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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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Prabhu, Veena P. "Understanding the effect of proactive personaility on job related outcomes in an organizational change setting." Auburn, Ala., 2007. http://repo.lib.auburn.edu/07M%20Dissertations/PRABHU_VEENA_58.pdf.
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Hobson, Nicole DeJarnett Beyerlein Michael Martin. "Succession planning and situational engagement." [Denton, Tex.] : University of North Texas, 2007. http://digital.library.unt.edu/permalink/meta-dc-5168.
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Fedirko, Roman, and Campo Silvia Sanz. "Leadership in IT, employees’ motivation and retention." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-16585.
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Employee turnover and retention is a major concern in the IT industry. Being a growing sector, the importance of minimizing turnover and understanding employee’s motivation towards retention cannot be ignored by leadership. This study was created to investigate the effect of different leadership styles on employee motivation and retention within the IT industry. Authors tried to understand whether transactional or transformational leadership style would encourage motivation and retention.The data for this study was collected through an online survey based on 63 closed-ended questions on demographics, leadership style, motivation and retention. This survey was distributed to IT employees in different parts of Europe. A sample of 129 responses was gathered. This data was afterwards analysed using the Statistical Package for Social Sciences (SPSS).The results obtained in this study confirm that transformational leadership positively influences employees’ retention, not only directly but also indirectly, through employee’s intrinsic motivation, which would be in line with previous studies and literature. Such a positive influence was not found, though, for transactional leadership style, which, according to the results, does not have a major influence on employees’ motivation and not at all on retention.
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Mamman, Aminu. "Employees' preferences for payment systems." Thesis, Cardiff University, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.248142.
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Busch, Andrew. "A critical analysis of research related to workplace retention, satisfaction and motivation of the millennial generation." Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005buscha.pdf.
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Bryce, Rupert. "A comparative view of coaching and training and their effect on goal attainment /." [St. Lucia, Qld.], 2006. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe19382.pdf.
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Roberts, Heather Elise. "The role of self-leadership and employment characteristics in predicting job satisfaction and performance." Thesis, This resource online, 1993. http://scholar.lib.vt.edu/theses/available/etd-09192009-040538/.
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Larkin-Perkins, Bridgette. "Employee Job Satisfaction and Employees' Voluntary Turnover Intentions (VTIs)." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4150.
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Within the U.S. sales industry, organizational productivity has decreased due to employee job dissatisfaction and increased voluntary turnover intentions (VTIs). Some leaders in the industry lack knowledge about the relationship between intrinsic and extrinsic job satisfaction, and the negative effect on employees' VTIs. The purpose of this correlational study was to examine whether intrinsic and extrinsic job satisfaction significantly predicted retail sales employees' VTIs. The Minnesota Satisfaction Questionnaire (MSQ) and the Turnover Intentions Scale (TIS-6) were used to collect data from full- or part-time employees in the U.S. retail sales industry. The theoretical framework was based on Herzberg's motivation-hygiene theory. The results of a multiple regression analysis indicated that a combination of intrinsic and extrinsic job satisfaction, F (2, 87) = 3.51, p = .034, R2 = .08), significantly predicted employees' VTIs. However, extrinsic job satisfaction (t = 2.05, p = .034) was the only statistically significant predictor. Business leaders, who understand the factors that increase extrinsic job satisfaction, may increase retention within the organization, provide workforce stability, improve organizational and economic growth, and decrease costs related to job satisfaction and VTIs. The implications for social change include helping to reduce the economy's unemployment rate and improve relationships between the employees, their families, and their communities include (a) improving employees' and stakeholders' perceptions of their organization in the community and (b) improving employees' well-being by understanding the job satisfaction factors that improve their morale.
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Chan, Alison Suk Kuen. "To take or not to take the risk? Toward a greater understanding of employees' cognitive decision process in change-oriented organizational citizenship behavior." HKBU Institutional Repository, 2018. https://repository.hkbu.edu.hk/etd_oa/573.
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The importance of leadership style and the organizational citizenship behavior have been recognized in many research studies. However, the influence of empowering leadership on employee's change-oriented organizational citizenship behavior and employees' cognitive mechanism to engage in such behavior have received little attention. Drawing on social cognitive theory, the present study explores the effects of empowering leadership on change-oriented organizational citizenship behavior directly and indirectly through employees' willingness to take risk. The study also examines the boundary conditions that employees would make the decision to engage in such behavior with the effects of two moderators - regulatory focus and perceived organizational support.;A nested data model of empowering leadership, willingness to take risk, regulatory focus, perceived organizational support and change-oriented organizational citizenship behavior were tested using a 3-wave sample of 173 matched dyad relationships from nine financial institutions in Hong Kong. The research model rests with individual-level as unit of analysis while controlling the variances from the teams using hierarchical linear modeling. The results show that willingness to take risk can partially mediate the relationship between empowering leadership and change-oriented organizational citizenship behavior. In addition, promotion focus, prevention focus and perceived organizational support can moderate the relationship between empowering leadership and willingness to take risk when they are of low level while promotion focus and willingness to take risk are proved to be predictors of change-oriented organizational citizenship behavior. Implications from the findings for future research and management practice will be discussed.
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Poisat, Paul. "A critical analysis of organisational strategies for employee engagement." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/466.
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Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
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Dube, Yonela Oko Likona. "The relationship between authentic leadership and employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15160.
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Authenticity is a leadership characteristic of exceptional leaders. It is an essential requirement for future leaders, especially in an era when the motives and behaviours of many leaders are questionable. Authentic leaders are genuine and utter words that can be trusted (Smith, 2014.). Followers have voiced a need for leaders who can be trusted and show consistency in their actions. The study focused on the investigation of authentic leadership and the influence that authentic leadership has on the engagement levels of employees. A theoretical study of leadership, with the focus on authentic leadership and employee engagement was conducted to achieve the objectives of the study. The research included a literature study, which highlighted the characteristics and behaviours of authentic leadership. Both a theoretical and practitioner view of authentic leadership is included in the theoretical study. Semi-structured interviews were held with two prominent leadership practitioners, one from the University of the Free State and the other from the University of Stellenbosch, to obtain their views on the nature of authentic leadership and examples of South African leaders who they considered authentic leaders. The insights gained from the literature review and the interviews, were incorporated into a survey questionnaire developed for use in the empirical study which was conducted at Continental Tyre SA. An electronic questionnaire was administered to managers and their direct subordinates in the manufacturing and marketing/sales divisions. The questionnaire probed the respondents’ perceptions regarding the level of authenticity displayed by leaders in the organisation, and specifically the extent to which leaders demonstrated the characteristics and behaviours associated with authentic leadership. The Authentic Leadership Questionnaire (ALQ), as validated by Walumbwa, Avolio, Gardner, Wernsing and Peterson (2008, p. 64), was used as a basis for the development of the survey questionnaire, with adjustments made to include the practitioner’s perspective as postulated by George (2003, p. 12). The section in the questionnaire on engagement focused on engagement as a psychological state, behavioural engagement and the manager’s role in nurturing engagement. Both managers and employees were requested to provide their view of the manager’s characteristics and behaviours, the managers rated themselves, and both groups rated the engagement levels of employees. A correlation was made between the responses received from the manager and employees. The results of the empirical study revealed that both managers and employees agreed mostly that managers in the organisation displayed the characteristics and behaviours of authentic leadership and employees were engaged. It did however, emerge that the managers were reluctant to share personal information about themselves and that employees believed that managers did not seek feedback on their own behaviour. In terms of employee engagement, the results suggested that the managers believed that employees felt supported, accepted and were committed to the Continental Tyre SA brand; but indicated a lack of knowledge of their roles in the organisation and a lack of passion and energy. Further findings revealed that the managers in the marketing/sales division considered their employees more engaged than the managers in the manufacturing division considered their employees to be. Other findings also revealed that self-awareness in leaders is an important predictor of employee engagement. Self-awareness in a leader is an important feature in facilitating social processes in the leader’s relationship with their followers. Transparent leaders create a psychologically secure environment, enabling employees to be confident and to feel encouraged to express themselves freely. The study concluded with several recommendations. Leaders should be more transparent in their interaction with others by sharing personal stories about themselves. Opportunities should be provided through 360° feedback for employees to give feedback to managers regarding their behaviour. The GIVE (Goals, Interests, Values and Emotions) Model should be used in management development initiatives to facilitate the development of self-awareness and self-knowledge. An appreciative inquiry, which focuses on positive affirmation, should be an approach used in organisations to foster the development of genuine relationships and is an implication of authentic leadership, thus encouraging employee engagement.
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Leone, Teresa A. "The manager's role in motivating employees for increased productivity and performance." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1993. http://www.kutztown.edu/library/services/remote_access.asp.
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Wilson, June Hartnett. "The effect of interactive review on motivation and job performance in survey research workers /." Digital version accessible at:, 1999. http://wwwlib.umi.com/cr/utexas/main.
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Dawen, Kristina van. "Subjektorientierung in der soziologischen Organisationsberatung /." Marburg : Tectum-Verl, 2007. http://deposit.d-nb.de/cgi-bin/dokserv?id=2991470&prov=M&dok_var=1&dok_ext=htm.
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Lui, Young Kam-ling Margaret. "Work-related needs among Hong Kong commercial employees /." [Hong Kong] : University of Hong Kong, 1985. http://sunzi.lib.hku.hk/hkuto/record.jsp?B12316581.
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Lee, Wing-yee Angela. "A study of organizational commitment of IT professionals /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14724170.
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Kielerstajn, Robert. "Age and work motivation: : The view of older employees'." Thesis, University of Gävle, Department of Education and Psychology, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-568.
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The study of work motivation has yielded many applicable theories. This thesis investigated how older employees viewed factors that have been linked to the advancement of age and believed to affect work motivation. Three different conceptualisations of age were included in the study; organisational age, chronological age and life stage. By using a qualitative approach, participants were allowed to shed light on this complex area and give their own views on possible age effects. More specifically, changes in needs and values, the effects on goal setting and the development of skills were investigated. Chronologically younger employees placed greater value in their careers and reported that they would continue to work even if they became financially independent. Older employees attributed less importance to their careers and said that they would choose early retirement in order to have more time if they had money to enjoy it.
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Jekabsone, Laura. "Work motivation : A case study of customer service employees." Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-29416.
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Background: Contemporary research has been studying what motivates employees in different working fields. In this study, Herzberg’s research is examined in order to take a closer look at the motivation of customer service employees. Purpose: The purpose of this study is to examine how the employees of customer service are motivated to work by mainly relating this study’s results to Herzberg’s research. Method: The study method is a case study with qualitative research including semi-structured interviews and snowball sampling approach. Theoretical framework: The fundamental theoretical framework in this study consists of Herzberg’s two-factor motivation theory. Empirical material: The empirical material in this study consists of ten customer service employees. All the empirical data has been collected through face-to-face contact. Conclusion: The overall picture of the empirical material is that the customer service employees are motivated by these Herzberg factors: “Salary”, “Interpersonal relations”, “Policy and administration”, “Achievement”, “Recognition”, “The work itself”, “Responsibility”, “Advancement” and finally “Possibility of growth”.
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Němečková, Iveta. "Motivation and Retention of Employees in the Financial Sector." Doctoral thesis, Vysoká škola ekonomická v Praze, 2006. http://www.nusl.cz/ntk/nusl-71757.
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The dissertation thesis looks into motivation and retention of employees in the financial sector (banks and investment companies) of the Czech Republic. The first part of the dissertation thesis defines motivation and introduces theories of work motivation from the very beginning, through classic theories until contemporary theories of motivation and modern approaches towards it. Further, it explores employee motivation, motivational processes a factors influencing productivity of work. It also analyses intrinsic and extrinsic motivation and motivation of work behaviour, it introduces motivation programs as a part of motivational strategies. It the following part, the dissertation thesis introduces the subject of employee retention and sets reasons why retention of employees is necessary, what factors impact it and it also describes programs of retention. The second part of the dissertation thesis is dedicated to a comprehensive empiric research of work motivation and retention of employees in the financial sector, which has been executed in a form of survey attended by 119 respondents from various banks and investment companies active in the Czech Republic. The respondents were working in different working positions in their company's hierarchy. The survey was on top of that supported by discussions around round tables attended by 23 respondents. In this part of the dissertation thesis, there were set goals of the research and hypotheses, verification of which served to achievement of the goals. The first goal was to investigate presence of commonalities in employee motivation and retention in the financial sector, their identification and description of key components. The other goal was to make a comparison by the research identified key components of motivation and retention from the point of importance for the employees and compare what importance they had for the employees in the period before and during the global depression and predict their development in the period of recession. A partial goal of this thesis is its contribution to both scientific-pedagogic and business area. A goal for application in the business area is to introduce work motivation and retention subject to managers on all levels of management as a useful and necessary tool for management of people not only in financial enterprises but all subjects acting in the market economy. This dissertation thesis wishes to become inspiration and partial guidance for managers at all management levels in their daily personnel work and show what tools should be used by financial companies for employees motivation and retention not only now but also after the depression is over. There are also described research methods and research data processing methodology in this part. The third part of the dissertation thesis presents a detailed evaluation of research results. They are summarized to clearly arranged graphs and shown according to different viewpoints. Further, the dissertation thesis contains a summarized evaluation of results, hypotheses verification and recommendations for science and further research, very specific and detailed recommendations for business practice as well as for education of students in the field of employee motivation and retention at schools and universities. The entire dissertation thesis is inspiration for managers not only in the financial sector but anywhere, where it can assist as a guidance for managers at all levels of management in their daily work related to employee motivation and retention. There are summed up results of the set hypotheses and evaluated the goals at the end of the thesis.
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Martin, Gregg D. "The effects of employee characteristics and work environment factors on learning during training and on pretaining motivation to learn /." free to MU campus, to others for purchase, 1996. http://wwwlib.umi.com/cr/mo/fullcit?p9821349.
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Lennie, Graeme Mark. "Retention strategies for skilled SARS customs employees." Thesis, Nelson Mandela Metropolitan University, 2008. http://hdl.handle.net/10948/999.
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The South African Revenue Services (SARS) is an amalgamation of the former Departments of Customs and Excise, and the Receiver of Revenue. SARS obtained full autonomy from the Government in October 1997 in order for it to administer its own affairs. SARS has since made great strides in transforming its people and technology, although some growing pains are recently being experienced, i.e. the “retention question”. The problem statement, “What strategies can be implemented for retaining skilled employees within SARS Customs” is derived from a multitude of problematic issues currently being experienced world wide. Problem areas particular to South Africa, include: the mass exodus of white skilled labour; baby-boomers (aged 60 – 65) nearing retirement, affirmative action, employment equity, and a general lack of skills in the employment industry. An employee engagement survey (2007) conducted at SARS, shows figures that further exacerbates the problem. The objectives of the research were therefore, to conduct a literature study of employee retention strategies, investigate the research strategies currently being employed at SARS, the reasons for the low levels of employee engagement and to develop a strategic model for employee retention for use at SARS Customs in the Eastern Cape Region of South Africa The study takes the form of a case study, using quantitative and qualitative methods of research. A questionnaire was distributed to respondents, the results of which were analysed and presented. The findings show that SARS Customs is in a good position with regards to pay and benefits. Areas that require attention though are training, development and career management, effective supervision, and day-to-day activities.
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Jans, Bastian, and Niklas Kienel. "Bridging Strategic Management Tools and Employee Motivation : A qualitative study of how an organization's mission & vision influence the motivation of its employees." Thesis, Umeå universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-104218.
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The mission and vision of companies have been gaining a lot of attention both within the scholarly and business context. A lot of time and money is being invested to develop and implement mission and vision statements and business students all over the world are taught these concepts. However, literature on how mission and vision actually influence employees is limited and inconsistent. Therefore, this thesis explores how mission and vision influence employees’ work motivation. The study follows an inductive approach and has a qualitative nature. In order to build a basis for the research, various literatures on mission and vision and motivational theories are reviewed. Data was collected by the conduction of twelve interviews with employees in different job positions. The semi structured character of the interviews implied the use of templates to analyze the data. Thereby, categories and codes were developed and relationships between the individual motivation and the influence of mission and vision were identified. The results show that the influence of mission and vision cannot be generalized but is highly dependent on individual aspects. Intrinsically motivated employees are positively influenced by their company’s mission and vision. Hence, mission and vision can push intrinsic motivation. On the other hand, the motivating influence of a mission and vision is rather low on extrinsically motivated employees. Interestingly, the findings also show that mission and vision play a greater role for people in higher positions (top & middle managers). Front line employees are rather extrinsically motivated and less dedicated to their company’s mission and vision. The results contribute to existing literature by encouraging a more differentiated approach for dealing with the topic in taking the individual component into consideration. Furthermore, the findings bear potential for employers to apply and communicate their mission and vision more purposefully to motivate employees.
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Human, Ricardo Ronald. "Retention strategies of technical graded employees at Transnet." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/11080.
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The recruitment and retention of personnel plays an important role in assisting organisations to adapt and remain competitive, thus ensuring their financial sustainability and becoming a leader in the market. It is also a crucial element in assisting organisations in reaching their long and short term goals. The employment and retention of highly skilled employees is a costly exercise and staff turnover impacts negatively, not only on a financial level but also on the organisation as a whole. The immediate implementation of specific strategies that ensures the recruitment and retention of these employees will guarantee a reduction in employee turnover thus ensuring organisational competitiveness. The purpose of this study was to investigate the organisational factors impacting on employee retention at Transnet Freight Rail (TFR). The population group for the study included 34 TFR employees from the G graded salary scale. The response rate for the questionnaire was 100% with the Likert scale instrument consisting of 27 questions divided into two sections: Section one explored the demographic profile of the respondents; Section two focused on getting responses on the five organisational factors impacting on employee retention namely: organisational association; monetary compensation; work satisfaction; work enrichment; career development. The following research design was adopted: Step 1: A literature review was conducted to determine the various organisational factors impacting on employee retention. Step 2: From the literature review the researcher structured the research questionnaire. Step 3: The results of the survey were analysed and interpreted. Step 4: Conclusions and recommendations were done.
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Ukandu, Nnenna Eme. "The causes of low employee motivation within Cape Town's fast food industry." Thesis, Cape Peninsula University of Technology, 2011. http://hdl.handle.net/20.500.11838/2062.
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Thesis (MTech (Busines Administration))--Cape Peninsula University of Technology, 2011.Motivating employees in fast food outlets plays a major role towards improving the commitment and performance of workers. However, it has been confirmed that there is low levels of employee motivation in some fast food outlets, which has led to negative results and poor performances. Therefore, improving employee motivation in fast food outlets has become a necessity. The main aim of the study was to investigate causes of low employee motivation in fast food outlets within South Africa. The present author was able to discover the causes of low employee motivation levels such as poor supervision, little or no training, poor pay and poor working conditions. Hence, factors that could improve levels of motivation of employees in fast food outlets were identified; for instance, motivating fast food employees through genuine appreciation, recognition, compensation and inspiration. The researcher further suggests strategies, which may improve the quality of work-life for employees with fast food outlets training and developing employees, reducing their workload; and initiating incentive programs and retention strategies. This will help the management at fast food outlets to improve levels of motivation of their workers, and also assist them to retain their talented staff. The case study method was used for this research since the study involved fast food outlets in Cape Town. The triangulation method was applied to solicit information from staff members, managers and store managers/franchisees. Semi-structured interview questions were used to obtain information from franchisees/store managers, senior managers, floor managers, and supervisors, while closed-ended questionnaires were used to interview other staff members. This study has confirmed that there are no motivation policies at most of the fast food outlets which were studied that can guide employers to motivate their workers. It is clear from the study that there is low employee motivation at some fast food outlets, and hence the researcher has proposed recommendations, which will help the management of fast food outlets to enhance the levels of motivation of employees, and their work performance. It is suggested that employees should be involved in the decision making of their organization; the quality of work-life of employees should be improved; a harmonious working environment should be promoted; and workers should be empowered and allowed to participate in the profit sharing of the organization. This will improve workers' levels of motivation and better results will be achieved for the organization at large.
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Petcharak, Pattarinee. "The assessment of motivation in the Saint Paul Hotel employees." Online version, 2002. http://www.uwstout.edu/lib/thesis/2002/2002petcharakp.pdf.
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Ricotta, Anthony G. "Motivation Strategies for Improving Consistency in Live-Entertainment Employees' Performances." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5409.
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The lack of discrete motivation strategies to improve the consistency of employees' performances was the problem that instigated this research. The purpose of this single-case study was to explore the motivation strategies live-entertainment artistic directors (ADs) use to improve consistency in the artists' performances. Data were collected within an international live-entertainment company to uncover whether artists self-determined the approach to improving consistency in performance or whether consistency occurred from strategies developed by the ADs. Data were collected from face-to-face interviews with ADs and senior ADs and performance evaluations of employees, and then analyzed using Miles, Huberman, and Saldana's data analysis method. The 2 emergent themes indicated that the ADs achieved consistency from performers through strategies supporting well-being and technical proficiency. Analysis of employee evaluations indicated the use of alternative motivational strategies for achieving and improving consistency at the show level. Some ADs rely on artists to self-determine consistency when working in environments perceived as conducive to consistent behavior. These findings might result in a mutual understanding between employers and employees of the role of consistency in employees' live performances, which may also improve employer-to-employee relationships in the live-entertainment sector. Such understanding might lead to positive social change by improving cultural output to the community and improving employees' economic viability and ability to contribute to society.
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Van, Wyk Charl. "Evaluating motivational levels of employees in a contemporary South African organisation." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1542.
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The main purpose of this study was to evaluate the motivational levels of employees at CompSol, a contemporary South African organisation. Research for the study included a literature study of both the content and process theories of motivation in order to identify those factors that are important to consider when evaluating the levels of employee motivation. An empirical study was conducted after the appropriate measuring instrument was developed. The purpose of the measuring instrument was to identify the rank importance of these identified factors of motivation and to evaluate the levels of employee motivation by measuring the extent to which these factors are provided for in the organisation. A sample was selected from the target population, via cluster sampling, from the largest functional department within the organisation, namely the Claims processing department. The group’s dominant locus of control was also measured through the use of an appropriate measuring instrument. The major findings indicated that some of the factors of motivation were provided for to a great extent, while others had serious shortcomings. The findings were grouped into the different job title categories of the respondents in order to compare the overall responses of the groups, aimed at identifying trends, commonalities and differences. Findings also indicated that the majority of the participants have an external locus of control. The researcher suggested certain recommendations for those areas where findings indicated shortcomings, in an attempt to increase the overall levels of motivation within this specific functional department in the organisation.
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Cohen, Debra J. "The pre-training environment : an analysis of trainee motivation." The Ohio State University, 1987. http://rave.ohiolink.edu/etdc/view?acc_num=osu1272488957.
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Zwane, Themba Lambert. "The role of performance management in the motivation of employees : a case study." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1090.
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After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research To a case study of the Role of Performance Management in The Motivation of Employees in an organization. Important insight was gained into the relative importance of the performance management practices to promote desired employee outcomes. In view thereof that a discussion of performance in organizations is incomplete without reference to the construct of organizational culture, this study also provided propositions to prompt further research on the role of performance management in reinforcing a high performance organizational culture. Insightful conclusions were drawn from the results obtained and recommendations are made for future research.
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Miková, Nikola. "Návrh změn motivačního systému ve vybrané společnosti." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2018. http://www.nusl.cz/ntk/nusl-377620.
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This diploma thesis deals with the analysis of the current state of a selected company with the aid of methods that analyze the internal and external environment, a survey based research, an interview and an analysis of the labor market wages. Based on this data, the motivation and satisfaction of employees will be made suggestions, which should lead to the improvement of current motivation system within the company.
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Nguyen, Anthony Duy. "Perceived Overqualification and Withdrawal Among Seasonal Workers: Would Work Motivation Make a Difference?" PDXScholar, 2018. https://pdxscholar.library.pdx.edu/open_access_etds/4347.
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Overqualification is a concern for both individuals and organizations in today's workforce. It has been shown to relate to job attitudes, performance, well-being, and withdrawal. While plenty of research has been done on overqualification in the workplace, there is still a gap in the literature when it pertains to the contingent workforce, especially seasonal workers. These workers do not have secure employment and research has shown that they have distinct outcomes compared to full-time workers. Findings from past research about the relationship between overqualification and job withdrawal have been mixed, and this study aims to further the understanding of this relationship by taking a self-regulatory approach and examining disposition-related and context-related motivational processes that may drive overqualified employees to engage in withdrawal. Drawing on self-determination theory and regulatory focus theory I propose that employees' intrinsic motivation mediates the relationship between perceived overqualification and withdrawal. Additionally, supervisor and coworker support are hypothesized to buffer the overqualification-intrinsic motivation relationship, whereas prevention focus is hypothesized to worsen it. Participants were 66 seasonal workers from an organization in the Western United States. Results did not support the hypothesized relationships, however prevention focus was a marginally-significant moderator of the overqualification-intrinsic motivation relationship in the unexpected direction. I also tested several nonhypothesized relationships and found that promotion focus significantly moderated the overqualification-intrinsic motivation relationship. Implications, limitations and future research directions are discussed.
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Nilo, James Alvaro. "Strategies That Small Business Leaders Use to Motivate Millennial Employees." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6253.
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Millennial workers occupy the majority of employment positions worldwide, which is a concern to business leaders in the United States related to having knowledge and ability to train, motivate, and retain millennial employees. Using Gilbert's behavior engineering model as a conceptual framework, this multiple case study explored the strategies that business leaders used to motivate their millennial employees. The study population included 4 leaders of small restaurant businesses in eastern North Carolina. Data were collected from semistructured, face-to-face interviews using 7 open-ended questions and review of company documents, websites, and social media. Data were coded and analyzed following Morse's method of data analysis. Three themes emerged from data analysis: rewards and recognition, high-quality leader-member relationship, and professional development. The findings of this research are significant for small business leaders who want to implement effective motivational strategies to manage millennial employees to keep their organizations productive and profitable. The implications of this study for positive social change include the potential to help millennial workers grow in their careers, become financially stable, and develop into prospective leaders prepared to propel their organizations and societies in the future.
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Makapela, Lunathi Brian. "Staff motivation and job performance in the Frere Hospital maternity ward." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/8769.
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The topic of motivation continues to command substantial attention in the field of industrial or organisational psychology. Motivation has always been an essential factor in managing personnel and is a crucial variable in creating a high performance organization. Public administration research has largely ignored motivation as a topic, contrary to research of private sector management. Nurses represent one of the biggest profession group in South Africa's health care services and forms the vertebrae of the Primary Health Care in South Africa. South Africa has experienced large numbers of nurses immigrating to other foreign countries due to poor working conditions in South Africa. Government has a responsibility of ensuring that there is always a motivational climate in the institutions where nurses work. Several investigations have been conducted by various organisations regarding the state of South African Health Care System, due to a high rate of reported deaths in South African hospitals. Dispatch investigation team in 2005 revealed a number of findings that related to various motivational issues at the Eastern Cape Frere Hospital maternity ward. These motivational issues included but not limited shortage of nurses and doctors; use of interns on night duty without qualified doctors and anaesthetist; a cleaner confirmed to have been seen delivering a baby in the labour ward while wearing a doctor‟s coat, as well as accessing and dispensing medicine; no security to prevent people from wandering the labour ward and the entire maternity section; deaths due to negligence; inappropriate appointment of personnel, a situation causing problems for the nurses; employees complaining of work overload; absenteeism and sick leave leaving one nurse on duty at night in the nursery; lack of equipment like oxygen points, suction catheters, CPAPs and CTG machines, alleged by some nurses to be directly responsible for a number of avoidable deaths; staff shortages thus forcing inexperienced nurses to carry duties beyond their experience; detrimental shortages of labour beds; a general assistant dressed in a green nurse‟s gown rinsing blood-soaked linen before dishing up for, and serving food to patients, still wearing the same clothing. Since the Dispatch investigation and the subsequent investigations by political parties and the National Department of Health, no scientific research or investigation has been done around challenges at Frere Hospital maternity ward. The main purpose of this study is to investigate the levels of staff motivation and staff motivation levels' impact on job performance in the Frere Hospital maternity ward. In conducting this study the researcher explored five motivation theories which are amongst a group of motivational theories that have shaped worker motivation in both the public and private sectors. The study explored Maslow hierarchy of needs, Herzberg two factor theory, Vroom's expectancy theory, Locke's equity theory and Festinger‟s goal setting Theory. These theories were used with a view of gathering an understanding of staff motivation and job performance. The reasons for the researcher to choose these five motivational theories is that they are amongst the most popular theories used by scholars to measure staff motivation and performance both in the private and public sectors. These theories were also used due to their relevance to the organisation investigated. This study followed a quantitative approach and empirical study was conducted using a questionnaire with closed and open-ended questions. The empirical results from the nine sections researched showed some distinct findings, from which the following recommendations were drawn: management should consider employees' involvement during goal setting in the department; management should work towards building in job motivators into the employees’ jobs; management should ensure that there is a reputable performance reward and recognition system in place that is agreed upon with staff, instead of imposing the system; management should support nurses in ensuring that their working conditions and salaries and benefits are improved; and It is therefore the responsibility of managers to ensure that staff are always kept motivated in order to increase job performance.
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Rashid, Abdul. "Employees Motivation – A Key for the Success of Fast Food Restaurants." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-43547.
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In this modern era where the flows of customers are increasing towards fast food restaurants it is becoming more challenging to offer good customer service. For this purpose, there is strong need of highly trained and skilful workforce as like other service oriented businesses, the frontline employees of fast food restaurants also have direct interaction with customers and are considering the backbone of restaurants. Therefore, the main intention to conduct this study is to understand the working conditions in fast food restaurants, to discover the core factors of employee motivation and to determine the role of management in attaining this inspiration. The theoretical framework of this study presents the well known theories and other important literature for employee’s motivation. The requirements for employee’s motivation in fast food industry are highlighted by the author on the basis of these literatures. Additionally, a conceptual model for employee’s motivation in fast food restaurants is derived from different literature and serves as an opening position for the empirical research. This study based on qualitative strategy and inductive approach with research philosophy of constructionist and interpretivist stances. The data is collected through semi-structured interviews consisting of four managers and three employees of Max, Subway and McDonald’s restaurants in Umeå, Sweden. For analysis the data is categorized on the basis of different factors mentioned in the proposed model. In the findings of this study, the elements of the conceptual suggested model are identified and validated for employee’s motivation in fast food restaurants. The findings are concerned with different motivational factors through which employees can be motivated in fast food restaurants. In which the main role of management is to work on human capacity and provide training, the best working environment, salaries and wages and promotional and growth opportunities to their employee. These are the most important functions highlighted after empirical finding and analysis, however, other factors i.e. cultural values, stress of work, respect and recognition are also important factors for frontline employee’s motivation in fast food restaurants. This study is only limited to three fast food restaurant (Max, McDonald’s & Subway) of one city of Sweden (Umeå). The data was collected from a small sample (only seven individuals) which limits the generalization of this study to other restaurants in Sweden.
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Rwodzi, Bright. "Drivers of employee engagement in a lean manufacturing environment during a period of change." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/20559.
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Purpose - The purpose of the study was to determine the drivers of employee engagement in a lean manufacturing environment during a period of change. It also highlighted the importance of employee engagement with regards to the improvement of organisational performance especially in a lean manufacturing environment during the change. Design/methodology/approach – The most frequently mentioned drivers of employee engagement in relation to change and a lean environment were identified through a literature study. The potential drivers that emerged were vision, leadership, communication, immediate supervisory behaviour, team collaboration and training/career development. An empirical study was then carried out to study the impact of these factors on affective commitment, volunteerism and sportsmanship, the latter two are components of organisational citizenship behaviour. A survey with a questionnaire was conducted amongst 86 employees in a lean manufacturing organisation, which was undergoing change. The data analyses included descriptive statistics, correlations and multiple regression analysis. Findings – It was observed that all the six identified drivers of employee engagement namely: Vision, Leadership, Communication, Immediate Supervisor Behaviour, Team Collaboration and Training and Career Development explained 61.2 per cent of the variance in the employee engagement. However, the variables that had the biggest impact on employee engagement were the articulation of the organisational change Vision, Team Collaboration and Immediate Supervisor Behaviour. Practical implications – The results of the study emphasise that special focus and effort must be placed on factors affecting Vision, Team Collaboration and Immediate Supervisor Behaviour as they have shown significantly higher influence on employee engagement in a lean manufacturing environment during a period of change.
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Zobal, Cheryl. "Employee Engagement: The Impact of Spiritual, Mental, Emotional and Physical Elements on the Relationship Between Employee Engagement and Behavioral Outcomes." Thesis, University of North Texas, 2014. https://digital.library.unt.edu/ark:/67531/metadc799489/.
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Data were collected by an external company for a healthcare service firm interested in learning the job-related attitudes of their employees. Thus, archival data from 1,287 employees were collected for a different purpose. The survey consisted of 117 questions covering a broad range of constructs. Consequently, the items were used to derive effective measures of employee engagement and behavioral outcomes, as well as the emotional, mental, spiritual and physical dimensions. Exploratory and confirmatory factor analysis procedures were used to create scales reflecting these four factors. Interestingly, six scales emerged, logically linking to and further specifying the initial dimensions. These were Organizational Linkage, Manager Relationship, Job Fit, Job Clarity, Work Pressure, and Meaningful Work. To test the hypotheses, six separate regression equations were calculated, which statistically supported modification by each of the dimensions. However, statistical significance of the interactions resulted from having a large sample, given the actual association was too small to be meaningful (e.g., a contribution of 0.6% of the variance). As each of the dimensions had a main effect on the behavioral measure during hypothesis testing, exploratory regression equations were calculated to further understand the interrelationships. Of most interest was finding that in the presence of Engagement, the main effects of only Organizational Linkage and Job Fit reached significance. However, when Engagement was not included, four of the six dimensions made a significant contribution to Behavioral Outcomes. Overall, there was support for previous conceptualizations. From the scientist-practitioner perspective, the six factors identified in this study may be more useful than the four initially proposed. The distinctions give practitioners additional information to use in interventions to improve employee behavior and retention.
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Silimi, Maimbo Mark. "Manager's perceptions of performance appraisal implemented at Kansanshi Mine, Zambia." Thesis, Rhodes University, 2014. http://hdl.handle.net/10962/d1013037.
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As managers with direct contact with workers on the floor, line managers are responsible for implementation of the performance appraisal system at Kansanshi Mining plc. Commonly, implementation of performance appraisal is affected by how line managers interact with their subordinates before, during and after an appraisal interview. Notably, no study has been conducted at Kansanshi mine to understand how line managers conduct performance appraisals since their introduction. This qualitative study aims to build an understanding of how line managers at Kansanshi conduct performance appraisal interviews and what enablers and barriers they face in this process. In pursuit of the research aim, line managers from all the ten departments of the mine were considered as eligible for the study. Using stratified random sampling, ten of the 30 line managers from all ten departments across the mine site were selected. A total of fifteen semi-structured, in-depth, face-to-face interviews were conducted with ten line managers to gather data. These individual interviews were conducted on the mine site in the interviewees' offices as well as other convenient places such as the Kansanshi main boardroom. On average, each interview took between 45 to 60 minutes. All these interviews were audio recorded, transcribed and thereafter analyzed using open coding and constant comparison technique to induce themes. Findings of the study show a variety of barriers and enablers of line managers in their conduct of performance appraisal interviews at Kansanshi mine in Zambia. All ten line managers unanimously highlighted that (a) lack of clear job descriptions and set of individual targets as well as (b) lack of adequate refresher training on how to conduct performance appraisals affected how they conducted performance appraisals. Eight of the ten line managers highlighted that (c) perceived subjectivity of the system while seven of the ten highlighted that (d) predominant production focus and priority were barriers to them in how they conducted performance appraisals. On the other hand, ten line managers highlighted that (a) top management commitment to the implementation of a performance appraisal system, seven highlighted that (b) employees' hope for rewards and five line managers highlighted that (c) spring for career development and progression were perceived as enablers in their implementation of performance appraisals. This research is of value as it highlights how the conduct of performance is not only impacted by organizational support and other complementary organizational systems but also how the barriers to the conduct of performance appraisals affect both the appraisee and the appraiser.
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Bubaker, Naser A. "The impact of organisational culture on employees motivation : Libyan case study." Thesis, University of Salford, 2009. http://usir.salford.ac.uk/26595/.
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At the end of 20' Century it was being commented that companies were changing their organisational culture and placing greater emphasis on flexibility and efficiency, as they were now expected to adapt to changing conditions cut costs in order to be competitive. Organisational culture is a social control mechanism and at the same time frames people's interpretations of organisational events and basic assumptions about organisational processes. If there is widespread agreement about these basic assumptions and values, in an organisation, behavioural consistency should increase and lead to enhance organisational performance. There is movement in Libya at the moment toward improvement in organisations, the Government has introduced liberalisation^of the economy, and is creating stronger ties with the Western world now that the sanctions have been lifted. This change is exemplified by the greater scope allowed to private enterprise in the retail trade, smallscale industries and agriculture. There has been research carried out by, (Al-Nakeeb 1985); Al-Saigh 1986; Agnaia 1997; and Al-Faleh 1999),into the ways that the competitive nature of all Libyan organisations can be improved. This case study however is the first that investigates the structure, behaviour and culture of a number of Libyan organisations to discover any link with employees' motivational feelings, their level of commitment and involvement as well as their sense of responsibility to the organisations objective of increased performance. This research employed a case study investigation of the organisational culture of two public sector Libyan companies and a local private sector company, to discover any link between organisational culture, corporate governance and employee's motivation to be involved and committed to organisational objectives. The research was intended to highlight any differences that exist between the organisational culture within a typical Libyan public sector organisation, one that has, been influenced by western management practices, and another, which operates as a private company. In all of the organisations surveyed and in all of the others throughout Libya there must be a greater emphasis on allowing employees to participate fully in the operation of the organisation. Such a participative management style is the opposite of autocratic management and can be defined as a system engaging employees as willing coproducers of, valuable contributors to-, as well as co-owners of a better future. It involves much more than sharing authority and decision making, for it actively seeks employee inputs, allowing the employees to contribute to the resolution of work-related issues. The basic idea of participation represents a shift toward sharing control and power, founded on the assumptions that providing employees with more control, information, and responsibility improves worker satisfaction and increases productivity.
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Dolfi, Sharon A. Israel. "Correlates of union and organizational commitment : a survey of former Eastern Airlines employees." FIU Digital Commons, 1994. http://digitalcommons.fiu.edu/etd/3072.
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Former Eastern Airlines flight attendants were surveyed regarding their levels of union, organizational, and dual commitment, union participation, strike participation and support, and current feelings of job stress, job affect and job satisfaction. It was found that union commitment was positively correlated with union participation. Due to the unique situation at Eastern, it was also found that there was no difference in levels of strike participation and support between those dually committed and those unilaterally committed to the union. Strike participation and support also correlated positively with one measure of current job stress. Other findings included a positive correlation between job affect and satisfaction, and a negative correlation between both of these measures and job stress.
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Tshingombe, Tshibangu Caleb. "Leadership styles commonly applied by managers to motivate subordinates to perform : a survey of managers' perception at a University of Technology in the Western Cape." Thesis, Cape Peninsula University of Technology, 2018. http://hdl.handle.net/20.500.11838/2707.
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Thesis (MTech (Business Administration in Project Management))--Cape Peninsula University of Technology, 2018.This research focuses on the leadership styles that motivate subordinates to perform. Leadership is one of the most important keys that bring success, balance and direction in different organizations. Leaders who exploit efficiency begin by understanding leadership styles. The contingency leadership style derives its credibility from a behavioral approach. Leadership style is an important determinant that stimulates and increases motivation among employees. Employee reactions to management typically depend on employee characteristics as well as executive characteristics. Leadership style is a character or behavior that leaders adopt in order to influence their employees in the environments in which they exercise their power (Hersey et al, 2001: 52). There are different perspectives on how and what needs to be done by a leader to motivate subordinates to function well. Others suggest that transformational leadership is the answer, while some research results identify transactional leadership as the best style for tasks to be accomplished. On the other hand, leadership cannot be studied to the exclusion of follow-up, since followers play a role in the effectiveness of a leader. Projects are characterized by the use of teams to execute tasks, and teams are a complex structure requiring an understanding of their dynamics. This research seeks to establish generic leadership styles that can motivate teams to perform. It is estimated that 47% to 54% of projects are not completed on time, what style of leadership is needed to improve project performance?