Relevant bibliographies by topics / Motivation on employees

Contents

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

Academic literature on the topic 'Motivation on employees'

Author: Grafiati
Published: 4 June 2021
Last updated: 1 February 2022

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Journal articles on the topic "Motivation on employees"

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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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Putra, Eka Diraksa, Seonghee Cho, and Juan Liu. "Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory." Tourism and Hospitality Research 17, no. 2 (August 1, 2016): 228–41. http://dx.doi.org/10.1177/1467358415613393.

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The aim of this study was to examine extrinsic and intrinsic motivations as the antecedents of work engagement and to empirically test the motivation crowding theory using hospitality employees. The findings showed that intrinsic motivation played an important role in improving employees’ work engagement. The study also found that there was no indication that employees’ intrinsic motivation diminished when extrinsic motivation entered. It is also suggested that employers need to understand that creating a comfortable workplace environment and making jobs more interesting and meaningful will increase employees’ intrinsic motivation, which will help employees to engage more at work. Motivational antecedents of work engagement have been rarely studied and no studies have been conducted to research impacts of extrinsic and intrinsic motivators on employees’ work engagement in the hospitality industry, particularly in small restaurant businesses. In addition, empirical studies on motivation crowding theory are needed due to the inconclusive results.
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Jaya, Indra, and Surya Ningsih. "HUBUNGAN MOTIVASI KERJA DENGAN KINERJA KARYAWAN PADA PT KAO INDONESIA." JIMFE (Jurnal Ilmiah Manajemen Fakultas Ekonomi) 2, no. 1 (March 29, 2018): 20–29. http://dx.doi.org/10.34203/jimfe.v2i1.728.

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ABSTRACTMotivation has a close relationship and how a person's behavior begins, supported, strengthened and redirected. Therefore the basis for motivating employees, among others, is to create a work atmosphere that can cause or make employees can act and do something. Basically the employee's performance is the result of a complex process, both derived from the employee's personal self (internal factors) as well as the strategic efforts of the company through a leader, one of the ways of enhancing the sake of achieving good performance is to provide motivation or encouragement. This study aimed to clarify whether there is a relationship work motivation and performance of employees at PT Kao Indonesia.Hasil analysis Pearson product moment correlation coefficient correlation of 0.540 means that work motivation and performance of employees have a relationship that was. Determination coefficient of 29.16% means that employee performance variation can be explained by the work motivation of 29.16% and the remaining 70.84% is explained by other factors not examined. Hypothesis test results correlated with t test showed tcount > ttable (4.889> 2.002) H0 is rejected it means there is a real relationship between work motivation and employee performance.Keywords: Motivation and Employee Performance
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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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Grublienė, Violeta, and Audronė Urbonaitė. "Organizational culture strengthening and employee motivation improvement." Management Theory and Studies for Rural Business and Infrastructure Development 36, no. 3 (October 14, 2014): 507–15. http://dx.doi.org/10.15544/mts.2014.047.

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Increasing competition as well as drastic and rapid changes within the market encourage the organizations to shift their focus to efficient operation at minimal expense. Organizations willing to become successful need to inspire their employees to work responsibility, demonstrate initiative and actively participate. The objective of this research is to identify the correlating factors of organizational culture and employee‘s motivation and anticipate the actions aimed at organizational culture strengthening and employee motivation improvement. To achieve this objective sources of scientific literature have been analysed and summarised and employees of two industrial companies have been surveyed. Goals of the research: to determine correlation between organizational culture and motivation and to create a correlation scheme; to identify employees’ attitudes towards organizational culture and to evaluate the impact of organizational culture on employees’ motivation; to anticipate the actions aimed at organizational culture strengthening and employee motivation improvement. On the grounds of the research results main factors determining correlation between organizational culture and motivation were identified and importance of congruence of employeesʼ and organization‘s values has been substantiated.
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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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Adamska, Hanna. "Assessment of the company’s motivation system in the employees’ perception – case study." Scientific Journal of the Military University of Land Forces 191, no. 1 (January 1, 2019): 97–106. http://dx.doi.org/10.5604/01.3001.0013.2401.

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Nowadays, organizations through the appropriate motivational activities create employee behavior. They should apply available material and non-material incentives in a sustainable manner. Therefore, it is necessary to create such a motivation system within the organization’s activity that will generate employees’ right attitudes, beneficial for them and for the entire organization as well. The purpose of the work was to determine the employees’ subjective feelings related to motivational instruments used in the company. The research object was EnergiaPro S.A. with its registered seat in Wroclaw. The basic research technique was a survey, which was carried out anonymously among the employees of the administrative division. Research has shown that the company uses methods of material and non-material motivation. Employees particularly appreciate the system of cash incentives, especially bonuses. It is the motivator for them to work more efficiently. Not without significance for them is also non-cash motivating (training, social allowances and the use of additional leave). They have positive feelings about the correctness of the motivational methods used, although their expectations regarding cash motivation, especially salaries, are higher. They expect wage increases and fair awards, recognizing that this is a major problem in the company.
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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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Waruwu, Fotuho. "Analisis tentang Pengaruh Motivasi Intrinsik dan Motivasi Ekstrinsik terhadap Kinerja Karyawan. Studi Kasus: di Rumah Sakit Rajawali dan Stikes Rajawali Bandung (Yayasan Kemanusiaan Bandung Indonesia)." Jurnal Manajemen Maranatha 16, no. 2 (May 11, 2017): 203. http://dx.doi.org/10.28932/jmm.v16i2.390.

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In order to improve the performance of an employee of an organization, such as managers and supervisors should give more attention to the motivation level of their subordinates. The managers should be pay attention to their employee’s wants and needs, the strength of his subordinates and set goals in order to satisfy their own needs. Representation of employees' interests in RS Rajawali and STIKES Rajawali believed to encourage employee’s motivation to work harder and better so that it can optimize any potential. The aim of this study is to determine the effect of intrinsic and extrinsic motivation either partially or simultaneously on the employee's performance in RS Rajawali and STIKES Rajawali. Object of this study were all employees works in RS Rajawali, 122 people from a variety of occupations such as doctors, nurses, to the non-medical staff in STIKES Rajawali, 28 people consist of lecturers and administrative staff. This type of research is descriptive quantitative research, research on the data collected and expressed in the form of numbers, although the form of qualitative data as well as supporting, such as the words or phrases that are arranged in the questionnaire, the results sentences of consultation or the interview between researcher and informant. The results showed that intrinsic motivation (82,20%) and extrinsic motivation (83,56%) has an influence on the performance of employees (76,42%) in RS Rajawali and STIKES Rajawali Bandung. However from both motivations, the most responses which give an affect of the employee’s motivation are reward or salary. Keywords: Extrinsic; Intrinsic; Motivation; Performance
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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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Dissertations / Theses on the topic "Motivation on employees"

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

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Background: The topical business subject, motivation, is claimed to have a positive correlation with performance, making the subject highly relevant and important for contemporary companies around the world. As capital goods industries are today changing strategies into integrated solution customer offerings, motivation at all units of the value chain is a matter of increasing importance. Being part of an integrated solution strategy, non-core units are contributing to the overall package offered to customers, but typically in less organizational focus and with lack of stability due to e.g. outsourcing trends. As their importance might at times be overlooked, what affects their motivation?Aim: The main focus of this thesis is on motivation within a non-core unit. The studied single case is an Ericsson non-core unit, SITE. The aim of this study is to contribute to an understanding of what affects motivation for employees working in a non-core unit. More closely, the authors will consider factors that can influence motivation and what ultimately affects these factors. Completion and results: With the contribution on the subject of motivating non-core employees, it is the authors understanding that employees of a non-core unit are affected by several motivational factors. Adding up the motivational factors, there are two ultimate features affecting motivation i.e. meaning and recognition. As a part of an integrated solution, and the knowledge of previously outsourced non-core units, employees need to feel that they are employed with a meaning. Further, the feature of recognition affects non-core employee motivation, and it is crucial that colleagues, other units and the organization recognize them.
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Marquis, Geraldine L. "Development of handbook addressing self-efficacy and intrinsic motivation in the corporate training setting." [Denver, Colo.] : Regis University, 2005. http://165.236.235.140/lib/GMarquis2005.pdf.

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

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

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Yü, Ying-siu. "Employee motivation and satisfaction in different organizational levels : a study of banking industry in Hong Kong in transition to 1997 /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14724546.

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Williams, David Simmonds. "Correlates of motivational orientations in employer funded education." Thesis, University of British Columbia, 1987. http://hdl.handle.net/2429/26940.

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People who participate in adult education do so for a variety of reasons. The British Columbia Telephone Company (B.C. Tel) reimburses employees who take courses, and does so because it is assumed that employees participate in education for job-related reasons. The purpose of this study was to examine the extent to which employees utilizing B.C. Tel's "Financial Assistance Plan" take courses for "job" or "non job" reasons and to determine the extent to which different "motivational types" (derived from contrasting job with non job motivational orientation scores) possessed different socio-demographic characteristics. Boshier's Education participation Scale (EPS), along with Helmreich and Spence's Work and Family Orientation Questionnaire (WOFO), were assembled in a questionnaire that also measured the socio-demographic characteristics of employees utilizing the B.C. Tel Financial Assistance Plan in 1985. EPS items were subjected to a judging process that identified those deemed to be "job" and those deemed to be "non job" oriented. Of the 250 questionnaires distributed through B.C. Tel's internal mail system, 159 useable ones were returned. A total EPS "job" score was derived by calculating the mean over the relevant items, a total "non job" score was derived using the same method for items in this category. Respondents with the highest "job" scores (i.e. most likely enrolled for job-related reasons) were younger employees, those with shorter periods of employment with B.C. Tel, and union employees. Those with the highest "non job" scores were older employees, respondents with children, and management employees in staff positions. Although the first phase of the analysis revealed significant relationships between socio-demographic and EPS variables, a multivariate analysis which simultaneously considered both "job" and "non job" scores was needed because many participants were enrolled for both reasons. Job motivation is not the opposite of, or does not exclude, non job motivation. Thus, a discriminant analysis was performed where the dependent variables were four motivational types. TYPE I respondents were high job/high non job motivated, TYPE II were high job/low non job motivated, TYPE III were low job/low non job motivated, and TYPE IV were low job/high non job motivated. It was concluded that predicting participant type was possible using only two socio-demographic variables, age and employment function. TYPE I participants were younger than TYPE III and IV, and were more likely to be union employees. TYPE II participants were similar in age to TYPE I, but were more likely to be in management. TYPE III participants were mostly management and were older than TYPE I and II. TYPE IV were similar in age to TYPE III, but were evenly split between union and management. Further research is needed concerning the application of the EPS in a business setting. The judging process used to determine "job" and "non job" scores is worthy of further examination in a larger context. As well, it would be useful to examine if other categories exist. Finally, construct validation of the typology of participants developed in this study through in-depth interviews conducted with representative respondents of a similar sample could ratify or refine the classifications used in this thesis.
Education, Faculty of
Educational Studies (EDST), Department of
Graduate
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Krejčová, Petra. "Motivation of Employees in Health Care." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-81874.

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The main aim of this thesis is to analyse and discuss selected aspects of Czech healthcare environment and their influence on motivation and job satisfaction of doctors. The hypotheses and assumptions based on the analyses in the theoretical part were tested in the form of detailed employee satisfaction questionnaire research conducted in Hospital Prachatice, a small healthcare facility in South Bohemia. Even though the overall situation in Czech healthcare is rather escalated and bitter, the results of the research were better than expected and showed that the new hospital management is working hard on improving the relationships, communication with medical personnel, as well as overall situation in Hospital Prachatice. Even though there is still a long way ahead of them, they seem to be moving in the right direction.
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Johnson, Catherine. "EMPLOYEE MOTIVATION: A COMPARISON OF TIPPED AND NON-TIPPED HOURLY RESTAURANT EMPLOYEES." Master's thesis, University of Central Florida, 2005. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/2981.

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Employee motivation shall be defined by Robbins (as cited in Ramlall, 2004) as: "the willingness to exert high levels of effort toward organizational goals, conditioned by the effort's ability to satisfy some individual need." To engage in the practice of motivating employees, employers must understand the unsatisfied needs of each of the employee groups. This study desires to provide practitioners in the restaurant industry the ability to recognize motivators for these different employment groups and their relationship to organizational commitment. The restaurant industry consists of two types of employees: salaried and hourly. This study focuses on hourly employees, and their subdivision: tipped employees. For the purpose of this research hourly employees shall be defined as employees that depend on their hourly wage as their main source of income and tipped employees shall be defined as employees that depend on the receipt of tips as their main source of income. The purpose of this study desires to provide practitioners in the restaurant industry a comparison and analysis of employee motivation between the two employment groups and their level of organizational commitment. After formulating a thorough research review, a questionnaire instrument was assembled. The sample for this study was a convenience sample consisting of 104 restaurant hourly tipped and non-tipped, front of the house personnel employed in a single branded, national restaurant chain located in the metropolitan area of Orlando, Florida. The research instrument was a survey questionnaire instrument comprised of three sections: 1.) twelve motivational factors derived from Kovach (1995), 2.) nine questions from the reduced OCQ from Mowday, Steers, and Porter (1979), and a section concerning demographic information of gender, age, race, education level, marital status, job type and tenure in the industry. Results from the study revealed that firstly, all of the employees in this thesis study felt that management loyalty was the most important motivating factor; secondly, intrinsic motivation factors were more important to non-tipped hourly employees; thirdly, gender had a strong influence in half of the motivating factors; fourthly, promotion and career development was found to be more important to non-tipped employees; lastly, overall mostly medium positive relationships were found between employee motivation and organizational commitment. Implications, limitations, and suggestions for future research are discussed in the final chapter.
M.S.
Rosen College of Hospitality Management
Hospitality and Tourism Management
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Pilch, Scott Bradford. "The effects of varying types of voice on organizational justice and motivation perceptions." CSUSB ScholarWorks, 2006. https://scholarworks.lib.csusb.edu/etd-project/3013.

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The present study was designed to answer two questions. First, how do different forms of voice influence perceptions of organizational justice? Second, do organizational justice perceptions affect an individual's motivation to improve their job performance?
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Jones, Jason R. "Favorable treatment and perceived organizational support the influences of desire for control and need for cognition /." Access to citation, abstract and download form provided by ProQuest Information and Learning Company; downloadable PDF file, 28 p, 2007. http://proquest.umi.com/pqdweb?did=1253511241&sid=2&Fmt=2&clientId=8331&RQT=309&VName=PQD.

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Books on the topic "Motivation on employees"

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1947-, Pepitone James S., ed. Motivating employees. New York: McGraw-Hill, 1999.

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Empowering employees. Chicago: Irwin, 1996.

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Motivating employees for dummies. New York: Hungry Minds, 2001.

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Motivation in the workplace: Inspiring your employees. West Des Moines, Iowa: American Media Publishing, 1997.

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1001 ways to energize employees. New York: Workman Pub., 1997.

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

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A managers guide to motivating employees. 2nd ed. New York: McGraw-Hill, 2012.

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Herzberg, Frederick. One more time: How do you motivate employees? Boston, Mass: Harvard Business Press, 2008.

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Herzberg, Frederick. One more time: How do you motivate employees? Boston, Mass: Harvard Business Press, 2008.

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1950-, Paul Harry, and Christensen John 1959-, eds. Yu: Fish. Beijing: Zhong xin chu ban she, 2002.

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Book chapters on the topic "Motivation on employees"

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Hur, Yongbeom. "Public Employees and Motivation." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–3. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-31816-5_3236-1.

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Hur, Yongbeom. "Public Employees and Motivation." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 5114–16. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-20928-9_3236.

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Sale, James, and Jane Thomas. "Leading to motivate employees." In Mapping Motivation for Leadership, 141–58. 1 Edition. | New York, NY : Routledge, [2020] | Series: The complete guide to mapping motivation: Routledge, 2019. http://dx.doi.org/10.4324/9781351257046-10.

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Sergeeva, Natalya. "Employees' motivation to contribute innovative ideas." In Making Sense of Innovation in the Built Environment, 93–107. Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2019. | Series: Spon research, ISSN 1940-7653: Routledge, 2019. http://dx.doi.org/10.1201/9781351117340-8.

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Fallatah, Rodwan Hashim Mohammed, and Jawad Syed. "What Saudi Employees Want: In Depth Insights." In Employee Motivation in Saudi Arabia, 213–53. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-67741-5_6.

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Alsuwaidi, Maryam, Muhammad Alshurideh, Barween Al Kurdi, and Said A. Salloum. "Performance Appraisal on Employees’ Motivation: A Comprehensive Analysis." In Advances in Intelligent Systems and Computing, 681–93. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-58669-0_61.

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Hein, Helle Hedegaard. "The Motivation and Management of Highly Specialized Creative Employees." In Understanding Organizations in Complex, Emergent and Uncertain Environments, 167–84. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9781137026088_10.

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Denkel, Achim. "Motivation, Employees, and Communication in the Start-Up Phase." In Future of Business and Finance, 265–70. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41309-5_17.

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Urbański, Florian. "Employees Motivation in CSR Projects: Case Study of WrOpenUp." In Corporate Social Responsibility in Poland, 253–72. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-030-00440-8_16.

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Mylona, Evangelia, and Dimitrios Mihail. "Public Employees’ Motivation to Learn and Develop in Greece." In Global Encyclopedia of Public Administration, Public Policy, and Governance, 1–6. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-319-31816-5_3966-1.

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Conference papers on the topic "Motivation on employees"

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Мордвинова, Елена Леонидовна, and Андрей Геннадьевич Буркин. "MOTIVATION OF NEWLY HIRED EMPLOYEES." In Проблемы управления качеством образования: сборник избранных статей Международной научно-методической конференции (Санкт-Петербург, Ноябрь 2020). Crossref, 2020. http://dx.doi.org/10.37539/ko188.2020.16.51.006.

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В статье рассмотрена эффективность мотивации трудовой деятельности путем развития адаптационных действий вновь принятых сотрудников, представлен анализ методов мотивации дистанции электроснабжения. The article is devoted to the problems of effective labour motivation by means of adaptation actions’ development of newly hired employees. The paper presents the analysis of motivation methods in the distance of electric power supply.
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Mitu, Evelyn Ingrid, and Loredana Comanescu. "Motivation of Employees in the Public Institutions." In International Conference Risk in Contemporary Economy. Dunarea de Jos University of Galati, Romania Faculty of Economics and Business Administration, 2019. http://dx.doi.org/10.35219/rce2067053249.

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Prusak, Rafal. "THE ANALYSIS OF MOTIVATION LEVEL OF EMPLOYEES." In 5th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS SGEM2018. STEF92 Technology, 2018. http://dx.doi.org/10.5593/sgemsocial2018/1.5/s05.127.

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Jantti, Marko, and Henna Kallinen. "Exploring service desk employees' motivation and rewarding." In 2017 14th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2017. http://dx.doi.org/10.1109/icsssm.2017.7996177.

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MOROSAN DANILA, Lucia, Carmen Eugenia NASTASE, and Claudia-Elena GRIGORAS ICHIM. "The Link Between Employees’ Motivation With Organisation’s Performance." In 1st International Conference Global Ethics - Key of Sustainability (GEKoS), 15 May 2020, Bucharest, Romania. LUMEN Publishing house, 2020. http://dx.doi.org/10.18662/lumproc/gekos2020/27.

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Spankova, Jana. "REMUNERATION AND MOTIVATION OF EMPLOYEES IN TRANSPORT UNDERTAKINGS." In SGEM 2014 Scientific SubConference on POLITICAL SCIENCES, LAW, FINANCE, ECONOMICS AND TOURISM. Stef92 Technology, 2014. http://dx.doi.org/10.5593/sgemsocial2014/b23/s7.062.

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Borowski, Andrzej. "Motivating Emloyees in Public Administration." In 5th International Scientific Conference 2021. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-464-4.10.

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Abstract:
The purpose of the publication is to present the specifics of motivating in public administration. There is no doubt that employees should be motivated regardless of the workplace. The publication presents the definition of motivation and its theory. It contains tips on what should be particularly considered in creating an incentive system in public administration. Particular attention was devoted to creating the foundations of a motivational system that has roots in motivation theories. The most common motivational theories and their importance in shaping the incentive system were presented.
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Jian-Chun, Ke. "On Motivation/Incentive of Knowledge Employees of Virtual Enterprises." In 2009 International Conference on Computer Technology and Development. IEEE, 2009. http://dx.doi.org/10.1109/icctd.2009.264.

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Dai, Weidong, Xue Yang, and Lijiao Han. "Research on the green motivation of knowledge-based employees." In 11th Joint Conference on Information Sciences. Paris, France: Atlantis Press, 2008. http://dx.doi.org/10.2991/jcis.2008.102.

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Usman, Arifuddin, and Dr Herman. "Influence of Motivation on the Performance of Government Employees." In 2nd International Conference on Education, Science, and Technology (ICEST 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/icest-17.2017.16.

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Reports on the topic "Motivation on employees"

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

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

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