Relevant bibliographies by topics / Management by Motivation

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Management by Motivation'

Author: Grafiati
Published: 4 June 2021
Last updated: 26 January 2023

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Journal articles on the topic "Management by Motivation"

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Xu, Wei, and Yi Zhang. "A Study on Motivation Orientations of English Learners in Management Major." International Journal of Languages, Literature and Linguistics 7, no. 2 (June 2021): 59–66. http://dx.doi.org/10.18178/ijlll.2021.7.2.288.

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Based on the motivation theory, this study aims to investigate the motivational orientations of the English learners from Management majors. 32 graduate students participated in the questionnaire and accomplished the interview in this research. Based on the statistics processed by SPSS, it is found that (1) instrumental orientation is significantly stronger than the integrative type; (2) among all the motivation items, the most three significant motivations are preparing for a future career, desiring to be a knowledgeable person and passing exams. Besides, based on the analysis of interview, a model of major-oriented, international and nested systems of instrumental motivation was constructed, indicating the interrelationship between motivational factors: globalization, social expectation, university policy, major needs and learner factors. It is expected that this study can provide some implications to English teaching to management students with the investigation of the systematic structure of their motivations.
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Andritski, Viorika I. "Management of teacher motivation development." Yaroslavl Pedagogical Bulletin 3, no. 120 (2021): 26–35. http://dx.doi.org/10.20323/1813-145x-2021-3-120-26-35.

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The purpose of the study: the development of the recommendations for managing the motivation of didactic staff. Оbjection: analysis of research results in the field of teacher motivation in the Republic of Moldova; argumentation of the professional needs of teachers and a system of actions to improve the motivational aspect in the competence profile of teachers. Proceeding from the fact that the level of teachers' motivation determines the effectiveness of an educational institution, as well as that the teacher's motivation for a high-quality educational process is closely related to the student's motivation to learn, the main problems of the teaching staff are identified to affect the level of motivation and the reasons for low motivation in the education system, such as lack of social status, lack of information, lack of communication and participation. Based on the analysis of the research results, such factors of motivation in the education system as influence, competence, significance and choice have been identified. The personal values of teachers in general education are revealed, putting forward as a hypothesis the idea that a set of personal values can determine / contribute to the implementation of a managerial model for motivating teachers. There has been established a hierarchy of professional needs of teachers (the need for harmony of values, in the creation of values; the need for professional self-realization; the need for quality, for a job well done; cognitive needs; the need for gratitude; the need for synergy; information needs; material needs); the importance of the system of managerial actions is reasoned to exclude the phenomenon of demotivation. In conclusion a number of actions to improve the motivational aspect in the competence profile of teachers in the Republic of Moldova and the conditions for the effective management of teachers' motivation, are recommended.
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Lazutkin, Vadim. "Management of Labor Motivation of Research Personnel." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2021, no. 2 (August 13, 2021): 229–37. http://dx.doi.org/10.21603/2500-3372-2021-6-2-229-237.

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The specifics of research and academic profession presuppose special approaches to personnel management and motivation. The selection of adequate motivational tools is often done by trial and error. The paper attempts to substantiate short-term and long-term methods of motivating scientific personnel. The experiment featured the case of a Russian biotechnological company, whose personnel underwent S. Ritchie and P. Martin’s Motivational Profile Test. The dominant factors of job satisfaction included self-development opportunities, recognition, ambitious goals, creative tasks, etc. The authors developed some ways for the further development of methods for motivating research personnel.
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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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Kristanti, Ika Neni. "MOTIVASI DAN STRATEGI MANAJEMEN LABA PADA ORGANISASI." Jurnal Ilmiah Akuntansi dan Keuangan 8, no. 2 (July 31, 2019): 68–80. http://dx.doi.org/10.32639/jiak.v8i2.298.

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Earnings management occurs when managers use valuations in financial reporting and in compiling transactions to change financial statements so as to mislead some stakeholders regarding the underlying results that depend on reported accounting figures or to influence contract outcomes that depend on reported accounting figures. The existence of earnings management in a company is inseparable from the various types or underlying motivational factors, while some of the motivations associated with the implementation of earnings management are bonus motivation, political motivation, tax motivation, CEO turnover motivation, IPO motivation. The models used in measuring earnings management include: Healy Model, DeAngelo Model, Jones Model, Industrial Model, Jones Modification Model, Dechow-Dichev Model, Kothari Model and Stubben Model. Keywords : earning management, motivation, measuring models
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Luhova, V. M., and A. O. Churkin. "The Directions of Diagnostics of Management Motivation in Accordance with Modern Motivation Theories." Business Inform 1, no. 528 (2022): 390–97. http://dx.doi.org/10.32983/2222-4459-2022-1-390-397.

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The article is aimed at studying the regularities of labor behavior of the individual and determining the directions for diagnosing the motivation of employees of different levels of management. The article analyzes contemporary theories of motivation: meaningful, process and field theories. The regularities of theories of motivation are determined and directions of diagnostics of personnel motivation are proposed in accordance with the identified patterns. According to meaningful theory of motivation, a person’s behavior is determined by his unmet needs; according to the process theory – one’s expectations and subjective assessments related to a particular situation and the possible consequences of its chosen type of behavior; according to the field theory – one’s personal characteristics and environmental factors (organizational culture, social environment). In this regard, the diagnostic instrumentarium for motivating staff should ensure that information about the list of needs and their hierarchy is obtained; subjective valuations of employees as to the significance and fairness of remuneration, its compliance with the efforts spent, the complexity of work, etc., further the motivational impact of organizational culture and leadership on the labor behavior of personnel be determined. The expediency of using the «Motivational Profile» questionnaire by S. Ritchie and P. Martin to determine the actual needs of the staff is substantiated; an authors’ own questionnaire was developed to obtain assessments of managers regarding the factors of motivation, as identified in the process theories of motivation and theories of the «field». The application of the «Motivational Profile» allows to determine the most significant factors of staff motivation, including the following: material encouragement, recognition, interesting and useful work, self-improvement and the desire for achievements. The authors’ questionnaire made it possible to identify the relationship between effort, result and reward. The results of the performed questionnaire survey of employees show that the system of remuneration of personnel is outdated, labor contributions significantly exceed the remuneration received, the social environment ambiguously affects their motivation. The obtained results helped to determine the problem areas in the motivation of managers, which in the future will allow to form an effective mechanism for motivating management personnel.
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Vicente, Marco, Nelson Gama, and Miguel Mira da Silva. "A Business Motivation Model for IT Service Management." International Journal of Information System Modeling and Design 5, no. 1 (January 2014): 83–107. http://dx.doi.org/10.4018/ijismd.2014010104.

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The Enterprise Architecture (EA) approach usually considers a set of motivational concepts that are used to model the reasons and motivations that underlie the design and change of organizations, which corresponds to their Business Motivation Model (BMM). Likewise, this BMM is also present in organizations that provide IT services. However, although ITIL has become a standard for performing IT Service Management (ITSM), there is not one holistic solution to integrate EA and ITIL. Therefore, we propose to join both approaches through the definition of a specific Enterprise Architecture to design organizations according to ITIL's best practices to perform ITSM. Thus, this paper's goal is twofold: on one hand to establish that architecture's motivation model, and, on the other, to contribute for a formal identification and representation of the ITIL business motivation model itself.
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Vinitha, S. Josphine, and Dr Jenardhanan . "Motivation in Nursing Management." Galore International Journal of Applied Sciences and Humanities 6, no. 1 (February 4, 2022): 22–27. http://dx.doi.org/10.52403/gijash.20220104.

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Motivation is a critical part of nursing leadership as nurses need to understand patients, family and communities to gain valued outcomes like improved patient outcomes and quality of nursing care standards. Motivation in nursing management parts the nursing professionals in to action, improves friendly relationship and leads to stability of work force. Motivation in Nursing Management is a powerful energy that drives and excites nursing professionals which results in their maximum contribution. Nursing leadership is one of the single most important factors in motivating and inspiring and inspiring nurses to care for individuals, enhance communication skill, problem solving and commitment to patient advocacy motivated nurses stay with a task long enough to achieve the goals. The effective direction, motivation and leadership, takes a nursing department forward. The attributes of good interpersonal relationship, mentorship and role modelling tend to move evident when the nurse leaders are highly assertive, accountable and motivated. Keywords: Motivation, Nursing, Leadership, Management, Attributes.
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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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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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Dissertations / Theses on the topic "Management by Motivation"

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Lundström, Markus, and Brunsberg Samuel Ögren. "Management Control and Motivation in Management Consulting." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-415724.

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Purpose: The purpose of this paper is to study the interplay between agile and mechanistic management control and the motivation of the employees affected by them, and thereby contribute to the understanding of how management control interplays with motivation. Research question: How does agile and mechanistic management control interplay with employees’ motivation in the management consulting profession? Methodology: Qualitative research with Semi-structured interviews. Seven management consultants from different firms were interviewed. Findings: Agile management control was found to be somewhat more commonly occurring than mechanistic management control among the respondents. Agile management control was seen as more motivating than mechanistic. Personal development was found to be the most prevalent part of intrinsic motivation in this study. Contributions: This paper contributes to the existing literature by offering a perspective of management control’s interplay with motivation specifically for management consultants. This interplay can be seen as being focused on personal development, possibly due to the employees’ motivation to choose this field.
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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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Tsang, Kwok-chuen, and 曾國全. "Motivation of property management site staff." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2002. http://hub.hku.hk/bib/B31969239.

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Гладченко, Оксана Робертівна, Оксана Робертовна Гладченко, Oksana Robertivna Hladchenko, Любов Павлівна Ярмак, Любовь Павловна Ярмак, Liubov Pavlivna Yarmak, Людмила Анатоліївна Кулик, Людмила Анатольевна Кулик, and Ludmila Anatolievna Kulyk. "Motivation as a function of management." Thesis, Сумський державний університет, 2012. http://essuir.sumdu.edu.ua/handle/123456789/25702.

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Savchenko. "MOTIVATION MANAGEMENT OF THE VOLUNTEER TEAM." Thesis, Київ 2018, 2018. http://er.nau.edu.ua/handle/NAU/33898.

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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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Karapinar, Akin. "Project Management, Time Management and Motivation for building renovation projects." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2018.

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This thesis includes a study and research on project management, time management and motivation. Study and research starts with the introduction of management techniques and tools and continues with the case study. Case study is a restoration project time management of Farabi building in Nicosia, North Cyprus. Techniques and tools which learned and researched for project management, time management and motivation adapted on Farabi building restoration project which held in 2017. With that, a new case study created from the scratch by using all of these knowledge with a proper discussion.
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Trifunovska, Kristina, and Robin Trifunovski. "Human Resource Management : motivation among emplyees in multinational corporations." Thesis, Högskolan Kristianstad, Sektionen för Hälsa och Samhälle, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-7849.

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Problem: Motivation is the number one problem facing businesses today. It is essential for employers to recognize what motivates employees in order to improve productivity and ensure the success of the company (Wiley, 1997). Even though employee motivation is a well researched topic, most studies have particularly focused on small domestic companies. Opportunities within MNCs and small companies are significantly different. Qualitative methods in the field of management is very limited, which the article by Cassell, Symon, Buehring and Johnson (2006) supports.  Purpose: The purpose of this dissertation is to explore what motivates employees to work. Focus will be on employees working in multinational corporations in Sweden. In order to do so, we aim to identify key factors which have an impact on motivation at work. This study will contribute with a framework of motivational factors in a organization. It will also give an insight in employees’ attitudes towards motivation and what motivation means to them.  Methodology: This thesis will use a qualitative method. The study is based on an interpretivistic philosophy with an abductive research approach. In order to answer our research question, primary data is collected through interviews with a number of employees from multinational companies in Sweden. This research strategy enables us to make investigations about work motivation. Conclusions: After analyzing the motivational factors in our study, we can make the conclusion that motivation is highly personal and differs from individual to individual. Work motivation is also not consistent over time, meaning, the factor which motivates an individual today will most likely not be the same motivational factor a year from now. It is clear that personal circumstances will have an impact on employee motivation. Results reveal that employees who are in the same profession are similarly motivated and satisfied in their work.
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Mäkinen, M. (Mikael). "Motivation and trust:how millennials experience work motivation and see trust as part of it." Master's thesis, University of Oulu, 2015. http://urn.fi/URN:NBN:fi:oulu-201506111846.

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Yet there are almost countless studies of work motivation and/or workplace happiness and working performance, most of the researches have been in the perspective of older generations like Generation X or The Baby Boomers. The lack of perspective of Millennials (or Generation Y) is natural, since as part of workforce Millennials are still a very young generation. However, since humans do get older, more and more Millennials are joining world’s workforce and will eventually become tomorrow’s leaders. Therefore, it is important to learn how Millennials see the world and what are the features that can be seen as common to them. By understanding what makes a generation that is family-centric but ambitious, education oriented but upbeat, to reach goals and perform effectively, gives a clear advantage. Thus, the goals of this study are to find out what work motivation means to Western world Millennials and understand their values as well as how they perceive trust in a workplace. This study also investigates other generations’ values and generation-specific features, so that it is clearer to understand how much Millennials differ from them and what features have stayed the same over time. Since this study is qualitative in its nature, the research method has been qualitative as well. This study utilizes semi-structured interview with three sub-themes, that all measure certain parts of the bigger picture of work motivation. The interview and the theoretical evidence provided interesting results that have academic value as well as managerial implications. Some of the most important results was the difference of values and the very nature between Millennials and other generations. Based on this study, it is safe to say that Millennials are the first generation for a long time that is clearly a crossroad generation of old and new business methods. This is greatly so because of Internet and its new perspective of technology and business practices. Although, this study provides information that can be widely generalized, the reader should bear in mind the cultural background of this study’s Millennials and the fact that the immediate business field in this study is knowledge-based, which means businesses that are offering expert services like consultancy.
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Sharp, L. Kathryn. "Motivation and Management in the Differentiated Classroom." Digital Commons @ East Tennessee State University, 2012. https://dc.etsu.edu/etsu-works/4278.

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Books on the topic "Management by Motivation"

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1941-, Martin Peter, ed. Motivation management. Brookfield, Vt., USA: Gower, 1999.

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Porter, Henry, ed. Sales management and motivation. New York: F. Watts, 1987.

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Frey, Bruno S., and Margit Osterloh, eds. Successful Management by Motivation. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-662-10132-2.

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1932-, Vroom Victor H., and Deci Edward L. 1942-, eds. Management and motivation: Selected readings. London: Penguin, 1989.

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Deibl, Maria. Motivation als Führungsaufgabe. Wien: Linde, 1991.

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Uwe, Kleinbeck, and Deutsche Forschungsgemeinschaft, eds. Work motivation. Hillsdale, N.J: L. Erlbaum Associates, 1990.

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Hagemann, Gisela. The motivation manual. Aldershot: Gower, 1993.

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Moor, W. de. Arbeidsmotivatie als management-instrument. Houten: Bohn Stafleu Van Loghum, 1992.

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Fire-raising: Its motivation and management. London: New York, 1994.

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Laing, S. The management and motivation of volunteers. Middlesbrough: Teesside Business School, 2002.

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Book chapters on the topic "Management by Motivation"

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Donaldson, Bill. "Motivation." In Sales Management, 291–303. London: Macmillan Education UK, 1998. http://dx.doi.org/10.1007/978-1-349-26354-7_16.

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Fulop, Liz, and Stephen Linstead. "Managing motivation." In Management, 252–94. London: Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-15064-9_8.

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Krisor, Susanna M., and Jens Rowold. "Motivation." In Human Resource Management, 123–33. Berlin, Heidelberg: Springer Berlin Heidelberg, 2015. http://dx.doi.org/10.1007/978-3-662-45983-6_12.

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Eyre, E. C., and Richard Pettinger. "Motivation." In Mastering Basic Management, 120–33. London: Macmillan Education UK, 1999. http://dx.doi.org/10.1007/978-1-349-15056-4_13.

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Maier, Ronald. "Motivation." In Knowledge Management Systems, 1–7. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-24779-1_1.

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Krisor, Susanna M., and Jens Rowold. "Motivation." In Human Resource Management, 123–33. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39152-1_12.

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Maier, Ronald. "Motivation." In Knowledge Management Systems, 1–7. Berlin, Heidelberg: Springer Berlin Heidelberg, 2002. http://dx.doi.org/10.1007/978-3-662-04380-6_1.

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Franzetti, Claudio. "Motivation." In Management for Professionals, 1–17. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-70285-4_1.

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Pettinger, Richard. "Management and motivation." In Management, 321–42. London: Macmillan Education UK, 2012. http://dx.doi.org/10.1007/978-1-137-03028-3_17.

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Richter-von Hagen, Cornelia, and Wolffried Stucky. "Motivation." In Business-Process- und Workflow-Management, 15–20. Wiesbaden: Vieweg+Teubner Verlag, 2004. http://dx.doi.org/10.1007/978-3-322-84807-9_1.

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Conference papers on the topic "Management by Motivation"

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Lasić, Marija, Mirela Mabić, and Lidija Lesko Bošnjak. "Motivation Techniques and Strategic Approach to Motivation in FBIH Companies." In 27th International Scientific Conference Strategic Management and Decision Support Systems in Strategic Management. University of Novi Sad, Faculty of Economics in Subotica, 2022. http://dx.doi.org/10.46541/978-86-7233-406-7_245.

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The success of a company depends on the employees, so the challenge for managers is to monitor their needs continuously and find ways to encourage them to work and achieve goals. By using a combination of compatible material and non-material techniques within motivation strategies, managers link long-term company goals and rewarding employees for work and achievements. The aim of this paper is to get insight into the used motivation techniques and strategic approach to motivation in companies in the Federation of BiH (FBiH). The survey was conducted in early 2019 and covered 63 companies. The most commonly used material motivation techniques are salaries, bonuses, and paid leave, and the most commonly used nonmaterial techniques are appropriate working hours, information on work results and the possibility of advancement. Almost half of the managers state that there are established rules for motivating employees in their companies, slightly more than ¼ point out that there is an established plan for motivating employees that is continuously implemented. Only a part of the surveyed companies, have a continuous, systematic way of monitoring employee motivation. Assessing motivation and taking corrective action is most often carried out by top management, two or more times a year. The results indicate that some companies in the FBiH have not yet realized that the human factor is a key factor in achieving better business results. In order for motivation to be truly effective, it must be approached in a planned and continuous manner.
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"Motivating Self-Motivation: Reflections on Teaching a New Generation." In International Conference on Humanities, Literature and Management. International Centre of Economics, Humanities and Management, 2015. http://dx.doi.org/10.15242/icehm.ed0115109.

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Yang, Zhonghai, Sun Ying, and Qianqian Zhang. "Management Motivation and Earnings Management Methods." In 2013 International Conference on Cyber-Enabled Distributed Computing and Knowledge Discovery (CyberC). IEEE, 2013. http://dx.doi.org/10.1109/cyberc.2013.55.

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Gribanova, Svetlana, and Anna Abeltina. "MOTIVATION OF YOUNG IT PROFESSIONALS." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.37.

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The research answers the following question: what actions do organizations undertake to attract and retain young IT professionals and how do they correspond with expectations of young IT specialists? In order to get information about life values of young professionals, their expectations and apprehen-sions, in this research qualitative methodology and semi-structured interview method were used. All the respondents were conditionally divided in accordance to the companies they are employed with into international companies, big Latvian companies and modern IT companies. The research showed that different types of companies use different strategies to attract, retain and motivate young IT specialists. International companies try to satisfy the needs of young professionals for self-expression, freedom and self-realization. Big Latvian companies try to create environment where employees feel their dependence from the organization and are afraid to lose their jobs. Modern IT companies shape attachment to the company and create desire to make this company more compet-itive.
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Agustriani, Devi Pramiati, and Nur Aedi. "Work Motivation:." In 4th International Conference on Research of Educational Administration and Management (ICREAM 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/assehr.k.210212.096.

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"MOTIVATION OF HUMAN RESOURCES: PERCEPTIONS AND TRENDS." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/04.21.

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Curea, Roxana Nicoleta. "Motivational Structure and the Risk of Professional Dropout in Pre-school Teachers." In ATEE 2020 - Winter Conference. Teacher Education for Promoting Well-Being in School. LUMEN Publishing, 2021. http://dx.doi.org/10.18662/lumproc/atee2020/10.

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This empirical study identifies a hierarchy of motivations for choosing a teaching career (in order of intrinsic motivation, motivation by identification, motivation by introjection and extrinsic motivation), investigates the reasons responsible for professional dropout among teachers and their expectations of the education system. In addition, a set of management measures is proposed to increase teachers' motivation.
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Matyas, Vashek, and Marek Kumpost. "Location Privacy Pricing and Motivation." In 2007 International Conference on Mobile Data Management. Conference and Custom Publishing, 2007. http://dx.doi.org/10.1109/mdm.2007.55.

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Xilin, Shen, and Li Fei. "Research on Effective Motivation in Enterprises Administration." In 2010 International Conference on Information Management, Innovation Management and Industrial Engineering (ICIII). IEEE, 2010. http://dx.doi.org/10.1109/iciii.2010.254.

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NICA, Elvira, Ana-Mădălina POTCOVARU, and Ioana PĂDURARIU. "THE EFFECT OF INTRINSIC AND EXTRINSIC MOTIVATION ON CIVIL SERVANTS’ PERFORMANCE." In International Management Conference. Editura ASE, 2022. http://dx.doi.org/10.24818/imc/2021/04.10.

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Over the past two decades, research on public service motivation and civil servants’ performance has been developed continuously. This article examines the key aspects of the literature on public service motivation and performance of the public sector. Research on this subject shows that public service motivation has a great impact on individual and organizational performance. The literature provides a lot of examples in which the quality of human resources management influences organizational performance. The key aspects of the literature on public service motivation are referring to: political motivation, public interest and social responsibility, civic duty, social justice,, social compassion, and self-sacrifice (Hammerschmid et al., 2009). The aim of the article is to examine the factors that influence civil servants' performance. This article analyses differences between intrinsic and extrinsic incentives to suggest management implications directed to support motivation and performance of employees in public organizations.
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Reports on the topic "Management by Motivation"

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Block, Jason, Eric Skiba, Wayne Swenson, Robin Neri, and Barnett Cleary. A System Approach to Deep Heating Savings Through Measurement, Management, and Motivation. Office of Scientific and Technical Information (OSTI), April 2022. http://dx.doi.org/10.2172/1817213.

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Nagin, Daniel, James Rebitzer, Seth Sanders, and Lowell Taylor. Monitoring, Motivation and Management: The Determinants of Opportunistic Behavior in a Field Experiment. Cambridge, MA: National Bureau of Economic Research, February 2002. http://dx.doi.org/10.3386/w8811.

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

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People management has an important role to play in improving public agency performance. This paper argues that a ‘Route Y’ managerial approach focused on supporting the empowered exercise of employee judgment will in many circumstances prove superior to conventionalreform approaches steeped in ‘Route X’ monitoring and incentives. Returns to Route Y are greater when employees are or can become more “mission motivated” – that is, aligned with the goals of the agency in the absence of monitoring and extrinsic incentives. Returns to Route Y are also greater when monitoring is incomplete or otherwise likely to unproductively distort effort, thus lowering the returns to using performance-linked rewards and penalties. I argue that education systems are one (but far from the only) setting where Route Y is a lever worth focusing on in efforts to improve public performance in the developed and developing world alike.
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Marsden, Eric. Risk regulation, liability and insurance: literature review of their influence on safety management. Fondation pour une culture de sécurité industrielle, September 2014. http://dx.doi.org/10.57071/337rrl.

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This document provides a short literature review on the complementarity (and antagonisms) between liability rules, safety regulation and insurance and their effect on safety management. It draws on a range of disciplines, with a focus on economic analysis of law and regulation theory. Some of the issues discussed are rather complex; this document attempts to provide simple explanations together with references to the professional literature for the interested reader. Some issues are the subject of ongoing debate between scholars; in such situations, we have attempted to present the various points of view. The document provides background information concerning the topics discussed during the NeTWork’2012 workshop, and draws on some of the contributions of workshop participants and the rich discussion which took place during the three days. The first chapter presents issues related to regulation, starting with the classical economic justifications for state intervention (presence of externalities, information failures and moral hazard). A number of obstacles to the effectiveness of safety regulation are presented. Finally, some alternatives or complements to regulation, including self-regulation, are briefly discussed. Chapter 2 presents an overview of liability law, starting with some introductory definitions. Factors which weaken the effectiveness of liability as an incentive to invest in prevention are discussed, as are negative effects of liability regimes on safety management. A number of case studies illustrating the liability of regulators are briefly presented. Chapter 3 discusses the impact of insurance and reinsurance on firms’ and individuals’ safety management. The last chapter briefly analyzes firms’ and individuals’ sources of motivation to take care.
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Lavrentieva, Olena, and Oleh Tsys. The theory and practice of managing students’ independent study activities via the modern information technologies. [б. в.], 2019. http://dx.doi.org/10.31812/123456789/4552.

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Theoretical foundations and existent practical experience in providing scientifically grounded management of students' independent study activities with the use of the latest information technologies have been studied in the research. The issues of organization of various types of management of students' independent study activities have been considered. It has been reported, that there are direct, indirect, and dynamic types of management. The possibilities of ICTs in the implementation of each type of management the students' independent study activities have been shown. It has been taken into account, that the introduction of computer-oriented means of co-management and co-organization into the educational process reflects the realization student-centered concept of learning. There has been emphasized the need to use both direct and indirect types of management, which will make it possible for students to move to the position of an actor of independent study activity and capable of exercising self-government. The authors have been paid special attention to the means of developing the students' personality and forming their motivational readiness for independent study activities and self-education. It has been shown, that such necessary means include the following: to promote the development of students' self-organization, self-actualization, as well as their socialization, to encourage self-assessment and reflection throughout the process of organizing independent study activities; to personalize independent study activities, to offer personally and professionally meaningful learning tasks with clearly defined and understandable goals for a student, and to ensure their gradual complication; to create informative feedback; to strengthen students' motivation.
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Kolgatin, Oleksandr H., Larisa S. Kolgatina, Nadiia S. Ponomareva, and Ekaterina O. Shmeltser. Systematicity of students’ independent work in cloud learning environment. [б. в.], September 2019. http://dx.doi.org/10.31812/123456789/3247.

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The paper deals with the problem of out-of-class students’ independent work in information and communication learning environment based on cloud technologies. Results of appropriate survey among students of pedagogical university are discussed. The students answered the questions about systematicity of their learning activity and propositions for its improving. It is determined that the leading problems are needs in more careful instruction according to features of the task completing, insufficient experience in self-management, the lack of internal motivation. Most of all, students recommend to provide the tasks with detail instruction (oral or written) and to pay attention to careful planning the time that is necessary for full completion of the task. It is pointed that such complicated requirements can be satisfied only by complex use of information and communication technologies as well as the automated system of pedagogical diagnostics. Some requirements for management of students’ out-of-classroom independent work are formulated as a result of this discussion.
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Kosheleva, S. B. MOTIVATIONAL MANAGEMENT AT THE ENTERPRISES OF THE TRAVEL INDUSTRY. Ljournal, 2016. http://dx.doi.org/10.18411/d-2016-029.

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Spivack, Marla. Applying Systems Thinking to Education: The RISE Systems Framework. Research on Improving Systems of Education (RISE), May 2021. http://dx.doi.org/10.35489/bsg-rise-ri_2021/028.

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Many education systems in low- and middle-income countries are experiencing a learning crisis. Many efforts to address this crisis do not account for the system features of education, meaning that they fail to consider the ways that interactions and feedback loops produce outcomes. Thinking through the feedback relationships that produce the education system can be challenging. The RISE Education Systems Framework, which is sufficiently structured to give boundaries to the analysis but sufficiently flexible to be adapted to multiple scenarios, can be helpful. The RISE Framework identifies four key relationships in an education system: politics, compact, management, and voice and choice; and five features that can be used to describe these relationships: delegation, finance, information, support, and motivation. This Framework can be a useful approach for characterising the key actors and interactions in the education system, thinking through how these interactions produce systems outcomes, and identifying ways to intervene that can shift the system towards better outcomes.
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Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez, and Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, May 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.

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We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
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Falfushynska, Halina I., Bogdan B. Buyak, Hryhorii V. Tereshchuk, Grygoriy M. Torbin, and Mykhailo M. Kasianchuk. Strengthening of e-learning at the leading Ukrainian pedagogical universities in the time of COVID-19 pandemic. [б. в.], June 2021. http://dx.doi.org/10.31812/123456789/4442.

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Distance education has become the mandatory component of higher education establishments all over the world including Ukraine regarding COVID-19 lockdown and intentions of Universities to render valuable knowledge and provide safe educational experience for students. The present study aimed to explore the student’s and academic staff’s attitude towards e-learning and the most complicated challenges regarding online learning and distance education. Our findings disclosed that the online learning using Zoom, Moodle, Google Meet, BigBlueButton and Cisco has become quite popular among the students and academic staff in Ukraine in time of the lockdown period and beyond. Based on the Principal Component Analysis data processing we can conclude that students’ satisfaction and positive e-learning perception are in a good correlation with quality of e-learning resources and set of apps which are used while e-learning and distance education. Also, education style, methods, and manner predict willingness of students to self-study. The self-motivation, time-management, lack of practice, digital alienation, positive attitude towards ICT, and instruction strategy belong to the most important challenges of COVID-19 lockdown based on the students and academic staff interviews. Online learning on daily purpose should be used in the favor of strengthening of classical higher education rather than replacing the former. Blended education is the best alternative to face-to-face education, because the communication with mentor in a live environmental even virtual should have ushered the learners to complete online learning and improve its results.
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