristics are associated with their supply of discretionary work effort. Importantly, by disaggregating discretionary work effort this research provides greater detail on how perks, irks and monetary rewards are related to the different facets of discretionary work effort. Thus, from a theoretical perspective this research also demonstrates the conceptual meaningfulness and empirical utility of investigating the different facets of discretionary work effort separately. From a practical perspective, identifying work environment factors that are associated with discretionary work effort enhances managers' capacity to tap this valuable resource. This research indicates that to maximise the potential of their human resources, managers need to address perks, irks and monetary rewards. It suggests three different mechanisms through which managers might influence discretionary work effort and points to the importance of training for both managers and non-managers in cultivating positive interpersonal relationships.
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Leone, Teresa A. "The manager's role in motivating employees for increased productivity and performance." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1993. http://www.kutztown.edu/library/services/remote_access.asp.
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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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Botha, Anton Ivan. "Motivation and complexity : an exploration of a complexity approach in employee motivation with specific focus on a Lacanian model of desire." Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1232.
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Since employee motivation contributes to overall organisational success, reliable motivation theory should inform management and reward practices. Yet, motivation theory is currently in a state of paralysis, with no constructive theorising taking place. Analysis of its methodological presuppositions reveals that it relies on out-dated binary thinking, prioritising, e.g. either a ‘machine-like’ (body driven) or ‘god-like’ (rationally driven) understanding of humanity. In this study it is argued that the revival of motivation theory requires a paradigmatic shift towards a complexity methodology because human motivation was found to be a complex system and must be theorised accordingly. It was found that McAdams’ theory of personality which brought together personality traits, conditioning, and motives could form the basis of a complex theory of motivation. On this basis, a complex model was developed which incorporated elements of existing motivational theories. This model proposed that drives, which motivate behaviour, are a combination of instincts, needs, and desires, mediated by personality traits, rational processing, and conditioning. All of these interconnected elements, as well as biological and environmental conditions, have an impact on, and are influenced by one another. For the purposes of understanding employee motivation the element of desire was isolated as a potential means to value segment employees. A Lacanian theory was utilised to elaborate on the element of desire. This theory postulated that individuals tend to display a dominance is one of nine kinds and modes of desire. An instrument was developed to test the applicability of the Lacanian model. It was developed in five phases which included three pilot studies and two samplings. A total of 591 respondents participated in the empirical research study with 428 in the first sample and 70 in the second; the remaining 93 made up the pilot studies. Unlike the initial version of the instrument used in the first sample (n=428) the data obtained by the last version (n=70) revealed that the instrument held some form of reliability and validity. Once analysed through descriptive and inferential statistics the data supported the view that individuals tended to display dominance in a kind and mode of desire as per the Lacanian model, and sufficient variance existed to preliminarily conclude that this model could be used as a means to value segment employees. Recommendations were as follows: (1) that complexity methodology should inform future motivation theorising, (2) that the proposed complexity models be further empirically tested, (3) that an adequately complex, flexible rewards system be considered, (4) that both managers and employees make use of the developed instrument to aid them in the selection of rewards that will lead to increased satisfaction.
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Bakan, Ismail. "The effects of profit sharing and employee share ownership schemes on employee motivation." Thesis, Coventry University, 1999. http://curve.coventry.ac.uk/open/items/83c72d39-4fa0-f4ce-1163-f8eb35c3dd88/1.
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This thesis investigates the effect of profit sharing and employee share ownership schemes on employee job attitudes and behaviours by taking into account the critical role of participation in decision making. The data were obtained from a large British retail organization operating profit sharing (PS) and save-as-you-earn (SAYE) schemes. This is a quantitative study in which the data were gathered through a questionnaire. The unit of analysis is the individuals who responded to the survey, and the study is cross-sectional. To analyse the data a variety of statistical techniques, namely frequency, Pearson correlation, partial correlation, t-test, chi-square (X2), reliability, multiple regression, hierarchical regression, and path analyses, were conducted using SPSS. The sample comprised 1,000 employees subdivided into groups of managerial and non-managerial employees, and participants in schemes and non-participants in schemes. The administration of the questionnaire resulted in 450 returns (430 usable), an overall response rate of 45%. This study addresses four main research questions: (1)What are the effects of profit sharing and employee share ownership schemes (financial participation) on the job attitudes of individual employees in a large organization? (2) What are the effects of participation in decision making on employee job attitudes in a large organization? (3) What are the relative effects of financial participation in comparison to the effects of individual participation in decisions? (4) Does the combination of financial participation and participation in decision making produce more favourable effects on employee job attitudes than does participation in decision making on its own? The aim of this study was to construct a more advanced model of profit sharing and employee share ownership schemes by reviewing the theoretical and empirical literature and testing two theoretical frameworks, those developed by Long (1978) and Florkowski (1989). After reviewing the employee participation literature and testing Long's and Florkowski's models, it was found that both financial participation and participation in decision making have separate effects on employee job attitudes and behaviours, even if financial participation has a small (not statistically significant) impact on some attitudes and behaviours. Since financial participation shows a negligible effect on some job attitudes, and participation in decision making has a stronger effect on job attitudes than has financial participation, the new model is constructed on the assumption that both (a) the combination of financial participation and participation in decision making and (b) participation in decision making produce favourable effects on employee job attitudes, such as integration, involvement, commitment, satisfaction, motivation, perceived pay equity, and perceived performance-reward contingencies. The test of the new model shows that both (a) the combination of fmancial participation and participation in decision making and (b) participation in decision making produce favourable effects on employee job attitudes and behaviours, but the combination of financial participation and participation in decision making does not produce more favourable effects on employee job attitudes than does participation in decision making on its own. It should be noted that it is not known in this research whether financial participation changed employees' actual influence in decision making, as the study did not collect any data on this question. Therefore, there is the possibility that if the same study were conducted in organizations with financial participation schemes which increase employees' influence in decision making, the effect of the combination of financial participation and participation in decision making might be found to be stronger than that reported in this dissertation.
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Roberts, Heather Elise. "The role of self-leadership and employment characteristics in predicting job satisfaction and performance." Thesis, This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-09192009-040538/.
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Larkin-Perkins, Bridgette. "Employee Job Satisfaction and Employees' Voluntary Turnover Intentions (VTIs)." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4150.
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Within the U.S. sales industry, organizational productivity has decreased due to employee job dissatisfaction and increased voluntary turnover intentions (VTIs). Some leaders in the industry lack knowledge about the relationship between intrinsic and extrinsic job satisfaction, and the negative effect on employees' VTIs. The purpose of this correlational study was to examine whether intrinsic and extrinsic job satisfaction significantly predicted retail sales employees' VTIs. The Minnesota Satisfaction Questionnaire (MSQ) and the Turnover Intentions Scale (TIS-6) were used to collect data from full- or part-time employees in the U.S. retail sales industry. The theoretical framework was based on Herzberg's motivation-hygiene theory. The results of a multiple regression analysis indicated that a combination of intrinsic and extrinsic job satisfaction, F (2, 87) = 3.51, p = .034, R2 = .08), significantly predicted employees' VTIs. However, extrinsic job satisfaction (t = 2.05, p = .034) was the only statistically significant predictor. Business leaders, who understand the factors that increase extrinsic job satisfaction, may increase retention within the organization, provide workforce stability, improve organizational and economic growth, and decrease costs related to job satisfaction and VTIs. The implications for social change include helping to reduce the economy's unemployment rate and improve relationships between the employees, their families, and their communities include (a) improving employees' and stakeholders' perceptions of their organization in the community and (b) improving employees' well-being by understanding the job satisfaction factors that improve their morale.
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陸仲良 and Chung-leung Luk. "Toward an integrative theory of work motivation." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1999. http://hub.hku.hk/bib/B31239079.
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Fayet, Bastien, and Hung Tran. "Sustainable development and intrinsic and extrinsic employee motivation." Thesis, Umeå universitet, Företagsekonomi, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-124892.
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The purpose of this research project was to give a better understanding of the relationship between sustainable development and employee motivation. More specifically, this study focused on the influence of sustainable development over intrinsic and extrinsic employee motivation, and aimed to identify and explain the different motivators at stake in this connection. We decided to select sustainable development and motivation as our two main theories, and we carefully developed them in our theoretical framework. Beside that, we chose to follow an interpretivist paradigm and to conduct qualitative interviews with employees. For this research project, we contacted Brocard, a French wine producer seriously involved in sustainable development for almost 20 years. After having designed an interview guide thanks to our theoretical framework and our own knowledge, we carried out six semi-structured interviews via Skype with the company and collected almost three hours of data. After the retranscription and the translation of these interviews, we presented the empirical results and analyzed the data by following a thematic analysis. We managed to group a great number of concepts under three themes (satisfaction, working environment, and performance) and discussed them. The results showed several motivators at stake when employees were confronted to sustainable development, either intrinsic and extrinsic. Several limitations can be underlined in our research project, as the difference of language between the respondents and the final writing thesis, which probably caused the loss of some information, or the fact that this study is partly limited to France, due to the company we contacted. To go beyond those results, we suggested to develop the same type of study in other countries or other areas of the world, and then compare the results.
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Al, Haj Anas. "Leadership Styles and Employee Motivation in Qatar Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3380.
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Organizations in the public sector in Qatar have a reputation for delivering inefficient services. Leaders lack an understanding of motivational factors affecting public sector employee performance. The purpose of this correlational research was to examine the relationship between leadership styles and employee motivation in public companies in Qatar. The independent variables were the transformational, transactional, and passive-avoidant leadership styles. The dependent variable was employee motivation. The moderator variables were employee age and salary. A sample of 92 employees from 4 public sector organizations in Qatar responded to the online survey. The full range leadership theory served as the theoretical foundation for describing leadership styles of managers as perceived by employees. Self-determination theory served as the theoretical foundation for describing employee motivation. A hierarchical regression model was developed, and results of the study indicated a significant positive correlation between transformational and transactional leadership styles used by managers and employee motivation levels, with a standardized beta coefficient (β) above 0.6, and a significant negative correlation between passive-avoidant leadership style and employee motivation levels, with a standardized beta coefficient (β) below -0.57. Age moderated the relationship between transformational leadership and motivation. Salary moderated the relationship between passive-avoidant leadership and motivation. Leaders of public organizations in Qatar may use the results of this study to better support employee motivation and engagement. The study may contribute to social change by helping managers improve organizational performance and increase efficiency levels.
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Piovanelli, Costanza. "Three essays on the drivers of employee motivation." Doctoral thesis, Università degli studi di Trento, 2018. https://hdl.handle.net/11572/368215.
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In the last decade several surveys have suggested that monetary motivation is just one face of the diverse set of motivational drivers of employees' behavior, and sometimes it is not even the most powerful: indeed, they seem to be moved by different psychological motivations, such as peer motivation, the intrinsic desire to do a good job, recognition, and so on. Behavioral and experimental economics incorporate these psychological elements into the standard agency theory, and provide experimental evidence to support their relevance.
The aim of this dissertation is to explore the effects on employees' behavior of two of these psychological forces: intrinsic motivation and solidarity towards peers. Chapter 1 is a review of the effects of the interaction between intrinsic motivation and other motivational forces, both external (such as external interventions, social context, and externally set goals) and internal (such as subject's identity and achievement motives). The laboratory experiment presented in Chapter 2 investigates the relation between intrinsic motivation, wage delegation, and performance, with a twofold aim: 1) testing whether subjects who are delegated their wage choice become more intrinsically motivated 2) exploring the different reactions to wage delegation of differently motivated workers. Chapter 3 reproduces the cash posters framework à la Homans (1953, 1954) in the laboratory, and it examines whether employees are moved also by solidarity concerns towards their coworkers.
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Piovanelli, Costanza. "Three essays on the drivers of employee motivation." Doctoral thesis, University of Trento, 2018. http://eprints-phd.biblio.unitn.it/3215/1/phd_thesis_Piovanelli.pdf.
Full textAbstract:
In the last decade several surveys have suggested that monetary motivation is just one face of the diverse set of motivational drivers of employees' behavior, and sometimes it is not even the most powerful: indeed, they seem to be moved by different psychological motivations, such as peer motivation, the intrinsic desire to do a good job, recognition, and so on. Behavioral and experimental economics incorporate these psychological elements into the standard agency theory, and provide experimental evidence to support their relevance.
The aim of this dissertation is to explore the effects on employees' behavior of two of these psychological forces: intrinsic motivation and solidarity towards peers. Chapter 1 is a review of the effects of the interaction between intrinsic motivation and other motivational forces, both external (such as external interventions, social context, and externally set goals) and internal (such as subject's identity and achievement motives). The laboratory experiment presented in Chapter 2 investigates the relation between intrinsic motivation, wage delegation, and performance, with a twofold aim: 1) testing whether subjects who are delegated their wage choice become more intrinsically motivated 2) exploring the different reactions to wage delegation of differently motivated workers. Chapter 3 reproduces the cash posters framework à la Homans (1953, 1954) in the laboratory, and it examines whether employees are moved also by solidarity concerns towards their coworkers.
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Chan, Alison Suk Kuen. "To take or not to take the risk? Toward a greater understanding of employees' cognitive decision process in change-oriented organizational citizenship behavior." HKBU Institutional Repository, 2018. https://repository.hkbu.edu.hk/etd_oa/573.
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The importance of leadership style and the organizational citizenship behavior have been recognized in many research studies. However, the influence of empowering leadership on employee's change-oriented organizational citizenship behavior and employees' cognitive mechanism to engage in such behavior have received little attention. Drawing on social cognitive theory, the present study explores the effects of empowering leadership on change-oriented organizational citizenship behavior directly and indirectly through employees' willingness to take risk. The study also examines the boundary conditions that employees would make the decision to engage in such behavior with the effects of two moderators - regulatory focus and perceived organizational support.;A nested data model of empowering leadership, willingness to take risk, regulatory focus, perceived organizational support and change-oriented organizational citizenship behavior were tested using a 3-wave sample of 173 matched dyad relationships from nine financial institutions in Hong Kong. The research model rests with individual-level as unit of analysis while controlling the variances from the teams using hierarchical linear modeling. The results show that willingness to take risk can partially mediate the relationship between empowering leadership and change-oriented organizational citizenship behavior. In addition, promotion focus, prevention focus and perceived organizational support can moderate the relationship between empowering leadership and willingness to take risk when they are of low level while promotion focus and willingness to take risk are proved to be predictors of change-oriented organizational citizenship behavior. Implications from the findings for future research and management practice will be discussed.
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Chan, Kit-wan Amy. "A study on the organizational climate in Hong Kong and China offices of BASF China /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18830560.
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Daley, John Peter. "Employee stock ownership incentives and contracting efficiency : with evidence from employee stock ownership plan adopters /." Thesis, Connect to this title online; UW restricted, 1999. http://hdl.handle.net/1773/8829.
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Seger, Alfiya, and Atoosa Graylee. "Employee development programs: Employee motivation to attend voluntary technical trainings in High-tech companies in Sweden." Thesis, Mälardalens högskola, Akademin för ekonomi, samhälle och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-19482.
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Nowadays, there is a major issue that increasing demand for employees learning and development: technological development. Technological development pushes employees to learn more and companies to offer development programs to their employees. There is always a need for employees to learn new skills, norms and values and develop the personal mastery. Organizations, on the other hand, should empower and encourage employee to develop and to perform a task. The purpose of this study is to identify and investigate the factors, which motivate employees for attending voluntary technical trainings, and to understand to what extent the managers affect employees’ willingness to participate in non-mandatory technical trainings in High-tech MNCs in Sweden. What motivates employees to attend non-mandatory technical development programs and trainings on products in High-tech companies in Sweden? To what extent does manager affect employees’ willingness to attend voluntary technical trainings? A mixed method is used in this research, which is a combination of both qualitative and quantitative methods. Seven semi-structured face-to-face Interviews were conducted with both senior managers and employees in studied companies. Survey was conducted online and sent to employees in four high-tech companies in Västmanland, Sweden. Conclusion: There are different motivations for employees to attend voluntary technical trainings in Sweden such as desire to stay updated with the technologies, self-fulfillment and interaction with others. Managers play a more supporting rather than supervisory role in the whole process of employees learning.
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Lee, Wai-si Cecilia. "Motivation in the Auxiliary Police Force : a test of Herzberg's two factor theory /." [Hong Kong : University of Hong Kong], 1985. http://sunzi.lib.hku.hk/hkuto/record.jsp?B1231612X.
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Blizzard, Eileen M. "An investigation of employee motivation and the effects of employee attitudes and managerial styles." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1998. http://www.kutztown.edu/library/services/remote_access.asp.
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Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1998.Source: Masters Abstracts International, Volume: 45-06, page: 2931. Abstract appears at end of volume. Typescript. Includes bibliographical references (leaves 69-70).
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Human, Ricardo Ronald. "Retention strategies of technical graded employees at Transnet." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/11080.
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The recruitment and retention of personnel plays an important role in assisting organisations to adapt and remain competitive, thus ensuring their financial sustainability and becoming a leader in the market. It is also a crucial element in assisting organisations in reaching their long and short term goals. The employment and retention of highly skilled employees is a costly exercise and staff turnover impacts negatively, not only on a financial level but also on the organisation as a whole. The immediate implementation of specific strategies that ensures the recruitment and retention of these employees will guarantee a reduction in employee turnover thus ensuring organisational competitiveness. The purpose of this study was to investigate the organisational factors impacting on employee retention at Transnet Freight Rail (TFR). The population group for the study included 34 TFR employees from the G graded salary scale. The response rate for the questionnaire was 100% with the Likert scale instrument consisting of 27 questions divided into two sections: Section one explored the demographic profile of the respondents; Section two focused on getting responses on the five organisational factors impacting on employee retention namely: organisational association; monetary compensation; work satisfaction; work enrichment; career development. The following research design was adopted: Step 1: A literature review was conducted to determine the various organisational factors impacting on employee retention. Step 2: From the literature review the researcher structured the research questionnaire. Step 3: The results of the survey were analysed and interpreted. Step 4: Conclusions and recommendations were done.
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Lennie, Graeme Mark. "Retention strategies for skilled SARS customs employees." Thesis, Nelson Mandela Metropolitan University, 2008. http://hdl.handle.net/10948/999.
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The South African Revenue Services (SARS) is an amalgamation of the former Departments of Customs and Excise, and the Receiver of Revenue. SARS obtained full autonomy from the Government in October 1997 in order for it to administer its own affairs. SARS has since made great strides in transforming its people and technology, although some growing pains are recently being experienced, i.e. the “retention question”. The problem statement, “What strategies can be implemented for retaining skilled employees within SARS Customs” is derived from a multitude of problematic issues currently being experienced world wide. Problem areas particular to South Africa, include: the mass exodus of white skilled labour; baby-boomers (aged 60 – 65) nearing retirement, affirmative action, employment equity, and a general lack of skills in the employment industry. An employee engagement survey (2007) conducted at SARS, shows figures that further exacerbates the problem. The objectives of the research were therefore, to conduct a literature study of employee retention strategies, investigate the research strategies currently being employed at SARS, the reasons for the low levels of employee engagement and to develop a strategic model for employee retention for use at SARS Customs in the Eastern Cape Region of South Africa The study takes the form of a case study, using quantitative and qualitative methods of research. A questionnaire was distributed to respondents, the results of which were analysed and presented. The findings show that SARS Customs is in a good position with regards to pay and benefits. Areas that require attention though are training, development and career management, effective supervision, and day-to-day activities.
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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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Gie, Liiza. "Theoretical and practical perspectives of employee wellness programmes at a selected South African university." Thesis, Cape Peninsula University of Technology, 2017. http://hdl.handle.net/20.500.11838/2600.
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Thesis (DTech (Human Resource Management))--Cape Peninsula University of Technology, 2017.In attempting to contribute to social transformation, South African Higher Education has undergone considerable changes, taking on greater student enrollment, increasing curriculum responsiveness, and prioritising pass- and graduation rates, all of which have put universities’ resources, specifically their human resources, under considerable pressure and stress (Rensburg, 2013: 5). Paradoxically, there has been no meaningful attempt to address the negative effects of these pressures and stress on the wellness of those who are expected to cope with the enormous changes. In addition, Higher Education Institutions’ (HEIs’) mergers, although honourable in intention, have resulted in negative, unintended consequences for staff. Previous research studies have highlighted the growing occupational stressors experienced by HEIs’ staff; however, limited sustainable solutions have been forthcoming. It is on this premise that this research study aimed to develop a holistic employee wellness programme model that would provide a support system for university staff. This model would alleviate the impact of challenges experienced in staff daily work and on their personal lives, and ultimately aid in promoting quality of work life and balance within the institution. The intention was to prevent university staff from experiencing job burnout and health-related problems, thereby promoting their optimal wellness and performance at work. A mixed methods research design was adopted involving a case study and a quasi-experimental research design. Purposive sampling was applied within the case study unit which included both academic and non-academic staff, as they shared similar attributes and wellness experiences within a university. Triangulation mixed methods that was applied combined, with equal importance, both quantitative and qualitative data which were brought together for comparison. This research study identified thirteen employee wellness factors that formed the foundation of a holistic employee wellness programme. Each employee wellness factor was allocated according to three types of interventions, namely primary – prevention, secondary – reduction, and tertiary – treatment, in order to promote employee-organisational health and wellness. The prevention intervention firstly promotes quality of work life and balance through a number of wellness factors, namely, Wellness working environment, Organisational intervention expectations, Organisational wellness support, Organisational culture, Human relations, and Social support; and, secondly, workplace health is promoted through the wellness factors, Physical health and wellness, and Lifestyle. The reduction intervention builds psychological capital through Psychological health and wellness, Resourcefulness, Resilience, and Basic work life skills.
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Zámoravcová, Monika. "Zaměstnanecké benefity ve vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2020. http://www.nusl.cz/ntk/nusl-416807.
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The diploma thesis deals with the rewarding of employees in the selected company via employee benefits. The theoretical part is dedicated to the main terms which are needed in understanding the issue. The practical part is focused on the analysis and subsequent evaluation of the employee satisfaction with their benefits. The quantitative approach to primary data collection is used for the purpose of finding the satisfaction, research strategy is chosen in the form of the questionnaire survey. The last suggestion part includes measures that come from the results of the analysis.
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Tsang, Kwok-chuen. "Motivation of property management site staff." Click to view the E-thesis via HKUTO, 2002. http://sunzi.lib.hku.hk/hkuto/record/B31969239.
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Åström, Lisa, and Linn Dalflo. "Case Study: The Relationship between Employee Motivation and Performance." Thesis, Umeå universitet, Företagsekonomi, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-80081.
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The primary purpose of this thesis was to explore the extent of the relationship between employee motivation and performance in a medium size organization, which produce parts for forestry machines. Empirical data was collected through the process of conducting qualitative interviews with production workers and an HR manager whom are currently employed by the studied organization. The qualitative approach was selected as a result of its ability to generate descriptive in-depth information of the studied phenomenon. Thus, the aim of the conducted interviews was to generate in-depth data regarding the interviewee’ perception and personal experience of work related motivation. The interviewees’ were asked to rank ten different factors according to their perceived importance and influence of the motivational level. The interpretation and analysis of the empirical data revealed that the interviewed production workers are primarily motivated by factors that are related to work conditions, such as the relationships with coworkers. In addition, the results indicate that the managers’ perception of employee motivation is highly inaccurate, which is congruent with previous surveys conducted by Kovach (1987). Furthermore, as the research process progressed it became evident that the production workers within the studied are predominantly motivated by extrinsic factors, which means that their motivational orientations are dominated by extrinsic factors. Thus, the findings indicate that the motivational strategy that is currently applied within the studied medium size organization is insufficient in terms of its ability to improve the production workers level of motivation and therefore the quality of the performance. Hence, the following research has generated descriptive data although further studies are required in order to fully comprehend the phenomenon of motivation.
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Pilch, Scott Bradford. "The effects of varying types of voice on organizational justice and motivation perceptions." CSUSB ScholarWorks, 2006. https://scholarworks.lib.csusb.edu/etd-project/3013.
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The present study was designed to answer two questions. First, how do different forms of voice influence perceptions of organizational justice? Second, do organizational justice perceptions affect an individual's motivation to improve their job performance?
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Southard, Robyn Nicole. "Employee engagement and service quality." Pullman, Wash. : Washington State University, 2010. http://www.dissertations.wsu.edu/Thesis/Spring2010/R_Southard_042010.pdf.
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Thesis (Master of Public Affairs)--Washington State University, May 2010.Title from PDF title page (viewed on July 13, 2010). "Department of Political Science." Includes bibliographical references (p. 28-31).
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Lee, Wai-si Cecilia, and 李維施. "Motivation in the Auxiliary Police Force: a test of Herzberg's two factor theory." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1985. http://hub.hku.hk/bib/B31974508.
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Lui, Young Kam-ling Margaret. "Work-related needs among Hong Kong commercial employees /." [Hong Kong] : University of Hong Kong, 1985. http://sunzi.lib.hku.hk/hkuto/record.jsp?B12316581.
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