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Journal articles on the topic 'Non – financial motivation'
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1
Gaudyn, Dorota. "Financial and non-financial forms of employ-ee motivation - theoretical approach." International Journal of Accounting and Economics Studies 6, no. 1 (January 4, 2018): 33. http://dx.doi.org/10.14419/ijaes.v6i1.8650.
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The article attempts to explain the essence and the growing importance of motivation in modern economic conditions. This subject is still current and evolving, despite the fact that many publications presenting motivational concepts have emerged. Each company should identify the needs of its employees. The article presents the theoretical basis of financial and non-financial forms of employee motivation.
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Máca, Vojtěch, Milan Ščasný, Iva Zvěřinová, Michal Jakob, and Jan Hrnčíř. "Incentivizing Commuter Cycling by Financial and Non-Financial Rewards." International Journal of Environmental Research and Public Health 17, no. 17 (August 19, 2020): 6033. http://dx.doi.org/10.3390/ijerph17176033.
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Current mobility patterns over-rely on transport modes that do not benefit sustainable and healthy lifestyles. To explore the potential for active mobility, we conducted a randomized experiment aimed at increasing regular commuter cycling in cities. In designing the experiment, we teamed up with developers of the “Cyclers” smartphone app to improve the effectiveness of the app by evaluating financial and non-financial motivational features. Participants in the experiment were recruited among new users of the app, and were randomly assigned to one of four different motivational treatments (smart gamification, two variants of a financial reward, and a combination of smart gamification and a financial reward) or a control group (no specific motivation). Our analysis suggests that people can be effectively motivated to engage in more frequent commuter cycling with incentives via a smartphone app. Offering small financial rewards seems to be more effective than smart gamification. A combination of both motivational treatments—smart gamification and financial rewards—may work the same or slightly better than financial rewards alone. We demonstrate that small financial rewards embedded in smartphone apps such as “Cyclers” can be effective in nudging people to commute by bike more often.
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Szulawski, Michał. "Non‑Financial Methods of Motivation at Work – The Self‑Determination Theory Perspective." Kwartalnik Ekonomistów i Menedżerów 44, no. 2 (April 1, 2017): 69–82. http://dx.doi.org/10.5604/01.3001.0010.5939.
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The article describes the implications of the self‑determination theory in non‑ ‑financial methods of motivating workers in companies. The self‑determination theory and the related research suggest that in order to develop intrinsic motivation and integrated forms of extrinsic motivation at work, the three universal needs of autonomy, competence and relatedness have to be fulfilled. The article gives examples of work organization and work situations where the needs are not satisfied, and presents the ways of communication between the managers and coworkers and work organization, which support the development of the desired forms of motivation through the three universal needs.
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Hsiao, Hsiao-Fen, Tingyong Zhong, and Hasan Dincer. "Analysing Managers’ Financial Motivation for Sustainable Investment Strategies." Sustainability 11, no. 14 (July 15, 2019): 3849. http://dx.doi.org/10.3390/su11143849.
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The purpose of the research is to examine the importance of financial rewards and managers’ motivations, including sustainable investment projects. For that, the role of financial motivation for managers is analysed to understand strategic priorities for sustainable investment policies. Panel data for non-financial listed companies in China are used to determine the best-fit values of the proposed model, and the results of the Lagrange multiplier (LM) and Hausman tests are discussed for sustainable investment strategies. The results demonstrate that both low-paid and highly-paid managers in valuable project firms tend to be conservative and that managers consolidate their positions through underinvestment. This finding is clear evidence that managers are reluctant to take a risk on sustainable investment strategies. However, highly-paid managers of non-valuable project firms are generally willing to obtain high productivity through advanced technologies. The results are also generalized for strategies that are related to project managers’ financial motivation to increase the efficiency of sustainable investment decisions.
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Ijaz, Muhammad. "The impact of Non-Financial Incentives on employees’ motivation." IOSR Journal of Business and Management 15, no. 4 (2013): 37–46. http://dx.doi.org/10.9790/487x-1543746.
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Ayu Wardani, Rizky Aprilia. "PENGARUH KOMPENSASI FINANSIAL DAN NON FINANSIAL TERHADAP KINERJA KARYAWAN PT. BANK SYARIAH X MELALUI MOTIVASI KERJA SEBAGAI VARIABEL INTERVENING." Arthavidya Jurnal Ilmiah Ekonomi 22, no. 1 (March 31, 2020): 42–50. http://dx.doi.org/10.37303/a.v22i1.149.
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Abstract – performance is a record of the outcome of the function of a particular job or activity of an employee for a certain period of time (Gomes, 2000). This study aims to examine the effect of compensation financial and compensation non financial on performance of employee with motivation as intervening variabel involving 35 people as respondent with using partial least square (PLS) analysis method and sobel tests to test the mediating effect. Data were obtained through observation and questionnaire distribution.This study shows two point, first compensation financial has a significant positive effect on work motivation and work motivation has a significant positive effect on employee’s performance. Indirect influence between compensation financial on performance of employee through work motivation that is partial of mediation due to the effect between compensation financial variable on performance also significant. Second, compensation non financial has a significant positive effect on work motivation. Indirect influence between compensation non financial on performance through work motivation that is full of mediation due to the effect between compensation non financial variable on performance of employee not significant.
Keywords: compensation financial, compensation non financial, work motivation, and performance of employee
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Pârjoleanu, Raluca. "Work Motivation Efficiency in the Workplace." Postmodern Openings 11, no. 4 (2020): 293–309. http://dx.doi.org/10.18662/po/11.4/236.
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Employee motivation is very important for a successful organization, so any company should focus on motivating human resources if they want to stay competitive on the market and to avoid issues, such as employee retention problems that will adversely affect the business. Thus, effective motivational techniques should be implemented in any company that wants to be successful. Following the implementation of motivation methods adapted to the organization's environment and its type of employees, the satisfaction of workers will increase, and they will feel more motivated to perform at the highest standards. Studies have shown that motivating factors, such as success at work, recognition, diversification of responsibilities and career advancement, play an important role in motivating employees at work. It is important to strike a fragile balance between the level of challenges that the job brings and the resources made available to the employee. Packages that combine financial and non-monetary motivation, with coaching and mentoring activities, investing in employee development, as well as the flexibility of the work schedule, are major components of stimulating work motivation.
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Brefo-Manuh, Adwoa Benewaa, Victoria Mensah, Isaac Ampong, and Eunice Aidoo. "The Role of Motivation in the Retention of Employees: Evidence from Christian Service University College, Ghana." JOURNAL OF ADVANCES IN HUMANITIES 4, no. 4 (November 15, 2016): 525–32. http://dx.doi.org/10.24297/jah.v4i4.4537.
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The study investigated the role of motivation in employee retention using Christian Service University College (CSUC) as the study area. The study adopted quantitative survey and randomly sampled 108 staff of CSUC. The findings indicated the institution currently operate relatively ‘enviable’ motivational schemes including salary, commuting allowance, free family medical care among others and its impact on employee motivation and retention is seemingly significant although with regard to non financial motivation, management has not pay much attention to it. The researcher therefore recommends that any retention strategy to be adopted by Christian Service University College should encompass both financial and non-financial elements of motivation in order to guarantee employee retention. The institution should work towards building better employee relationship; improving on the bonuses and allowances of staff and ensure equity and fairness. Finally, staff’s personal and professional development must be given priority to ensure quality delivery of service to improve retention.
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Bhogal, Manpal Singh, James E. Bartlett, and Daniel Farrelly. "The influence of mate choice motivation on non-financial altruism." Current Psychology 38, no. 4 (November 19, 2018): 959–64. http://dx.doi.org/10.1007/s12144-018-0070-x.
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A. Mushawir, Andi Jazai Aserina, Mahlia Muis, and Fauziah Umar. "The Effect of Financial and Non-Financial Compensation on Work Motivation and Officials’ Performance at Hasanuddin University, Makassar." HASANUDDIN JOURNAL OF BUSINESS STRATEGY 1, no. 2 (May 31, 2019): 14–24. http://dx.doi.org/10.26487/hjbs.v1i2.214.
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This study aims to find out the effect of financial and non-financial compensation on work motivation and officials’ performance at Hasanuddin University, Makassar. This research was a qualitative approach. The populations were Education Officers of State Civil Apparatus of Hasanuddin University having a work period of more than 10 years. The data were obtained through observation, questionnaire, and documentation. Data processing and analysis were performed using SPSS (Statistical Product and Service Solution) version 23. The results of the research indicate that (1) there is a positive and significant financial and non-financial compensation on work motivation, (2) there is a positive and significant financial and non-financial compensation on officials’ performance, (3) there is a positive and significant financial and non-financial compensation on officials’ performance through work motivation.
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Sukanta, I. Wayan, Anik Yuesti, and Putu Kepramareni. "The Influence of Financial Incentives and Non Financial Incentives to Job Performance: Motivation of Work as A Variable of Modernation in Employee Cooperation of Save Loans (Ksp) Mitra Sari Dana Denpasar Oleh." International Journal of Contemporary Research and Review 9, no. 07 (July 19, 2018): 20886–900. http://dx.doi.org/10.15520/ijcrr/2018/9/07/552.
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The purpose of this study is to analyze the influence of financial incentives on job motivation, the influence of non-financial incentives on job motivation, the influence of financial incentives on job performance, the influence of non-financial incentives on job performance, and the influence of work motivation on job performance in the Cooperative Savings and Loans (KSP) Mitra Sari Dana Denpasar. This research is a quantitative research using primary data obtained from the questionnaire and measured by using Likert scale. The population of this research is employees at Savings and Loans Cooperative (KSP) Mitra Sari Dana Denpasar. The method of selecting the sample of this study using purposive sampling. The sample of this research is all employees who work Cooperative Savings and Loans (KSP) Mitra Sari Dana Denpasar as much as 32 people. Data analysis technique used in this research is Structural Equation Modeling (SEM) based on Partial Least Square (PLS) using SmartPLS 3.0 program.The result of the research shows that (1) financial incentive has positive and significant effect to job motivation, (2) non financial incentive has positive and significant effect to job motivation, (3) financial incentive has positive and significant effect to job performance, (5) the influence of mediation of job motivation variable on indirect influence of financial incentive to job performance is partial, and (7) influence of mediation job motivation variable on the indirect effect of non-financial incentives on job performance is partial
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Sari, Putri Oktovita, and Prima Utama Wardoyo Putro. "MOTIVASI DOSEN: Bekerja hingga Ibadah (Studi pada Dosen Program Studi Manajemen Universitas Islam Indonesia)." Ekonika : Jurnal ekonomi universitas kadiri 4, no. 1 (April 30, 2019): 18. http://dx.doi.org/10.30737/ekonika.v4i1.250.
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The objective of this research is to descripe lecturer’s motivation in work which is assessed by teaching and learning process. Lecturer’s motivation consists of intrinsic and extrinsic encouragement. Intrinsic encouragement is more directed at nonfinancial aspects (worship, pleasure). While extrinsic motivation is more directed at financial aspects (position). This research use qualitative approach with the number of respondents as much four lecturers of Management Department of Universitas Islam Indonesia. Sample is selected by purposive sampling. The sample is determined based on criteria determined by researcher. The results of this research indicate that the lecturers have different motivations in carrying out their profession. The motivation of a lecturer is more towards non-financial aspects, a job that is liked, work as a worship, work as a career and work as a pleasure that grows out of compulsion. This research also found evidence that financial will not always provide encouragement for someone. Motivation is very important because it is closely to the performance of the lecturer. Lecturers who have high motivation will exert their thoughts and energy to carry out their duties and responsibilities professionally. In other word, the lecturers’s motivation is able to encourage their performance.Keywords: Motivation, Lecturer, Performance
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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.
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<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>
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Alexandrova, N. A., and N. F. Makht. "Corporate events as a tool for non-financial motivation of locomotive crew workers." Herald of the Ural State University of Railway Transport, no. 1 (2021): 72–81. http://dx.doi.org/10.20291/2079-0392-2021-1-72-81.
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The article is devoted to determining the significance of corporate events in the system of motivation of employees of locomotive crews (on the example of one of the locomotive depots of the Sverdlovsk Railway), identifying the nature of the social request for their implementation on the part of the labor collective. Pointing to the socio-demographic characteristics of the contingent, the authors determine the degree of participation of drivers and assistant drivers in corporate events and the level of satisfaction with them, determine the priority formats of events of interest and forms of leisure during off-duty hours in terms of their impact on labor motivation. The results are based on the data of a sociological study (April-May 2020) using the methods of an online and offline questionnaire survey, which was attended by 127 drivers and assistant drivers (50 people in offline format and 77 in online format); to determine the existing problem field and adjust the research tools, a guide interview with the deputy head of the enterprise for human resources and social issues was implemented. The measures developed on the basis of the results of the study will strengthen the motivational impact of events of interest on the work behavior of employees of the enterprise, especially during the pandemic.
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Sayed, Muzafar Hussain Shah, Sheema Matloob, Saeed Abbas Shah, and Jameel Ahmed. "Impact of Financial and Non-financial Rewards on Employee Motivation and Employee Commitment among SMEs textiles sector of Karachi Pakistan." Market Forces 16, no. 1 (June 1, 2021): 22. http://dx.doi.org/10.51153/mf.v16i1.475.
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SMEs in Pakistan are not performing according to their potential. Besides other factors,they do not have a well-structured rewards package, due to which the employee motivationand commitment are low. Thus, we have developed a new model to examine the effectof rewards and packages on employee commitment and motivation. We have recruitedsix enumerators to collect the data from the target population. The enumerators havedistributed 400 questionnaires, and they received 385 filled questionnaires. The authorshave used Smart PLS version 3.2 for statistical analysis. The developed model has five directand two mediating relationships. We found support for all hypotheses. The results suggestthat financial and non-financial rewards affect employee commitment and motivation.Commitment stimulates motivation. Also, employee commitment mediates (1) nonfinancialreward and motivation and (2) financial-reward and motivation. The findings are consistent with the past literature. SMEs in Pakistan do not have a well-structured HRdepartment, and they make reward-related decisions arbitrarily. Thus, we recommend thatSMEs develop a policy for rewards that is rational and unbiased. We also recommend thatthey should balance non-financial and financial rewards.
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Kaoje, Aminu U., Bello A. Magaji, Mansur O. Raji, Remi A. Oladigbolu, Mansur B. K. Mohammed, Mohammed Sani, and Zakeeyu B. Yahya. "Predictors of job motivation among doctors and nurses in a tertiary hospital in Sokoto, Nigeria." International Journal Of Community Medicine And Public Health 6, no. 4 (March 27, 2019): 1385. http://dx.doi.org/10.18203/2394-6040.ijcmph20191364.
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Background: Doctors and nurses are the largest and very important human resources for health within health service organizations; therefore their performance will impact the overall organizational performance. The study was aimed to assess the predictors of job motivation among Doctors and nurses of a tertiary hospital.Methods: A descriptive cross sectional study was conducted among 334 doctors and nurses. Multi-stage sampling method was used to select study respondents and self-administered questionnaires developed based on Maslow and Herzberg theories of motivation. Linear regression analysis was performed to determine the predictors of job motivation. The level of statistical significance was set at p<0.05.Results: The motivators were ranked in order of importance from achievement factors, remuneration, job attributes and co-workers. Linear regression revealed only respondents’ designation significantly predicted job attributes as a motivating factor. Doctors were less likely to be motivated by their job attributes compared with nurses (p=0.03). Sex (p=0.01) and holding managerial position (p=0.001) predicted remuneration as a motivating factor for doctors and nurses. Disaggregation by profession showed, only holding managerial position (p=0.02) predicted remuneration as a motivating factor for doctors while for nurses, predictors were sex (p=0.001) and holding managerial position (p=0.02). Co-workers as a motivating factor for all groups were predicted by holding managerial position (p=0.01) and designation (p=0.03).Conclusions: Motivation was influenced by both financial (remuneration) and non-financial incentives (achievements). Healthcare professionals tend to be motivated more by non-financial factors, implying that this should be a cogent strategy for effective employee management.
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Gunawan, I. Gede Agus Surya, and AA Sagung Kartika Dewi. "PENGARUH INSENTIF FINANSIAL, INSENTIF NONFINANSIAL, MOTIVASI KERJA TERHADAP KEPUASAN KERJA KARYAWAN." E-Jurnal Manajemen Universitas Udayana 9, no. 11 (November 23, 2020): 3469. http://dx.doi.org/10.24843/ejmunud.2020.v09.i11.p03.
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This research was conducted at PT. Bank Negara Indonesia (Persero) Tbk Denpasar Branch Office especially in the Marketing Unit. The number of samples taken was 32 respondents using the census method. Methods of data collection are carried out through observation, interviews and questionnaires. Data collection was carried out by distributing questionnaires using a 5-point Likert scale to measure 25 question items. The collected data were analyzed using descriptive analysis techniques and multiple linear regression. The results showed that financial incentives, non-financial incentives and work motivation had a positive effect on job satisfaction. Companies should pay attention to the factors that can affect job satisfaction, in this case it is recommended that companies pay attention to providing financial, non-financial and work motivation incentives. It aims to increase employee job satisfaction, productivity and progress for the company.
Keywords: Financial Incentives, Non-financial Incentives, Work Motivation and Job Satisfaction
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Rawashdeh, Adnan M. "Motivation Application: The Key to Stimulating Work Productivity in Jordanian Private Universities." Modern Applied Science 12, no. 10 (September 12, 2018): 43. http://dx.doi.org/10.5539/mas.v12n10p43.
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Motivation program was found to be the most commonly applied mechanism among firms, providing employees with multiple financial or non-financial rewards. It aims at raising the employees’ interest, attracting and retaining talented employees, rewarding employees based on the value they create and encourages them to work hard to achieve the goals set by organizations. The study has assessed the way motivational practices are applied as a mechanism for improving work productivity, and to establish the difference caused by gender in the application of motivation practices in Jordanian private universities. Such motivation tools have been exaimened, training, work conditions, rewards, promotion, and employee benefits. Quantitative approach has been applied in this study and data was obtained through a questionnaire survey. A total of 320 respondents were selected as a study sample including; professors, associate professors, assistant professors, senior lecturers, lecturer, and assistant lecturer. Additionally, 253 completed questionnaires were analyzed as a final sample using descriptive analysis and independent t-sample test performed by SPSS. Two hypotheses were developed based on literature review. The results indicate that respondents were not motivated by motivational practices applied by private universities. There was a positive relationship between motivation tools (training, financial rewards, promotion, working conditions, and employee benefits) and work productivity, and there was no significant difference caused by gender in the way motivation practices were applied.This study contributs to support the literature that’s not much available on the level of application of motivation practices to the academic staff in arab private universities particuallarly in Jordanian private universities. It recommends universities management to set academic staff salary based on the cost of living, labor market conditions and performance to retain talented staff and to avoid high labor turnover. Also, management should take into account the promotion practice as a motivator that may attract and retain talented academic staff. Future studies may investigate more motivation practices in the same industry or comparing Jordanian private universities with other private universities in the Middle East area based on these variables.
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Kuznetsov, Viktor P., Sergey N. Yashin, Egor V. Koshelev, Dmitry V. Podshibyakin, and Anastasia O. Egorova. "Motivation of company's top managers during implementation of an innovational project: financial and non-financial constituents." International Journal of Trade and Global Markets 10, no. 2/3 (2017): 186. http://dx.doi.org/10.1504/ijtgm.2017.086076.
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Muneeb, Ataullah, and Ali Ahmad. "Awareness of Employee Compensation and its Effect on Employee Motivation." International Journal of Management Excellence 14, no. 3 (April 30, 2020): 2114–18. http://dx.doi.org/10.17722/ijme.v14i3.1144.
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Motivation of the employees plays an essential role to help an organization achieve effectively the objectives in terms of productivity and commitment of its employees. Considering the importance of employees’ motivation, we conducted a research in Nangarhar province of Afghanistan to find whether employees are really affected by the compensation. In other words, what factors can influence the motivation of employees within a company? The data for the study is randomly obtained from 350 employees of distinct private and public organizations through five-likert scale adopted questionnaire. To obtain consistent study results, the ordinary least square an econometric assessment method was used. The results show that rewards have positive and statistically significant impacts on the motivation of employees. Our findings also show that the impact on employee motivation is positive on financial and non-financial benefits. This means that organizations provide their employees with both financial and non-financial benefits, thus strengthening employee motivation. However, the findings also indicate that intrinsic rewards, extrinsic rewards, and job satisfaction have a considerable influence on employee motivation.
Therefore, we strongly recommend both private and public organizations to motivate their employees through compensations.
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PalimĄka, Karolina. "Financial and Non-Financial Aspects of Entrepreneurship - the Polish Perspective." Financial Internet Quarterly 17, no. 4 (December 1, 2021): 105–19. http://dx.doi.org/10.2478/fiqf-2021-0030.
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Abstract The phenomenon of entrepreneurship has various perspectives – economic, financial, social, and psychological. The aim of this paper is to present entrepreneurship from a perspective merging both financial and non-financial aspects of this phenomenon. The article presents two (complementary) aspects related to the phenomenon of entrepreneurship. One of the aspects described by author is the availability of financing for businesses in Poland (showing the issue in response to the most important obstacle to running a business), the other is shaping entrepreneurial attitudes. The section on sources of financing give an answer to the question of whether (and if so - to what extent) the problem of access to financing is a real barrier to starting a business in Poland. Presenting the perspective of students gives a new view on the subject and enables us to recognize factors that determine the decision to start a business among young people, knowledge of which may contribute to a change in attitudes towards setting up a business in Poland. Among the conclusions, the author mentions, inter alia, the need to strengthen entrepreneurial attitudes among students, especially due to the growing number of companies operating in Poland for reasons of positive motivation (such as improvement of the standard of living or independence). Moreover, the conducted analyses lead to the conclusion that new companies are financed primarily from their own resources, which discourages many from starting their own business.
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Asrorudin, Ahmad. "PERAN HUMAN CAPITAL DALAM MENINGKATKAN KINERJA PERUSAHAAN PADA LEMBAGA PENGEMBANGAN PERBANKAN INDONESIA (LPPI)." Jurnal Ilmiah Akuntansi Universitas Pamulang 8, no. 2 (July 31, 2020): 102. http://dx.doi.org/10.32493/jiaup.v8i2.4661.
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This study examines the effect of Individual Capability & Motivation, Leadership, The Organizational Climate, and Workgroup Effectiveness on Non-Financial Performance of Companies in the Indonesian Banking Development Institute (LPPI). The research method used is quantitative methods. Samples in the study were 90 respondents. Data collection techniques using a questionnaire. The analysis technique used is the validity test, reliability test, regression analysis. The results showed that partially the Individual Capability & Motivation variable, the Leadership variable did not have a significant effect on the Company's Non-Financial Performance at the Indonesian Banking Development Institute (LPPI). Whereas The Organizational Climate and Workgroup Effectiveness have a significant effect on the Company's Non-Financial Performance at the Indonesian Banking Development Institute (LPPI). Simultaneously, Individual Capability & Motivation, Leadership, The Organizational Climate, and Workgroup Effectiveness have a significant effect on the Company's Non-Financial Performance at the Indonesian Banking Development Institute (LPPI) with a positive coefficient direction.
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Ilea, Codrin Dan Nicolae, Lucia Georgeta Daina, Simona Bungau, Delia Mirela Tit, Diana Uivarosan, Lavinia Moleriu, Ion Petre, Constantin Bungau, and Izabella Petre. "Sustainable Management, Instable Legislation Regarding Wages, and Employee Satisfaction/Motivation in Two Romanian Hospitals." Sustainability 12, no. 3 (January 26, 2020): 909. http://dx.doi.org/10.3390/su12030909.
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The aim of our study is to evaluate the employees’ level of satisfaction/motivation in two Romanian public hospitals in the context of numerous changes of the legislation concerning the level of payment of the employees working in the healthcare system, and to reveal the characteristics of a proper, sustainable management in this type of public healthcare unit. During 2015–2018, 4945 questionnaires were distributed to the staff of both hospitals, processed, and analyzed. In the Clinical County Emergency Hospital of Oradea, the analysis of the questionnaires showed a decrease in motivation (from 94.63% in 2017 to 79.14% in 2018). In the Timisoara County Clinical Emergency Hospital, for all the categories tested, there was a slight increase of the motivation. All the professional categories showed a degree of satisfaction with ascending evolution. Motivations of a different kind than the financial one, reinforced by the hospital’s management in recent years, have led to a general degree of employee satisfaction, 96.95% of them being satisfied that they work in the hospital. In the current unstable legislative context, financial motivation cannot be influenced by the management of public hospitals; therefore, the most appropriate measures that are needed must be geared towards increasing non-financial motivation.
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Ayandele, Isaac Adeyinka, and Etim Osim Etim. "Non-Financial Incentives and Staff Motivation in Akwa Ibom State Civil Service, Nigeria." Business, Management and Economics Research, no. 67 (July 30, 2020): 88–98. http://dx.doi.org/10.32861/bmer.67.88.98.
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The study examined the relationship between non-financial incentives and workers’ motivation in Akwa Ibom State Civil Service exploring five key variables of continuing professional development, performance feedback, employee employment, employee participation in decision-making and task autonomy. Survey research design was adopted involving the use of questionnaire to gather data from 392 respondents drawn from a population of 20465 civil servants in state using Taro Yamene Sample Size Determination Table. The sample was drawn across all ministries and departments through stratified and convenience sampling techniques. Data collected were analysed using descriptive and inferential statistics. Hypotheses were tested at 0.05 level of significance. The five dimensions of non-financial incentives were positively correlated with workers’ motivation from the results of the analysis. Continuing Professional Development (CPD) had the highest correlation value (r = 0.33, P<0.01). Also, the five null hypotheses were rejected implying that the variables of study influence workers’ motivation in Akwa Ibom State Civil Service, Nigeria with beta coefficients and t-values of CPD (0.29;4.313); PF (0.117; 3.500); EE (0.2.141); PDM (0.182; 2.935), and TA (0.231;2.817). It was concluded that since workers’ motivation is a vital tool to organizational effectiveness and growth, employers should explore more of non-financial incentives in formulating and implementing employee benefits related policies.
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Sharfaraj, Md Mahabub. "Effectiveness of Non-Financial Motivation Programs in Domestic and Multinational Pharmaceutical Companies." IOSR Journal of Business and Management 16, no. 5 (2014): 27–35. http://dx.doi.org/10.9790/487x-16532735.
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Sultana, Fatema, Rashedul Islam, and S. M. Yusuf Ali. "Does Motivation Impact on Employee Performance? A Study on Non-Banking Financial Institutions of Bangladesh." International Journal of Human Resource Studies 11, no. 3 (August 3, 2021): 83. http://dx.doi.org/10.5296/ijhrs.v11i3.17708.
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The success of any organization mainly depends on employee performance as it leads to the organization's productivity and profitability. To enhance employee performance or let employees’ perform more following their ability, organizations need to motivate their employees. The non-banking financial institutes (NBFIs) have been contributing toward expanding both the quality and amount of monetary administrations and moderating the omissions of existing money-related intermediation to meet the developing needs of various sorts of interest in the nation. This research paper aimed to find out the relationship of motivation and how it impacts employees' performance at non-banking financial institutes of Bangladesh. The focus was on analyzing the motivation theory of Herzberg's two-factor theory. For this reason, a quantitative method was used in order to collect data. Two hundred data were collected from non-banking financial institutes from Dhaka city of Bangladesh. A structured questionnaire was formed includes two-part one is a biographical part, and another was variables-based questions. The Descriptive analysis includes mean, standard deviation, frequency distribution, and percentages; moreover, this Correlation and multi regression analysis are applied to determine the relationship and effects of motivation and employees' performance. The results of this research are positive and significant relations between employee motivation and employees' performance at the non-banking financial institutes of Bangladesh.
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Pani, Saumya Ranjan, Srinivas Nallala, Sarit Kumar Rout, Shyama Sundari, Maulik Chokshi, Tushar Mokashi, Arun Nair, and Shridhar M. Kadam. "Effects of Various Financial and Non-financial Incentives on the Performance of Accredited Social Health Activist: Evidence from Two Selected Districts of Odisha." Journal of Health Management 24, no. 1 (March 2022): 74–86. http://dx.doi.org/10.1177/09720634221078754.
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Introduction: The performance of Accredited Social Health Activists (ASHAs) is crucial for the achievement of the ‘health for all’ goal in India. The performance and motivation of workforce are dependent on various financial and non-financial incentives. This study analyses the linkage of current incentive practices and perceived rewards/sanctions, with the motivation and performance of ASHA. Methods: Cross-sectional qualitative approach and interpretive structural modelling (ISM). Results: The motivation and performance of ASHAs were driven by various inter-related factors. The predominant rewarding factors identified were: monetary incentives, awards, and support and respect of the community towards the ASHAs. Dissatisfaction was fuelled by factors, such as sense of underpayment, comparison with peers and the community cadres of other departments, erratic duty hours, scarce disbursement of resources, financial insecurity post-retirement, difficulty in reading or writing, unavailability of health services and medicines in the nearby healthcare facilities. Conclusions: For a sustained advance in motivation and performance of ASHAs, the public health systems’ focus needs to be oriented on: capacity building; optimal resource allocation, rationalised payoffs to the ASHAs working in difficult terrains and improving availability of healthcare services in primary healthcare facilities.
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Indriani, Novi, and Adhitomo Wirawan. "PENGARUH KOMPENSASI FINANSIAL DAN NON FINANSIAL TERHADAP MOTIVASI KERJA DAN KINERJA KARYAWAN BAGIAN LAPANGAN PADA PT UNITED SINDO PERKASA." JOURNAL OF APPLIED BUSINESS ADMINISTRATION 3, no. 1 (May 10, 2019): 64–78. http://dx.doi.org/10.30871/jaba.v3i1.1285.
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This study aims to identify, both simultaneously and partially between financial and non-financial compensation for employees and employees of PT United Sindo Perkasa. This research use Multiple Linear Regression method. The sample in this study used total sampling technique where everyone. The research instrument used is interview and questionnaire. The result of this research is positive financial compensation variable to work motivation. It is seen from tcount (3,203) bigger than ttable (1,66) with significant level (0,002 < 0,05). The non-financial compensation variable has an effect on work, different from 2,461 with significant level (0,007 < 0,05). Simultaneously, between financial and non-financial tax compensation variable on work motivation, it is seen from Fcount (13,451) bigger than Ftable (3.11) with significant level (0,000 < 0,05). Financial compensation variable has a positive effect on employee performance, different from ttable (1.66) with significant level (0,005 < 0,05). Non-financial compensation positive variable on employee performance, different from ttable (1.66) with significant level (0,023 < 0,05). Adjacent simultaneously between financial compensation variables and non-financial compensation on employee performance, this is seen from Fcount (10,312) greater than Ftable (3.11) with significant level (0,000 < 0.05).
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Bukhori, Mochamad, and Liwindo Palemi. "PENGARUH VARIABEL KOMPENSASI FINANSIAL, VARIABEL KOMPENSASI NONFINANSIAL DAN MOTIVASI KERJA SEBAGAI VARIABEL INTERVENING TERHADAP VARIABEL KINERJA GURU DI SMP NEGERI 11 MALANG." Jurnal Ilmiah Bisnis dan Ekonomi Asia 10, no. 2 (September 25, 2018): 33–41. http://dx.doi.org/10.32812/jibeka.v10i2.71.
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The study was conducted in SMP Negeri 11 Malang. This study aims to determine the effect of variable compensation of financial and compensation nonfinancial variable to variable work motivation, work motivation variable to variable performance of teachers, and the effect of variable compensation financial and compensation nonfinancial variable to variable performance of teachers through work motivation. This type of research used in this research is causal research design and methods of research used is quantitative.
The population in this research were 43 teachers of SMPN 11 Malang. The total sample of 43 teachers using sampling techniques saturated. This research uses descriptive analysis and statistical analysis were used to determine the elements - elements of financial compensation variable, non-financial variable, the variable of work motivation and teacher performance.
The results of this study indicate that the variable compensation of financial and compensation nonfinancial a significant influence on work motivation and performance of teachers, both directly and indirectly.
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Christy, Yunita, Sinta Setiana, and Chandra Wijaya. "PENGARUH KOMPENSASI FINANSIAL DAN NON FINANSIAL TERHADAP KINERJA KARYAWAN DENGAN BUDAYA ORGANISASI SEBAGAI VARIABEL MODERASI." BALANCE: Economic, Business, Management and Accounting Journal 17, no. 1 (January 29, 2020): 72. http://dx.doi.org/10.30651/blc.v17i1.4185.
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Compensation is one of the existed factors encountered by every organization. Compensation is aimed to satisfy employees both financially and non-financially. Meanwhile, organization culture is a tool that shapes the habits and characters of employees within the organization. It is said that a good compensation system supported by exemplary good organization cultures is expected to boost the motivation of employees and to cultivate good personality among them which later can influence the organization's performance. Based on these facts, this study tested three hypotheses using Moderating Regression Analysis (MRA) by collecting data from 50 employees at CV ‘X’ which focuses its core business in motorcycle spare part distribution. Regarding the data collected, the findings showed that both financial and non-financial compensation influence the performance of the employees. However, the organization culture cannot moderate the relation between financial and non-financial compensation and organization performance. Therefore, it can be concluded that the existence of organizational culture cannot add more value to both financial and non-financial compensation in terms of influencing the performance of the employees within the current company. Kata kunci :Kompensasi Finansial, Kompensasi Non Finansial, Budaya Organisasi, Kinerja
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Rosłon, Jolanta. "Motivators and Demotivators for Employees." Olsztyn Economic Journal 15, no. 4 (December 31, 2020): 327–38. http://dx.doi.org/10.31648/oej.6856.
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Employee motivation is the basis of effective human resource management. A properly designed motivational system and an adequate selection of motivation drivers elicit employee behaviour desirable from the employer’s standpoint and thus play a decisive role in the organisation’s success. This study aimed to identify factors that have a motivating and demotivating effect on the workforce, as well as to determine the motivational intensity of selected incentives. The empirical research also covered the influence of conflicts – interpersonal and intrapersonal – on the motivation levels among the employees, and the effectiveness of motivational systems applied in the organisations. The findings were obtained through a Web study (CAWI) conducted with the use of a survey questionnaire distributed by electronic means. According to the respondents, the most effective motivation driver is the level of remuneration. This factor is a priority mainly for people with a lower income, lower status and shorter work experience. A positive atmosphere at the workplace turns out to be the second most important driver, whereas non-financial benefits rank third. Furthermore, the poll demonstrates that the level of employee motivation is largely affected by conflicts between employees, employees and their managers, or those of an internal nature. Irrespective of their character and development, antagonisms generate a slew of negative consequences, such as weaker engagement in the job, increased staff fluctuation, a drop in work efficiency and the manifestation of unfavourable attitudes among staff members.
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Nordenmark, Mikael. "Non-Financial Employment Motivation and Well-Being in different Labour Market Situations: A Longitudinal Study." Work, Employment and Society 13, no. 4 (December 1999): 601–20. http://dx.doi.org/10.1177/09500179922118141.
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This article examines non-financial employment motivation and mental well-being among people in different labour market situations, such as unemployment, stimulating employment or instrumental employment, and controls for the possibility that variations in motivation and well-being are either caused by present labour market status or are the result of a selection process. The article is based on a panel study of 1,782 Swedes who were interviewed at the beginning of 1996, when all were unemployed, and then again at the end of 1997, when the labour market situation had changed for some of them. The results show that, in 1997, the unemployed had the same level of employment commitment as individuals with instrumental jobs, but as compared to people with stimulating jobs, their non-financial employment motivation was weaker. In general, the unemployed report poorer mental well-being than the employed. Results support the hypothesis that the substantial changes in employment commitment and mental health observed between 1996 and 1997 are primarily due to the labour market situation in 1997. The results refute the notion that the level of employment motivation is a major determinant of the likelihood of getting a paid job.
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Rachma*, Arum Dwi. "The Effect of Financial Compensation and Motivation on Performance with Gender Equality as The Moderating Variable in The Regional Secretariat of East Java Province: The Study of Non-Permanent Employees with Work Agreements." Airlangga Development Journal 3, no. 2 (July 17, 2019): 118. http://dx.doi.org/10.20473/adj.v3i2.18963.
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The Role of Non-Permanent Employees with Work Agreements was very important to support the achievement of the vision and mission of an organization. Performance evaluation of Non- Permanent Employees with Work Agreements assessed by the direct supervisor consisted of several aspects, namely integrity, discipline. service orientation, cooperation, and coordination and the performance results of some employees were still relatively low. The low performance could be caused by several factors one of which was financial compensation and motivation owned by employees. Besides, to improved employee performance, gender equality in an organization also needs to be considered. This was because, in the absence of gender differences in an organization, it was easier to achieve high levels of performance. The purpose of this study was to identifying and analyzing the effect of financial compensation and motivation on the performance of Non-Permanent Employees with Work Agreements with gender equality as a moderating variable in the Regional Secretariat of East Java Province. This research used a quantitative approach combined with an explanatory method design. The results of this study concluded that: 1.) Financial compensation had a positive and significant effect on performance;2.) Motivation had a positive and significant effect on performance; 3.) Gender equality had a positive and significant effect on performance; 4.) Financial compensation and motivation had a positive and significant effect on the performance of Non-Permanent Employees with Work Agreements with gender as a moderating variable in the Regional Secretariat of East Java Province.
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Pang, Kelvin, and Chin-Shan Lu. "Organizational motivation, employee job satisfaction and organizational performance." Maritime Business Review 3, no. 1 (March 19, 2018): 36–52. http://dx.doi.org/10.1108/mabr-03-2018-0007.
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Purpose The purpose of this study is to evaluate the effect of motivation on job satisfaction and organizational performance in the context of container shipping companies in Taiwan. Four motivation dimensions were identified based on an exploratory factor analysis, including remuneration, job achievement, job security and job environment. In addition, five job satisfaction dimensions were identified, namely: job policy, job autonomy, job workload, job performance and job status. Organizational performance dimensions included financial and non-financial performance. Design/methodology/approach Factor analysis was used to summarize a large number of motivation, job satisfaction and organizational performance attributes to identify the crucial factors. Reliability tests based on Cronbach’s alpha and corrected item-total correlation coefficients was used to test the internal consistency of questionnaire responses. ANOVA tests were subsequently used to test for differences in respondents’ perception of these factors according to selected demographics. Finally, a multiple regression model analysis was conducted to examine the relationships between motivation, job satisfaction and organizational performance. Findings Results indicated that remuneration and job performance had a positive effect on financial performance dimensions such as return on assets, turnover growth rate and profitability while job environment and job autonomy had a positive effect on non-financial performance dimensions, such as customer service, employee productivity and service quality. Originality/value This study has drawn attention to the importance of the relationships between motivation, job satisfaction and organizational performance in the container shipping context. The findings have significant implications for researchers and shipping practitioners. Despite the existence of research on the inter-relationships between motivation, job satisfaction and organizational performance in other disciplines, no empirical study was discussed in previous shipping or transportation-related research.
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Appelgren, Alva, Walter Osika, Töres Theorell, Guy Madison, and Eva Bojner Horwitz. "Tuning in on motivation: Differences between non-musicians, amateurs, and professional musicians." Psychology of Music 47, no. 6 (August 13, 2019): 864–73. http://dx.doi.org/10.1177/0305735619861435.
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The drive to learn and engage in music varies among individuals. Global motivation to do something can be intrinsic, for example, the joy and satisfaction in an activity. But motivation behind our action can also be extrinsic, such as the desire for fame, status or increased financial resources. The type of motivation probably influences to what degree individuals engage in musical activities. In this study, we examined the associations between the level of musical engagement and self-rated global motivation, factoring in age and sex, in a sample of 5,435 individuals. Musical engagement ranged from no music activity to amateurs and professional musicians. We found that intrinsic motivation increases with level of music activity and that motivation differs depending on sex, with females scoring higher on intrinsic motivation than males. Such differences may be considered in adjusting the forms of support offered to young musicians in music education. The phenomenon of motivation is complex, and we have highlighted areas that require further investigation, but this study has elucidated some differences in motivation types found in men and women, and between non-musicians, amateurs and professional musicians.
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M, Nagarajan, Angeline Margaret B, and Jeron S. "A study on employee perception on motivational methods with special reference to small and medium scale start-ups at malumachampatti, coimbatore." Journal of Management and Science 9, no. 4 (December 30, 2019): 208–15. http://dx.doi.org/10.26524/jms.2019.26.
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Motivation is the key factor that drives the employees to work to the fullest, thereby contributing to the success of the organization. This research paper aims at observing the perception of the employees at Small and Medium Scale Startups in Malumachampatti, Coimbatore on the motivation methods already in place at their organization. Most of the organizations have both monetary and non-monetary forms of motivational techniques. Yet, studying the views of the employees on these techniques is important in order to understand the effectiveness of them and the satisfaction level of employees. Incentives, appreciation letters and awards, bonus, payment for working overtime are few of the many motivational methods used at these companies. Motivation is an important factor that brings employee satisfaction. Every concern requires physical, financial, and human resources to accomplish the goals. It is through motivation human resources can be utilized by making full use of it. This will help the enterprise in securing best possible utilization of resources.
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Wziątek-Staśko, Anna. "The extent of managers’ motivation as a determinant of leadership quality." Ekonomia i Zarzadzanie 8, no. 1 (March 1, 2016): 37–46. http://dx.doi.org/10.1515/emj-2016-0004.
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Abstract Motivating to perform remains a very inspiring field of scientific studies. In spite of extensive research in this field, some areas, of niche nature, that require exploration can be identified. Motivating the managers is one of such areas, less popular but of tremendous importance in the process of managing a contemporary organisation. This article is theoretical and empirical. It was written to present the original results of empirical research focused on assessment of the motivation impact of 47 financial and non-financial tools by several hundred Polish managers. The research tool used in the study process was the questionnaire prepared by the author of this paper. Key preferences of the group of employees are an important source of information required in the process of optimising the effectiveness of managing the human capital and an entire organisation.
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Epaneshnikov, A. "Comparative Analysis of Russian and Foreign Approaches to Labor Motivation." Management of the Personnel and Intellectual Resources in Russia 9, no. 5 (December 21, 2020): 47–49. http://dx.doi.org/10.12737/2305-7807-2020-47-49.
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In this day and age, the basic characteristics of motivated labor efforts are described. This study is a comprehensive study of the motivations of labor workers. A detailed analysis of subspecies in Japan, SSA, France, Great Britain, Germany and Sweden has been conducted. For rubies, various methods of motivating staff are suggested. National Economics Companies presented the principles of independence: more personalized staff, long-term and hard work, and more generally work and professional relationships. In American companies, the motivation is based on stimulating activities. In France, the basic method of motivation for a full-time employee is to work for weeks, which means that working hours a week do not exceed 35 hours, and in Russia – 40 hours. At the same time, two modifications of the system are being introduced in Great Britain, depending on the companies involved: today, the basis for which the regulatory supplementation is fully implemented, the video is activated and the payment plan is established in the established earnings. In Germany, for many workers, the economic benefits of the eye mean a lot, and the study of local interest and determination places personalities in the social system. In Sweden, the most important thing is to be diligent - as a social collective, material and non-material motivation motivated by the background plan, in the context of the total management of organizations motivated to pay minimal attention. The Western subcontinent combines financial, material and non-material incentives.
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Rahman, Mohammad Rifat, Md Mufidur Rahman, and Athkia Subat. "Measuring financial distress of non-bank financial institutions of Bangladesh using Altman’s Z-Score model." International Business Education Journal 13 (August 21, 2020): 15–28. http://dx.doi.org/10.37134/ibej.vol13.sp.2.2020.
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Non-bank financial institutions (NBFIs) are recognized as the fundamental of a financial market as they complement the banking institutions. Since 1981, NBFIs have been playing a vital role in the economic growth of Bangladesh. Unfortunately, in the recent years most of the NBFIs have been found financially distressed. However, few NBFIs that were included in our sample claimed themselves as potential companies with sound financial performance though it was highly criticized. Therefore, the motivation for conducting this study is to examine the financial soundness of selected NBFIs using Altman’s Z score (1995). This study involved 20 NBFIs out of 23 Dhaka Stock Exchange (DSE) listed institutions, which were selected based on information availability by considering A, B and Z categories from 2014 to 2018 period. The secondary data were collected from the annual reports of the selected companies over the period. The findings are as follows: 95% of the 20 NBFIs were in distress zone during the study period and only 5% NBFIs were in safe zone during 2017-2018 period. Therefore, the analysis predicted that within the upcoming years a few of the NBFIs will be approaching bankruptcy. Finally, it is suggested that the government, respective regulatory authority, and policy makers to pay an immediate attention on mitigating the factors affecting the financial distress.
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Alase, Gbenga, and Tina Akinbo. "Employee Motivation and Job Performance: Empirical Evidence from Nigeria." Applied Journal of Economics, Management and Social Sciences 2, no. 2 (November 28, 2021): 16–23. http://dx.doi.org/10.53790/ajmss.v2i2.20.
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This study aims to establish whether there exists a link between employee motivation experiences and job performance. A descriptive research survey was adopted as 206 senior cadre employees of First Bank of Nigeria were sampled using cross-sectional data from a semi-structured questionnaire. The result revealed that both monetary (competitive salary, salary raise, allowances, bonuses, and percentage profit sharing) and non-monetary (job security, job training, career advancement opportunities, flexible working hours, and retirement benefits) motivational incentives have a significant positive correlation with employee job performance in study organization. Specifically, it was revealed that competitive salary (R= 0.809) is the leading monetary motivational factor as job security (R=0.835) tops the ranking for non-monetary motivational factors. It was recommended that study organization will have to employ a mix of both monetary and non-monetary incentives in driving higher performance. Findings also showed that female employees are more motivated by non-monetary incentives (58%) while male employees are more motivated by monetary incentives (61%). Therefore, management should be more strategic in implementing its yearly financial reward contest and public recognition as this will induce the employees to engage in work behaviour that drives higher-level performance.
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Soherwardy, Aalia, and Elizabeth Crouch. "Assessing Initiatives for Rural Health Practices in South Carolina." American Journal of Undergraduate Research 17, no. 3 (December 30, 2020): 61–72. http://dx.doi.org/10.33697/jur.2020.028.
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The purpose of this study was to determine which incentives are most effective in motivating medical students to practice in rural areas of South Carolina, which can be informative for the medical practitioner rural recruitment process. Medical students attending the University of South Carolina School of Medicine located in Columbia, South Carolina were surveyed about demographic information, motivations for rural practice, and considerations for choosing a practice location (n=109). Chi-square tests and bivariate analyses were used to test for significant differences. A significant relationship was found between previous residence in a rural area and personal motivation to practice in a rural area (p<0.001). It was also found that 86.2% of students who had previously lived, worked, or served in rural areas had a personal motivation to practice medicine in a rural area, confirming previous research. Loan forgiveness options were the most appealing personal incentive for the students in this study, closely followed by guaranteed minimum incomes and tax incentives; financial incentives were more preferred than non-financial incentives like reduced on-call work and accelerated residencies. The results of this study can be utilized to craft future state-supported incentive programs or to tailor current programs to more effectively recruit students to rural practice. KEYWORDS: Rural; Recruitment; Healthcare Provider; Shortage; Incentive Programs; Medical Student; Southern United States; Loan Forgiveness
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Soherwardy, Aalia, and Elizabeth Crouch. "Assessing Initiatives for Rural Health Practices in South Carolina." American Journal of Undergraduate Research 17, no. 3 (December 30, 2020): 61–72. http://dx.doi.org/10.33697/ajur.2020.028.
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The purpose of this study was to determine which incentives are most effective in motivating medical students to practice in rural areas of South Carolina, which can be informative for the medical practitioner rural recruitment process. Medical students attending the University of South Carolina School of Medicine located in Columbia, South Carolina were surveyed about demographic information, motivations for rural practice, and considerations for choosing a practice location (n=109). Chi-square tests and bivariate analyses were used to test for significant differences. A significant relationship was found between previous residence in a rural area and personal motivation to practice in a rural area (p<0.001). It was also found that 86.2% of students who had previously lived, worked, or served in rural areas had a personal motivation to practice medicine in a rural area, confirming previous research. Loan forgiveness options were the most appealing personal incentive for the students in this study, closely followed by guaranteed minimum incomes and tax incentives; financial incentives were more preferred than non-financial incentives like reduced on-call work and accelerated residencies. The results of this study can be utilized to craft future state-supported incentive programs or to tailor current programs to more effectively recruit students to rural practice. KEYWORDS: Rural; Recruitment; Healthcare Provider; Shortage; Incentive Programs; Medical Student; Southern United States; Loan Forgiveness
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Aryal, Narayan Prasad. "Measures Adopted in Nepalese Organization to Motivate Employees." Interdisciplinary Journal of Management and Social Sciences 2, no. 2 (December 31, 2021): 78–92. http://dx.doi.org/10.3126/ijmss.v2i2.42604.
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There is a growing concern for motivation these days because every organization feels needs to use its human resource at optimum level. There have always been issues to identify what factors motivate the employee? Is it financial or non-financial? What should be the proportion of financial and non-financial? What do people prefer in the organization while they work? These have been the major issues this article discusses and tries to answer. The sources of data are primary and secondary. The literature is critically analyzed.
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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.
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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.
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Prabowo, Arjak, and Ani Muttaqiyathun. "ANALISIS PERBEDAAN MOTIVASI DAN PRESTASI KERJA ANTARA KARYAWAN TETAP DAN KARYAWAN KONTRAK PADA PERUSAHAAN “KAMPOENG BRASCO FACTORY OUTLET” CIPANAS CIANJUR JAWA BARAT." Jurnal Fokus Manajemen Bisnis 2, no. 1 (March 31, 2012): 33. http://dx.doi.org/10.12928/fokus.v2i1.1315.
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The purpose of this study was to determine the difference of the variable work motivation among permanent employees and contract employees (financial motivation and non financial motivation), and differences in job performance between among permanent employees and contract employees at the company Kampoeng Brasco Factory outlet cipanas, cianjur, west java. The population in this study were all permanent employees and contract employees Kampoeng Brasco Factory outlet cipanas, cianjur, west java respectively numbered 35 people. The sample selected for permanent employees using sampling methods saturated. And for contract employees using random sampling methods. This study used independent sample t-test. Current Research showed that motivation difference between permanent employees and contract employees. Research on work performance variables showed that performance difference between permanent employees and contract employees.
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Mihajlović, Iris, Cvijeta Djevojić, and Marino Stanković. "Key Drivers of Internal Market Changes and Innovative Tools Towards an Efficient Business Climate." WSEAS TRANSACTIONS ON SYSTEMS AND CONTROL 16 (May 13, 2021): 224–43. http://dx.doi.org/10.37394/23203.2021.16.19.
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This paper has an emphasis on analytical approach to certain key factors of internal marketing. Examining the strength of their impact (financial and non-financial) on the employee motivation levels, in September 2019 the conducted survey comprised 300 respondents (sample size), employees - internal customers, nurses and hospital staff. Data were collected based on a survey of employee satisfaction, area of their jobs. Respondents were employees / hospital staff of the regional hospital center in the Republic of Croatia. Analyzed areas had been previously sequenced and grouped in accordance with key factors that corresponded to the areas of internal marketing with intensities of their impacts on the level of the satisfaction, motivation and the employee productivity. In the analysis, inferential statistics methods (Z-test, Chi-Square test) were used to answer the question of whether internal marketing instruments affect employment motivation, and to what extent is the response positive, to what extent they affect motivation, and indirectly, to work productivity. Questions related to salary, satisfaction with the basic salary, type of employment, and type of work provided answers about employee motivation with regard to the financial factor of internal marketing, and questions related to when employees use a break at work gave us the answer about the free time to which the employee is entitled to, and which affects the level of his satisfaction. The questions concentrated on work experiences of employees in the organization presented their loyalty to the non-profit organization. Main domains that represented key incentives throughout the interactive empowerments of key factors analyzed are education, participation in professional lectures and seminars, conferences, and additional training for application of innovative tools. Results confirm basic attitudes about employment in non-profit organizations, i.e. that the financial factor is not decisive in choosing employment. Results show narrow connection of loyalty with employee’s motivation as non-financial factor of internal marketing, showing in that manner the interest of employees for achievements supported by the internal confidence and permanent positive behavior or the attitude. These research results contribute to improving the elements of internal marketing. Internal customers' attitudes and behavior (i.e., their satisfaction and commitment) is affected by the organizational atmosphere component. It is closely tied to internal customers' creativity and productivity. Therefore, it is an essential element of organizational performance.
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Cao, Yingxia, and Jeanny Liu. "Financial Executive Orientation, Information Source, and Financial Satisfaction of Young Adults." Journal of Financial Counseling and Planning 28, no. 1 (2017): 5–19. http://dx.doi.org/10.1891/1052-3073.28.1.5.
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Social media play a role in the lives of young adults (18–25 years old), but motivators and influences of this and similar sources on their money handling are not well-understood. This study examined their personal finance information source choices using a non-random online survey (N = 229). Results of structural equation modeling suggested that four personal financial execution antecedent factors (i.e., impulse control, financial planning, financial motivation, and financial organization) may influence their selection of information source and such choice may affect financial satisfaction. Young adults who sought social media and online sources for personal financial decisions belonged to a distinct group, whereas their choices were associated with financial satisfaction. This study suggests that financial institutions and financial advisors targeting young adults should consider their financial executive orientations and connect with them through effective information sources, including social media.
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Ardiana, I. Dewa Putu, Syahrir Natsir, and Yoberth Kornelius. "PENGARUH KOMPENSASI NON FINANSIAL, DISIPLIN KERJA DAN MOTIVASI TERHADAP KINERJA PEGAWAI DI KEMENTERIAN AGAMA KABUPATEN DONGGALA." Jurnal Ilmu Manajemen Universitas Tadulako (JIMUT) 4, no. 1 (January 31, 2018): 61–70. http://dx.doi.org/10.22487/jimut.v4i1.106.
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This study intends to determine and analyze simultaneous influence of non-financial compensation, work discipline, and motivation on the performance of employees in the Ministry of Religious; determine and analyze partial influence of non-financial compensation on the performance of employees in the Ministry of Religious; determine and analyze partial influence of work discipline on the performance of employees in the Ministry of Religious; determine and analyze partial influence of motivation on the performance of employees in the Ministry of Religious. Regression test results obtain sig. F value of 0.000 < 0.05, which can be interpreted that work discipline and motivation simultaneously have significant influence on employee performance; significance level of t-value of non-financial compensation of 0.798>0.05 can be interpreted that non-financial compensation partially has non-significant influence on employee performance; the significance level t-sig. of 0,007<0,05 means that work discipline partially has significant influence on employee performance; the significance level t-sig. of 0.034 < 0.05 can be interpreted that motivation partially has significant influence on employee performance.Tujuan penelitian ini untuk mengetahui dan menganalisis apakah Kompensasi Non Finansial, Disiplin Kerja dan Motivasi secara simultan berpengaruh signifikan terhadap kinerja pegawai Kementerian Agama. Untuk mengetahui dan menganalisis apakah Kompensasi Non Finansial secara parsial berpengaruh signifikan terhadap kinerja pegawai di Kementerian Agama. Untuk mengetahui dan menganalisis apakan disiplin Kerja secara parsial berpengaruh signifikan terhadap kinerja pegawai di Kementerian Agama. Untuk mengetahui dan menganalisis apakan Motivasi secara parsial berpengaruh signifikan terhadap kinerja pegawai di Kementerian Agama. Berdasarkan hasil uji regresi diperoleh sig. F sebesar 0,000 < 0,05, yang dapat diartikan bahwa kompensasi non finansial, disiplin kerja dan motivasi secara simultan berpengaruh signifikan terhadap kinerja pegawai. Kompensasi non finansial memiliki tingkat signifikasi t sig. 0,798 > 0,05, yang dapat diartikan bahwa variabel Kompensasi Non Finansial secara parsial berpengaruh tidak signifikan terhadap kinerja pegawai. Disiplin kerja memiliki tingkat signifikasi t sig. 0,007 < 0,05, yang dapat diartikan bahwa variabel disiplin kerja secara parsial berpengaruh signifikan terhadap kinerja pegawai. Motivasi memiliki tingkat signifikasi t sig. 0,034 < 0,05, yang dapat diartikan bahwa variabel motivasi secara parsial berpengaruh signifikan terhadap kinerja pegawai.
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Setiawan, Danu Ade. "A QUALITATIVE STUDY OF EMPLOYEES’ MOTIVATION FACTORS ON ORGANIZATION : A CASE STUDY FROM ONE COMPANY IN INDONESIA." Hasanuddin Economics and Business Review 3, no. 3 (February 29, 2020): 112. http://dx.doi.org/10.26487/hebr.v3i3.1998.
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Due to the vital function of employees in the organizations that leads to both financial and non-financial performance, it is necessary for management to increase the motivation of their employees. Plenty of researches were conducted in past decades in the topic of employees motivation with the purpose of finding the factors that affect the employees’ motivation significantly. This paper examined employees’ motivation factors in one of Indonesia’s state owned company. Through qualitative approaches, in-depth interviews were conducted to eight active employees with a focus on four predetermined motivation factors that are salary, growth opportunity, work-life balance, and reward/recognition. The result found that all of the predetermined factors has an influence on the employees’ motivation in order to perform well in the company. Furthermore, the findings also discover some conditions required to be improved regarding specific employees characteristic such as supervisory level position. In the end, this paper is expected to generate some possible recommendations for organization in order to maintain and increase employees’ motivation.
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Nordenmark, Mikael. "NON-FINANCIAL EMPLOYMENT MOTIVATION AND WELL-BEING IN DIFFERENT LABOUR MARKET SITUATIONS: A LONGITUDINAL STUDY." Work, Employment and Society 13, no. 4 (December 1999): 601–20. http://dx.doi.org/10.1017/s0950017099000434.
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