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Journal articles on the topic 'Employee motivation'
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Chintalapti, Neelima Rani. "Impact of employee motivation on work performance." ANUSANDHAN – NDIM's Journal of Business and Management Research 3, no. 2 (August 31, 2021): 24–33. http://dx.doi.org/10.56411/anusandhan.2021.v3i2.24-33.
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This paper endeavors to understand how an employee work performance could be influenced by the motivation ,as the employee work performance excel or fail depends upon the motivation .The research aims to define and understand the role of motivation on employees performance. To determine the motivation's root cause in employee's efficiency various theories of motivations are studied and their correlation with employee performance are detailed. The findings justified the influence on employees psychology and its high influence on employee work efficiency and effectiveness. The research will prove beneficial for researchers to understand the concept of motivation in organization behavior.
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Hieu, Dao Trong, and Nguyen Hoai Phuong. "Employee Motivation in Vietnamese State-Owned Commercial Banks." Business and Management Horizons 9, no. 2 (August 12, 2021): 1. http://dx.doi.org/10.5296/bmh.v9i2.18935.
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Understanding the important of employee motivation in enhancing human resource quality as well as organization effectiveness, Vietnamese State-Owned commercial banks (SOCB) have applied different employee motivational policies. However, these policies haven’t been highly effective and effeciency cause of lacking understanding about factors affecting employee motivation. This study aims to identify and measure factors influencing employee motivation in Vietnamese SOCB applied expectancy theory and suggest recommendations to enhance their employee motivation. Data were collected from sending questionnaires to 4 biggest Vietnamese SOCBs. Cronbach’s alpha, Exploratory Factor Analysis (EFA), Linear regression were employed for analyzing and processing data. The results show that Expectation (E); Intrinsic rewards (INI); the employee anticipated satisfaction with intrinsic rewards (VI) have positive impact on employee motivation in SOCB. Based on the findings, some recommendations are proposed for SOCBs to improve employee motivations.
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Hania, Rabia Nur, and Denny Bernardus. "MOTIVASI TERHADAP KINERJA KARYAWAN DENGAN DISIPLIN KERJA DAN EMPLOYEE ENGAGEMENT SEBAGAI VARIABEL MEDIASI DI BAGIAN KEUANGAN RS X." PERFORMA 4, no. 4 (February 19, 2021): 550–59. http://dx.doi.org/10.37715/jp.v4i4.1667.
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Human resources is a device that is used by every organization or company to achieve it’s goal. The success of an organization or company is the result of maximum performance of on employee in that company, the company will not run or succed if the employee cannot work well, therefore the development og good human resource must be created by a company. The purpose of this research is to evaluate the influence of motivation on employee performance, motivation on work discipline, motivation on employee engagement, work discipline on employee performance, employee engagement on employee performance, motivation on employee performance is mediated by work discipline, and motivation on employee performance is mediated by employee engagement. This research was conducted in the financial department of RS X with the total population and sample of 49 people. The method that is used in this research is quantitative by using primary and secondary data types. Data collection technique is by using questionnaire. Data analysis methods use SEM-PLS. Outcome of the research shows that motivational variable have positive, significant effect towards employees’ performance, work discipline and employee engagement. Work discipline variable mediated connect to employes’ performance. Work discipline variable mediates connection between motivational and employees’ performance, cause a positive and significant effect. Likewise with employee engagement variable mediate the relationship between motivation on employee performance and influence positive and significant.
Keywords : Employee Engagement,Employee Performance,Motivation, Work Discipline
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Prajapat, Bhavesh. "Employee Motivation & The Impact of Employee Motivation Programs on Job Satisfaction." International Journal for Research in Applied Science and Engineering Technology 12, no. 5 (May 31, 2024): 5141–47. http://dx.doi.org/10.22214/ijraset.2024.62343.
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Abstract: Examining employee motivation and the effect of motivation programs on job satisfaction is the goal of the current study. The purpose of the study is to investigate how different motivational techniques affect worker morale, output, and general job satisfaction. Numerous efforts for work-life balance, professional growth, financial incentives, recognition programs, and encouragement are available. The findings show that these initiatives greatly improve employee work satisfaction. The research highlights the significance of customized incentive schemes in fostering job contentment and suggests optimal approaches for establishments aiming to enhance their incentive structure. The significance of matching employee requirements and preferences with motivating programs is also covered in the study. The study also identifies critical elements, such as corporate culture and managerial support, that enhance the efficacy of these programs
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Pârjoleanu, Raluca. "Work Motivation Efficiency in the Workplace." Postmodern Openings 11, no. 4 (2020): 293–309. http://dx.doi.org/10.18662/po/11.4/236.
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Employee motivation is very important for a successful organization, so any company should focus on motivating human resources if they want to stay competitive on the market and to avoid issues, such as employee retention problems that will adversely affect the business. Thus, effective motivational techniques should be implemented in any company that wants to be successful. Following the implementation of motivation methods adapted to the organization's environment and its type of employees, the satisfaction of workers will increase, and they will feel more motivated to perform at the highest standards. Studies have shown that motivating factors, such as success at work, recognition, diversification of responsibilities and career advancement, play an important role in motivating employees at work. It is important to strike a fragile balance between the level of challenges that the job brings and the resources made available to the employee. Packages that combine financial and non-monetary motivation, with coaching and mentoring activities, investing in employee development, as well as the flexibility of the work schedule, are major components of stimulating work motivation.
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Vukajlovic, Djurdjica, and Bojana Ostojic. "Employee motivation." Vojno delo 68, no. 6 (2016): 307–15. http://dx.doi.org/10.5937/vojdelo1606307v.
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LEE, Hyung-Woo. ""REVISITING CROWDING-OUT EFFECT OF PERFORMANCE MANAGEMENT: ITS IMPACT ON EXTRINSIC AND INTRINSIC MOTIVATION"." Transylvanian Review of Administrative Sciences 63 E (June 30, 2021): 90–109. http://dx.doi.org/10.24193/tras.63e.5.
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Scholars have believed that motivation crowding out will occur when performance-based personnel management is practiced in the public sector. However, drawing on a more sophisticated typology of human motivation, this study demonstrates that the provision of extrinsic rewards can motivate, rather than demotivate, public employees even if public employees have strong public service motivation. Analyzing the data from the Federal Employee Viewpoint Survey (USA), this study found that the practice of employee performance management increases work effort and job satisfaction, and that such effects were mediated mainly by the hybrid motivational mechanisms (i.e., via enhanced self-concepts and perceived fairness), rather than by increasing sheer extrinsic motivation. This implies that the practice of employee performance management can be effective in motivating public employees.
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Rumyantseva, I. A., M. B. Zhernakova, and T. Yu Krotenko. "EMPLOYEE DEMOTIVATION: FACTORS AND CAUSES OF EMPLOYEE DEMOTIVATION." Scientific Journal ECONOMIC SYSTEMS 1, no. 181 (2021): 102–8. http://dx.doi.org/10.29030/2309-2076-2021-14-2-102-108.
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The article analyzes the factors and causes of the state of demotivation to work among employees of organizations. The author emphasizes the importance of employee motivation for the success of modern organizations and the undesirable consequences of its absence, which acquire the features of an organizational disease. Demotivation is considered by the authors as a decrease in motivation due to the influence of various circumstances. The factors that demotivate employees are analyzed and the probable causes of their occurrence are listed. The article highlights the personal and organizational groups of demotivation factors. Personal factors include chronic dissatisfaction with the dominant needs of employees; incentives used in organizations that become in reality limiting factors; changes occurring in the personal motivational complexes of employees; personal perception by employees of the actions of the organization’s managers as unfair. Organizational factors include unclear division of functions and implemented work processes between employees, unclear organization structure, low manageability of the organization, unclear goals, unreliability of decisions, widely used demotivating management style with a predominance of punishments over rewards, disrespect and neglect of employees. The article considers the employee’s motivational complex, consisting of internal motivation, external positive and external negative motivation, and determines the optimal motivational complex. Attention is paid to the demotivation process, the orientation of employee motivation. The differences in the general motivation of the employee for any actions and the labor motivation of the employee are determined. The necessity of analyzing the motives of people’s behavior in the working environment is emphasized. The article notes the need to distinguish between the real and declared motives of employees, to identify the deep needs, interests and values of people to prevent the state of demotivation.
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Obilade, Sandra. "Redefining Loyalty: Motivational Strategies and Employee Loyalty in an Era of Downsizing." New England Journal of Entrepreneurship 1, no. 1 (March 1, 1998): 30–40. http://dx.doi.org/10.1108/neje-01-01-1998-b004.
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Retaining employee loyalty after restructuring is a problem for all types of businesses. The major issue concerns how management and employees can establish a new, mutually acceptable "psychological contract" which ensures employee loyalty but not lifelong employment. Eighteen small businesses in Fairfield County, Connecticut were surveyed to investigate loyalty and motivation after downsizing. A significant correlation was found between loyalty and motivation. Furthermore, several motivational techniques employed were inconsistent with employee needs. Suggestions are offered on how to retain employee loyalty.
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Suyono, Joko, and Sri Wiwoho Mudjanarko. "Motivation Engineering to Employee by Employees Abraham Maslow Theory." JETL (Journal Of Education, Teaching and Learning) 2, no. 1 (March 31, 2017): 86. http://dx.doi.org/10.26737/jetl.v2i1.141.
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Among many existing motivational theories, perhaps Maslow's Hierarchy of Needs Theories are widely known. This theory passes a message to us that once a person passes a certain level of need, he is no longer motivated by the level of motivation below. This provides an understanding that a manager or leader or motivator in the organization should know what is needed by subordinates. The need of a daily production worker with staff of managerial staff is different. To provide motivation that can improve performance to both, a motivator must provide different treatment according to their needs.
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Mistry, Honey. "A STUDY ON EMPLOYEE MOTIVATION WITH REFERENCE TO SELECTED COMPANIES IN AND AROUND VAPI." SCHOLARLY RESEARCH JOURNAL FOR INTERDISCIPLINARY STUDIES 8, no. 65 (July 1, 2021): 14901–10. http://dx.doi.org/10.21922/srjis.v8i65.1332.
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This paper discusses about the most important asset that any employer possesses which is not land, raw material, or profit, but people; their employees. Thus, it is the responsibility of employer to keep their employees motivated by creating a positive work environment, and providing employees with the opportunities to grow. Motivating employees is an art that requires time and dedication. Motivated employee’s results to retention or reduction in employee turnover, and enthusiastic employees out produce and outperform. This paper study the sources of motivational needs, benefits of motivation, recognition and rewards, and tactics that can be used to help motivate individuals. The data was collected through the telephonic interview of the HR professionals of the selected companies. The major outcomes of this research include that Employee motivation plays an essential role in an organization and it contributes towards effective and efficient working of the organization, resulting to the achievement of overall organizational goals.
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Xie, Xinyi. "Analysis of Employee Motivations and Causes in the Workplace." Advances in Economics, Management and Political Sciences 72, no. 1 (May 24, 2024): 302–6. http://dx.doi.org/10.54254/2754-1169/72/20240684.
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Employee motivation refers to an employees drive to complete work-related tasks. Employee motivation is an essential factor that every employer needs to secure to encourage the completion of tasks in a dignified and effective manner. Intrinsic and extrinsic factors influence employee motivation. The paper shows that factors internal to the employee influence their reaction to their external workplace factors that can determine how motivated they are to deliver the mandates. The paper considers the two aspects of the attribution theory, situational and dispositional, which shows that a persons internal factors determine how they react to the external environment and respond to motivation. This paper also considers how deviant behavior explains the origins of human behavior to show how internal factors can affect how employees respond to motivation. Internal and external organizational factors can also affect the effectiveness of the companys motivation strategy. The theories help establish that any motivational intervention should consider an employees factors to ensure its success and positively impact the company and its operations.
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Taning, Ameilia Harum Khaerani, Justine Tanuwijaya, and Andreas Wahyu Gunawan P. "The Influence of Motivation, Employee Development and Teamwork on Employee Performance through Employee Engagement in Service Industry Employees." Journal La Bisecoman 5, no. 3 (May 30, 2024): 365–73. http://dx.doi.org/10.37899/journallabisecoman.v5i3.1174.
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Objective: to analyze the influence of motivation, employee development and teamwork on employee performance through employee engagement in service industry employees. Research Method: The type of research method used in this research is descriptive quantitative with a cross sectional design using a questionnaire. The research sample was selected using convenience sampling and snowball sampling methods with a total of 120 respondents consisting of service industry employees in Jakarta and Kalimantan. Data analysis used to test the hypothesis uses Structural Equation Model (SEM) with the software used is SMART-PLS 3 to test direct effects, and SMARTPLS 3.0 Bootstrapping to test indirect effects. Research Results: Motivation, employee development and teamwork have a positive effect on employee engagement. Employee development, teamwork and employee engagement have a positive effect on employee performance. Motivation has a negative effect on employee performance. Employee development has no effect on employee performance through employee engagement. Motivation and teamwork influence employee performance through employee engagement. Managerial Implications: Evaluation material for companies in the service sector that want to improve employee performance by increasing employee motivation, employee development, teamwork and employee engagement.
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Mitalo, Ruth, and Kadian Wanyonyi Wanyama. "Mediating Effect of Motivation on the Association between Employee Compensation and Employee Performance in Kenyan Chartered Public Universities." East African Journal of Business and Economics 7, no. 1 (April 17, 2024): 107–22. http://dx.doi.org/10.37284/eajbe.7.1.1592.
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Compensation is crucial to the employee-employer relationship, affecting satisfaction, turnover, absenteeism, commitment, and trust. Fairness in incentives distribution and supportive supervisors are key to motivating academic staff and enhancing performance. This study aimed to examine the effect of employee motivation on the relationship between compensation and performance in Kenyan chartered public universities. The study was based on Expectancy and Maslow Theory. The study adopted positivist research philosophy. It utilized a positivist research approach, adopting a descriptive cross-sectional design. A pilot study was carried out at one university to validate the data collection instrument. Reliability results indicated a Cronbach Alpha value of 0.920. 247 questionnaires were returned out of 382 administered, thus giving a response rate of 64.7%. Data on compensation, motivation, and performance were collected through a questionnaire. Descriptive and inferential statistics were employed for analysis. Results showed that motivation mediates the relationship between compensation and performance (R2=0.348, F=66.563, p<0.05), positively and significantly. The study concludes that the relationship between employee compensation and employee performance is mediated by positively and significantly by motivation. The study recommends that compensation programs should be well structured so as to promote fairness and also motivate employees
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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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Constantinescu, Simona Cristina, Carmen Simona Dumitrescu, Oana Maria Sicoe-Murg, and Sabin Chiș. "Aspects Of Employee's Motivation In Tourist Services." Acta Carolus Robertus 12, Különszám (2022): 12–24. http://dx.doi.org/10.33032/acr.3405.
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Employee motivation is "a science" whose role has proven, over time, to be a very important one. Sometimes recruiting employees is easy, but keeping them more difficult. Keeping employees in the company, creating with their help competitive products on the market, keeping the company in the top, depend to a great extent on how the employer/manager understands the importance of motivating the subordinate staff and knows that he must search, discover and apply those motivational techniques that are in line with employees' expectations. Why the motivation? Because motivation is an essential element in all fields of activity, especially in the tourism industry, where it is a priority coordinate. Motivation comes from within everyone, from the innermost recesses of the human being and is deeply rooted in the desires and needs of man.
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Ahmad, Prof Shoeb. "Motivation and Performance: A Psychological Process." International Journal of Business and Management Research 9, no. 2 (April 5, 2021): 104–12. http://dx.doi.org/10.37391/ijbmr.090201.
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The achievement of a workplace entirely depends on the skill of managers that how to offer a motivating environment to its employees. The performance of a workplace entirely depends upon employee motivation which is a crucial element in creating an amicable environment for producing optimal performance. Employee motivation is highly responsible in stimulating workplace harmony, commitment and overall employee performance at the workplace. It is decisive in relating to long term benefits for the organization. Motivated employees signify staff retention and loyalty towards the workplace which in turn foster growth & development of business. In the competitive business environment, the biggest challenge for managers is to retain the employees and keep them motivated to perform satisfactorily at the workplace. Equally, it is important that the manager must be aware of the behavioural instinct of employees and of the factors of what possibly motivate them. Individuals can be motivated due to various factors like: leadership, rewards, incentives, etc. and other organizational constituents in which they perform the duties. Keeping in mind these views, the study primarily focuses upon the effects of motivational factors on employees’ performance. Subsequently, the study highlights the connection among employee motivation along with performance.
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Isrot, Afifa. "Impact of Management Systems and Motivational Factors on Employee Satisfaction in the Health Sector: A Study on Rangpur City Corporation Area." Global Disclosure of Economics and Business 11, no. 1 (June 30, 2022): 39–58. http://dx.doi.org/10.18034/gdeb.v11i1.636.
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This study sheds light on the relationship between Employee management and motivation (EMM) practices with employee satisfaction. The study's objective is to analyze the implementation of employee management practices, motivational factors in healthcare centers, and its impact on employees' perception, which leads to satisfaction or dissatisfaction. Employee Management includes workforce planning, induction compensation management, and employee motivation. The study focuses on employee motivation. It is the most critical factor for increased commitment, productivity, and involvement of employees in their job. Motivational factors include training and development, performance appraisal, promotion, etc. In addition, the study observed that those hospitals following systematically and scientifically EMM practices create high employee satisfaction levels. As a result, these employees are more committed to better performance.
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Kharadze, Natalia, Nana Katsitadze, Maia Giorgobiani, Lia Dzebisauri, and Dea Pirtskhalaishvili. "The nexus of employee motivation and leadership: A study of the government employees in Georgia." Journal of Eastern European and Central Asian Research (JEECAR) 10, no. 7 (December 3, 2023): 1121–34. http://dx.doi.org/10.15549/jeecar.v10i7.1621.
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This research explores the interplay between employee motivation and leadership qualities within the Ministry of Economy and Sustainable Development and the Ministry of Finance of Georgia. A survey involving 821 government employees was conducted to identify the factors influencing employee motivation and the potential barriers associated with dissatisfaction with supervisors. The study uses statistical methods to identify critical factors shaping motivation, including principal component analysis and Spearman correlation coefficients. Key determinants include satisfaction with supervisors, external motivators, and performance evaluations. Employee engagement emerges as a significant driver, particularly for men and younger employees. The study also reveals variations in motivation related to gender and age, with women and senior employees displaying higher motivation levels. Furthermore, the research identifies dominant leadership qualities that impact employees' desire for managerial change, a primary motivational barrier. This study offers practical insights for enhancing employee motivation and optimizing leadership strategies, particularly within the Georgian Ministry of Economy and Sustainable Development and the Ministry of Finance.
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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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Pandya, Jainisha D. "Intrinsic & extrinsic motivation & its impact on organizational performance at Rajkot city: A review." Journal of Management Research and Analysis 11, no. 1 (March 15, 2024): 46–53. http://dx.doi.org/10.18231/j.jmra.2024.009.
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Motivation is a critical driver of employee engagement and, subsequently, organizational performance. This abstract explores the concepts of intrinsic and extrinsic motivation and their profound influence on the productivity, innovation, and overall success of an organization. Intrinsic motivation stems from internal factors like personal fulfillment and passion, while extrinsic motivation is driven by external rewards such as monetary incentives and recognition. This paper delves into the dynamics of both types of motivation and their interconnectedness within the workplace.Research indicates that a balanced integration of intrinsic and extrinsic motivation strategies can lead to improved job satisfaction, higher productivity, and enhanced organizational performance. Organizations that effectively tap into intrinsic motivation empower employees to find purpose and meaning in their work, fostering long-term commitment and innovation. Additionally, extrinsic motivators, when thoughtfully administered, can provide short-term boosts in productivity and drive employees to achieve specific goals.The paper also discusses the potential pitfalls of overreliance on extrinsic motivation, which may inadvertently stifle intrinsic motivation, creativity, and intrinsic job satisfaction. It emphasizes the importance of understanding individual differences in motivation preferences and tailoring strategies to the unique needs and aspirations of employees.In conclusion, recognizing the intricate interplay between intrinsic and extrinsic motivation and strategically incorporating both can significantly enhance organizational performance. This paper encourages organizations to strike a balance between these motivational forces, empowering employees to contribute their best to achieve the organization's goals while also finding personal fulfillment in their work. Intrinsic motivation, Extrinsic motivation, Organizational performance, Employee engagement, Job satisfaction, Motivation strategies, Employee productivity, Innovation, Leadership, Rewards and recognition, Employee motivation, Workplace culture, Employee empowerment, Individual differences, Work environment, Employee commitment, Performance enhancement, Employee job satisfaction, Motivational factors, Employee motivation balance.
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Istanawati, Endah Wal. "Improving The Performance Employees Of Bogor Regency Regional Device Organization Through Improvement Employee Discipline, Work Climate, And Work Motivation." Journal of Social Studies Arts and Humanities (JSSAH) 2, no. 1 (March 31, 2022): 32–36. http://dx.doi.org/10.33751/jssah.v2i1.6088.
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The purpose of this study is to examine the influence of improving employee discipline, work climate and work motivation on improving the performance of employees of regional device organizations in Bogor Regency. The research population is the executor in the Human Resources Staffing and Development Agency and the Bogor Regency Regional Secretariat as many as 290 people with a sample size of 169 people calculated using the Slovin formula with an error rate of 5%. Data collection for each variable studied using questionnaires with a rating scale. Data analysis techniques use descriptive statistical analysis techniques and inferential statistical analysis techniques. The data analysis in this study used the Partial Least Square Structural Equation Modelling (PLS SEM) method. The results showed: (a) Employee discipline variables have a positive and significant influence on motivational variables. (b) Employee discipline variables have a positive and significant influence on performance variables. (c) Work climate variables have a positive and significant influence on motivational variables. (d) Work climate variables have a positive and insignificant influence on performance variables. (e) Motivational variables have a positive and significant influence on performance variables. (f) The magnitude of the coefficient of parameters for discipline variables on performance through motivation is 0.054 which means there is a positive indirect influence of discipline on performance through motivation. Or it can be interpreted that the higher the value of discipline, the performance through motivation will increase as well. (g) The magnitude of the coefficient of parameters for the working climate variable on performance through motivation is 0.278 which means there is a positive indirect influence of discipline on performance through motivation. Or it can be interpreted that the higher the value of the work climate, the performance through motivation will increase as well.
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Seema Bhakuni and Sandeep Saxena. "Critically Analyzing the Role of Total Rewards and Compensa-tion in Increasing Employee Motivation." International Journal of Asian Business and Management 2, no. 3 (June 28, 2023): 225–40. http://dx.doi.org/10.55927/ijabm.v2i3.3043.
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Employees are the main assets for an organisation and motivating the employees can improve their performance. Several ways can be incorporated for employee motivation. The objective of this research is to understand the role of Total Rewards and Compensation in increasing employee motivation. Materials and methods: Survey has been conducted by incorporating 80 participants and the survey results has been analysed with the help of SPSS software. Findings: The result conveys that there is a positive relation between employee motivation and engagement. Conclusion: Employee motivation has strong relation with employee engagement and increasing organisational performance. Employee motivation can create positive working culture within the workplace. Significance of the study: The research will contribute to understand the role of compensation and total rewards in case of employee motivation. Besides this, this research is also helpful to understand the importance of employee motivation in case of organisational performance
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Pariyanti, Eka, Rinnanik Rinnanik, and Tri Mardiono. "Pengaruh Motivasi Kerja Terhadap Kinerja Karyawan Dengan Kepuasan Kerja Sebagai Variabel Intervening Pada PT. Federal International Finance (FIF)." RELASI : JURNAL EKONOMI 15, no. 2 (July 28, 2019): 293–307. http://dx.doi.org/10.31967/relasi.v15i2.313.
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Fulfill all needs or desires in the employee, it will create a feeling of satisfaction, and employees with high levels of satisfaction will experience an increase in performance. Based on this matter, this study aims, (1) To determine the effect of work motivation on employee performance, (2) To determine the effect of work motivation on job satisfaction, (3) To determine the effect of job satisfaction on employee performance, (4) To determine the effect work motivation on employee performance with job satisfaction as an intervening variable. The data collection technique of this study was a questionnaire and documentation. The population of this study was employees of PT. PT. Federal International Finance (FIF), eastern Lampung region with a total of 96 people. While the data analysis uses regression analysis and phat path. The results of this study are, (1) Motivating Work Influence on Employee Performance, (2) Motivating Influential Work Against Job Satisfaction, (3) Influential Job Satisfaction on Employee Performance, (4) Job Satisfaction Role as Intervening Variables Between Work Motivation and Performance Employees (5) Work motivation influences employee performance directly, but work motivation will have greater influence on employee performance if first through or added to job satisfaction. These Research Results Can Become Input For PT. Federal International Finance (FIF), as material for consideration to improve employee performance.
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Ocfa Indah Nst and A Dewantoro Marsono. "The Influence of Work Environment and Culture on Employee Performance with Motivation as an Intervening Variable." International Journal of Scientific Multidisciplinary Research 1, no. 6 (July 30, 2023): 691–98. http://dx.doi.org/10.55927/ijsmr.v1i6.5380.
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This research aims to analyze the influence of work environment, work culture, and motivation on employee performance at PT. PNM Medan Tembung. The research method employed in this study is quantitative research, with data collected through questionnaires distributed to 50 employees of PT. PNM Medan Tembung. The data were then analyzed using Smart PLS 4.0 software. The results of the analysis indicate that work culture has a significant influence on employee performance, as well as employee motivation. However, no significant relationship was found between the work environment and employee performance. Additionally, employee motivation was found to mediate the relationship between work culture and employee performance. These findings emphasize the importance of creating a positive and supportive work culture and enhancing employee motivation to improve individual and organizational performance. A supportive work environment can also influence employee motivation, making it essential for companies to create a conducive and motivating work environment. In conclusion, this research provides insights into the significance of work culture and motivation in enhancing employee performance at PT. PNM Medan Tembung. The implications of this study highlight the importance of companies paying attention to and effectively managing these factors to enhance organizational productivity and efficiency. Furthermore, this research can serve as a reference for future studies in the same field
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Dolgalova, O., and T. Remesnik. "Application of foreign methods of labor motivation at Ukrainian enterprises." Galic'kij ekonomičnij visnik 70, no. 3 (2021): 140–47. http://dx.doi.org/10.33108/galicianvisnyk_tntu2021.03.140.
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This paper is devoted to the investigation of the motivation concept, study and analysis of foreign experience in motivating employees and the selection of elements that can be adapted in Ukrainian enterprises. The theoretical foundations of the staff motivation concept are considered in this paper. It is found that the staff motivation has significant impact on the staff and enterprise efficiency. The main tasks of employee motivation are determined. They are as follows: the formation of understanding of the employees motivation system, the establishment of psychological climate in the team; creating democratic approaches to personnel management. The main types of staff motivation are identified as tangible and intangible. The main means of material and intangible employees motivation are considered. Since without the staff interest it is impossible to solve the enterprise problems, motivation becomes an important task for the enterprise. In order to increase the material and moral interest of employees, to develop and improve the incentive mechanism the experience of developed countries in this area is taken into account in this paper. Foreign experience is considered to identify the optimal model of employee motivation at Ukrainian enterprises. Motivation systems of such leading countries as Japan, France, USA and Germany are studied. The ways of motivating employees in such leading companies as Google, Zappos, Huffington Post, Procter & Gamble, Apple, IBM and AT&T, Nihon Shokken are considered. Elements of French, German, American and Japanese motivation systems are generalized. The main elements of these foreign systems of employee motivation are identified: individualization of wages; incentives for staff training, arrangement of recreation areas, motivational monitoring, etc. From foreign experience, we can seen that motivation makes it possible to solve the problems related to the improvement of employee productivity. Therefore, the elements that can be adapted to national traditions of personnel management and used in Ukrainian enterprises for effective human resource management are highlighted in this paper.
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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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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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Kirilina, T. Yu, and O. I. Panina. "Employee Motivation Management." Contemporary problems of social work 3, no. 3 (June 27, 2017): 66–73. http://dx.doi.org/10.17922/2412-5466-2017-3-3-66-73.
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Miller, J. Tim. "Student Employee Motivation!" Recreational Sports Journal 17, no. 2 (February 1993): 12–15. http://dx.doi.org/10.1123/nirsa.17.2.12.
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Herrera, Fred. "Demystifying employee motivation." Employment Relations Today 28, no. 4 (2002): 37–52. http://dx.doi.org/10.1002/ert.10014.
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Blunt, Barrie E. "Measuring employee motivation." Performance + Instruction 24, no. 10 (December 1985): 6. http://dx.doi.org/10.1002/pfi.4150241004.
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Velikorossov, Vladimir V., Andrey L. Poltarykhin, Sergei A. Filin, Fedor V. Akulinin, and Sergey N. Kukushkin. "EMPLOYEE MOTIVATION SYSTEMS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2/5, no. 134 (2023): 107–17. http://dx.doi.org/10.36871/ek.up.p.r.2023.02.05.015.
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The purpose of the article is to develop proposals for improving the system of motivation for professional activities of personnel. The subject of the study is a system of motivation for the professional activities of personnel. The methodological basis is a systematic approach, methods of system-functional, comparative, economic and statistical analysis. The scientific article consists in the fact that digital solutions in matters of stimulating the professional activities of employees and assessing their motivation in modern organizations are more functional and effective. A recommendation was made to improve the system of motivation for professional activities of personnel. It was concluded that the motivation model in the country depends on the level of development of cultural, ethnic and moral norms, the motivation system in each country depends on the key indicators of the organization’s effectiveness, but the set of stimulating elements depends on the mentality in the state.
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PROKHOROVSKA, Svitlana. "DIRECTIONS OF STAFF MOTIVATION IN THE CONDITIONS OF MODERN CHALLENGES." Regional’ni aspekti rozvitku produktivnih sil Ukraїni, no. 27 (December 25, 2022): 73–79. http://dx.doi.org/10.35774/rarrpsu2022.27.073.
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Introduction. The article researches the components of the personnel motivation system and their role in increasing labor efficiency, outlines directions to improve the functioning of the system. The goals of employee motivation are highlighted. It has been established that the application of different types of employee motivation in practice can have different effectiveness. Therefore, when choosing them, it is important to take into account how well they correspond to the strategy of the organization and the microclimate in the team. It was found that motivation of the personnel should be based on the principle of combining the interests of the company and employees. A properly motivated employee makes full use of his skills, abilities, new opportunities, and resources at his workplace, which leads to the desired result and more efficient work of the entire organization. It was determined that implementation of the personnel motivation system should be a carefully planned and gradual process. The most important thing is to gain the support of employees by informing them about the current and prospective activities of the organization. Areas of staff motivation are singled out: individualization of wages, involvement of employees in the formation of the strategy and planning of the organization's goals; official employment and social package; creating opportunities for career growth; improving the social and psychological climate in the team and strengthening its cohesion; creation of a comfortable workplace and arrangement of rest areas for the staff; possibilities of long-term work prospects; personal and public praise from the manager, giving personal benefits and using a motivational board; labor activity monitoring; motivation with free time. It has been established that by attracting and motivating the personnel, management receives the following benefits: high labor productivity; the ability to make innovative decisions; opportunities to quickly enter the market; increase in customer satisfaction; implementation of innovations; low staff turnover; readiness for change; the company's profit growth. Key words: remuneration, material and non-material incentives, motivation, motivational board, staff motivation, directions of staff motivation, salary, staff, employer, working hours, work, working conditions.
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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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Pabi, Nurdin, and Nur Aktif Budiono. "The Effect of Organizational Culture and Leadership on Employee Performance with Work Motivation as an Intervening Variable at PT PLN Pusdiklat Ragunan Jakarta." Dinasti International Journal of Digital Business Management 4, no. 5 (August 18, 2023): 875–87. http://dx.doi.org/10.31933/dijdbm.v4i5.2002.
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The main objective of this study is to examine how organizational culture, leadership, and work motivation influence the performance of employees at the Training Center of PLN Ragunan Jakarta. The research population comprised employees of the Training Center at PLN Ragunan Jakarta, with a total sample size of 93 individuals. The data analysis method employed was SEM-PLS. The findings revealed that organizational culture has a positive impact on employees' work motivation, and similarly, leadership also positively affects employees' work motivation. Additionally, both organizational culture and leadership have a positive influence on employee performance. Furthermore, work motivation positively influences employee performance. The study also established that organizational culture indirectly affects employee performance through work motivation, and similarly, leadership indirectly affects employee performance through work motivation.
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Machova, Renata, Tibor Zsigmond, Annamaria Zsigmondova, and Zoltan Seben. "Employee satisfaction and motivation of retail store employees." Marketing and Management of Innovations 1, no. 1 (2022): 67–83. http://dx.doi.org/10.21272/mmi.2022.1-05.
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In the 21st century, the rapid technological development in different innovations has not reduced the value of human capital. It is considered to be the most valuable capital of businesses and acts as a driving force of business activity. The perception of human capital should be essential since it has a real impact on the business's success. In human resources management, it is necessary to keep in mind one of the basic functions of management: motivation, planning, and organizing. The main goal of this article is to identify the critical determinants of motivation factors of the human resources capital in the retail sector. An adequately motivated employee is a key to achieving the company goals since employee motivation maintains customer satisfaction and loyalty. Based on the results, the most popular motivation tools proved to be the financial incentives in the form of salary increases or bonuses. In the case of generational differences, there is no difference in the degree of satisfaction with the salary. The employees expressed to be less satisfied with their workplace's communication and leadership style. They have no decision-making power at all. Besides, they do not really feel a sense of belonging somewhere. The members of Generation Z are less satisfied with job security than the representatives of older generations. Most of the retail employees do not find their work interesting or diverse. On the other hand, they think the pace of the work is too fast, but they are well prepared for the work they are doing. Based on the answers, most of the respondents disagree with the inappropriate style of feedback they receive from the managers. The members of Generation Z feel that they cannot adequately utilize their knowledge and skills at their workplaces. They get more criticism than praise than the representatives of older generations.
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Sihite, Mislan, Ita Soegiarto, Makrifatul Ilmi, and Ilham Ilham. "The Impact of Leadership Style, Employee Motivation, and Organizational Culture on Job Performance of Start-Up Employee." International Journal of Business, Law, and Education 5, no. 2 (July 5, 2024): 1736–49. http://dx.doi.org/10.56442/ijble.v5i2.730.
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This research explores the impact of leadership style, employee motivation, and organizational culture on job performance in start-up companies. The study adopts a quantitative research design, collecting data from employees in various start-ups through a cross-sectional survey method. Descriptive statistics, reliability analysis, correlation analysis, multiple regression analysis, and moderation analysis are employed to analyze the data. The results indicate that transformational leadership, intrinsic motivation, and a positive organizational culture significantly enhance job performance. Transactional leadership and extrinsic motivation also contribute positively but to a lesser extent. Organizational culture and employee motivation are identified as crucial moderators, amplifying the effects of leadership styles on job performance. These findings underscore the importance of effective leadership, motivational factors, and a supportive organizational culture in driving job performance within start-up environments.
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M. Anwarul Islam, K., Farhana Islam, and Sabina Yasmin. "Contextual determinants of employee motivation." Problems and Perspectives in Management 22, no. 3 (July 15, 2024): 96–105. http://dx.doi.org/10.21511/ppm.22(3).2024.08.
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The aim of this study is to identify the elements that motivate employees in small and medium-sized enterprises operating in Bangladesh. The data were obtained using a survey methodology targeting employees who work in small and medium-sized enterprises located in the northern geographic region of Bangladesh. The sample included 284 employees surveyed from May 2023 to June 2023. The paper utilized a five-point Likert scale to evaluate the responses. Regression techniques were used to test the hypotheses. Moreover, to evaluate the hypotheses, a significance level of 5% was utilized, and the data pertaining to the subject matter and purpose of this study were examined using the SPSS program. The results of the paper indicate that employee motivation at SMEs is significantly influenced by employee empowerment, job security, and job training opportunities. Employee empowerment (β = 0.583) has the highest effect on motivation compared to the other two factors. Additionally, a substantial correlation coefficient (r = 0.498) is found between employee motivation and employee empowerment. This study contributes to the literature by investigating the external determinants of employee motivation within small and medium-sized enterprises.
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Nadeem, Muhammad, Naveed Ahmad, Muhammad Abdullah, and Naqvi Hamad. "Impact of Employee Motivation on Employee Performance (A Case Study of Private Firms: Multan District, Pakistan)." International Letters of Social and Humanistic Sciences 36 (July 2014): 51–58. http://dx.doi.org/10.18052/www.scipress.com/ilshs.36.51.
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This article is based on the private firms which working in Multan city, Pakistan. In this article all we studied and analyzed all aspects of the employee motivation importance especially in private firms. In Pakistan many employees who are working in private firm (especially in Multan) facing motivational problem. But many private firms working for the employee motivation and encouraging the employees. In this we also mentioned major factors which can help the firms to achieve employee motivation. We also observed employee motivation is so important for the employee’s performance and efficiency and for the private firm’s success. A questionnaire was developed for estimating effect of employee motivation on firm’s performance. Data was collected through convenience sampling method. Our sampled people include both, managers and non managers of private firms in Multan city. This research study will contribute into existing literature through indicating the importance of employee motivation on performance.
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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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Aman, Awol. "The Effect of Leadership Styles on Employee Motivation’s in Adama Hospital Medical College, Adama - Ethiopia." Journal of Human Resource Management 12, no. 2 (May 30, 2024): 22–33. http://dx.doi.org/10.11648/j.jhrm.20241202.11.
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The objective of this study was to examine the effect of leadership Styles on Employee Motivation’s in Adama Hospital Medical College, Adama - Ethiopia. The study used descriptive and which incorporated both qualitative and quantitative research approaches. The researcher was employed Systematic Random Sampling Technique techniques to distribute the questionnaire to the respondents. Data was collected by using both closed and open ended self-administered questionnaires and a total of one hundred sixty nine (169) questionnaires were returned. The results were analyzed and interpreted using SPSS software version 20. The scores are interpreted quantitatively and open-ended suggestions are interpreted qualitatively. The research indicated that there is positive strong and significant relationships are existed between Leadership Styles attributes (Laissez faire leadership and democratic leadership) and Extrinsic Employee Motivation Practices at (r =.946, p < 0.01 and r =.707 p < 0.01) respectively. But, no relationship existed between democratic leadership and autocratic leadership styles. Linear regression analysis also indicated that at 58.2% variance in employee motivation can be predicted from the combination of all Leadership Styles Dimensions. This indicates that combination of the predictors significantly combined together to predict employee motivation. The study found that majority of the respondents was motivated with most variables of intrinsic motivational practices in the organization. This also proves that intrinsic motivation practices can contributed positively for employee motivations in their jobs. However, the study also found that majority of the respondents was de-motivated with extrinsic motivational practices in the organization. Finally, the researcher believes that this paper is not exhaustive that could provide all lists of topic researched. However, it gives a bird-eye view on topic and it is open for further discussion and/or critics.
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Rosłon, Jolanta. "Motivators and Demotivators for Employees." Olsztyn Economic Journal 15, no. 4 (December 31, 2020): 327–38. http://dx.doi.org/10.31648/oej.6856.
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Employee motivation is the basis of effective human resource management. A properly designed motivational system and an adequate selection of motivation drivers elicit employee behaviour desirable from the employer’s standpoint and thus play a decisive role in the organisation’s success. This study aimed to identify factors that have a motivating and demotivating effect on the workforce, as well as to determine the motivational intensity of selected incentives. The empirical research also covered the influence of conflicts – interpersonal and intrapersonal – on the motivation levels among the employees, and the effectiveness of motivational systems applied in the organisations. The findings were obtained through a Web study (CAWI) conducted with the use of a survey questionnaire distributed by electronic means. According to the respondents, the most effective motivation driver is the level of remuneration. This factor is a priority mainly for people with a lower income, lower status and shorter work experience. A positive atmosphere at the workplace turns out to be the second most important driver, whereas non-financial benefits rank third. Furthermore, the poll demonstrates that the level of employee motivation is largely affected by conflicts between employees, employees and their managers, or those of an internal nature. Irrespective of their character and development, antagonisms generate a slew of negative consequences, such as weaker engagement in the job, increased staff fluctuation, a drop in work efficiency and the manifestation of unfavourable attitudes among staff members.
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Sokro, Evans. "ANALYSIS OF THE RELATIONSHIP THAT EXISTS BETWEEN ORGANISATIONAL CULTURE, MOTIVATION AND PERFORMANCE." Problems of Management in the 21st Century 3, no. 1 (April 20, 2012): 106–19. http://dx.doi.org/10.33225/pmc/12.03.106.
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This research aimed at investigating the relationship that exists between organizational culture, employee motivation and performance. The domains of organizational culture (organizational values, individual beliefs, working environment, and employee relationships) and employee motivation and performance were investigated. In order to find the culture and motivation link, mixed method approach for data collection and analysis has been used. By using Pearson’s and Spearman’s Correlation methods, a positive correlation has been found between the two variables. The study revealed that organizational culture has a direct impact on employee motivation and indirectly on organizational performance as well. The better the organizational culture, the higher the motivational level of employees. It was observed that if organizations develop a strong culture of rewarding and acknowledging employees’ effort, it leads to increase motivation and their performance would be significantly enhanced. Key words: employee, motivation, organisational culture, performance.
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Nabila, Tasya Shafa, Herry Krisnandi, Kumba Digdowiseiso, and Zuha Rosufila Abu Hasan. "Effect of Work Discipline, Compensation, and Motivation on Employee Performance at PT. Main Creation Synthesis." International Journal of Social Service and Research 4, no. 01 (January 25, 2024): 368–77. http://dx.doi.org/10.46799/ijssr.v4i01.705.
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This study aims to investigate the impact of Work Discipline, Compensation, and Motivation on Employee Performance at PT. Main Creation Synthesis, particularly focusing on whether these factors contribute to meeting performance targets. Primary data was collected through a questionnaire distributed to 127 respondents. The data analysis employed inferential analysis using multiple linear regression. The findings of the multiple linear regression analysis revealed that Work Discipline (X1) exhibits a positive and significant impact on employee performance. Similarly, the Compensation variable (X2) positively and significantly influences employee performance, as does Motivation (X3). These results suggest that improvements in work discipline, compensation, and motivation can enhance the performance of employees at PT. Main Creation Synthesis. The implications of this study emphasize the potential for employees at PT. Main Creation Synthesis to enhance their performance by fostering a strong work discipline, providing fair compensation, and promoting motivational factors. The study underscores the importance of addressing these aspects to contribute positively to overall employee performance and, consequently, achieving organizational targets.
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Hanasi, Raihan A. "Between Situational Leadership and Employee Motivation on Individual Performance in Indonesian Manufacturing Industry." Sinergi International Journal of Management and Business 1, no. 2 (August 31, 2023): 126–41. http://dx.doi.org/10.61194/ijmb.v1i2.139.
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This study looks into how employee motivation and situational leadership affect individual performance in the manufacturing sector in Indonesia. Survey methods were used quantitatively to gather data from employees at different organizational levels. The study employed Structural Equation Modeling (SEM) in conjunction with Partial Least Squares (PLS) analysis to examine the connections among situational leadership, worker motivation, and individual performance. The findings show that individual performance and employee motivation are both positively impacted by situational leadership. It was also shown that the relationship between situational leadership and individual performance is mediated by employee motivation. Moreover, it was shown that job design and organizational culture were important moderators that increased the effect of situational leadership on worker motivation and the ensuing performance outcomes. These results highlight how crucial motivational work environments and adaptive leadership techniques are for enhancing individual performance in the setting of Indonesian manufacturing.
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Kara, Natalia, and N. Pauk. "Peculiarities of motibation the personnel of enterprises in the context of deepening internetional cooperation." Management and Entrepreneurship in Ukraine: the stages of formation and problems of development 202, no. 1 (June 1, 2023): 40–49. http://dx.doi.org/10.23939/smeu2023.01.040.
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The article provides a definition of the term "motivation" and an overview of the motivation process. Following a summary of every source examined, the following conclusions can be made: By addressing all of an employee's demands, motivation is a method that encourages staff to perform efficiently to accomplish goals. The writers underlined the significance of researching motivational techniques and frameworks and the utilization of contemporary employee motivation theories and strategies in the context of strengthening global cooperation. The writers concentrate on the factors that contribute to staff motivation in the context of global cooperation. According to the authors, a number of factors are crucial to staff motivation in the context of international cooperation. Transformational leadership that motivates and advances employees is a crucial element. Organizational identification, which refers to a fit between a worker's perception of himself and his employer, is another crucial component. Staff motivation can also be significantly influenced by ongoing attention to employee engagement, and a comprehensive plan includes commitment, organizational identification, and motivation. Employee motivation can also be influenced by fundamental organizational procedures including performance reviews, feedback, engagement, and reward programs. Employers can boost employee intrinsic motivation and engagement in accomplishing their objectives for international cooperation by putting these components into practice. Incentives must be offered to employees in order to improve performance. The key recommendations for the area of employee motivation in businesses involved in international activities are identified based on the analysis of the literature. It is crucial to offer a personalized strategy for each employee when it comes to global cooperation. Particularly, it is important to consider diverse cultural, ethical, and religious aspects that could influence employee motivation. Another factor to think about is developing a healthy corporate culture at the company that supports employee growth and motivates them to deliver excellent results. Opportunities for professional advancement, a focus on wellness, and a balance between work and personal life are examples of components of a positive corporate culture.
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Thuan, Le Cong, and Bui Thi Thanh. "Mediating mechanisms linking developmental feedback with employee creativity." Journal of Workplace Learning 32, no. 2 (November 3, 2019): 108–21. http://dx.doi.org/10.1108/jwl-06-2019-0070.
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Purpose The purpose of this paper is to investigate mediating mechanisms linking leaders’ developmental feedback with employee creativity and the moderating role of intrinsic motivation in the effects of employees’ skills on employee creativity. Design/methodology/approach Using data collected from 326 employees at information technology organizations in Vietnam, this study tested the hypotheses by using structural equation modeling. Findings The results show that leaders’ developmental feedback has a positive indirect relationship with employee creativity via creativity-relevant skills, domain-relevant skills and intrinsic motivation. There are no significant differences in the effects of developmental feedback on employee creativity through proposed mediators. Further, intrinsic motivation positively moderates the impact of domain-relevant skills on employee creativity. However, intrinsic motivation does not moderate the effect of creativity-relevant skills on employee creativity. Originality/value This research is one of the first efforts to investigate intrinsic motivation as a motivational mechanism as well as creativity-relevant skills and domain-relevant skills as cognitive mechanisms for understanding the relationship between leaders’ developmental feedback and employee creativity. This research also examines how intrinsic motivation moderates the effects of employees’ skills on employee creativity.
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Petrova, I. A. "MOTIVATION WAYS FOR EMPLOYEES OF FORENSIC SCIENCE INSTITUTES OF UKRAINE." Theory and Practice of Forensic Science and Criminalistics 18 (December 26, 2018): 214–21. http://dx.doi.org/10.32353/khrife.2018.23.
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Currently sustainable development of an organization in any field today depends on implementing possibility of employees’ potential which is entirely dependent on work motivation at this institute. Author outlines ways and methods for motivating the staff of forensic science institutes in the context of ensuring needs formation of an individual employee for continuous personal development through sustainable development of a forensic science institute in general. Author considers concepts correlation of Stimulation and Motivation, defines their nature and effect on a person; determines the part of motivation in creating sustainable internal motives for employees. Motivation of an employee is defined as his inducement to satisfy his own needs and achieve personal goals through the achievement of institute goal. Besides, author emphasizes that for formation of a stable employee motivation for satisfying their own needs the staff should use such a tool as stimulation in addition to other means. Author notices that investing (it is necessary to use together material and intangible components of motivation) into human capital will allow to form a necessary level of employees qualification that will ensure that forensic science institute will provide guarantees for sustainable development in the future. Author outlines general features of material and non-material components of motivation and emphasizes that use of non-material motivation methods requires careful substantiation of entire motivation system at the institute. Particular attention is paid to the need to balance main motives of managers and subordinates for continuous development of employees and institutions at the same time. An effective motivational mechanism is considered which allows taking into account all the specifics of a particular forensic science institute and has motivation methods that are most useful for this institution and provide motivation for each employee.
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Sharma, Neha, Ravinder Saini, Jayanti Semwal, Shaili Vyas, Abhay Srivastava, and Manish Chaturvedi. "Gauging the Motivation Level of Health Personnel of a Tertiary Care Hospital in District Dehradun." Indian Journal of Community Health 35, no. 3 (September 30, 2023): 276–84. http://dx.doi.org/10.47203/ijch.2023.v35i03.005.
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Background- Healthcare providers serve as the backbone of the healthcare delivery system, and motivating them is crucial for its enhancement, which is often a challenging task. Understanding the motivational factors that keep employees engaged is a pressing concern for leaders and senior personnel. Aims & Objectives: This study aimed to assess the motivation levels of healthcare personnel working in a tertiary healthcare institution in Dehradun, Uttarakhand. It sought to explore the various factors influencing employee motivation in the healthcare sector. Methodology: A cross-sectional study involved 150 healthcare personnel, and data analysis was conducted using Statistical Package for Social Sciences (SPSS) software and Microsoft Excel. Frequency percentages and mean standard deviations were used for categorical and continuous data, respectively. The Chi-Square test and Fischer Exact test were employed to assess relationships between categorical variables. Results: Among the study groups, technicians displayed the highest motivation levels, while doctors exhibited lower motivational indices. Across doctors, nurses, and technicians, "rewards" ranked as the top motivating factor. Health personnel identified monetary support, incentives, promotion, resource improvement, appreciation, feedback, communication, job security, training, teamwork, and effective management as significant motivational factors. Conclusion: Satisfied healthcare workers not only inspire their colleagues but also foster a positive work environment, enhancing the overall functioning of the institution. Employee motivation directly impacts the performance of healthcare organizations. Recognizing non-financial motivators, such as appreciation, teamwork, professional growth, and training, alongside financial incentives, is essential to maintaining a motivated and efficient healthcare workforce.