Dissertations / Theses on the topic 'Employee motivation – Management'
To see the other types of publications on this topic, follow the link: Employee motivation – Management.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 dissertations / theses for your research on the topic 'Employee motivation – Management.'
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 dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.
1
Elding, Darren James. "Modelling employee motivation and performance." Thesis, University of Birmingham, 2005. http://etheses.bham.ac.uk//id/eprint/11/.
Full textAbstract:
This research reviewed the history of motivation and performance modelling, with particular regards to the performance of employees in a work environment. The evolution of motivational theories was discussed before the motivational models arising from these theories were examined and critiqued. The wide range of, often conflicting, studies and theories in this area has led to a situation where no single model has been able to capture all the complexities of the internal and external influences on human motivation and performance. Models have broadly fallen into one of two categories: cognitive, focusing on the individual’s thought processes and social-cognitive, focusing on the influences from social and contextual variables. Bong [1996] suggested that a broader model of motivation may be developed by adopting either an integrative approach, whereby a general model is built that incorporates the wide range of potential motivational variables, or by building several models that focus on each dimension separately. Needs based and process based motivational theories, which will provide the foundation of any model of motivation, were reviewed in Chapter Three. Chapter Four then introduced the two existing models of motivation models that are the main focus of this study, Hackman and Oldham’s Job Characteristics model and Porter and Lawler’s Expectancy model. Each model was reviewed and critiqued before being amended and expanded to more fully explain the social and cognitive motivational processes and satisfy the criticisms identified. Although there are no obvious areas of overlap between the largely social-cognitive Job Characteristics model and the largely cognitive Expectancy model, Chapter Five explains that by changing the terms used to describe the variables in each model the similarities between them may be identified. Identifying the areas of overlap allows the two models to be integrated into one. This new model of motivation expands upon the original models in that it combines both the social-cognitive and cognitive approaches and also incorporates more of the motivational theories discussed in Chapter Three than either of the two original models. The new model of motivation was tested via a data survey in four organisations. In each case, the level of correlation between the levels of the recorded variables, such as satisfaction and motivation, and those predicted by the model were generally high. The results of the data survey and the performance of the model were discussed in Chapter Six. One of the main aims of this thesis was to produce a model of motivation that was of practical use to the management of an organisation. Such a model should go beyond the existing theoretical models and allow those responsible for motivating a workforce to experiment with alternative job design strategies and evaluate their likely effects upon motivation and performance. Chapter Seven describes the spreadsheet-based model that was built in this study.
2
Combs, Maryann L. (Maryann Lee) 1964. "Employee motivation : views of successful leaders." Thesis, Massachusetts Institute of Technology, 2001. http://hdl.handle.net/1721.1/8892.
Full textAbstract:
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2001.Includes bibliographical references (leaf 44).
Businesses have an ever-increasing need to improve productivity and reduce costs, while maintaining or improving their quality and customer satisfaction. At the same time, employees have become more mobile and less likely to remain with a company for an extended period. Therefore, an understanding and focus on employee motivation factors is essential for leaders to successfully inspire their organizations. This thesis is an investigation into the subject of employee motivation. Literature research was conducted to gain a broad overview of the published theories on this subject. The core of the thesis, though is focused on interviews with senior successful leaders from a variety of industries. A number of techniques exist to inspire and motivate employees depending on the situation and the leader themselves. This thesis presents various situations and motivational aspects cited by these leaders. Even though there is variation in motivational attributes across situations, an analysis of the interviews also reveals items that are consistently found to be critical success factors. These factors include top leadership involvement, full engagement of employees, frequent communication, consistency of actions and communications, and the opportunity to learn. All leaders interested in inspiring their employees to achieve successful results are encouraged to think about their performance in relation to these attributes.
by Maryann L. Combs.
M.B.A.
3
Tsang, Kwok-chuen. "Motivation of property management site staff." Click to view the E-thesis via HKUTO, 2002. http://sunzi.lib.hku.hk/hkuto/record/B31969239.
Full text
4
Addair, Angela Michelle. "Retail Employee Motivation and Performance." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7453.
Full textAbstract:
Retail industry leaders seek effective strategies to improve employee motivation to increase levels of workforce productivity. The purpose of this single case study was to explore the strategies successful retail industry leaders used to motivate their employees to achieve higher levels of workforce productivity. The conceptual framework for the study was Vroom's expectancy theory of motivation. The research participants consisted of 2 retail store managers from the same retail store located in southeastern mid-Atlantic region of the United States who successfully motivated their employees. Data collection consisted of semistructured interviews, direct observation, and review of company documents. Data analysis included theme interpretation and data grouping, as well as transcript reviews, and verified the emerging themes from the interview data. The 3 main themes developed from data analysis were workplace motivation, leading by example, and performance. Retail industry leaders might use the findings of this study to provide managers with strategies to motivate their staff. The implication of this study for social change is that retail leaders might apply strategies that engage employees in their jobs while maximizing the sustainability of the organization.
5
Dube, Yonela Oko Likona. "The relationship between authentic leadership and employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/15160.
Full textAbstract:
Authenticity is a leadership characteristic of exceptional leaders. It is an essential requirement for future leaders, especially in an era when the motives and behaviours of many leaders are questionable. Authentic leaders are genuine and utter words that can be trusted (Smith, 2014.). Followers have voiced a need for leaders who can be trusted and show consistency in their actions. The study focused on the investigation of authentic leadership and the influence that authentic leadership has on the engagement levels of employees. A theoretical study of leadership, with the focus on authentic leadership and employee engagement was conducted to achieve the objectives of the study. The research included a literature study, which highlighted the characteristics and behaviours of authentic leadership. Both a theoretical and practitioner view of authentic leadership is included in the theoretical study. Semi-structured interviews were held with two prominent leadership practitioners, one from the University of the Free State and the other from the University of Stellenbosch, to obtain their views on the nature of authentic leadership and examples of South African leaders who they considered authentic leaders. The insights gained from the literature review and the interviews, were incorporated into a survey questionnaire developed for use in the empirical study which was conducted at Continental Tyre SA. An electronic questionnaire was administered to managers and their direct subordinates in the manufacturing and marketing/sales divisions. The questionnaire probed the respondents’ perceptions regarding the level of authenticity displayed by leaders in the organisation, and specifically the extent to which leaders demonstrated the characteristics and behaviours associated with authentic leadership. The Authentic Leadership Questionnaire (ALQ), as validated by Walumbwa, Avolio, Gardner, Wernsing and Peterson (2008, p. 64), was used as a basis for the development of the survey questionnaire, with adjustments made to include the practitioner’s perspective as postulated by George (2003, p. 12). The section in the questionnaire on engagement focused on engagement as a psychological state, behavioural engagement and the manager’s role in nurturing engagement. Both managers and employees were requested to provide their view of the manager’s characteristics and behaviours, the managers rated themselves, and both groups rated the engagement levels of employees. A correlation was made between the responses received from the manager and employees. The results of the empirical study revealed that both managers and employees agreed mostly that managers in the organisation displayed the characteristics and behaviours of authentic leadership and employees were engaged. It did however, emerge that the managers were reluctant to share personal information about themselves and that employees believed that managers did not seek feedback on their own behaviour. In terms of employee engagement, the results suggested that the managers believed that employees felt supported, accepted and were committed to the Continental Tyre SA brand; but indicated a lack of knowledge of their roles in the organisation and a lack of passion and energy. Further findings revealed that the managers in the marketing/sales division considered their employees more engaged than the managers in the manufacturing division considered their employees to be. Other findings also revealed that self-awareness in leaders is an important predictor of employee engagement. Self-awareness in a leader is an important feature in facilitating social processes in the leader’s relationship with their followers. Transparent leaders create a psychologically secure environment, enabling employees to be confident and to feel encouraged to express themselves freely. The study concluded with several recommendations. Leaders should be more transparent in their interaction with others by sharing personal stories about themselves. Opportunities should be provided through 360° feedback for employees to give feedback to managers regarding their behaviour. The GIVE (Goals, Interests, Values and Emotions) Model should be used in management development initiatives to facilitate the development of self-awareness and self-knowledge. An appreciative inquiry, which focuses on positive affirmation, should be an approach used in organisations to foster the development of genuine relationships and is an implication of authentic leadership, thus encouraging employee engagement.
6
Poisat, Paul. "A critical analysis of organisational strategies for employee engagement." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/466.
Full textAbstract:
Organisations are continuously searching for ways to increase their competitiveness as a means to survive in the global economy. More recently approaches have focused on the role that people perform in bringing about competitive advantage. Research indicates that engaged employees contribute vastly to the financial bottom-line of the organisation (see section 3.2.2). The research problem in this study was to identify strategies that organisations can use to engage their employees. To achieve this objective a theoretical employee engagement model was presented. The presentation of the theoretical model consisted of the following sub-processes: § Firstly, a literature survey was conducted to determine the underlying drivers/constructs of employee engagement. Abstract iii § The second comprised surveying the literature dealing specifically with approaches for measuring employee engagement. § Thirdly, the literature was surveyed to identify strategies and models used by organisations for engaging employees. The theoretical employee engagement model served as a basis for the compilation of the survey questionnaire that determined the extent to which human resource practitioners and line managers agree with the theoretical model developed in this study. The questionnaire was administered to a random sample of individuals employed in the automotive cluster in the Nelson Mandela Metropolitan Municipality and the Buffalo City Metropole. The empirical results obtained from the survey indicated that respondents strongly concurred with the theoretical employee engagement model presented in the study. These results were included in the theoretical model, which lead to the development of the integrated organisational employee engagement model. The model comprises of four interrelated categories that all contribute to enhancing employees’ engagement. These categories are organisational leadership, organisational culture, organisational strategies and the manager’s role. From the literature survey and the study it became clear that the role of the manager, had the most significant impact on employee engagement of all the categories. In addition, the integrated organisational employee engagement model can be used by organisations as an applied strategy for the measurement of employee engagement. The main findings from this research are that 60 per cent of organisations that participated in the empirical study had implemented strategies to engage their employees. However, the majority of organisations reporting not having an engagement strategy were among organisations that employed less than 700 employees (smaller organisations). The study also highlighted certain variables that required special attention, especially when implementing employee engagement within the South African context. South African companies as compared to their overseas counterparts, rated organisational engagement variables such as remuneration, benefits and gain sharing lower. A further variable that was identified by the study requiring special attention was, ‘senior management shows a sincere interest in employees’ well-being’. A final point emanating from the study is that the implementation of employee engagement, as a strategy to enhance organisational competitiveness, must be viewed as a continuous process. Organisations should prior, to the implementation of an employee engagement strategy, consider whether they are prepared to share engagement results, take corrective action commensurate with the results and deal with employee expectations that may be incurred. The strategies espoused by the integrated organisational employee engagement model developed in this study, can be used by organisations to increase organisational competitiveness by improving their employees’ level of engagement.
7
Guo, Lan. "Self-determination theory of motivation and performance management systems." Online access for everyone, 2007. http://www.dissertations.wsu.edu/Dissertations/Fall2007/l_guo_080307.pdf.
Full text
8
Al, Haj Anas. "Leadership Styles and Employee Motivation in Qatar Organizations." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3380.
Full textAbstract:
Organizations in the public sector in Qatar have a reputation for delivering inefficient services. Leaders lack an understanding of motivational factors affecting public sector employee performance. The purpose of this correlational research was to examine the relationship between leadership styles and employee motivation in public companies in Qatar. The independent variables were the transformational, transactional, and passive-avoidant leadership styles. The dependent variable was employee motivation. The moderator variables were employee age and salary. A sample of 92 employees from 4 public sector organizations in Qatar responded to the online survey. The full range leadership theory served as the theoretical foundation for describing leadership styles of managers as perceived by employees. Self-determination theory served as the theoretical foundation for describing employee motivation. A hierarchical regression model was developed, and results of the study indicated a significant positive correlation between transformational and transactional leadership styles used by managers and employee motivation levels, with a standardized beta coefficient (β) above 0.6, and a significant negative correlation between passive-avoidant leadership style and employee motivation levels, with a standardized beta coefficient (β) below -0.57. Age moderated the relationship between transformational leadership and motivation. Salary moderated the relationship between passive-avoidant leadership and motivation. Leaders of public organizations in Qatar may use the results of this study to better support employee motivation and engagement. The study may contribute to social change by helping managers improve organizational performance and increase efficiency levels.
9
Blizzard, Eileen M. "An investigation of employee motivation and the effects of employee attitudes and managerial styles." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1998. http://www.kutztown.edu/library/services/remote_access.asp.
Full textAbstract:
Thesis (M.P.A.)--Kutztown University of Pennsylvania, 1998.Source: Masters Abstracts International, Volume: 45-06, page: 2931. Abstract appears at end of volume. Typescript. Includes bibliographical references (leaves 69-70).
10
Leone, Teresa A. "The manager's role in motivating employees for increased productivity and performance." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1993. http://www.kutztown.edu/library/services/remote_access.asp.
Full text
11
Tsang, Kwok-chuen, and 曾國全. "Motivation of property management site staff." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2002. http://hub.hku.hk/bib/B31969239.
Full text
12
Delport, H. J. "Improving employee performance, motivation and engagement : a brain-based coaching model for managers." Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/20752.
Full textAbstract:
Thesis (MPhil) -- Stellenbosch University, 2011.The aim of this research study was to explore the experience of managers, and specifically engineers at a steel manufacturing company, of a brain-based coaching model. Coaching’s origins can be traced back to a variety of fields including psychology, change management, training and adult learning. Many people argue that coaching is ‘heart based’ as opposed to being more analytical and scientific. This caused some confusion with the researcher. However, during his studies towards a Master’s degree in Philosophy (MPhil) in Management Coaching, he was introduced to neuroscience and the role it has played in the emergence of a new field called brainbased coaching. The fact that one could scientifically explain why the brain needs coaching and that coaching can help the brain improve its functioning, appealed so much to the researcher that he wanted to expand his knowledge of the subject. Selecting a sample group that was made up only of engineers who had participated in a training programme with the focus on brain-based coaching, provided the perfect platform from where to study the phenomenon and to discover how the engineers, who are academically trained, are analytical and who, by their very nature, prefer scientific evidence-based research, perceive a brain-based coaching model. It was also important to try and establish what they believed the benefits and possible applications are of the model and whether they think it can be used to improve performance and lift motivation and engagement. The results were positive, but it revealed more; it explained how the experience created awareness and led to a change in behaviour and thinking – not just at work, but also in their personal lives. These findings provide more knowledge about the potential that a brain-based approach has for managers and leaders as a development tool. It also gives some comfort that we do not have to continue doing and thinking about things the way we have always done; we have a choice and this approach gives us an insight into how to exercise that choice.
13
Trifunovska, Kristina, and Robin Trifunovski. "Human Resource Management : motivation among emplyees in multinational corporations." Thesis, Högskolan Kristianstad, Sektionen för Hälsa och Samhälle, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-7849.
Full textAbstract:
Problem: Motivation is the number one problem facing businesses today. It is essential for employers to recognize what motivates employees in order to improve productivity and ensure the success of the company (Wiley, 1997). Even though employee motivation is a well researched topic, most studies have particularly focused on small domestic companies. Opportunities within MNCs and small companies are significantly different. Qualitative methods in the field of management is very limited, which the article by Cassell, Symon, Buehring and Johnson (2006) supports. Purpose: The purpose of this dissertation is to explore what motivates employees to work. Focus will be on employees working in multinational corporations in Sweden. In order to do so, we aim to identify key factors which have an impact on motivation at work. This study will contribute with a framework of motivational factors in a organization. It will also give an insight in employees’ attitudes towards motivation and what motivation means to them. Methodology: This thesis will use a qualitative method. The study is based on an interpretivistic philosophy with an abductive research approach. In order to answer our research question, primary data is collected through interviews with a number of employees from multinational companies in Sweden. This research strategy enables us to make investigations about work motivation. Conclusions: After analyzing the motivational factors in our study, we can make the conclusion that motivation is highly personal and differs from individual to individual. Work motivation is also not consistent over time, meaning, the factor which motivates an individual today will most likely not be the same motivational factor a year from now. It is clear that personal circumstances will have an impact on employee motivation. Results reveal that employees who are in the same profession are similarly motivated and satisfied in their work.
14
Bakan, Ismail. "The effects of profit sharing and employee share ownership schemes on employee motivation." Thesis, Coventry University, 1999. http://curve.coventry.ac.uk/open/items/83c72d39-4fa0-f4ce-1163-f8eb35c3dd88/1.
Full textAbstract:
This thesis investigates the effect of profit sharing and employee share ownership schemes on employee job attitudes and behaviours by taking into account the critical role of participation in decision making. The data were obtained from a large British retail organization operating profit sharing (PS) and save-as-you-earn (SAYE) schemes. This is a quantitative study in which the data were gathered through a questionnaire. The unit of analysis is the individuals who responded to the survey, and the study is cross-sectional. To analyse the data a variety of statistical techniques, namely frequency, Pearson correlation, partial correlation, t-test, chi-square (X2), reliability, multiple regression, hierarchical regression, and path analyses, were conducted using SPSS. The sample comprised 1,000 employees subdivided into groups of managerial and non-managerial employees, and participants in schemes and non-participants in schemes. The administration of the questionnaire resulted in 450 returns (430 usable), an overall response rate of 45%. This study addresses four main research questions: (1)What are the effects of profit sharing and employee share ownership schemes (financial participation) on the job attitudes of individual employees in a large organization? (2) What are the effects of participation in decision making on employee job attitudes in a large organization? (3) What are the relative effects of financial participation in comparison to the effects of individual participation in decisions? (4) Does the combination of financial participation and participation in decision making produce more favourable effects on employee job attitudes than does participation in decision making on its own? The aim of this study was to construct a more advanced model of profit sharing and employee share ownership schemes by reviewing the theoretical and empirical literature and testing two theoretical frameworks, those developed by Long (1978) and Florkowski (1989). After reviewing the employee participation literature and testing Long's and Florkowski's models, it was found that both financial participation and participation in decision making have separate effects on employee job attitudes and behaviours, even if financial participation has a small (not statistically significant) impact on some attitudes and behaviours. Since financial participation shows a negligible effect on some job attitudes, and participation in decision making has a stronger effect on job attitudes than has financial participation, the new model is constructed on the assumption that both (a) the combination of financial participation and participation in decision making and (b) participation in decision making produce favourable effects on employee job attitudes, such as integration, involvement, commitment, satisfaction, motivation, perceived pay equity, and perceived performance-reward contingencies. The test of the new model shows that both (a) the combination of fmancial participation and participation in decision making and (b) participation in decision making produce favourable effects on employee job attitudes and behaviours, but the combination of financial participation and participation in decision making does not produce more favourable effects on employee job attitudes than does participation in decision making on its own. It should be noted that it is not known in this research whether financial participation changed employees' actual influence in decision making, as the study did not collect any data on this question. Therefore, there is the possibility that if the same study were conducted in organizations with financial participation schemes which increase employees' influence in decision making, the effect of the combination of financial participation and participation in decision making might be found to be stronger than that reported in this dissertation.
15
Lui, Young Kam-ling Margaret. "Work-related needs among Hong Kong commercial employees /." [Hong Kong] : University of Hong Kong, 1985. http://sunzi.lib.hku.hk/hkuto/record.jsp?B12316581.
Full text
16
Chow, Man-shun, and 鄒文遜. "Public service motivation : publicness and network perspectives." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2014. http://hdl.handle.net/10722/197533.
Full textAbstract:
This study attempts to examine the extent to which an advice network of housing professionals working for different organizational groups, from both structural and behavioural perspectives, varies with the motivation for public service delivery in different publicness settings.
Over the last two decades, public service motivation has attracted considerable research attention with a wide-ranging discussion in the realm of construct, incidence, antecedent, outcome and organizational system. However, there has been far less research on its variations in different settings, and integrations with other disciplines. In the face of the growing complexity of sector blurring heightened by the new public management’s principles, the traditional organization theories are inadequate to give explanations for organizations which are neither public nor private. In this study, the concept of dimensional publicness has been employed to classify organizations into different levels of publicness along a continuum rather than a rigid dichotomous categorization for studying the variations of public service motivation in different publicness settings.
Research on networks has been growing apace recently by reason of its importance to knowledge transfer and management. Employees are eager to turn to others and maintain network relationships within and between organizations for advice favourable to work-related benefits. Through network activities, they may seek advice from others and realize afterwards that they may improve the quality of service delivery if they exhibit public service motivation related behaviour. While there is an assumption of a link between networks and public service motivation, it is an unexplored research area and therefore has no empirical evidence to support it. To shed light on the link, this study has examined the effects of networks from both behavioural and structural perspectives on public service motivation when publicness is taken into account.
A survey study was used to collect data from all Corporate Members of the Hong Kong Institute of Housing. In total, 357 out of 1,649 questionnaires were returned, fully completed and usable. The findings are summarized as follows: First, publicness has a positive and significant effect on public service motivation. Second, network behaviour is found significantly varying with public service motivation when publicness applies. Third, network structure has a strong and significant effect on public service motivation. No matter which of the perspective of networks is examined, public service motivation always varies positively with the degree of network activities. Last, there is an interaction effect of publicness and network characteristics on public service motivation, but the significance focuses on the structurally equivalent classes, no matter which network behaviour they exhibit, in the low publicness setting. The discussion gives implications of these findings for the study of public service motivation from the perspectives of networks and publicness in the context of Hong Kong.published_or_final_version
Kadoorie Institute
Doctoral
Doctor of Philosophy
17
Lau, Hoi-keung John. "Motivation of middle management staff in property management company : a comparison between subsidiary companies of a developer and independent management companies /." View the Table of Contents & Abstract, 2006. http://sunzi.lib.hku.hk/hkuto/record/B38027604.
Full text
18
Benkhoff, Brigit R. D. "Employee commitment to work : a test of motivation and re-conceptualization." Thesis, London School of Economics and Political Science (University of London), 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.363142.
Full text
19
Jans, Bastian, and Niklas Kienel. "Bridging Strategic Management Tools and Employee Motivation : A qualitative study of how an organization's mission & vision influence the motivation of its employees." Thesis, Umeå universitet, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-104218.
Full textAbstract:
The mission and vision of companies have been gaining a lot of attention both within the scholarly and business context. A lot of time and money is being invested to develop and implement mission and vision statements and business students all over the world are taught these concepts. However, literature on how mission and vision actually influence employees is limited and inconsistent. Therefore, this thesis explores how mission and vision influence employees’ work motivation. The study follows an inductive approach and has a qualitative nature. In order to build a basis for the research, various literatures on mission and vision and motivational theories are reviewed. Data was collected by the conduction of twelve interviews with employees in different job positions. The semi structured character of the interviews implied the use of templates to analyze the data. Thereby, categories and codes were developed and relationships between the individual motivation and the influence of mission and vision were identified. The results show that the influence of mission and vision cannot be generalized but is highly dependent on individual aspects. Intrinsically motivated employees are positively influenced by their company’s mission and vision. Hence, mission and vision can push intrinsic motivation. On the other hand, the motivating influence of a mission and vision is rather low on extrinsically motivated employees. Interestingly, the findings also show that mission and vision play a greater role for people in higher positions (top & middle managers). Front line employees are rather extrinsically motivated and less dedicated to their company’s mission and vision. The results contribute to existing literature by encouraging a more differentiated approach for dealing with the topic in taking the individual component into consideration. Furthermore, the findings bear potential for employers to apply and communicate their mission and vision more purposefully to motivate employees.
20
Hill, Kim Charisc. "Managing Employee Motivation Through the Process of Government Furloughs." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/4858.
Full textAbstract:
Budget constraints will cause federal furloughs to continue through 2035. Federal furloughs such as the one in 2012-2013, affected 800,000 out of 2.7 million federal employees. This dramatic workforce reduction caused remaining employees to experience stress and morale issues in the workplace. The purpose of the research was to understand how managers comprehend and experience the impact of extrinsic and intrinsic motivation on remaining employees' performance and attitudes during the furlough process. The theoretical foundation and conceptual framework were designed using both intrinsic and extrinsic motivation concepts and theories. Aspects of self-determination theory and hierarchy motivation theory were used to describe intrinsic motivational concepts. Extrinsic workplace motivation was described through expectancy theory, equity theory, and goal-setting theory. The overarching question addressed the lived experiences of 15 government managers to understand their perceptions on employee motivation during a furlough in the workplace through a hermeneutic phenomenological approach. Through the use of Flick's method of data analysis, 5 themes emerged from the interviews with the participants. The most notable results described the perceptions that managers had about their challenges in maintaining employee motivation and trust in an organization where the managers felt powerless. Recommendations may support positive social change by enabling more local control for managers and to develop and implement policies and procedures to support motivation of employees. Additionally, this study outcomes may lead to sensitizing national leaders to the detrimental effects of furloughs and the impact to employees and their families.
21
Brooks, Alecia. "Entry-level Health Care Services Employee Motivation and Performance." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1581.
Full textAbstract:
Healthcare administrators have regarded employee motivation and performance as significant factors because of the challenges with employee disengagement, which may decrease patient satisfaction and profitability for healthcare organizations. The number of available jobs within healthcare continues to increase at a high rate, while the total hires within the healthcare industry decreased from 2.9% in December 2014 to 2.7% in January 2015. Motivation in the workplace is a continuous concern for organizational leaders, more specifically for the health care industry. Based on Vroom's expectancy theory, the purpose of this single-case study was to explore the motivational strategies healthcare organizations' leaders could implement to improve the performance of entry-level medical service employees. Data collection consisted of direct observation and semistructured interviews of 4 leaders and 22 entry-level medical service employees at a health care organization in the Piedmont Region of North Carolina. Data analysis included the use of multiple sources of data collection, along with the use of member checking with interview transcripts, which allowed triangulation and verification of the themes derived from the interview data. The 2 main themes revealed were workplace motivation and organizational leadership, which affects employees' performance and organizational effectiveness. Business leaders in organizations may use the findings of this study to increase employee organizational commitment, which could improve the U.S. health care industry turnover rates. Social change implications include the importance of the need for leaders to develop effective motivational strategies for motivating employees.
22
Zhang, Xi. "Exchange ideology, knowledge sharing visibility and KM technology : explaining the effect of organizational reward on employee knowledge sharing behavior /." access full-text access abstract and table of contents, 2009. http://libweb.cityu.edu.hk/cgi-bin/ezdb/thesis.pl?phd-is-b30082286f.pdf.
Full textAbstract:
Thesis (Ph.D.)--City University of Hong Kong, 2009."Submitted to Department of Information Systems in partial fulfillment of the requirements for the degree of Doctor of Philosophy." Includes bibliographical references (leaves 184-197)
23
Ude, Samuel Ogbonnaya. "Technological Change and Employee Motivation in a Telecom Operations Team." ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/900.
Full textAbstract:
Some managers view innovative product development and convenient service delivery as necessary to business survival. However, unmotivated employees might negate any gains from the use of innovation. The purpose of this correlational study, grounded in diffusion of innovation theory, was to assess the relationship between creativity and support for innovation, resistance to change, and organizational commitment and employee motivation. A random sample of 81 information technology (IT) professionals from telecom service centers completed an online survey. Simultaneous multiple linear regression was the statistical technique used to analyze these data. The results indicated a poor model with low R2 to significantly predicted employee motivation, F (3, 78) = 5.481, p < .002, R2 = .174. In the final model, support for creativity and innovation were significant contributors to employees' motivation. Resistance to change was not a significant predictor to employees' motivation. Although the p-value was significant, the R2 was low and indicated a poor model fit. Future researchers might consider incorporating additional variables to make the model more useful. The implications for positive social change include the potential to enhance telecom managers' understanding of the factors that affect employee motivation; however, managers should consider incorporating additional variables specific to the work environment. Ultimately, a manager's ability to motivate workers is vital for implementing change, particularly when the introduction of technological innovation frequently occurs within an industry.
.
24
Zwane, Themba Lambert. "The role of performance management in the motivation of employees : a case study." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1090.
Full textAbstract:
After a review of the literature relevant to performance management systems both over time and across different types of organizations, this thesis confines its research To a case study of the Role of Performance Management in The Motivation of Employees in an organization. Important insight was gained into the relative importance of the performance management practices to promote desired employee outcomes. In view thereof that a discussion of performance in organizations is incomplete without reference to the construct of organizational culture, this study also provided propositions to prompt further research on the role of performance management in reinforcing a high performance organizational culture. Insightful conclusions were drawn from the results obtained and recommendations are made for future research.
25
Chuk, Joseph R. "Electric utility corporate goals in employee television programs." Instructions for remote access. Click here to access this electronic resource. Access available to Kutztown University faculty, staff, and students only, 1987. http://www.kutztown.edu/library/services/remote_access.asp.
Full textAbstract:
Thesis (M.S.)--Kutztown University of Pennsylvania, 1987.Source: Masters Abstracts International, Volume: 45-06, page: 2706. Typescript. Abstract precedes thesis as [2] preliminary leaves. Includes bibliographical references (leaves 55-56).
26
Warrick, Brian. "Examining Employee Motivation, Environmental Systems, and Corporate Social Responsibility in Proenvironmental Behavior." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2906.
Full textAbstract:
The World Health Organization has pointed to climate change as the most significant issue in the 21st century as a result of greenhouse gas emissions and environmental pollution. Organizations are leaning toward corporate social responsibility (CSR) and environmental management systems (EMS) to reverse the current trend; however, these efforts are often ineffective or pooly implemented. The purpose of this quantitative study was to determine the extent to which employees' proenvironmental behavior relates to their protection motivation and organizational identification, as well as their perception and knowledge of the organization's CSR and EMS, respectively. Using social identity as the theoretical framework, this research addressed how organizational and intrapersonal factors influence employees' proenvironmental behavior. One hundred-twenty employees from American-based organizations completed an online survey measuring self-assessed proenvironmental behaviors, among other variables. The results from a Pearson correlation analysis indicated that all of the independent variables had a significant positive relationship with employee proenvironmental behaviors. Multiple regression analysis showed that while each variable was a significant predictor of proenvironmental behaviors, only the economic dimension of CSR (β = .300, p = .014) and the self-efficacy dimension of protection motivation (β = .269, p = .037) significantly contributed to the model. Leaders' use of the findings may lead to positive social change through improved environmental performance in the form of decreased pollution, a more efficient use of natural resources, and reduced greenhouse gas emissions, all toward a more sustainable future.
27
Bergström, Jesper, and Andreas Gustafsson. "Employee motivation underexternal control : A study of financial advisors at large Swedish firms." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-27008.
Full textAbstract:
Background – Due to the increased complexity of the Swedish financial market, the increased demand for financial services and the increased number of financial advisors, the role of financial advisors is important on the financial market. The external control from Finansinspektionen has been increased in order to eliminate rogue advisors and this type of control often affects employees’ motivation in a negative way. Because of the important role financial advisors have on the financial market, it is essential that they are motivated in order to perform well in their profession. Purpose – The purpose of this study is to investigate how the external control affects the work motivation of financial advisors and how motivational factors could be used when designing a management control system in a context characterized by high external control. To answer this purpose, this thesis answers these following three research questions: What do financial advisors perceive to be the most effective motivational factors? How does the external control influence the motivation of financial advisors? How could the work be designed to maximize the motivation of financial advisors? Method – In order to fulfill the purpose of this study, we have a qualitative approach were we conducted ten semi-structured interviews with financial advisors. The financial advisors are working at two large Swedish financial advisory companies. Findings/Conclusion – After analyzing the empirical data, with relevant theories, interesting findings were made. In general, the external control from Finansinspektionen is interpreted as unmotivating by financial advisors. To counter this, it is important that the employers invest resources to develop IT-systems that minimize the time spent on these work tasks. The administrative work, which arises from the external control, would become more effective and not so time consuming. The management control systems must be designed so that they maximize the motivation of the advisors. Employers must also use correctly designed reward systems in order to have motivated employees. Practical Implications – This study contributes to important findings for managers in Swedish financial advisory companies. Since the management control systems could be designed in another way to maximize the motivation of the financial advisors, this study is an important contribution to the financial sector, where the financial advisors operate.
28
Haslett, Vaughan. "Performance bonus as entry vehicle to performance management." Thesis, Cape Technikon, 1999. http://hdl.handle.net/20.500.11838/2058.
Full textAbstract:
Thesis (MTech (Busines Administration))--Cape Technikon, 1999.The purpose of this research is to answer the following fundamental question: "Is the performance bonus approach a viable alternative methodology for implementing a Performance Management and Development intervention in South African companies? " The intention is to use the performance bonus as an entry vehicle for the establishment of a fully functional performance management and development system. The introduction of a performance based bonus system is intended to instill the recognition of "the pay for performance" concept as opposed to one of entitlement. What is expected is that a culture of performance will develop encompassing standards of work performance, goal orientation and a level of individual responsibility for recognition and reward. Understanding and acceptance of the performance bonus will create a platform for the introduction of further levels of remuneration, being increases and finally basic salary becoming performance based. Furthermore, this will allow the development of the further necessary levels of a fully functional integrated performance management and development system. This would entail the inclusion of management levels within the system as well as operational levels (departments, divisions and regions) and finally the organisational level thereby linking all aspects of the system to overall strategy.
29
Joubert, Carolien. "The role of talent management in the recruitment and retention of a high performance workforce." Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53682.
Full textAbstract:
Thesis (MBA)--Stellenbosch University, 2003.ENGLISH ABSTRACT: The purpose of this research is firstly to theoretically describe the concept of talent management and determine the role thereof in the recruitment and retention of a high performance workforce. Secondly the experience of organisations and Recruitment Practitioners in the Cape Peninsula towards talent management is described through the utilisation of phenomenological research principles. The theoretical concepts determined are compared to the actual status quo that presently exists in the marketplace to determine the gaps that resides. The literature investigation concentrated on the central aspects pertaining to this study namely a clear definition of talent management principals, recruitment trends that currently influences the world of work. talent retention practises and the development of an integrated talent management system. The phenomenological investigation was conducted through interviews with selected Human Resource professionals and Recruitment Practitioners in the Cape Peninsula. Carefully constructed open-ended questionnaires were utilised in the interviews. Four themes emerged from the investigation centring on the general principles of talent management, the understanding versus application of talent management, organisational recruitment, retentions practises and the role of the Recruitment Practitioner. From the study it is clear that talent management principles are still not entrenched in organisation especially regarding the retention of their workforce as well as the establishment of an integrated approach towards talent management. An emerging realisation of the importance of talent management existed among the respondents interviewed, however true application is still within a development phase. The role of Recruitment Practitioners and their relationship towards organisations in the recruitment and selection of talent is also scrutinised. It becomes evident that Recruitment Practitioners operate within a highly competitive and volatile market necessitating certain survival techniques that is in contrast to the principals pertaining to proper talent management practises.
AFRIKAANSE OPSOMMING: Die doel van hierdie navorsing is om eerstens die aspekte random talent bestuur teoreties te beskryf en sodoende die rol daarvan in terme van die werwing en behoud van 'n uitstaande arbeidsmag te bepaal. Die tweede aspek van die studie wentel rondom 'n fenomenologiese ondersoek wat die ervaring van organisasies en werwings agente in die Kaapse Skiereiland in terme van talent bestuur beskryf. Die teoretiese beginsels wat bepaal is word dan vergelyk met die werklike stand van sake en die gapings word ge"identifiseer. Die literatuurondersoek fokus op die sentrale aspekte van die studie naamlik 'n duidelike definisie van talent bestuur, werwings tendense wat huidig in die mark voorkom, talent behoud in organisasies en die ontwikkeling van 'n geintegreerde talent bestuur sisteem. In die fenomenologiese ondersoek is gebruik gemaak van onderhoude met gekose personeel beamptes as ook werwings agente in die Kaapse Skiereiland. Spesiaal ontwikkelde vraelyste is gebruik vir die onderhoude. Uit die ondersoek ontvou vier temas wat sentreer om, 'n vergelyking van die begrip en die werklike toepassing van talent bestuur, werwings beginsels in organisasies, talent behoud praktyke en die rol van werwings agente. Dit blyk duidelik dat talent bestuur praktyke nog steeds nie geintegreer is in organisasies nie spesifiek in terme van talent behoud en die ontwikkeling van 'n geintegreerde talent bestuur benadering. Respondente het wel die belangrikheid van talent bestuur besef, maar die toepassing hiervan is steeds in 'n ontwikkelings fase. Die studie het ook 'n noukeurige ondersoek gedoen in terme van die rol wat werwings agente speel in terme van die werwing van hoë kwaliteit werknemers in organisasies. Dit blyk duidelik dat werwings agente onder baie wispelturige toestande in 'n hoogs kompeterende mark werk. Dit het sekere faktore tot gevolg wat kontrasteer met die praktyke van talent bestuur.
30
Pastille, Catherine L. "Personal energy management styles and their influence on work performance /." View online ; access limited to URI, 2007. http://0-digitalcommons.uri.edu.helin.uri.edu/dissertations/AAI3277004.
Full text
31
Smith, William D. "The effect of the force of love in influencing a positive organizational climate as perceived by project managers of Fortune 500 companies." Online full text .pdf document, available to Fuller patrons only, 2001. http://www.tren.com.
Full text
32
Petzer, Liane. "The relationship between authentic leadership and employee performance." Thesis, Rhodes University, 2018. http://hdl.handle.net/10962/59467.
Full textAbstract:
The impact of a leader on his or her followers has been a topic of much research and therefore organizations, including the financial services sector in South Africa, are placing more and more emphasis on what this leadership construct looks like. Research suggests that Authentic Leadership might be a new kind of leadership approach that the world is looking for. This study aims to establish the possible relationship between an authentic leader and the impact the leader’s behaviour has on the performance of his or her employee. The study further attempts to establish if satisfaction can play a mediating role in the relationship between authentic leadership and the performance of an employee. The research used two established research instruments, namely the Authentic Leadership Questionnaire (ALQ), as well as a section of Freese and Schalk’s (2008) psychological contract questionnaire relating to satisfaction specifically. Respondents were also requested to indicate their most recent performance rating. The study was conducted within the financial sector based in the Eastern and Southern Cape with a total population of 1077 employees across all business units, job grades, race, age, education and gender. The study established a significant positive relationship between authentic leadership and employee performance. A further significant positive relationship was established between authentic leadership and satisfaction. However, no relationship could be established between satisfaction and performance, thereby indicating that satisfaction was not a mediator of the relationship between authentic leadership and employee performance. In conclusion, recommendations for management practice and for further research are made.
33
Tseana, Tloutsana. "Critical success factors of effective performance appraisal and the latter's effect on employee engagement." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/21395.
Full textAbstract:
The objective of this study was to investigate what the critical elements were for an employee performance appraisal system (EPA) to be effective and successful and whether the latter would enhance employee engagement. The study hypothesised that three elements, namely the level of trust in the appraiser, communication by the appraiser and the level of training of the appraiser would be critical to achieve an effective EPA. Effective performance appraisal is known to benefit organisations by helping them measure performance, motivate employees and most commonly help to make HR related administrative decisions, such as promotions and rewards. The study was conducted in a national public entity, which is constituted and mandated in terms of the PPEC Act, No 9 of 1983, to perform cold chain services and also under the APS Act, No.119 of 1990. The organisation studied also delivers inspection and food safety services for perishable products as mandated by the Department of Agriculture, Forestry and Fisheries. The research adopts a survey approach where self-administered questionnaires were used to gather data from the employees to measure their opinions of the measured elements of the employee performance appraisal (EPA). The surveys were issued to a total of 150 employees within the organisation and a total of 82 usable surveys were returned. The findings of the study revealed that the employees were generally satisfied with the level of competency, training of, and trust in, the appraiser, but there was still work to be done in improving the system and making it more successful and rewarding. Communication by the appraiser was found to be not significantly related to the effectiveness of the current performance appraisal system.
34
Barbosa-McCoy, Vanessa Lizzette. "Hotel Managers' Motivational Strategies for Enhancing Employee Performance." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2064.
Full textAbstract:
More than 600,000 employees depart the hospitality industry for a variety of reasons such as lack of motivational strategies (MS) of hotel general managers (GMs). The purpose of this multiple case study using census sampling was to explore what MS hotel GMs used to enhance employee performance. The 3 GMs of 3 full-service branded hotels with a guest capacity of 160-699 were randomly selected in South Florida. Data were collected from face-to-face interviews with the hotel GMs, employee performance evaluations, and results of guest and employee satisfaction surveys from the hotel GMs. Data analysis involved methodological triangulation to determine how motivation was captured and measured using interpreted data, verification through the member-checking process, and coding techniques such as mind mapping to identify reoccurring codes and categories. Through thematic analysis, 4 major themes emerged: workplace motivation, job satisfaction, positive performance, and social expectation. Findings from the 4 themes revealed that recognition and guest satisfaction unveiled a positive effect on employee performances and that motivation through community engagement gave employees reasons to perform well. The effectiveness of MS on employee performance was conceptualized by the expectancy theory to determine motivational triggers and the behavior engineering model to determine which MS led to improved performance. Social implications include encouraging hotel GMs to adjust and develop motivational strategies that engage employees to improve the employee-customer relationship and to increase community involvement which may promote positive social change.
35
Ko, Ka-fai. "An evaluation of the incorporation of information technology in the property management industry in Hong Kong /." View the Table of Contents & Abstract, 2006. http://sunzi.lib.hku.hk/hkuto/record/B38027574.
Full text
36
Sha, Nadine. "A study of the relationship between job satisfaction and procedural justice experienced by employees in a brick manufacturing company and their organisational citizenship behavior." Thesis, University of the Western Cape, 2007. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_8294_1257933416.
Full textAbstract:
The purpose of this study is to investigate and review literature that examines whether job satisfaction and procedural justice have a positive relationshipwith employees organisational citizenship behaviour in a brick manufacturing industry
37
Rwodzi, Bright. "Drivers of employee engagement in a lean manufacturing environment during a period of change." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/20559.
Full textAbstract:
Purpose - The purpose of the study was to determine the drivers of employee engagement in a lean manufacturing environment during a period of change. It also highlighted the importance of employee engagement with regards to the improvement of organisational performance especially in a lean manufacturing environment during the change. Design/methodology/approach – The most frequently mentioned drivers of employee engagement in relation to change and a lean environment were identified through a literature study. The potential drivers that emerged were vision, leadership, communication, immediate supervisory behaviour, team collaboration and training/career development. An empirical study was then carried out to study the impact of these factors on affective commitment, volunteerism and sportsmanship, the latter two are components of organisational citizenship behaviour. A survey with a questionnaire was conducted amongst 86 employees in a lean manufacturing organisation, which was undergoing change. The data analyses included descriptive statistics, correlations and multiple regression analysis. Findings – It was observed that all the six identified drivers of employee engagement namely: Vision, Leadership, Communication, Immediate Supervisor Behaviour, Team Collaboration and Training and Career Development explained 61.2 per cent of the variance in the employee engagement. However, the variables that had the biggest impact on employee engagement were the articulation of the organisational change Vision, Team Collaboration and Immediate Supervisor Behaviour. Practical implications – The results of the study emphasise that special focus and effort must be placed on factors affecting Vision, Team Collaboration and Immediate Supervisor Behaviour as they have shown significantly higher influence on employee engagement in a lean manufacturing environment during a period of change.
38
Jones, Lorelei Aldridge. "The association between supervisor characteristics and program assistant motivation and success /." Electronic version (PDF), 2003. http://dl.uncw.edu/etd/2003/jonesl/loreleijones.pdf.
Full text
39
Awan, Sahar. "The Micro Foundations Of Public Employee Behavior." Doctoral thesis, Universitat Ramon Llull, 2019. http://hdl.handle.net/10803/666874.
Full textAbstract:
La Motivació del Sector Públic (PSM) és considerada com la principal base motivacional de l’empleat del sector públic i s’ha convertit en un element fonamental en l’estudi dels treballadors del sector públic. Al llarg dels anys, PSM ha estat responsable d’explicar una sèrie de comportaments i actituds dels empleats. Aquesta tesi examina l’impacte del PSM en algunes de les actituds i comportaments dels empleats del sector públic que són importants per a l’organització. Aquesta tesi empra diverses eines empíriques per examinar un conjunt de relacions que poden ser generades pel PSM. Les actituds i els comportaments relacionats amb el PSM que s’examinen aquí són el comportament prosocial, el comportament de la ciutadania organitzativa, la satisfacció laboral, el compromís organitzatiu, el rendiment individual, la rotació de treballadors i el burnout. Examinem la literatura empírica anterior per conciliar resultats dispars i també presentar noves dades empíriques per entendre millor la influència del PSM en aquestes variables rellevants organitzativament.La Motivación del Servicio Público (PSM) se considera la base motivacional principal de los empleados del sector público y se ha convertido en un elemento fundamental en el estudio del personal público. A lo largo de los años, PSM ha sido responsable de explicar una serie de comportamientos y actitudes de los empleados. Esta tesis examina el impacto de PSM en algunas de las actitudes y comportamientos de los empleados del sector público que son importantes para la organización. Esta tesis emplea varias herramientas empíricas para examinar un conjunto de relaciones que pueden ser generadas por el PSM. Las actitudes y comportamientos vinculados con el PSM que se examinan aquí son el comportamiento prosocial, el comportamiento organizacional de la ciudadanía, la satisfacción laboral, el compromiso organizacional, el desempeño individual, la rotación de trabajadores y el burnout. Examinamos la literatura empírica existente para reconciliar resultados dispares y también presentamos nuevos datos empíricos para comprender mejor la influencia de la PSM en estas variables tan relevantes para la organización.
Public Service Motivation (PSM) is regarded as the primary motivational basis of public sector employee and has emerged as a pivotal construct in the study of public personnel. Over the years PSM has been held responsible in explaining a number of employee behaviors and attitudes. This thesis examines the impact of PSM on some of the attitudes and behaviors of public sector employees that are important for the organization. This thesis employs various empirical tools to examine a set of relationships said to be driven by PSM. The attitudes and behaviors linked with PSM that are examined here are prosocial behavior, organizational citizenship behavior, job satisfaction, organizational commitment, individual performance, turnover and burnout. We examine past empirical literature to reconcile disparate results and also present new empirical data to better understand the influence of PSM on these organizationally relevant variables.
40
Quader, Kazi, and Sisi Jin. "Managing Selection and Retention of Employees : A Case Study on Länsförsäkringar Bergslagen." Thesis, Mälardalens högskola, Akademin för hållbar samhälls- och teknikutveckling, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-12939.
Full textAbstract:
Research Question: How can a firm such as Länsförsäkringar Bergslagen utilize selection and retention methods to find and keep employees that add value to the organisation? Purpose: The purpose of this thesis is to describe and analyse the process of selection and retention and how it can affect organisations’ ability to select and retain staff that perform well and are an asset to the organisation. Method: Primary information was gathered from a face-to-face interview with the chief of personnel at LFB, as well as from a follow-up e-mail interview. Secondary information was gathered from books, journals and the web. The research is designed as a case study and the approach to analyzing data is qualitative. Conclusion: From the findings the authors conclude that by using selection methods with high predictive validity such as structured interviews, cognitive and personality tests, work samples and assessment centres, while at the same time considering how these methods affect the candidates attitudes and how well they allow for the candidate and employer to exchange views, values and goals, is the way firms can utilize selection methods in order to find staff that will add value to the organisation. LFB is using all these methods, except for work samples. Of the others remaining, structured interviews is the most common in LFB. On the perspective of retention, Länsförsäkringar Bergslagen has developed a performance-based system which takes an essential role on employee motivation, where recognition by offering growth opportunities is most significant in retaining key employees but is also most difficult to be conducted in LFB as growth opportunities are limited.
41
Castren, Satu, and Kaleem Ullah Muhammad. "What should be done to improve employee motivation at Lammin Osuuspankki branches in Lahti?" Thesis, Mälardalen University, School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-821.
Full textAbstract:
Abstract
Date 12th June, 2008
Course Name Master Thesis EFO 705
Program MIMA‐International Marketing
Group Satu Kristiina Castren 821118‐P147
Kaleem Ullah Muhammad 801202‐P310
Tutor Tobias Eltebrandt
Title
What should be done to improve employee motivation at Lammin Osuuspankki branches in Lahti?
Problem Statement
What should be done to improve the motivation of employees by the
management at the branches of Lammin Osuuspankki in Lahti?
Purpose of the Research
The purpose of the research is to study internal marketing at Lammin
Osuuspankki Lahti branches focusing on employee motivation. This research is designed for the management of Lammin Osuuspankki so that they can encourage the employees to work in an effective way. The authors will find the factors that are effecting the motivation of employees at the branches and need further improvement to increase the motivation of the employees. The research aim is to improve the employee motivation at the branches through our suggestions.
Methodology
For this research, the authors have used primary and secondary data to collect the information needed. The primary data was collected by qualitative and quantitative methods. The quantitative data was conducted by a survey, which was based on a theoretical model, the dynamic Triangle of motivation and the adapted job characteristic model. The qualitative primary data was gathered by two interviews. The secondary data was collected mainly from books, online databases and articles.
Conceptual Framework
The conceptual framework includes two models: The Dynamic triangle of
Motivation and the modified Job Characteristic Model. The dynamic Triangle of Motivation looks at the values and attitudes and the needs that influence motivation for employees at a learning organization. The Job characteristic Model is a framework for studying the impact of job characteristics on job satisfaction and job outcomes.
Conclusions
The conclusions revealed the different preferences and importance of the motivational factors to the employees at Hämeenkatu and Paavola bank branches. The authors concluded all the motivational factors that require improvement to increase the motivation of employees at Hämeenkatu and Paavola branches. In short, other than cultural harmony and communication between co‐workers inside social dimensions all the other factors required improvement to improve the motivation of the employees.
42
Oosthuysen, Coenraad Willem. "Work management business process against employee engagement." Thesis, Stellenbosch : University of Stellenbosch, 2008. http://hdl.handle.net/10019.1/810.
Full textAbstract:
Thesis (MBA (Business Management))--University of Stellenbosch, 2008.AFRIKAANSE OPSOMMING:‘n Kwalitatiewe evaluasie van die faktore wat werknemer verbintenis in die uitvoering van ‘n werksbestuur besigheidsproses beinvloed, word aangebied. Die nodigheid van werknemer verbintenis en besigheidsprosesse in organisasies word beskryf. ‘n Vergelyk tussen die beginsels van werknemer verbintenis en die werksbestuur proses word gedoen. Deur middel van statistiese evaluasie tegnieke (frekwensie evaluasie) dra hierdie navorsing by tot die bestaande kennis in hierdie domein deur die identifisering van faktore wat bydra tot die onttrekking van werknemers van die werksbestuur proses en gevolglik die organisasie verlaat. Resultate bevestig dat die werksbestuur proses die verbintenis van werknemers tot die werksbestuur proses fasiliteer, veral vir werknemers wat onlangs die arbeidsmark betree. Persoonlike groei en loopbaan ontwikkeling word egter nie ten volle ondersteun in die uitvoering van die werksbestuur proses nie. Aanbevelings word gemaak ter ondersteuning van die implementering van ‘n volhoubare werksbestuur proses.
ENGLISH ABSTRACT: Presents a qualitative evaluation of the factors that influence employee engagement from the perspective of implementing and sustaining a work management business process. Describes the intent of employee engagement and business processes in organizations. Compare the principles of employee engagement and the work management business process. By applying statistical evaluation methods (frequency analyses) this research adds to the existing body of knowledge in this field by identifying factors that lead to disengagement of employees in the execution of work management business processes and subsequent loss of skills. Analysis indicates that the business process facilitates engagement of employees in work management at the start of their careers, however career development and personal growth for experienced employees are lacking in the execution of work management. Concludes with recommendation for sustaining employee engagement in work management.
43
Gibbons, Theresa. "Engagement, motivation, and performance in a multigenerational organization /." Burnaby B.C. : Simon Fraser University, 2005. http://ir.lib.sfu.ca/handle/1892/3627.
Full text
44
Christopher, Alan B. "Effects of an incentive program on the absenteeism on instructional workers." Virtual Press, 1986. http://liblink.bsu.edu/uhtbin/catkey/458523.
Full textAbstract:
Two groups of employees who worked in a residential institution were subjects in an experiment testing the effects of an incentive program designed to improve attendance. Each employee in the experimental group who attended work on a scheduled day received one poker card from a standard deck of 52 playing cards. At the end of each week, the employee holding the best poker hand was awarded $25 by the manager of the facility and was commended for his or her attendance. Employees in the comparison group received no special treatment and were maintained under the previously established attendance policy. Results of the study indicated that absenteeism for the experimental group decreased by approximately 50% during the poker phases of the experiment. Inferences based on the data, however, were difficult because the scientific reasoning used in the study was undermined due to similar changes in the comparison group's absenteeism. Implications of the results were discussed in terms of improvements and suggestions for future research.
45
Chrest, K. Tyler. "Employee Motivation Related to Leadership Behaviors in Rural Outpatient Healthcare Settings." Franklin University / OhioLINK, 2020. http://rave.ohiolink.edu/etdc/view?acc_num=frank1608581990857996.
Full text
46
Berglund, Emmie, and Linnéa Bergquist. "ATT MOTIVERA GENERATION Y : En fallstudie baserad på hur chefer inom friskvårdsbranschen kan behålla sina unga medarbetare." Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-15225.
Full textAbstract:
En arbetsplats som inte ses tillräckligt motiverande för en individ kan leda till att en anställd frivilligt väljer att lämna ett företag, vilket ofta resulterar i höga oförutsägbara personalomsättningskostnader och olägenheter för en verksamhet. Därmed ses bibehållandet av personal, så kallat Employee retention, vara av stor betydelse. Då motivation i arbetet kan vara förknippad med upplevelsen av tillfredsställelse som skapar positiva arbetsattityder kan detta begrepp ses vara integrerad med arbetet av att behålla personal. För att kunna upprätthålla motivation är det dock viktigt att chefer förstår hur generationsskillnader kan påverka individers behov på arbetsplatsen. Då unga medarbetare, så kallade generation Y, är individer som ses mer benägna att lämna ett företag än tidigare generationer har denna studie valt att rikta ett enskilt fokus mot friskvårdsbranschen som påvisat inneha ett högt antal unga medarbetare. Syftet med denna studie var att skapa en förståelse för hur chefer kan arbeta med att motivera sina medarbetare tillhörande generation Y för att kunna behålla dem i ett företag inom friskvårdsbranschen. Studien tar utgångspunkt i generationsteorin av Mannheim (1927) samt i motivationsteorierna av Maslow (1943) och Vroom (1964), vilka fungerar som ett vetenskapligt stöd i sökandet efter svaret på studiens problemformulering och frågeställning. För att finna svar på den uppsatta frågeställningen har en kvalitativ forskningsmetod använts med ett kompletterande deskriptivt inslag i form av en rangordningsmetod. Insamlingen av den empiriska datan genomfördes med hjälp av en fallstudie mot två olika friskvårdsföretag. Sammanlagt genomfördes 13 kvalitativa intervjuer med chefer och medarbetare samt en kvalitativ textanalys baserat på fallföretagens arbetsmaterial och policydokument, vilka tillsammans utgjorde en trianguleringsmetod. Resultatet i denna studie presenterar en distinktion mellan vad chefer tror motiverar generation Y och vad i praktiken som de faktiskt motiveras av. De motivationsfaktorer som visade sig utmärkande och viktiga för att medarbetare tillhörande generation Y skulle stanna i friskvårdsbranschen var Personlig utveckling, Samhörighet och gemenskap samt Trygga anställningsvillkor. Det ska dock observeras att detta resultat var en generalisering av den insamlade empirin och utgör således inte en presentation av vad dessa medarbetare individuellt motiveras av. Därmed ses det även vara av hög väsentlighet att chefer arbetar med att identifiera den enskilde individens behov av motivation på arbetsplatsen.A workplace that is not considered sufficiently motivating for an individual can lead to an employee voluntary choosing to leave a company, resulting in high unpredictable employee turnover costs and inconvenience for the operation. Therefore, Employee retention is considered to be of great importance. Motivation in work may also be associated with the experience of satisfaction that creates positive working attitudes, this term can be seen to be integrated with the work of retaining employees. However, in order to maintain motivation in work, it is important that managers understands how generation differences can affect the needs of individuals in the workplace. Because young employees, so-called generation Y, are individuals who are more likely to leave a company than previous generations this study has a specific focus on the healthcare industry, which has shown a high number of young employees. The aim of this study was to create an understanding of how managers can work to motivate their employees, belonging to generation Y, in order to keep them in a company within the healthcare industry. The study takes a starting point in the generation theory of Mannheim (1927) and motivational theories of Maslow (1943) and Vroom (1964), which have worked out as a scientific support in the search for the answer to the study’s problem formulation and questionnaire. In order to find the answer of the founded question a qualitative researching method has been used, with a complementary descriptive element in form of a ranking method. The collection of the empirical data was conducted using a case study against two different healthcare companies and a triangulation method. In total, 13 qualitative interviews were conducted with managers and employees, as well as a qualitative text analysis based on the case materials and policy documents, which together formed a triangulation method. The result of this study present a difference between what managers believe motivates generation Y and what they are actually motivated by in practice. The motivational factors that was shown distinctive and important for employees belonging to generation Y to stay within the healthcare industry were Personal development, Cohesion and community and Safe employment conditions. However, it should be noted that this result was a generalization of the collected empirical data and does not constitute a presentation of what these employees individually are motivated by. Therefore, it is also considered essential that managers are working to identify the individual’s need of motivation at the workplace.
47
Mavrothalassitis, Paul. "2016-12-31 Investigating the impact of employee motivation on the level of external customer service within Nedbank." Thesis, Stellenbosch : Stellenbosch University, 2010. http://hdl.handle.net/10019.1/80504.
Full textAbstract:
Thesis (MBA)--Stellenbosch University, 2010.The necessity for organisations to deliver exceptional service to customers remains a primary factor for sustainability. Organisations continuously seek differentiation from their competition to realise their strategic goals. The main aim of organisations is to satisfy their employees, customers, stakeholders and regulators, and in doing so they would continue to prosper and reflect a positive return on equity. Organisations strive to be market leaders in the area of customer service by ensuring that employees remain engaged and motivated at all times to ensure that a competitive advantage is evident. This study was conducted in the retail banking environment of Nedbank which investigated the link between employee motivation and how this would affect external customer service. The research results were illustrated by means of qualitative and qualitative measurement frameworks, thereby illustrating the effects of employee motivation on the levels of customer service. The study displays that employee motivation determines the outcome of service levels and the delivery of exceptional customer service by satisfied and informed employees.
48
Luarca, Luis. "A Grounded Theory of the Factors Affecting Employee Vision Inspiration." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3403.
Full textAbstract:
Inspired, motivated employees are essential to organizational success. Research findings indicate a strong relationship between vision, leader charisma, organizational factors, and the extent to which employees feel motivated to achieve organizational goals based on the vision, known as employee vision inspiration (EVI). However, little is known about how employees personalize organizational visions and why this affects their performance. The purpose of this qualitative study was to explore in-depth the organizational and employee-related factors that affect EVI using the constant comparative method and grounded theory methodology, and how EVI manifests itself in employee behaviors directed toward the achievement of a company's vision. Interviews with a purposeful sample of 14 employees, chosen because they were inspired by their organization's vision, provided the data needed to answer the research questions and enable the development of a grounded theory of EVI. According to this theory, having an organization with a strong culture of two-way communication and a positive work environment fostered by a leader committed to an achievable vision positively affects EVI. The theory further indicates that such an organization acts as a motivator that enhances employee satisfaction and commitment, and elevates pride in the organization, thus positively affecting EVI. The significance to social change of this study is that it may enable leaders to understand how to inspire employees to be more creative and more committed to the success of the organization, thereby fostering a more fulfilling and satisfying organizational environment.
49
Tsang, Lau Yee-wah Cecelia, and 曾劉綺華. "A study on the relationship of employees' perception of quality management and employee satisfaction in a social service organisation." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267713.
Full text
50
Tsang, Lau Yee-wah Cecelia. "A study on the relationship of employees' perception of quality management and employee satisfaction in a social service organisation /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18023770.
Full text