To see the other types of publications on this topic, follow the link: Motivation on employees.
Journal articles on the topic 'Motivation on employees'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Motivation on employees.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
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.
Full textAbstract:
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.
2
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.
Full textAbstract:
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.
3
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.
Full textAbstract:
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
4
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.
Full textAbstract:
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.
5
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.
Full textAbstract:
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.
6
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.
Full textAbstract:
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.
7
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.
Full textAbstract:
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.
8
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.
Full textAbstract:
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.
9
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.
Full textAbstract:
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
10
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.
Full textAbstract:
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.
11
Ahmad, Prof Shoeb. "Motivation and Performance: A Psychological Process." International Journal of Business and Management Research 9, no. 2 (April 5, 2021): 104–12. http://dx.doi.org/10.37391/ijbmr.090201.
Full textAbstract:
The achievement of a workplace entirely depends on the skill of managers that how to offer a motivating environment to its employees. The performance of a workplace entirely depends upon employee motivation which is a crucial element in creating an amicable environment for producing optimal performance. Employee motivation is highly responsible in stimulating workplace harmony, commitment and overall employee performance at the workplace. It is decisive in relating to long term benefits for the organization. Motivated employees signify staff retention and loyalty towards the workplace which in turn foster growth & development of business. In the competitive business environment, the biggest challenge for managers is to retain the employees and keep them motivated to perform satisfactorily at the workplace. Equally, it is important that the manager must be aware of the behavioural instinct of employees and of the factors of what possibly motivate them. Individuals can be motivated due to various factors like: leadership, rewards, incentives, etc. and other organizational constituents in which they perform the duties. Keeping in mind these views, the study primarily focuses upon the effects of motivational factors on employees’ performance. Subsequently, the study highlights the connection among employee motivation along with performance.
12
Khan, Muhammad Yousaf, Muhammad Rizwan, Muhammad Ibrahim Arshad, and Muhammad Fahad Anwar. "Impact of Employee Motivation on Job Satisfaction With Respect To Corporate Social Responsibility and Rewards." Journal of Public Administration and Governance 3, no. 3 (August 14, 2013): 226. http://dx.doi.org/10.5296/jpag.v3i3.6219.
Full textAbstract:
Nowadays, human resource is considered to be the most important asset of any organization. In order to get the efficient and effective results from human resource and to make them feel satisfied at their respective jobs, employee motivation is compulsory. An active and effective Corporate Social Responsibility (CSR) Division and Rewards System of an organization play significant role in motivating employees The current study examines the relationship between employee’s motivation and job satisfaction with respect to Rewards (Both Intrinsic & Extrinsic) and CSR (Internal & External). Employees of banks and few organizations of Bahawalpur were taken as sample of the study. An already developed questionnaire was used for data collection. 184 questionnaires were distributed. The data was analyzed using regression analysis. All findings were checked at 0.05 level of significance. The result concludes that there is a significant impact of External CSR on employee motivation while Internal CSR has an insignificant impact on employee motivation. Similarly, there is a direct relation of extrinsic rewards and the employee’s motivation. Interestingly, extrinsic rewards found an insignificant impact on employee motivation. However, Employee Motivation is directly related to job satisfaction. This study has got managerial importance in the context that it is not the extrinsic rewards always at all levels which motivate employees. This study gives a direction to the management of the organizations including banks the importance of intrinsic rewards and external CSR.
13
Hitka, Miloš, Silvia Lorincová, Miloš Gejdoš, Kristina Klarić, and Dagmar Weberová. "Management approach to motivation of white-collar employees in forest enterprises." BioResources 14, no. 3 (May 29, 2019): 5488–505. http://dx.doi.org/10.15376/biores.14.3.5488-5505.
Full textAbstract:
Employee motivation is a prerequisite for the effective development of the potential of human resources. Therefore, motivation processes are important. The aim of the paper was to define the motivational priorities of white-collar employees in forest enterprises. Following the research results, cluster analysis statistical methods were used to define employee groups with similar motivations. The research was carried out in 11 forest enterprises with 195 total respondents. The results indicated that it is possible to create a unified motivation program with selected motivation factors for white-collar employees in forest enterprises. Defined groups had similar levels of motivation in individual motivation factors. Three significant motivation factors were determined: basic salary, working environment, and fair appraisal system. These motivation factors can be systematically implemented as a tool to improve the level of motivation of individual groups. It is important to consider that conditions and work environments change over time, so an effective motivation program must be updated regularly in order to produce sustained benefits.
14
Pârjoleanu, Raluca. "Work Motivation Efficiency in the Workplace." Postmodern Openings 11, no. 4 (2020): 293–309. http://dx.doi.org/10.18662/po/11.4/236.
Full textAbstract:
Employee motivation is very important for a successful organization, so any company should focus on motivating human resources if they want to stay competitive on the market and to avoid issues, such as employee retention problems that will adversely affect the business. Thus, effective motivational techniques should be implemented in any company that wants to be successful. Following the implementation of motivation methods adapted to the organization's environment and its type of employees, the satisfaction of workers will increase, and they will feel more motivated to perform at the highest standards. Studies have shown that motivating factors, such as success at work, recognition, diversification of responsibilities and career advancement, play an important role in motivating employees at work. It is important to strike a fragile balance between the level of challenges that the job brings and the resources made available to the employee. Packages that combine financial and non-monetary motivation, with coaching and mentoring activities, investing in employee development, as well as the flexibility of the work schedule, are major components of stimulating work motivation.
15
Hidayati, Siti Noor, and Antonius Ermiyanto. "Analisis Faktor Motivasi Intrinsik dan Motivasi Ekstrinsik Pengaruhnya terhadap Kinerja Karyawan dengan Kepuasan Kerja sebagai Mediasi." Jurnal Maksipreneur: Manajemen, Koperasi, dan Entrepreneurship 7, no. 1 (December 31, 2017): 18. http://dx.doi.org/10.30588/jmp.v7i1.320.
Full textAbstract:
<p><span class="fontstyle0">Intrinsic motivation is an employee motivating factor for achievement that comes from within the person, while extrinsic motivation is sourced from outside the person. This research has been conducted to survey on 140 employees of PT Taman Wisata Candi Prambanan consisting of 65 permanent employees and 75 contract employees. The results of this research can be concluded that intrinsic and extrinsic motivation have significant </span>effects to employee performance indirectly with job satisfactions mediation. The influence of extrinsic motivation on job satisfaction and subsequently to employee performance is more dominant than intrinsic motivation. The level of intrinsic motivation, extrinsic motivation, job satisfaction, and employee performance of permanent employees, higher than contract employees, and the difference of them is significant.</p>
16
Khan, Aroosa, Fatima Latif, Wardah Jalal, Rabia Anjum, and Muhammad Rizwan. "The Impact of Rewards & Corporate Social Responsibility (CSR) On Employee Motivation." International Journal of Human Resource Studies 4, no. 3 (July 2, 2014): 70. http://dx.doi.org/10.5296/ijhrs.v4i3.5875.
Full textAbstract:
After a long period of research on this topic, motivating employees and retaining them is still a threatening challenge for organizations. The study aims to analyze impact of rewards and corporate social responsibility (CSR) on employee’s motivation in Pakistan. This study specifically examines the relationship between intrinsic rewards, extrinsic rewards, internal CSR, external CSR (customer related), external CSR (local communities related), external CSR (business partner related) and employee motivation. It also examines relationship between employee motivation and organizational commitment. Employees of Bahawalpur and Rahim yar khan are the sample of this research. Sample size of 150 respondents was used and data collected through self administered questionnaire which was analyzed in SPSS 16 using regression technique. The result depicts that there is significant relationships between extrinsic rewards, external CSR (local communities), external CSR (business partner) and employee motivation and there is also significant relationship between employee motivation and organizational commitment. Management should focus on extrinsic rewards, external CSR (local communities & business partner related) to motivate employees for organizational commitment.
17
Dolgalova, O., and T. Remesnik. "Application of foreign methods of labor motivation at Ukrainian enterprises." Galic'kij ekonomičnij visnik 70, no. 3 (2021): 140–47. http://dx.doi.org/10.33108/galicianvisnyk_tntu2021.03.140.
Full textAbstract:
This paper is devoted to the investigation of the motivation concept, study and analysis of foreign experience in motivating employees and the selection of elements that can be adapted in Ukrainian enterprises. The theoretical foundations of the staff motivation concept are considered in this paper. It is found that the staff motivation has significant impact on the staff and enterprise efficiency. The main tasks of employee motivation are determined. They are as follows: the formation of understanding of the employees motivation system, the establishment of psychological climate in the team; creating democratic approaches to personnel management. The main types of staff motivation are identified as tangible and intangible. The main means of material and intangible employees motivation are considered. Since without the staff interest it is impossible to solve the enterprise problems, motivation becomes an important task for the enterprise. In order to increase the material and moral interest of employees, to develop and improve the incentive mechanism the experience of developed countries in this area is taken into account in this paper. Foreign experience is considered to identify the optimal model of employee motivation at Ukrainian enterprises. Motivation systems of such leading countries as Japan, France, USA and Germany are studied. The ways of motivating employees in such leading companies as Google, Zappos, Huffington Post, Procter & Gamble, Apple, IBM and AT&T, Nihon Shokken are considered. Elements of French, German, American and Japanese motivation systems are generalized. The main elements of these foreign systems of employee motivation are identified: individualization of wages; incentives for staff training, arrangement of recreation areas, motivational monitoring, etc. From foreign experience, we can seen that motivation makes it possible to solve the problems related to the improvement of employee productivity. Therefore, the elements that can be adapted to national traditions of personnel management and used in Ukrainian enterprises for effective human resource management are highlighted in this paper.
18
ELLIS, JASON D., SUSAN W. ARENDT, CATHERINE H. STROHBEHN, JANELL MEYER, and PAOLA PAEZ. "Varying Influences of Motivation Factors on Employees' Likelihood To Perform Safe Food Handling Practices Because of Demographic Differences." Journal of Food Protection 73, no. 11 (November 1, 2010): 2065–71. http://dx.doi.org/10.4315/0362-028x-73.11.2065.
Full textAbstract:
Food safety training has been the primary avenue for ensuring food workers are performing proper food handling practices and thus, serving safe food. Yet, knowledge of safe food handling practices does not necessarily result in actual performance of these practices. This research identified participating food service employees' level of agreement with four factors of motivation (internal motivations, communication, reward-punishment, and resources) and determined if respondents with different demographic characteristics reported different motivating factors. Data were collected from 311 food service employees who did not have any supervisory responsibilities. Intrinsic motivation agreement scores were consistently the highest of all four motivational factors evaluated and did not differ across any of the demographic characteristics considered. In contrast, motivation agreement scores for communication, reward-punishment, and resources did differ based on respondents' gender, age, place of employment, job status, food service experience, completion of food handler course, or possession of a food safety certification. In general, respondents agreed that these motivation factors influenced their likelihood to perform various safe food handling procedures. This research begins to illustrate how employees' demographic characteristics influence their responses to various motivators, helping to clarify the complex situation of ensuring safe food in retail establishments. Future research into why employee willingness to perform varies more for extrinsic motivation than for intrinsic motivation could assist food service managers in structuring employee development programs and the work environment, in a manner that aids in improving external motivation (communication, reward-punishment, and resources) and capitalizing on internal motivation.
19
Asfour, Ahmed Al. "Empirical Investigation into Compensation Preferences for Diversified Employees." International Journal of Human Resource Studies 2, no. 4 (October 29, 2012): 118. http://dx.doi.org/10.5296/ijhrs.v2i4.2587.
Full textAbstract:
Motivational factors play an essential role with increasing employee job satisfaction. Satisfied employees in return can help improve organizational performance. Hence, it is the purpose of this paper to examine intrinsic and extrinsic motivation preferences between domestic and foreign employees working at a factory in the Kingdom of Saudi Arabia. Three hypotheses were developed and examined by the researcher. The first and second tests showed that foreign and domestic employees view both intrinsic and extrinsic motivation alike. The third hypothesis stated that the employees would prefer one motivation method, and indeed the t-test showed that employees rated extrinsic motivation more highly than intrinsic Key words: Domestic & Foreign Employees Motivation, Intrinsic & Extrinsic Employees Motivation, Reward Systems
20
Mukhambetov, T. I. "Distant motivation against short motivation." BULLETIN OF THE KARAGANDA UNIVERSITY. ECONOMY SERIES 101, no. 1 (April 30, 2021): 83–91. http://dx.doi.org/10.31489/2021ec1/83-91.
Full textAbstract:
Object: This article examines the issues of comparative analysis of short, that is, near and long perspectives from the point of view of their impact on employee motivation. Another goal of the article is to develop practical recommendations for the development of Far Distant (Long-term) Motivation in the wage system. Methods: This study uses quantitative research methods and a trending data collection method. The data were collected through a survey using the same questionnaire in 1994 and in 2010, which made it possible to identify the dynamics of changes in employee motivation. The sample size was 250 respondents. Findings: The results show that long-term perspectives at work play a huge role for workers. Second, Far Distant Motivation is unfortunately underestimated by employers, as a result of which the potential for increasing employee productivity is not fully exploited. Conclusions: Research shows that Far Distant Motivation should become an essential element of the motivation system in a company focused on competitiveness. Its presence will increase the competitiveness of the company, the productivity of employees and achieve the integration of personnel into the strategic goals of the company. The widespread practice of Short-Term Motivation based on assessment and remuneration based on short-term results for certain categories of workers has significantly less motivational power than Far Distant Motivation based on assessment of merit and long-term performance results. Therefore, modern companies must build a combination of Short and Far Distant Motivation.
21
Zilincikova, Maria, and Katarina Repkova Stofkova. "Motivational Elements of Employees as a Competitive Advantage of Companies in the Conditions of Globalization." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 6, no. 5 (2020): 16–24. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.65.1002.
Full textAbstract:
The article analyzes with the analysis of the influence of incentive elements on the motivation of workers to better performance and satisfaction, across the whole active population in the context of the new economy. For specific generations, motivational incentives are diverse. The main reasons of using the award, recognition of the performance and motivation are long-term sustainable good relationships in the workplace, as well as demonstrable work successes and, last but not least, an increase in the success of the whole company. Different incentive elements also used in the Slovak Republic and other European Union countries. A majority motivation characterizes Slovakia through financial evaluation. However, recent years indicate a change of mindset of employers and employees. The population of the Slovak Republic is ageing, the retirement age is increasing, which demographically affects the development of the labour market. The age structure of the society suggests that everyone has a better performance stimulant. Motivating incentives that can offset the employee’s financial remuneration become a competitive advantage for businesses. Recently, the state has been helping businesses to stimulate employees properly through holiday vouchers. In the future, it expected that it would be just incentive elements that will attract potential employees to companies and secondly it will be the financial evaluation of the employee. Slovak society can be inspired in many ways by other European Union countries. In contrast, the Slovak Republic still has many professionals in the areas of health, education, engineering, and many others. The paper points to changes related to the demographic development of the company, the change of motivation for permanent and new employees. The aim is to anticipate the possible development of incentives and the incorporation of new elements of motivation into human resource management in companies. Autoregres prepared in MATLAB. The article deals with the prediction of the selection of individual incentives for specific age groups of employees.
22
Rusli, Aldi Khairy. "The Effect of Work Motivation Toward Employee Performance at PT. Permodalan Nasional Madani (Persero) Jakarta." Jurnal Ilmu Sosial Politik dan Humaniora 3, no. 1 (March 26, 2020): 1–12. http://dx.doi.org/10.36624/jisora.v3i1.55.
Full textAbstract:
Work motivation can be seen from the data and employee attendance employee delays the data in the company, judging by the attendance of data and delays the data of employees of PT. Permodalan Nasional Madani (Persero). From the Data Obtained can be said that the attendance and delay of employees of PT. Permodalan Nasional Madani (Persero) is fairlygood in every month. As for measuring the performance of employees in this research, they have a Key Performance Indicator and, preliminary questionnaire. This research aims to know the condition of intrinsic motivation and extrinsic motivation PT. Permodalan Nasional Madani (Persero) Jakarta as well as influence the intrinsic motivation and extrinsic motivation to the employee performance. The approach to this research is quantitative with the type of descriptive research using IBM SPSS 20. While the method of analysis used is multiple linear regression. Method of collecting the data through the dissemination of questionnaires using sample 272 employees. The sampling method uses probability sampling technique while sampling technique uses simple random sampling. The results of the study proved that the motivation of intrinsic partially work has a significant influence on employee performance, while the extrinsic motivation of work has no significant influence on the employee's performance. Also the results proved that the motivation of intrinsic work and motivation of extrinsic work have a simultaneous influence on the employee's performance. It is hoped that Researchers can then use other variables such as organizational culture, job satisfaction, and employee commitment. To know other aspects not addressed in this research and can also use other research methods such as path analysis and SEM analysis. Advice for companies to provide creativity training that aims to provide opportunities for its employees to bring out the idea of the free as rational as possible.
Keywords: Work motivation, intrinsic motivation, extrinsic motivation, employee performance.
23
Dangol, Pooja. "Role of Performance Appraisal System and Its Impact on Employees Motivation." Quantitative Economics and Management Studies 2, no. 1 (January 7, 2021): 13–26. http://dx.doi.org/10.35877/454ri.qems119.
Full textAbstract:
The general objective of the study is to determine the role of performance appraisal and its impact on employee. The study is guided by the following specific objectives: to establish the extent to which performance appraisal process affects employee motivation, to determine the extent to which appraisers affect staff motivation and to determine the challenges in appraising employee performance. The study adopted descriptive research design. The population of interest consists of 120 employees of Service Industry in Nepal. Data is collected using structured questionnaires and additional qualitative data is collected using the reference from the questionnaire and the objectives of the study. The data is analysed using statistical tools such as frequency distribution, percentages and Pearson correlations. Data is presented using tables and charts. The research findings suggest that regular assessment of performance leads to employee motivation. Performance appraisal rating can be considered as a technique that has a positive effect on work performance and employee motivation. Employees may be motivated if the appraisal process is based on accurate and current job descriptions. On the challenges of performance appraisal on employee motivation established that some managers tend to be liberal or strict in their rating of staff which may affect the employees’ motivation. The manager’s ability to address the skills gaps can have a significant impact on the employee’s motivation. Regular ratings may affect the performance and motivation of the employees. Fair assessment of the employee’s performance may enhance their motivation.
24
Siddiqui, Danish Ahmed, and Noor ul Rida. "Impact of Motivation on Employees Performance in Pakistan." Business Management and Strategy 10, no. 1 (April 18, 2019): 1. http://dx.doi.org/10.5296/bms.v10i1.14448.
Full textAbstract:
This paper aims to study the effects of intrinsic and extrinsic motivation on employee’s performance. Employees obviously work for the organization for monetary benefits but these monetary compensations and rewards are not the sole requirement of all employees. Some of them need salary increment and bonuses to get themselves motivated while others need recognition and non-monetary benefits. The study was aimed to discuss how the extrinsic and intrinsic motivation can hinder or increase the motivation level of employees. Several motivational theories have also been discussed in this paper that helps in better understanding of why and how employees are motivated. Intrinsic and extrinsic motivation is said to have significant impact on employee’s performance. Our study examined 60 female and 143 male respondents (n=203) of banking sector to study the effects of intrinsic and extrinsic motivation on employee’s performance. There was a positive relationship of intrinsic and extrinsic motivation of employees with their performance. With the increase in intrinsic and extrinsic motivation, employee’s performance tends to increase as well. We also have discussed some of the future directions and recommendations so that it can help future researchers to study the other constructs that can affect employee’s performance.
25
Petrova, I. A. "MOTIVATION WAYS FOR EMPLOYEES OF FORENSIC SCIENCE INSTITUTES OF UKRAINE." Theory and Practice of Forensic Science and Criminalistics 18 (December 26, 2018): 214–21. http://dx.doi.org/10.32353/khrife.2018.23.
Full textAbstract:
Currently sustainable development of an organization in any field today depends on implementing possibility of employees’ potential which is entirely dependent on work motivation at this institute. Author outlines ways and methods for motivating the staff of forensic science institutes in the context of ensuring needs formation of an individual employee for continuous personal development through sustainable development of a forensic science institute in general. Author considers concepts correlation of Stimulation and Motivation, defines their nature and effect on a person; determines the part of motivation in creating sustainable internal motives for employees. Motivation of an employee is defined as his inducement to satisfy his own needs and achieve personal goals through the achievement of institute goal. Besides, author emphasizes that for formation of a stable employee motivation for satisfying their own needs the staff should use such a tool as stimulation in addition to other means. Author notices that investing (it is necessary to use together material and intangible components of motivation) into human capital will allow to form a necessary level of employees qualification that will ensure that forensic science institute will provide guarantees for sustainable development in the future. Author outlines general features of material and non-material components of motivation and emphasizes that use of non-material motivation methods requires careful substantiation of entire motivation system at the institute. Particular attention is paid to the need to balance main motives of managers and subordinates for continuous development of employees and institutions at the same time. An effective motivational mechanism is considered which allows taking into account all the specifics of a particular forensic science institute and has motivation methods that are most useful for this institution and provide motivation for each employee.
26
Stalmachova, Katarina, and Mariana Strenitzerova. "Globalization and its impact on employee motivation." SHS Web of Conferences 92 (2021): 07058. http://dx.doi.org/10.1051/shsconf/20219207058.
Full textAbstract:
Research background: The globalization affects the labour requirements. Therefore, it is important to distinguish, for example, the composition of the workforce in terms of age. The ageing population is a global problem and labour shortages in the labour market force employers to address the diversity of the age structure of their current as well as potential employees. Purpose of the article: The goal of the article is to compare the importance of motivational factors of different age groups of employees. The conclusion of the article also compares the significance of factors in terms of the age structure of employees. Methods: In the article, the method of analysis of available resources was used. Then the method of synthesis was used in finding out the connection between the resources. The sample of employees is divided into groups according to age categories. By using factor analysis, the factors affecting them are identified for each age group of employees. Primary research, as a basis for factor analysis, was carried out using a questionnaire. Findings & Value added: Motivation is one of the key elements of human resource management. It can contribute to increasing employee performance and satisfaction. It is essential to the effective functioning of each organization and achievement of strategic goals. By knowing the preferences and values of employees, the article can bring recommendations for improving the current motivation systems in organizations. This can contribute to the efficient use of employers´ money they spend on employee benefits.
27
Serhan, Carole, Eliane Al Achy, and Eva Nicolas. "Understanding Public Sector Employees’ Motivation: What Makes Them Inspired?" International Journal of Human Resource Studies 8, no. 1 (March 3, 2018): 249. http://dx.doi.org/10.5296/ijhrs.v8i1.12758.
Full textAbstract:
This article examines the ranked importance of employment motivational factors within the Lebanese public sector. A qualitative interview with employers and employees of the Lebanese public sector is carried out to get their responses on what they consider the best factors that motivate them at work. In this light, the article sets to identify the most ranked factors out of ten motivational factors deemed to affect employees’ motivation in public sector organizations. The analysis from the empirical findings (using NVivo software) showed that remuneration and working conditions are key to higher employee motivation. Promotion, autonomy, participation in decisions, work social relationships and communication should be considered as well. Finally, guidelines and recommendations for implementing research findings with respect to remuneration and suggestions for assessing working conditions are provided.
28
Tasya, Intan Anas, and Alini Gilang. "The Influence of Motivation on Employees Performance." Almana : Jurnal Manajemen dan Bisnis 4, no. 2 (August 10, 2020): 262–65. http://dx.doi.org/10.36555/almana.v4i2.1405.
Full textAbstract:
The role of human resources is crucial for the realization of the company's goals to find optimal profits. At this time, employees will be motivated if needs are met, if needs are met then job satisfaction will arise which will have a positive impact on the work needs of employees at the company. This study aims to study the work motivation of employees of PT. Taspen (Persero) Bandung Main Branch Office. The method used in this research is quantitative with a descriptive research type. Respondents in this study were 51 employees of PT. Taspen (Persero) Bandung Main Branch Office, sampling method Saturated sampling technique. Based on the results of research that shows motivation and performance at PT. Taspen (Persero) Bandung Main Branch Office is included in both categories. The results also showed motivation for employee performance. In addition, contributing motivation in contributing to employee performance by 33.8%. So the higher the motivation provided, the higher the employee's performance.
29
Sugiarto, Satia, and Ivan Gumilar Sambas Putra. "The role of communication climate on the performance of PT. Lazada Express Bandung employees with work motivation as an intervening variable." International Journal of Research in Business and Social Science (2147- 4478) 9, no. 5 (September 18, 2020): 160–65. http://dx.doi.org/10.20525/ijrbs.v9i5.788.
Full textAbstract:
Human resources in a company will always communicate with each other. In this business world, nothing can be accomplished without communicating effectively with employers, employees, clients, suppliers, and customers. The purpose of this study is to analyze the influence of communication climate on motivation, to analyze the influence of motivation on employee performance, and the influence of communication climate on employee performance mediated by motivation. This study used descriptive analysis research methods and path analysis using SPSS version 25 software. The unit of analysis in this study were all employees of PT Lazada Express Bandung, so the population in this study were all employees totaling 52 people. The sampling method using a saturated sampling method so that the number of respondents as large as the population of 52 employees. The results showed that the climate of communication has an influence on employee motivation. The magnitude of the influence of the communication climate on employee performance is 79.60%. and there is an influence between work motivation on employee performance and motivation does not mediate the effect of communication climate on employee performance.
30
Jensen, Joshua D. "Employee Motivation: A Leadership Imperative." International Journal of Business Administration 9, no. 2 (February 8, 2018): 93. http://dx.doi.org/10.5430/ijba.v9n2p93.
Full textAbstract:
Employee motivation is a topic that has been studied for nearly a century. Beginning with the Hawthorne Studies in the 1920s and continuing to the current day, researchers have explored the elusive phenomenon of employee motivation. Furthermore, researchers have attempted to understand how leaders can effectively lead their employees in a way that motivates them to reach their full potential. While employee motivation has been, and continues to be, the focus of much research among the social and behavioral sciences on an international scale, leaders today are in need of practical tools that can help them motivate employees more effectively. This paper provides a survey of some of the key research on employee motivation and highlights the important role that leaders play in motivating their employees to achieve high performance. Also included are some practical tools that leaders can implement to increase employee motivation.
31
Bona, Jeni Theresa C., Myriflor S. Avenido, Lyka Grace Ravelo, Meliza R. Pie, Neomelyn R. Lajera, Lyve Mark F. Ortula, Elmo D. Arreza, and Angelou B. Mosenabre. "Factors Affecting The Work Motivation Of BSBA Graduates Employed In Carcanmadcarlan: A Survey." Proceedings Journal of Interdisciplinary Research 2 (October 10, 2015): 134–43. http://dx.doi.org/10.21016/irrc.2015.ju08wf62o.
Full textAbstract:
Motivating employees is a way to make them give their best to the organization for the achievement of organizational goals. But choosing the strategy for motivation may differ from time to time and organization to organization because it is a psychological sensation and it is depending on the preference of employees. The study attempted to identify the intrinsic and extrinsic factors affecting the work motivation of BSBA Graduates working in different institutions here in the CarCanMadCarLan area. With a view to collect primary data, and adopted a questionnaire from the Republic of Macedonia (Employee Satisfaction Survey, 2009) was provided to 40 respondents. The study identified 11 broad categories of motivation factors such as (1) management, (2) employee competence, (3) training opportunities in the organization, (4) premises and technical working conditions, (5) remuneration, (6) relationships between employees, (7) workload, (8) influence, (9) responsibility, (10) trust and finally (11) image of the organization. The study found that intrinsic factors have a significantly higher impact on the employee’s motivation than extrinsic factors. Finally, the study concluded that the BSBA employees working in different institutions are adequately motivated. On the basis of these findings, implications of the finding for future study were stated.
32
Arora, C.-RIM Poonam. "Impact of motivation on workplace performance: a work model for millennials." Journal of Management and Science 8, no. 4 (December 30, 2018): 366–74. http://dx.doi.org/10.26524/jms.2018.33.
Full textAbstract:
Motivation is and has always been the cardinal talk of discussion for management of any organisation. With Millennials joining the organisations, it’s becoming difficult for employers to retain them. An organisation invests its resources in molding and shaping its employees and so is always interested in retaining its employees. Millennials can be retained by motivating them to the core and bringing out best in them. There are different needs of an employee, which if fulfilled keeps their working morale high. This paper proposes a motivation model which is based on the factors affecting the performance of an employee at his workplace. The building blocks of this model are the ERG theory of needs. The new formed model defines factors which are a combination of financial and non financial incentives, responsible for boosting motivation of an employee. The study also tries to identify the prominent underlying factors responsible for increasing the level of motivation. Following a descriptive methodology, the study uses a structured questionnaire in which the data was recorded from a sample of 100 Millennials belonging to different age group of employees. The study attempts to find the preference of type of incentives preferred by employees to keep them motivated.
33
Dwi Shintiya, Chandra Ayu, and Muliawan Hamdani. "PENGARUH KEPEMIMPINAN DAN MOTIVASI TERHADAP KEPUASAN KERJA PEGAWAI PADA PD.BPR BKK BLORA." ECONBANK: Journal of Economics and Banking 2, no. 2 (November 3, 2020): 129–37. http://dx.doi.org/10.35829/econbank.v2i2.102.
Full textAbstract:
This study aims to determine the effect of leadership and motivation on employee job satisfaction at PD BPR BKK Blora. The sampling technique used in this study is a census, where the entire population is taken as a sample of 50 employees. The analysis technique used is multiple linear regression. Based on this research, it can be seen that leadership and motivation have a positive and significant effect on job satisfaction. This result means that the better the leadership is applied, the higher the employee's job satisfaction. The existence of a leader who can generate ideas for employees at work, prioritizes partnerships with employees and empowers and involves employees in development can make employees higher job satisfaction. Likewise, motivation means that the higher the work motivation, the higher the employee's job satisfaction.
34
., Samsuri, and Hari Purwanto. "PENGARUH SIKAP DAN MOTIVASI TERHADAP KINERJA KARYAWAN PADA MTsN TAKERAN KABUPATEN MAGETAN." Capital: Jurnal Ekonomi dan Manajemen 1, no. 1 (January 24, 2018): 49. http://dx.doi.org/10.25273/capital.v1i1.2137.
Full textAbstract:
<p>The problems faced by MTsN Takeran Kab. Magetan is that employees often face problems in the workplace, either with colleagues, superiors or the job itself. The attitude of employees in response to the work environment will be able to affect the performance of employees. The attitude of the employee must be balanced high motivation to work so that the employee's performance can be maximized. The purpose of this study was to determine the effect of work attitudes and motivation on employee performance on MTsN Takeran Kab. Magetan. Based on calculations Regression Test SPPS program showed that the 21:00 version Attitude and Motivation significant and positive impact on employee performance. Thus, the higher or better attitude and motivation, the performance of employees will be increased.</p><p> <br /><strong>Keywords</strong>: Attitude, Motivation and Employee Performance.</p>
35
Muwafik, Mohammad. "ANALISIS KOMPETENSI DAN MOTIVASI KERJA PENGARUHNYA TERHADAP KINERJA PEGAWAI." Jurnal Ilmiah Magister Managemen 5, no. 2 (December 1, 2019): 1–20. http://dx.doi.org/10.34010/jimm.v5i2.3756.
Full textAbstract:
This study aims to get the results of the study background of frequent occurrence and out of the employee, the employee's performance has not fulfilled what is expected by the leadership, the study include: (1) competence, motivation and performance of employees, (2) The relationship of competence and motivation, (3) the effect of competence on employee performance, (4) the effect of motivation on employee performance.This type of research is descriptive and verification. The population is Sinarmas Bank branch employees Cirebon. The number of samples taken as many as 215 samples are taken with the withdrawal of a random sample method. Model the effect of using Structurall Equation Modeling (SEM) with LISREL 8.80. The results of this study have suitability in explaining linkages between variables. the results showed that: Competence, motivation and performance of employees are in the good category. Competence and motivation are intimately connected, competencies influence on employee performance, and motivation influence on employee performance.
36
Zakaria, Noorul Huda, Muhazita Alias, and Norhamimah Rani. "EMPLOYEE’S PRODUCTIVITY: THE MOST DOMINANT FACTORS." International Journal of Entrepreneurship and Management Practices 3, no. 9 (March 10, 2020): 01–13. http://dx.doi.org/10.35631/ijemp.39001.
Full textAbstract:
An employee is the most important element in the success of a company. In order to achieve the optimum productivity of goods or services, the underlying factors of employee performance are very crucial to be identified. Employers should provide a conducive working environment to ensure that the employees can perform well and satisfactorily towards the success of the company. This paper, therefore, was conducted to determine the most influencing factor of employee’s productivity. The aim is also to investigate the relationship between employee’s productivity and three identified factors which are motivation, working environment and job satisfaction. Besides, the study also aims to examine the strategies to improve the productivity of employees. The respondents were 80 staff of Elektro Serve (M) Sdn. Bhd. (ESMSB) which is based in Paka, Terengganu. In ensuring the stability of information generated, cross-sectional data was conducted using a self-administered questionnaire. Correlation and regression analysis were conducted in analysing the data gathered. The finding shows that motivation is the most influencing factor of employee productivity followed by job satisfaction. Thus, it can be concluded that motivation and job satisfaction are the most dominant factors that contribute to the employee’s productivity.
37
Kyfyak, V. I., and I. M. Todoriko. "Implementation of Foreign Experience in Employee Motivation into the Activity of Ukrainian Enterprises." PROBLEMS OF ECONOMY 1, no. 47 (2021): 72–77. http://dx.doi.org/10.32983/2222-0712-2021-1-72-77.
Full textAbstract:
The actual value of the issue in question lies in the new challenges present in the labor market and the transformation of public relations in connection with COVID-19, making it necessary to reconsider the mechanism of employee motivation, i.e. using the latest instruments for the utilization and management of labor resources. We believe that reasonable implementation of effective employee motivation instruments, developed by successful enterprises, will lead to highly productive work of employees at enterprises and increase the efficiency of human resources utilization. The article aims at analyzing the motivational models of the leading countries and to form the principles of implementing their experience in the business practice of Ukrainian enterprises. The research results in identifying popular instruments used abroad, which are most effective in the current situation in Ukraine, namely: motivating employees to innovative activity by evaluating the results obtained; employees involvement in the management, strategic planning and distribution of corporate profits; flexibility and social dimension of salaries and wages; scoring and rating employees’ performance; encouraging competition and teamwork. The principles of introducing an effective employee motivation model based on foreign experience are formed. It is concluded that if Ukrainian enterprises use employees’ motivation instruments that have proved their effectiveness abroad, then, if used systematically and holistically, they will bring economic growth to the enterprises and social development to the country, in general.
38
Wynter-Palmer, Jennifer E. "Is the Use of Short-Term Incentives Good Organization Strategy?" Compensation & Benefits Review 44, no. 5 (September 2012): 254–65. http://dx.doi.org/10.1177/0886368712471591.
Full textAbstract:
This article is based on research conducted on Jamaica’s hotel industry. The study sought to determine if there are any advantages to both employers and employees in use of short-term incentives in that industry. Using theories of motivation and the concepts governing incentive compensation to construct a theoretical framework, the article sought to make the link between short-term incentives, motivation and employee productivity. The debate by both academicians and human resource practitioners is about the right types as well as the right mix of workplace motivators. It is acknowledged that there are strong arguments on all sides. This article seeks to add to the academic debate by advancing that what is critical is that (a) the need for employee motivation should not be viewed as optional but must be fully appreciated, planned and implemented thoughtfully by employers; and (b) the motivational processes used will be influenced by the thinking of an organization’s leadership team as well as the culture of the organization. It is posited for this discussion that where organizations are on a quest to improve workforce productivity, their employees need to be motivated by a combination of intrinsic and extrinsic rewards. In turn, the right types and levels of motivation will lead to employees performing at the desired levels.
39
Kharchenko, Vera. "Motivation and Motivation Profiles of the Employees in a Modern Organization." Sociologicheskaja nauka i social'naja praktika 9, no. 1 (March 31, 2021): 156–71. http://dx.doi.org/10.19181/snsp.2021.9.1.7879.
Full textAbstract:
The article presents the results of an empirical study of staff motivation in a large financial company in a case study format. The technique of V. I. Gerchikov to determine the motivational profiles of employees: instrumental, professional, patriot, boss, lumpen. The experience of research conducted using this technique contains limited information on how to implement such research in organizations, and what results can be obtained. The features of the implemented research are the format of the survey (internally, HR research), the motivation of respondents (the possibility of obtaining a personal report), the format for presenting the results (the report and infographics on the internal portal), the breadth of analysis of the data obtained (analytics for certain categories of employees) and the nature of the research – applied. The test results allowed us to understand various aspects of motivation and motivational profiles of employees by category (position, length of service, gender). In the studied organization, the most common were professional and instrumental motives, but employees of different positions differed in terms of motivation and in motivational profiles. Professional motives are more typical for managers, and instrumental ones for specialists. Seniority in the company affects the change in motivation: if professional and patriotic motives are more typical for newcomers, then over time professional and instrumental ones begin to prevail. The most common employee profiles in an organization are “instrumental” and “professional”. An analysis of the differences in the distribution of employee profiles revealed that there are more “professionals” among managers (56%), and among employees working with clients – “instrumentalists” (60%). Employees with profiles “professional-instrumental” and “instrumental-professional” are widespread in the studied company. The results obtained were taken into account when adjusting the current motivation system and personnel development programs.
40
Chiaburu, Dan S., and Nichelle C. Carpenter. "Employees’ Motivation for Personal Initiative." Journal of Personnel Psychology 12, no. 2 (January 2013): 97–103. http://dx.doi.org/10.1027/1866-5888/a000089.
Full textAbstract:
As organizational contexts are increasingly dynamic, the extent to which employees take initiative to facilitate success has become more important. We examine how employee motivation to get ahead (status striving) and get along with others (communion striving) predicts their proactive work behaviors, in the form of personal initiative, over and above employee accomplishment striving. Data collected from 165 employees indicates status striving has a positive and communion striving has a negative relationship with employee personal initiative. More importantly, the interaction between status and communion striving shows increased employee initiative when both status and communion striving increase from low to high levels. Altogether, our results suggest that employees’ initiative is increased when they are motivated by both getting ahead of and getting along with others at work.
41
Mao, Hsiao-Yen, An-Tien Hsieh, and Chien-Yu Chen. "The relationship between workplace friendship and perceived job significance." Journal of Management & Organization 18, no. 2 (March 2012): 247–62. http://dx.doi.org/10.1017/s1833367200000985.
Full textAbstract:
AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace friendship, which extends extant literature on work role of leaders/supervisors in employee motivation. Further, although lower organizational levels have a disadvantage of objectively less job significance in work organizations, our findings suggest workplace friendship is an effective factor in promoting employee perception of job significance. Thus, organizations can embed the mechanism of workplace friendship into the factors of job design to promote employees' intrinsic motivation and thus job and organizational productivity.
42
Mao, Hsiao-Yen, An-Tien Hsieh, and Chien-Yu Chen. "The relationship between workplace friendship and perceived job significance." Journal of Management & Organization 18, no. 2 (March 2012): 247–62. http://dx.doi.org/10.5172/jmo.2012.18.2.247.
Full textAbstract:
AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace friendship, which extends extant literature on work role of leaders/supervisors in employee motivation. Further, although lower organizational levels have a disadvantage of objectively less job significance in work organizations, our findings suggest workplace friendship is an effective factor in promoting employee perception of job significance. Thus, organizations can embed the mechanism of workplace friendship into the factors of job design to promote employees' intrinsic motivation and thus job and organizational productivity.
43
Pariyanti, Eka, Rinnanik Rinnanik, and Tri Mardiono. "Pengaruh Motivasi Kerja Terhadap Kinerja Karyawan Dengan Kepuasan Kerja Sebagai Variabel Intervening Pada PT. Federal International Finance (FIF)." RELASI : JURNAL EKONOMI 15, no. 2 (July 28, 2019): 293–307. http://dx.doi.org/10.31967/relasi.v15i2.313.
Full textAbstract:
Fulfill all needs or desires in the employee, it will create a feeling of satisfaction, and employees with high levels of satisfaction will experience an increase in performance. Based on this matter, this study aims, (1) To determine the effect of work motivation on employee performance, (2) To determine the effect of work motivation on job satisfaction, (3) To determine the effect of job satisfaction on employee performance, (4) To determine the effect work motivation on employee performance with job satisfaction as an intervening variable. The data collection technique of this study was a questionnaire and documentation. The population of this study was employees of PT. PT. Federal International Finance (FIF), eastern Lampung region with a total of 96 people. While the data analysis uses regression analysis and phat path. The results of this study are, (1) Motivating Work Influence on Employee Performance, (2) Motivating Influential Work Against Job Satisfaction, (3) Influential Job Satisfaction on Employee Performance, (4) Job Satisfaction Role as Intervening Variables Between Work Motivation and Performance Employees (5) Work motivation influences employee performance directly, but work motivation will have greater influence on employee performance if first through or added to job satisfaction. These Research Results Can Become Input For PT. Federal International Finance (FIF), as material for consideration to improve employee performance.
44
Lorincová, Silvia, Miloš Čambál, Andrej Miklošík, Žaneta Balážová, Zdenka Gyurák Babeľová, and Miloš Hitka. "Sustainability in Business Process Management as an Important Strategic Challenge in Human Resource Management." Sustainability 12, no. 15 (July 23, 2020): 5941. http://dx.doi.org/10.3390/su12155941.
Full textAbstract:
The main goal of human resource management (HRM) is to create conditions that allow enterprises to run businesses effectively by following the maximum performance and sustainability of business processes, which are key factors for an enterprise to succeed on the market. For effective management of employees as a part of HRM, systematic employee motivation is necessary because human resources are a key factor for achieving enterprise sustainability. As employees can be motivated by everything stimulating their activity, the aim is to define the importance of employee motivation through the most important motivation factors relating to mutual relationships. The emphasis is put on the identification of statistically significant differences in terms of socio-demographic features of employees. At a significance level of 5%, the statistically significant differences in terms of gender, age, and job were tested further using Tukey’s honestly significant difference test. The research results showed a large number of statistically significant differences between individual employee categories. This leads to the conclusion that employers should focus on creating individual motivation programs for employees and not approach employees uniformly because of their various needs. Creating individual motivation programs for employees should respect their needs in terms of gender, age, and job position. Enterprises are recommended to focus their motivation programs on supporting motivation factors related to finance, mutual relationships, and work conditions.
45
Zailani, M. B., A. G. Ibrahim, and Y. Bahago. "Critical motivational factors for enhancing employee performance in construction firms based on correlation and principal component analyses." Nigerian Journal of Technology 39, no. 3 (September 15, 2020): 647–53. http://dx.doi.org/10.4314/njt.v39i3.2.
Full textAbstract:
Over the years, construction firms have often hinged their success on the effective motivation of their employees so as to ensure productivity and improved performance. Previous studies noted that various factors affect the motivational level of employees with regards to work performance. However, due to the difference in employee needs, not all motivational factors have influence on employees’ performance. This study sets out to assess the influence of motivational factors on the performance of employees in construction firms. The study aim was achieved through the identification and assessment of critical motivational factors (intrinsic and extrinsic) in the Nigerian construction firms. Perceptual data was collected from employees of selected construction firms using a structured questionnaire. Data collected was analyzed using descriptive and inferential statistics. Motivational factors were ranked based on respective mean scores from the most to the least influential. Extrinsic motivational factors such as promotion when due, availability of resources and provision of transportation for employees were found to be the most influential factors on performance. Whereas, constant supervision was found to have the least influence on performance. Findings of the study provides construction firms with empirical data on factors that influence the motivation level of employees with a view to optimizing employee productivity. It is recommended that construction firms should pay close attention to the peculiar needs of respective employees which aids in optimizing organizational performance.
Keywords: Motivation, Employee performance, construction firms, critical factors
46
Nurhalim, Andres Dharma. "PENGARUH GAYA KEPEMIMPINAN TRANSFORMATIONAL DAN KOMUNIKASI TERHADAP MOTIVASI DAN DAMPAKNYA PADA KINERJA KARYAWAN PT. XYZ." Jurnal Bina Manajemen 8, no. 2 (March 31, 2020): 49–66. http://dx.doi.org/10.52859/jbm.v8i2.86.
Full textAbstract:
PT. XYZ is a company engaged in the sale of paper and printing machines which will increase greatly in paper demand is increasing every year. therefore the employee's performance is an important factor in increasing the sales of the company so that it can compete with other competitors. To maintain the necessary motivation employee performance so employees can work maximal.This purpose of study was to analyze the effect of transformational leadership style, communication on the motivation and impact on employee performance PT. XYZ. The population used in this study were all employees of PT. XYZ, Tangerang Cipondoh many as 43 people. The analysis technique used is the path analysis (path analysis) .Data obtained from questionnaires distributed to all employees PT. XYZ totaling 43 people to measure transformational leadership style, communication on the motivation and performance of employees by using a Likert scale. From the analysis of the data obtained showed that the Transformational leadership style, communication to motivation and significant influence simultaneously on employee performance.
47
Park, JiHyeon, and JaeYoon Chang. "Exploration of work motivation structure and profiles based on self-determination theory among Korean employees." Korean Journal of Industrial and Organizational Psychology 29, no. 1 (February 28, 2016): 27–60. http://dx.doi.org/10.24230/kjiop.v29i1.27-60.
Full textAbstract:
The Self-determination theory (SDT) posits the existence of distinct taxonomy of motivation (i.e., amotivation, external, introjected, identified, integrated, and intrinsic motivation). The purpose of this study was to explore whether SDT’s work motivation structure can be applied to the understanding that of Korean employees, and to identify the motivational profiles for Korean employees together with their relationships with a variety of organizational outcomes. Data was collected from two separate samples of Korean employees(Study 1: 509 employees; Study 2: 153 employees). The results showed that unlike SDT taxonomy, autonomous motivations were not classified into three distinctive categories(identified, integrated, and intrinsic motivation). The results also revealed that there were three distinct motivational profiles(i.e., autonomous motivated, controlled motivated, and amotivated), and the largest proportion of Korean employees was covered by controlled motivated cluster. The autonomous motivated cluster had the most favorable levels of adaptive organizational outcomes(i.e., organizational commitment, job satisfaction), whereas the amotivated cluster was strongly related to non-adoptive organizational outcomes(i.e., turnover, emotional exhaustion). Based on these results, discussion was made regarding the distinct features of work motivation structure and motivational profiles in Korean work setting, and also future research directions were suggested.
48
Subakti, Agung Gita. "Effect of Performance Assessment on Employee Motivation in Hotel X Bandung." Binus Business Review 1, no. 2 (November 30, 2010): 547. http://dx.doi.org/10.21512/bbr.v1i2.1101.
Full textAbstract:
The success of an organization comes from the ability of employees to meet performance standards that have been made by the management of operational activities to be running well. Therefore, knowing how well the employee's performance is a must for the management. A tool used to determine how well the employee's performance is by conducting a performance appraisal. The performance evaluation is one tool used by hotels or other business types to evaluate the performance of employees and also as a tool to motivate the employee. With a good performance assessment will produce a form of accurate data regarding the advantages and disadvantages of the employees and also will motivate employees to perform their tasks.
49
Mohiuddin, Md, and Ms Gurjit Dulay. "Employee Motivation in Non-Profit: Evidence from a Community Based Voluntary Organization." International Journal of Business and Management 10, no. 11 (October 26, 2015): 74. http://dx.doi.org/10.5539/ijbm.v10n11p74.
Full textAbstract:
<p>This paper explores employee motivation in one of the UK based voluntary organizations. It used a mixture of primary and secondary data. Primary data were collected in the form of questionnaires. By using Frederick Herzberg’s two factor theory we found that, in the absence of sufficient financial rewards, non-financial rewards such as: extra days off for employees; implementation of employee of the month; and simple verbal recognition in an attempt to recognise employee’s efforts were key motivating factors for the employees. Recommendations to management were made in terms of offering flexible hours and quality supervision in order to motivate unpaid volunteers. </p>
50
Prasetio, Arif Partono, Tieka Trikartika Gustyana, Muhammad Ishla Fakhri, and Satria Jayasena. "GAYA KEPEMIMPINAN DAN MOTIVASI KERJA KARYAWAN BNI KANTOR CABANG UTAMA JPK, BANDUNG." Jurnal Manajemen Maranatha 18, no. 1 (November 14, 2018): 1–10. http://dx.doi.org/10.28932/jmm.v18i1.1091.
Full textAbstract:
Motivating employee to work better in order to succeed in their job is important to ensure the success of the company. Organization can enhance the motivation by recognizing employee’s hard work and provide an environment that meets their basic emotional drives to perform. The present study aimed to explore the leadership style on employee motivation in one of the main branch of public banking in Bandung. Data had been collected using questionnaire and distributed by nonprobability sampling techniques. The instrument employs 18 items on leadership style and 18 questions on motivation. The study found that the leadership style matched with employee expectation and employees were highly motivated. The results also showed that the degree of conformity between leadership styles has a significant influence on employee motivation. Organization should encourage their leader to continously implement style that drive the motivation in order to get the best result from the employee.