Journal articles on the topic 'Employee motivation – Management'
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Kirilina, T. Yu, and O. I. Panina. "Employee Motivation Management." Contemporary problems of social work 3, no. 3 (June 27, 2017): 66–73. http://dx.doi.org/10.17922/2412-5466-2017-3-3-66-73.
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LEE, Hyung-Woo. ""REVISITING CROWDING-OUT EFFECT OF PERFORMANCE MANAGEMENT: ITS IMPACT ON EXTRINSIC AND INTRINSIC MOTIVATION"." Transylvanian Review of Administrative Sciences 63 E (June 30, 2021): 90–109. http://dx.doi.org/10.24193/tras.63e.5.
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Scholars have believed that motivation crowding out will occur when performance-based personnel management is practiced in the public sector. However, drawing on a more sophisticated typology of human motivation, this study demonstrates that the provision of extrinsic rewards can motivate, rather than demotivate, public employees even if public employees have strong public service motivation. Analyzing the data from the Federal Employee Viewpoint Survey (USA), this study found that the practice of employee performance management increases work effort and job satisfaction, and that such effects were mediated mainly by the hybrid motivational mechanisms (i.e., via enhanced self-concepts and perceived fairness), rather than by increasing sheer extrinsic motivation. This implies that the practice of employee performance management can be effective in motivating public employees.
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Hitka, Miloš, Silvia Lorincová, Miloš Gejdoš, Kristina Klarić, and Dagmar Weberová. "Management approach to motivation of white-collar employees in forest enterprises." BioResources 14, no. 3 (May 29, 2019): 5488–505. http://dx.doi.org/10.15376/biores.14.3.5488-5505.
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Employee motivation is a prerequisite for the effective development of the potential of human resources. Therefore, motivation processes are important. The aim of the paper was to define the motivational priorities of white-collar employees in forest enterprises. Following the research results, cluster analysis statistical methods were used to define employee groups with similar motivations. The research was carried out in 11 forest enterprises with 195 total respondents. The results indicated that it is possible to create a unified motivation program with selected motivation factors for white-collar employees in forest enterprises. Defined groups had similar levels of motivation in individual motivation factors. Three significant motivation factors were determined: basic salary, working environment, and fair appraisal system. These motivation factors can be systematically implemented as a tool to improve the level of motivation of individual groups. It is important to consider that conditions and work environments change over time, so an effective motivation program must be updated regularly in order to produce sustained benefits.
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Isrot, Afifa. "Impact of Management Systems and Motivational Factors on Employee Satisfaction in the Health Sector: A Study on Rangpur City Corporation Area." Global Disclosure of Economics and Business 11, no. 1 (June 30, 2022): 39–58. http://dx.doi.org/10.18034/gdeb.v11i1.636.
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This study sheds light on the relationship between Employee management and motivation (EMM) practices with employee satisfaction. The study's objective is to analyze the implementation of employee management practices, motivational factors in healthcare centers, and its impact on employees' perception, which leads to satisfaction or dissatisfaction. Employee Management includes workforce planning, induction compensation management, and employee motivation. The study focuses on employee motivation. It is the most critical factor for increased commitment, productivity, and involvement of employees in their job. Motivational factors include training and development, performance appraisal, promotion, etc. In addition, the study observed that those hospitals following systematically and scientifically EMM practices create high employee satisfaction levels. As a result, these employees are more committed to better performance.
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Conrad, David, Amit Ghosh, and Marc Isaacson. "Employee motivation factors." International Journal of Public Leadership 11, no. 2 (May 11, 2015): 92–106. http://dx.doi.org/10.1108/ijpl-01-2015-0005.
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Purpose – Motivation is a widely explored topic and numerous studies have been done to determine motivation importance and implementation. However, no studies have been identified that investigate what motivators are most important to physicians and if physician leaders agree with the importance physicians place on specific motivational aspects. The purpose of this paper is to investigate this missed management learning opportunity. Design/methodology/approach – A fully inclusive sampling of all (n=2,547) public-practice physicians and physician leaders (clinic and hospital employed, non-private practice) in Minneapolis and St. Paul Minnesota was conducted in the summer and fall of 2013. The surveys were sent in a link via a web survey software program by the study researchers. The surveys were anonymous and minimally intrusive, asking only for perspectives regarding the most important motivational elements by physicians and physician leaders. Findings – Generally, the responses were surprisingly similar between physicians and physician leaders. The two statistically different motivators – interesting work and job security – were ranked as more important by physicians than the physician leaders. This suggests that leaders should be more attentive to ensuring variety, challenge, and engagement is an active part of the physicians’ work. This also suggests that managers should emphasize and reinforce the fact that – if it is the case – jobs are secure and that staffing stability is a key goal for management. As Kovach (1987) suggests, as employees’ income increases, money becomes less of a motivator and as employees get older, interesting work becomes more of a motivator. Research limitations/implications – Conclusions and generalizations can be made about the population sampled. Practical implications – The two statistically different motivators – interesting work and job security – were ranked as more important by physicians than the physician leaders. This suggests that leaders should be more attentive to ensuring variety, challenge, and engagement is an active part of the physicians’ work. This also suggests that managers should emphasize and reinforce the fact that – if it is the case – jobs are secure and that staffing stability is a key goal for management. Social implications – As this study reveals, physicians have clear preferences when it comes to workplace motivation. It is not unreasonable then to determine that the more satisfied the employee, the better he or she will perform. Accordingly, the environment that managers create for their employees must be one that is constructive to positive energy. If employees feel happy when they are working, then they will be naturally encouraged to work, thus producing improved quality healthcare for patients. Originality/value – What are the most important motivators for physicians and do physician leaders understand what motivators are to enhance physician productivity, well-being, and morale? Answers to this question may be beneficial to designing leadership education that enhances the understanding of the impact effectively identified and effectively applied motivation techniques may have on employee behavior and attitudes. Insights will also benefit the design of motivational structures and methods in the healthcare workplace.
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Obilade, Sandra. "Redefining Loyalty: Motivational Strategies and Employee Loyalty in an Era of Downsizing." New England Journal of Entrepreneurship 1, no. 1 (March 1, 1998): 30–40. http://dx.doi.org/10.1108/neje-01-01-1998-b004.
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Retaining employee loyalty after restructuring is a problem for all types of businesses. The major issue concerns how management and employees can establish a new, mutually acceptable "psychological contract" which ensures employee loyalty but not lifelong employment. Eighteen small businesses in Fairfield County, Connecticut were surveyed to investigate loyalty and motivation after downsizing. A significant correlation was found between loyalty and motivation. Furthermore, several motivational techniques employed were inconsistent with employee needs. Suggestions are offered on how to retain employee loyalty.
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Dolgalova, O., and T. Remesnik. "Application of foreign methods of labor motivation at Ukrainian enterprises." Galic'kij ekonomičnij visnik 70, no. 3 (2021): 140–47. http://dx.doi.org/10.33108/galicianvisnyk_tntu2021.03.140.
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This paper is devoted to the investigation of the motivation concept, study and analysis of foreign experience in motivating employees and the selection of elements that can be adapted in Ukrainian enterprises. The theoretical foundations of the staff motivation concept are considered in this paper. It is found that the staff motivation has significant impact on the staff and enterprise efficiency. The main tasks of employee motivation are determined. They are as follows: the formation of understanding of the employees motivation system, the establishment of psychological climate in the team; creating democratic approaches to personnel management. The main types of staff motivation are identified as tangible and intangible. The main means of material and intangible employees motivation are considered. Since without the staff interest it is impossible to solve the enterprise problems, motivation becomes an important task for the enterprise. In order to increase the material and moral interest of employees, to develop and improve the incentive mechanism the experience of developed countries in this area is taken into account in this paper. Foreign experience is considered to identify the optimal model of employee motivation at Ukrainian enterprises. Motivation systems of such leading countries as Japan, France, USA and Germany are studied. The ways of motivating employees in such leading companies as Google, Zappos, Huffington Post, Procter & Gamble, Apple, IBM and AT&T, Nihon Shokken are considered. Elements of French, German, American and Japanese motivation systems are generalized. The main elements of these foreign systems of employee motivation are identified: individualization of wages; incentives for staff training, arrangement of recreation areas, motivational monitoring, etc. From foreign experience, we can seen that motivation makes it possible to solve the problems related to the improvement of employee productivity. Therefore, the elements that can be adapted to national traditions of personnel management and used in Ukrainian enterprises for effective human resource management are highlighted in this paper.
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Rumyantseva, I. A., M. B. Zhernakova, and T. Yu Krotenko. "EMPLOYEE DEMOTIVATION: FACTORS AND CAUSES OF EMPLOYEE DEMOTIVATION." Scientific Journal ECONOMIC SYSTEMS 1, no. 181 (2021): 102–8. http://dx.doi.org/10.29030/2309-2076-2021-14-2-102-108.
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The article analyzes the factors and causes of the state of demotivation to work among employees of organizations. The author emphasizes the importance of employee motivation for the success of modern organizations and the undesirable consequences of its absence, which acquire the features of an organizational disease. Demotivation is considered by the authors as a decrease in motivation due to the influence of various circumstances. The factors that demotivate employees are analyzed and the probable causes of their occurrence are listed. The article highlights the personal and organizational groups of demotivation factors. Personal factors include chronic dissatisfaction with the dominant needs of employees; incentives used in organizations that become in reality limiting factors; changes occurring in the personal motivational complexes of employees; personal perception by employees of the actions of the organization’s managers as unfair. Organizational factors include unclear division of functions and implemented work processes between employees, unclear organization structure, low manageability of the organization, unclear goals, unreliability of decisions, widely used demotivating management style with a predominance of punishments over rewards, disrespect and neglect of employees. The article considers the employee’s motivational complex, consisting of internal motivation, external positive and external negative motivation, and determines the optimal motivational complex. Attention is paid to the demotivation process, the orientation of employee motivation. The differences in the general motivation of the employee for any actions and the labor motivation of the employee are determined. The necessity of analyzing the motives of people’s behavior in the working environment is emphasized. The article notes the need to distinguish between the real and declared motives of employees, to identify the deep needs, interests and values of people to prevent the state of demotivation.
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Mao, Hsiao-Yen, An-Tien Hsieh, and Chien-Yu Chen. "The relationship between workplace friendship and perceived job significance." Journal of Management & Organization 18, no. 2 (March 2012): 247–62. http://dx.doi.org/10.5172/jmo.2012.18.2.247.
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AbstractExisting research suggests that leaders/supervisors are the major persons in work organizations to promote employee perception of job significance, which is an intrinsic motivator for employee productivity. However, the literature remains unclear on the relationship between workplace friendship and perceived job significance. Results from a survey of 290 Taiwanese employees indicated that workplace friendship enhanced perceived job significance, and such enhancement did not vary across organizational levels. Our findings suggest intrinsically motivating employees through workplace friendship, which extends extant literature on work role of leaders/supervisors in employee motivation. Further, although lower organizational levels have a disadvantage of objectively less job significance in work organizations, our findings suggest workplace friendship is an effective factor in promoting employee perception of job significance. Thus, organizations can embed the mechanism of workplace friendship into the factors of job design to promote employees' intrinsic motivation and thus job and organizational productivity.
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Bryson, Alex, and Michael White. "HRM and Small-Firm Employee Motivation: Before and After the Great Recession." ILR Review 72, no. 3 (May 3, 2018): 749–73. http://dx.doi.org/10.1177/0019793918774524.
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A long-running debate in the small-firms’ literature questions the value of formal human resource management (HRM) practices, which have been linked to high performance in larger firms. The authors contribute to this literature by exploiting linked employer–employee surveys for 2004 and 2011. Using employees’ intrinsic job satisfaction and organizational commitment as motivational outcomes, the authors find the returns to small-firm investments in HRM are U-shaped. Small firms benefit from intrinsically motivating work situations in the absence of HRM practices and find this advantage disturbed when formal HRM practices are initially introduced. Firms can restore positive motivation when they invest intensively in HRM practices in a way that characterizes high performance work systems (HWPS). Although the HPWS effect on employee motivation is modified somewhat by the Great Recession, it remains robust and continues to have positive promise for small firms.
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Machova, Renata, Tibor Zsigmond, Annamaria Zsigmondova, and Zoltan Seben. "Employee satisfaction and motivation of retail store employees." Marketing and Management of Innovations 1, no. 1 (2022): 67–83. http://dx.doi.org/10.21272/mmi.2022.1-05.
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In the 21st century, the rapid technological development in different innovations has not reduced the value of human capital. It is considered to be the most valuable capital of businesses and acts as a driving force of business activity. The perception of human capital should be essential since it has a real impact on the business's success. In human resources management, it is necessary to keep in mind one of the basic functions of management: motivation, planning, and organizing. The main goal of this article is to identify the critical determinants of motivation factors of the human resources capital in the retail sector. An adequately motivated employee is a key to achieving the company goals since employee motivation maintains customer satisfaction and loyalty. Based on the results, the most popular motivation tools proved to be the financial incentives in the form of salary increases or bonuses. In the case of generational differences, there is no difference in the degree of satisfaction with the salary. The employees expressed to be less satisfied with their workplace's communication and leadership style. They have no decision-making power at all. Besides, they do not really feel a sense of belonging somewhere. The members of Generation Z are less satisfied with job security than the representatives of older generations. Most of the retail employees do not find their work interesting or diverse. On the other hand, they think the pace of the work is too fast, but they are well prepared for the work they are doing. Based on the answers, most of the respondents disagree with the inappropriate style of feedback they receive from the managers. The members of Generation Z feel that they cannot adequately utilize their knowledge and skills at their workplaces. They get more criticism than praise than the representatives of older generations.
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Perevezentsev, E. A., and V. M. Levanov. "Motivation as key factor of deploying lean technologies in medical institutions (an analytic review)." Kuban Scientific Medical Bulletin 27, no. 4 (August 14, 2020): 134–48. http://dx.doi.org/10.25207/1608-6228-2020-27-4-134-148.
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Aim. To assess the importance, role, methods and conditions for creating and sustaining positive motivation of medical personnel in deploying a modern management system based on lean production to optimise the production flow in medical institutions, improve quality, availability and efficiency of public medical care.Materials and methods. The authors employed historical, bibliometric and statistical methods to analyse domestic and foreign scientific archives on lean production, motivation and motivational risks as key factors in implementing lean technologies in medical institutions.Results. Implementation of lean production (LP) as a manufacturing management system is among key conditions for creating a new model of the medical institution. Principles of LP are applied at three interfaces: with patients, personnel and resources. Positive motivation of employees is prerequisite for accomplishing a project, which requires supervisors to know and leverage the basics of motivational management. Creation of a motivating environment for various categories of employees in developing a LP system requires taking into account the type and management culture level of a medical institution.Conclusion. In order to create and sustain motivation for realising creative potential of the team, it is necessary to account for the motivation risks, develop and implement a motivation system differentially by employee categories and project stages. Effective motivational measures are necessarily based on a system of material and non-material incentives with clear and achievable criteria, amounts and forms valued by employees and rooted in medical and economic feedback of implementing the LP principles.
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Arifin, Miftahol. "PENGARUH KNOWLEDGE MANAGEMENT, KOMPETENSI, MOTIVASI TERHADAP KINERJA KARYAWAN." PERFORMANCE " Jurnal Bisnis & Akuntansi" 5, no. 2 (November 21, 2015): 1. http://dx.doi.org/10.24929/feb.v6i1.254.
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The purpose of this research is to analyze the influence of knowledge management on employee performance, analyze the effect of competence on employee performance, analyze the influence of motivation on employee performance). In this study, samples taken are structural employees PT.centris Kingdom Taxi Yogyakarta. The analysis tool in this study using multiple linear regression with Ordinary Least Square method (OLS). The conclusion of this study showed that the variables of knowledge management has a significant influence on employee performance, competence variables have an influence on employee performance, motivation variables have an influence on employee performance, The analysis showed that the variables of knowledge management, competence, motivation on employee performance.Keywords: knowledge management, competence, motivation, employee performance.
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Pererva, Petro, Oleksandr Hutsan, Valerii Kobieliev, Andrii Kosenko, and Volodymyr Kuchynskyi. "Evaluating elasticity of costs for employee motivation at the industrial enterprises." Problems and Perspectives in Management 16, no. 1 (February 16, 2018): 124–32. http://dx.doi.org/10.21511/ppm.16(1).2018.12.
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Employee motivation at the industrial enterprises is one of the most important principles of modern management. The practice of production and commercial activities of domestic enterprises speaks for essential modifications in the approaches to identifying the methods of employee motivation.In the meantime, at many industrial enterprises, motivational modules are limited to the level of salary payment. Therefore, the search for approaches to the formation of effective methods of employee motivation and the analysis of their classification peculiarities require implementing the complex scientific research and determine the relevance of the chosen topic. The purpose of the article is to adapt the notion of function elasticity to increase the employee motivation effectiveness at the domestic industrial enterprises. Increasing the effectiveness of employee motivation at an industrial enterprise is the object of the research.The research findings are obtained using the theory and practice of expert methods and system analysis, whereby 26 basic (key) motivational measures were determined, which were divided into six block-modules: jurisdictions, effectiveness, social and psychological, indirect financial influence, and direct financial influence.The weight of each of the motivational factors is determined and they were also classi¬fied according to this indicator. The notion of motivation elasticity is proposed, which makes it possible to assess the motivational measures performance both for every block-module and for every employee, team, production department or enterprise.Motivation elasticity ratio for ten employees of Kharkiv Machine Engineering Plant FED is calculated. Recommendations for further research on the paper’s subject are proposed.
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Hitka, Miloš, Jozef Ďurian, Silvia Lorincová, and Bianka Dúbravská. "INFLUENCE OF SELECTED MACROECONOMIC INDICATORS ON EMPLOYEE MOTIVATION." E+M Ekonomie a Management 24, no. 3 (September 2021): 4–22. http://dx.doi.org/10.15240/tul/001/2021-03-001.
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Motivation is considered one of the most important prerequisites for the success and effectiveness of the resulting performances. Usually, we meet only with a perspective of employee motivation from inside the company. However, the external environment, i.e. macro-environment, also influences the motivation of employees. We decided to focus on exploring how macroeconomic indicators evolution affects employee motivation. By means of the research conducted in Slovakia during the period from 2008 to 2019 on a sample of more than 30,000 respondents, we define the dependence of selected macroeconomic indicators and employee motivation. The research focuses on the analysis of average annual wage and household debt influence on the most important employees’ motivational factors. Based on our findings, we can state that macroeconomic indicators affect the importance of motivational factors in Slovakia. Especially, the average annual wage strongly influences the six motivational factors (communication at the workplace, duties and type of work, working hours, working environment, superior approach, psychological burden). The results of the research also show that the seven motivational factors (atmosphere at the workplace, good team, communication at the workplace, working hours, working environment, superior approach, psychological burden) strongly depend on the macroeconomic indicator of household debt. Therefore, when creating incentive programs, business managers in Slovakia should take into account not only the effects of the company’s microenvironment on motivation but also the effects of the macro-environment and thus macroeconomic changes in the state. The role of a manager is to keep balance between external environment influence on employee motivation and internal actions. The paper presents inspiring ideas in a field of employee motivation and the influence of external environment on motivation.
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Lorincová, Silvia, Miloš Čambál, Andrej Miklošík, Žaneta Balážová, Zdenka Gyurák Babeľová, and Miloš Hitka. "Sustainability in Business Process Management as an Important Strategic Challenge in Human Resource Management." Sustainability 12, no. 15 (July 23, 2020): 5941. http://dx.doi.org/10.3390/su12155941.
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The main goal of human resource management (HRM) is to create conditions that allow enterprises to run businesses effectively by following the maximum performance and sustainability of business processes, which are key factors for an enterprise to succeed on the market. For effective management of employees as a part of HRM, systematic employee motivation is necessary because human resources are a key factor for achieving enterprise sustainability. As employees can be motivated by everything stimulating their activity, the aim is to define the importance of employee motivation through the most important motivation factors relating to mutual relationships. The emphasis is put on the identification of statistically significant differences in terms of socio-demographic features of employees. At a significance level of 5%, the statistically significant differences in terms of gender, age, and job were tested further using Tukey’s honestly significant difference test. The research results showed a large number of statistically significant differences between individual employee categories. This leads to the conclusion that employers should focus on creating individual motivation programs for employees and not approach employees uniformly because of their various needs. Creating individual motivation programs for employees should respect their needs in terms of gender, age, and job position. Enterprises are recommended to focus their motivation programs on supporting motivation factors related to finance, mutual relationships, and work conditions.
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Jung, Jin Ho, Jaewon Yoo, and Yeonsung Jung. "The synergistic effects of LMX and procedural justice climate on employee motivation and customer loyalty in a retail service context." Journal of Service Theory and Practice 32, no. 2 (October 18, 2021): 232–57. http://dx.doi.org/10.1108/jstp-04-2021-0079.
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PurposeThe aim of this paper is to test how leader–member exchange (LMX) interacts with procedural justice climate to influence three types of employee motivation (i.e. achievement striving motivation, status striving motivation and communion striving motivation). Furthermore, this study empirically examines the indirect effects of LMX on customer loyalty through employee motivation and service orientation.Design/methodology/approachThis study used a matched sample of 188 retail service employees and 376 customers from a large shopping mall in South Korea to test the empirical model. Structural equation modeling (SEM) and bootstrapping method were employed to test a series of proposed hypotheses.FindingsThe results show that LMX significantly enhances customer loyalty through two motivational dimensions and service orientation. In particular, this study shows that achievement and status striving motivation are directly related to service orientation, but communion striving motivation does not affect customer-focused service attitude. In addition, procedural justice climate serves as a critical moderator and synergistically interacts with LMX to influence achievement and status striving motivation.Research limitations/implicationsThis study offers new insight regarding how managers' roles in both individual (leader–member exchange) and organizational (procedural justice climate) level affect different forms of retail service employee motivation and service orientation, which in turn, result in customer loyalty.Practical implicationsThe results suggest that when retail service employees perceive procedural fairness at retail stores, they are more motivated to work hard to complete their assignments and achieve their sales goals in conjunction with leader support. Therefore, managers must provide a clear guideline and procedure regarding salary raises and performance evaluations or engage in thorough discourse on such matters with employees prior to announcements of such decisions. Moreover, as retail service employees interact with customers in the frontline, and how they serve customers plays a key role in creating customer loyalty. Managers should encourage retail service employees to engage in service-oriented behaviors.Originality/valueThe results suggest that LMX facilitates more formal task-related motivation to achieve either tasks or status while it is less related to relationship-building motivation, which is a unique contribution of this study. The results offer better understating of how LMX differentially leads to specific types of employee motivation in the existing literature.
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Di Primio, Anthony. "How to Encourage Employee Motivation." Journal of Business Strategy 9, no. 3 (March 1988): 64. http://dx.doi.org/10.1108/eb039232.
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Thuan, Le Cong, and Bui Thi Thanh. "Mediating mechanisms linking developmental feedback with employee creativity." Journal of Workplace Learning 32, no. 2 (November 3, 2019): 108–21. http://dx.doi.org/10.1108/jwl-06-2019-0070.
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Purpose The purpose of this paper is to investigate mediating mechanisms linking leaders’ developmental feedback with employee creativity and the moderating role of intrinsic motivation in the effects of employees’ skills on employee creativity. Design/methodology/approach Using data collected from 326 employees at information technology organizations in Vietnam, this study tested the hypotheses by using structural equation modeling. Findings The results show that leaders’ developmental feedback has a positive indirect relationship with employee creativity via creativity-relevant skills, domain-relevant skills and intrinsic motivation. There are no significant differences in the effects of developmental feedback on employee creativity through proposed mediators. Further, intrinsic motivation positively moderates the impact of domain-relevant skills on employee creativity. However, intrinsic motivation does not moderate the effect of creativity-relevant skills on employee creativity. Originality/value This research is one of the first efforts to investigate intrinsic motivation as a motivational mechanism as well as creativity-relevant skills and domain-relevant skills as cognitive mechanisms for understanding the relationship between leaders’ developmental feedback and employee creativity. This research also examines how intrinsic motivation moderates the effects of employees’ skills on employee creativity.
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Kyfyak, V. I., and I. M. Todoriko. "Implementation of Foreign Experience in Employee Motivation into the Activity of Ukrainian Enterprises." PROBLEMS OF ECONOMY 1, no. 47 (2021): 72–77. http://dx.doi.org/10.32983/2222-0712-2021-1-72-77.
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The actual value of the issue in question lies in the new challenges present in the labor market and the transformation of public relations in connection with COVID-19, making it necessary to reconsider the mechanism of employee motivation, i.e. using the latest instruments for the utilization and management of labor resources. We believe that reasonable implementation of effective employee motivation instruments, developed by successful enterprises, will lead to highly productive work of employees at enterprises and increase the efficiency of human resources utilization. The article aims at analyzing the motivational models of the leading countries and to form the principles of implementing their experience in the business practice of Ukrainian enterprises. The research results in identifying popular instruments used abroad, which are most effective in the current situation in Ukraine, namely: motivating employees to innovative activity by evaluating the results obtained; employees involvement in the management, strategic planning and distribution of corporate profits; flexibility and social dimension of salaries and wages; scoring and rating employees’ performance; encouraging competition and teamwork. The principles of introducing an effective employee motivation model based on foreign experience are formed. It is concluded that if Ukrainian enterprises use employees’ motivation instruments that have proved their effectiveness abroad, then, if used systematically and holistically, they will bring economic growth to the enterprises and social development to the country, in general.
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Islam, Rafikul, and Ahmad Zaki Hj. Ismail. "Employee motivation: a Malaysian perspective." International Journal of Commerce and Management 18, no. 4 (November 21, 2008): 344–62. http://dx.doi.org/10.1108/10569210810921960.
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Egbide, Ben-Caleb, Mercy Agi-Ilochi, Joseph Madugba, Asaolu Taiwo, and Ibrahim Ayomide. "Budgeting approaches and employee motivation in the hospitality industry." Problems and Perspectives in Management 20, no. 4 (December 29, 2022): 588–99. http://dx.doi.org/10.21511/ppm.20(4).2022.45.
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The thorough appraisal of financial tools such as budgeting guides business leaders in effectively planning and controlling business activities for optimum productivity and profitability. Hence, proper budgeting can be used to motivate employees. This study seeks to investigate the functional association between budgetary approaches and employee motivation in the Nigerian hospitality industry. The descriptive research design was employed, and data were garnered via a structured questionnaire (using a five-point Likert) administered to 85 hospitality industry employees spanning accommodation, catering, tourism, and recreation spheres. The paper employed a purposeful sampling technique. Motivation, which is the dependent variable, was determined using the path-goal model. Both descriptive statistics and ordinary least square regression were conducted to gauge the magnitude and direction of the relationship between the variables under consideration. The outcome signposts a significant positive correlation between budgeting style and employee motivation up to 48.9%. Specifically, the participatory budgeting style was shown to boost the motivation of employees to work with set budgets and to pursue company objectives. However, budget standard and success rates were observed to be slightly higher with imposed budgeting. The paper recommends that, while participatory budgeting is good for maintaining a well-motivated workforce, it should be practiced with adequate supervision to avoid having low-performing budgets.
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Antara, Made Ermawan Yoga, Ni Wayan Sitiari, and Wayan Gde Sarmawa. "The Effect of Time Management and Communication on Employee Performance with Mediation of Work Motivation in The Kepeng Money Crafts Industry, Kamasan Village, Klungkung District." Jurnal Ekonomi & Bisnis JAGADITHA 8, no. 2 (October 4, 2021): 117–26. http://dx.doi.org/10.22225/jj.8.2.2021.117-126.
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One of the efforts to improve employee performance is through improvements in time management and communication within the organization. The increasing of time management and communication is expected to increase work motivation for employees. The increasing of employee’s motivation is also expected to have an impact on improving the performance of the employees themselves. This study aims to examine the employee performance through time management, communication and work motivation that was conducted at the Kepeng Money Craft Industry in Kamasan Village, Klungkung District, which involving all 40 company employees as research respondents. This research was conducted in a census. The distribution of questionnaire to the respondents is the method used in collecting the data, then the data is processed using the Structural Equation Modeling Partial Least Square (PLS) method, through the SmartPLS 3.0 program, at a significance level of 0.05 (5%). The results of this study found that time management, communication, and work motivation each had a positive and significant effect on employee performance. Time management has a significant positive effect on work motivation. Time management has a significant positive effect on employee performance. Communication has a significant positive effect on work motivation. Communication has a significant positive effect on employee performance. Work motivation has a significant positive effect on employee performance. Work motivation mediates some of the effects of time management on employee performance. Work motivation mediates some of the effects of communication on the performance of employees of the kepeng handicraft industry in Kamasan Village, Klungkung Regency.
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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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Leskova, S. "Intangible motivation of the staff of modern enterprises." Galic'kij ekonomičnij visnik 76, no. 3 (2022): 74–80. http://dx.doi.org/10.33108/galicianvisnyk_tntu2022.03.074.
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The motivation of the staff of modern enterprises has changed, and the method of “whip and gingerbread” demotivates employees rather than motivates them. Modern enterprises should use more methods of intangible motivation, which affects the loyalty and involvement of employees, creates in them the sense of security and care on the part of enterprise management. Improving the efficiency of personnel management depends on systematic approach to the application of intangible motivation of employees, the formation of motivational programs for middle management. For this purpose the practitioners advise to pay more attention to the motivation of enterprise managers and use such methods as remote work, extra time off, rapid career growth, tuition fees, opportunities for self-realization. Remote work makes it possible to preserve health and life of employees, encourages them to self-organization, self-control and self-motivation, additional vacations or holidays give employees the opportunity to relax and gain strength, which motivates them to create new ideas. Opportunity for self-realization, pay for training and rapid career growth motivates employees with high potential who can become leaders in the future, continuously learn and improve their competence. The investigation highlights the most common methods of intangible motivation of personnel used in modern enterprises, in particular: public recognition of merit, career planning, delegation of managerial powers, increasing personal responsibility, autonomy in solving tasks, employer brand, improving comfort in the workplace, organization of competitions for the title of the best employee, etc. The recommendations of scientists on the organization of intangible motivation, motivational measures of moral, psychological, organizational and social motivation are given. Measures of moral motivation include praise and recognition; psychological motivation – building the system of values and individual approach to each employee, organizational motivation – improving working conditions, organizing ergonomic space, providing flexible work schedule; social motivation – training of employees, participation in the decision-making process. Analysis of the motivational model of the XXI century, based on the innate human psychological needs of autonomy, purpose and skill, the satisfaction of which results in greater achievements of employees. It is shown that the methods of intangible motivation have positive effect on achieving better results in employees, team building and development, reduce staff turnover, improve product quality (goods, works, services) and increase the competitiveness of the enterprise.
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Sirait, Herianti, Dewi Sitio, and Muhammad Ichsan Prawira. "PENGARUH PENEMPATAN PEGAWAI, FASILITAS DAN KOMITMEN TERHADAP MOTIVASI KERJA PEGAWAI BADAN PENGELOLA KEUANGAN, PENDAPATAN DAN ASET DAERAH KOTA TANJUNGBALAI." JMB (Jurnal Manajemen dan Bisnis) 3, no. 1 (March 11, 2021): 1–9. http://dx.doi.org/10.30743/jmb.v3i1.3624.
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The formulation of the problem in this study is whether the placement of employees, facilities, and commitment simultaneously has a positive and significant effect on the work motivation at Regional Financial Management, Income and Assets Agency, Kota Tanjungbalai. This study aims to determine the effect of employee placement, facilities and commitment to work motivation at Regional Financial Management, Income and Assets Agency, Kota Tanjungbalai. The sample in this study were all employees at Regional Financial Management, Income and Assets Agency, Kota Tanjungbalai, which numbered 46 people. The data analysis technique in this research is Multiple Linear Regression. The results of this study indicate; Employee placement partially has a positive and significant effect on employee motivation; Facilities partially have a positive and significant effect on employee motivation; Commitment partially has a positive and significant effect on employee motivation; Employee placement, facilities and commitment simultaneously have a positive and significant effect on employee motivation.
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Mulyani, Sitti Rizki, Vivi Nila Sari, and Marta Widian Sari. "THE MODEL OF EMPLOYEE MOTIVATION AND COOPERATIVE EMPLOYEE PERFORMANCE." Polish Journal of Management Studies 20, no. 2 (December 2019): 379–90. http://dx.doi.org/10.17512/pjms.2019.20.2.32.
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Hidayat, Taofik, Syamsul Maarif, and Alla Asmara. "Employee Performance Management Scenarios in the Era of Work from Home." International Journal of Research and Review 9, no. 1 (January 21, 2022): 452–60. http://dx.doi.org/10.52403/ijrr.20220151.
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Almost all companies in the world have implemented the work from home (WFH) system in the last two years with the aim of limiting community activities in suppressing the spread of Covid-19. Interestingly, both companies and employees also feel benefited from this system, one of which for employees is that they can arrange work places and positions so that they can increase work motivation, for companies they can reduce company costs such as office rental costs. This study aims to analyze the effect of work from home on work motivation, job satisfaction and employee performance, the effect of job satisfaction on employee performance, the effect of work motivation on employee performance, and to create scenarios for managing employee performance. The study was conducted in October 2021 on 86 respondents who work at PT XYZ Jakarta, Surabaya and Medan branches. They were selected by volunteer sampling with the criteria of employees who have worked for at least one year with the level of position as supervisor and staff who have been assigned to work from home. Data were collected by distributing online questionnaires, then analyzed using descriptive analysis and SEM-PLS with the SmartPLS application and TAIDA analysis to determine managerial implications. The results showed that Work from Home had a direct and positive significant effect on Work Motivation and Job Satisfaction but not significant on Employee Performance, Job Satisfaction had a direct and positive effect on Employee Performance, and Work Motivation had no direct effect on Employee Performance. The form of managerial implications that can be carried out for managing employee performance is by using a hybrid work system, namely employees can work with a mixed system between work from home and work in the office. Keywords: job satisfaction, employee performance, work motivation, work from home.
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Sullivan, Jerry J. "Self Theories and Employee Motivation." Journal of Management 15, no. 2 (June 1989): 345–63. http://dx.doi.org/10.1177/014920638901500210.
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Muñoz-Pascual, Lucía, and Jesús Galende. "The impact of knowledge and motivation management on creativity." Employee Relations 39, no. 5 (August 7, 2017): 732–52. http://dx.doi.org/10.1108/er-05-2016-0096.
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Purpose The purpose of this paper is to analyze the influence that two variables related to human resources (HR) have on employee creativity – namely, knowledge management (KM) and motivation management (MM). Design/methodology/approach The linear regression analyses are based on a sample of 306 employees from 11 Spanish companies belonging to three innovative clusters. In addition, “creativity” is considered an antecedent of technological innovation. Findings KM and intrinsic MM are shown to inform creativity, whereas extrinsic MM has no such effect. Practical implications Although this study is based on cross-sectional data, the findings might induce researchers to investigate the effects of other HR variables, such as the types of relations between employees and their long-term impact on creativity. Management should encourage KM and intrinsic MM across employees, as the results indicate that tacit KM, explicit KM and intrinsic MM encourage a positive attitude toward creativity among employees. Originality/value The main contribution is new empirical evidence on the joint influence of aptitudes (KM) and attitudes (MM) on employee creativity. In addition, the study includes a key measure of employee creativity. The evidence reveals the types of KM and MM that encourage or inhibit creative employee behavior. The results show that once employees have reached a medium-high level of extrinsic MM, creativity will be affected solely by intrinsic MM.
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Gechbaia, Badri, Nino Tchilaia, Ketevan Goletiani, and Zurab Muskudiani. "Ways and characteristics of employee motivation in modern conditions." Social and labour relations: theory and practice 10, no. 1 (September 14, 2020): 25–32. http://dx.doi.org/10.21511/slrtp.10(1).2020.05.
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An effective human resource management system is a crucial factor for all organizations and institutions. In the light of modern development, it is obvious that improving the quality of service and gaining public trust is impossible without motivating employees, evaluating their performance, clearly defining duties and building an organizational culture. It should bo noted that Georgian companies lack well-defined human resource management policy. Moreover, in most cases it is limited to administrative procedures and is considered as an operational activity, despite the fact that everyone understands the importance of each employee in achieving organizational success. Among the various ways to achieve organizational goals, one of the most important is to increase employee motivation. Increasing employee productivity depends on proper choice of the form of motivation and its wise use. If a manager meets the expectations of all employees, in this case, employee motivation increases. which means that the level of employee satisfaction is high and the organizational goal will be fully achieved. All of the above and other important issues are researched and scientifically analyzed in this paper.
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Mills, Maura J. "Incentivizing Around the Globe: Educating for the Challenge of Developing Culturally Considerate Work Motivation Strategies." Management Teaching Review 2, no. 3 (May 18, 2017): 193–201. http://dx.doi.org/10.1177/2379298117709454.
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Work motivation has long been considered a driving force behind optimal employee management. However, as the workscape continues its path toward increased globalization, today’s managers must consider cultural influences on employee motivation to implement the most appropriate human capital management strategies within any given context. The classroom exercise described herein challenges students to do just that. This exercise allows students to consider how employees’ culture may interact with their motivations in specific job-relevant contexts, challenging them to develop a culturally considerate motivation plan to drive their employees toward an organizationally desired outcome. As such, the exercise is appropriate for a variety of courses (e.g., Human Resource Management, Work Motivation, Organizational Behavior) at both undergraduate and graduate levels, and options are presented at each stage of the exercise that may be in/excluded at the discretion of the instructor depending on course level and focus.
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Uka, Ana, and Ardita Prendi. "Motivation as an indicator of performance and productivity from the perspective of employees." Management & Marketing. Challenges for the Knowledge Society 16, no. 3 (September 1, 2021): 268–85. http://dx.doi.org/10.2478/mmcks-2021-0016.
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Abstract Motivation plays a crucial role on employees’ performance. Though organizations have an interest in keeping the employees motivated at work, they do not always have the complete picture on what indeed motivates an employee. Scholars agree that money (including employees’ wages) significantly affects employees’ performance and productivity, but they do not unanimously place it among the strongest determinants of employee motivation. The main purpose of this work was to explore the factors influencing the true motivation of employees to enhance their performance and productivity at work. This study employed a quantitative research design based on data collected during the severe period of the COVID-19 pandemic. There were 110 participants, of which 38 (34.5%) males 72 (65.5%) females working in different companies in Albania. The results showed a moderate level of satisfaction and motivation at work and a significant correlation between the motivation and success of the company. Additionally, the data indicated that most of the participants were satisfied with the financial allowances, but that they aspired to have higher wages and better workplace conditions. Therefore, higher salaries, extra bonuses and the promotion in their role at work or recognition and appreciation seem to be very important motivational factors for the employees. Finally, this study proposes recommendations for companies on how to implement different strategies to increase employees’ motivation and enhance the business effectiveness. This study analyses data collected during the global pandemic and would serve as reference for periods associated with dire financial difficulty.
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Ma'ruf, Farid, Ita Reinita Hadari, and Dini Amalia. "EMPLOYEE MOTIVATION AND PERFORMANCE MODELS." International Review of Management and Marketing 9, no. 6 (October 1, 2019): 80–86. http://dx.doi.org/10.32479/irmm.8811.
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Gignac, Gilles E., and Benjamin R. Palmer. "The Genos employee motivation assessment." Industrial and Commercial Training 43, no. 2 (March 15, 2011): 79–87. http://dx.doi.org/10.1108/00197851111108908.
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Sonnenberg, Frank K. "A Strategic Approach to Employee Motivation." Journal of Business Strategy 12, no. 3 (March 1991): 41–43. http://dx.doi.org/10.1108/eb039416.
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Filyasova, Yu A. "Perfectionism and rational-emotive behaviour as a motivational policy for human resource management." UPRAVLENIE / MANAGEMENT (Russia) 10, no. 1 (April 1, 2022): 16–27. http://dx.doi.org/10.26425/2309-3633-2022-10-1-16-27.
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The article considers the concept of a perfectionist motivational policy, which promotes achieving a high level of intrinsic employee motivation that ensures accomplishment of the organisational duties maximum amount; meanwhile, additional compensation produces a motivation displacement effect. Theoretically, perfectionism, as the organisation corporate culture value, contributes to a significant resources saving for the personnel maintenance and development. Employees who find themselves in a corporate perfectionist culture have the advantage of achieving a high autonomy level due to developing integrative abilities for regulating social actions. Perfectionist motivational policy is more typical for the company`s growth cyclical stage and more beneficial for young people who have high goals regarding their professional development. Rational-emotive employees behaviour is a perfectionism operational correlate oriented towards catastrophic attitudes which stimulate continuous activity, maximum involvement in the organisation activities and the achievement of not only operational but also long-term company goals. Perfectionist motivational policy requires an independent employee performance appraisal, which limits the individuals’ personal influence on the organisation’s human resources policy. Inconsistency in implementation of the motivation structural elements not only hinders the motivation internalisation, but also provokes a rise in distrust of power structures in general due to the personnel management low culture in the organisation.
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Oh, Kum-Sik, Juyeon Rachel Han, and So Ra Park. "The Influence of Hotel Employees’ Perception of CSR on Organizational Commitment: The Moderating Role of Job Level." Sustainability 13, no. 22 (November 15, 2021): 12625. http://dx.doi.org/10.3390/su132212625.
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This study attempts to investigate the relationships among Korean hotel employees’ perception of Corporate Social Responsibility (CSR), their intrinsic motivations, and their organizational commitment (OC). The mediating effect of intrinsic motivation on the relationship between employees’ perception of customer- and employee-related CSR and OC is explored, and the moderating role of job level on the relationship between CSR perceptions and intrinsic motivation is tested. The data were collected via online survey, and the Hayes’ Process macro was used as an analysis tool. We found that (1) both types of CSR perceptions are important in creating intrinsic motivation and OC, (2) intrinsic motivation enhances OC, and (3) job level moderates the link between employee CSR perceptions and intrinsic motivation positively. Interestingly, we found that when customer-related CSR or employee-related CSR is high, the level of intrinsic motivation will significantly differ between managerial and non-managerial employees. This study’s results will contribute to the current literature on CSR, and will aid human resources departments that are considering CSR practices as a means to enhancing employee intrinsic motivation and OC.
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Chiaburu, Dan S., and Nichelle C. Carpenter. "Employees’ Motivation for Personal Initiative." Journal of Personnel Psychology 12, no. 2 (January 2013): 97–103. http://dx.doi.org/10.1027/1866-5888/a000089.
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As organizational contexts are increasingly dynamic, the extent to which employees take initiative to facilitate success has become more important. We examine how employee motivation to get ahead (status striving) and get along with others (communion striving) predicts their proactive work behaviors, in the form of personal initiative, over and above employee accomplishment striving. Data collected from 165 employees indicates status striving has a positive and communion striving has a negative relationship with employee personal initiative. More importantly, the interaction between status and communion striving shows increased employee initiative when both status and communion striving increase from low to high levels. Altogether, our results suggest that employees’ initiative is increased when they are motivated by both getting ahead of and getting along with others at work.
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Khan, Aroosa, Fatima Latif, Wardah Jalal, Rabia Anjum, and Muhammad Rizwan. "The Impact of Rewards & Corporate Social Responsibility (CSR) On Employee Motivation." International Journal of Human Resource Studies 4, no. 3 (July 2, 2014): 70. http://dx.doi.org/10.5296/ijhrs.v4i3.5875.
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After a long period of research on this topic, motivating employees and retaining them is still a threatening challenge for organizations. The study aims to analyze impact of rewards and corporate social responsibility (CSR) on employee’s motivation in Pakistan. This study specifically examines the relationship between intrinsic rewards, extrinsic rewards, internal CSR, external CSR (customer related), external CSR (local communities related), external CSR (business partner related) and employee motivation. It also examines relationship between employee motivation and organizational commitment. Employees of Bahawalpur and Rahim yar khan are the sample of this research. Sample size of 150 respondents was used and data collected through self administered questionnaire which was analyzed in SPSS 16 using regression technique. The result depicts that there is significant relationships between extrinsic rewards, external CSR (local communities), external CSR (business partner) and employee motivation and there is also significant relationship between employee motivation and organizational commitment. Management should focus on extrinsic rewards, external CSR (local communities & business partner related) to motivate employees for organizational commitment.
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Klopotan, Igor, Trina Mjeda, and Petar Kurečić. "Exploring the Motivation of Employees in a Firm: A Case-Study." Business Systems Research Journal 9, no. 1 (March 1, 2018): 151–60. http://dx.doi.org/10.2478/bsrj-2018-0012.
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Abstract Background: General concept of motivation, which include the motivational techniques and human resources management as a prerequisite for the most important intangible asset is related to the company performance. Objectives: we build on the conceptual model examining the respondents’ attitudes about the influence of various parameters on better business performance and work atmosphere. In addition, we also examine the attitudes towards the impact of motivation, company management, and communication on employee satisfaction. Methods/Approach: Difference in the perception of essential parameters such as motivation, communication, leadership model, and personnel management within a company, over groups of respondents differentiated by gender and age is tested using Kolmogorov-Smirnov test. Results: The results obtained by this research conducted from an employee point of view, detect the difference in the perception of the parameters of motivation, communication, leadership and personnel management, and their impact on employee satisfaction. Conclusions: Our empirical research results clearly pinpoint the link between successful application of motivational techniques, quality of the leadership and employee satisfaction.
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Tomljenović, Ljerka, Saša Hirnig, and Alen Softić. "SPECIFICITIES OF SATISFACTION AND MOTIVATION OF EMPLOYEES IN THE STATE-OWNED ENTERPRISES: THE CASE OF CROATIAN STATE-OWNED RAILWAY FIRM." DIEM: Dubrovnik International Economic Meeting 7, no. 1 (February 2022): 22–32. http://dx.doi.org/10.17818/diem/2022/1.3.
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In modern business circumstances in all types of organizations it is imperative to have motivated employees and use their full potential for the benefit of the organization. According to previous research, motivation and productivity are positively correlated, but employee motivation in state-owned enterprises differs from the private sector. Organizational characteristics of state-owned enterprises such as rigid structure, hierarchical authority, emphasizing the status quo, the absence of specific organizational goals, can have negative effects on job satisfaction and employee motivation. The empirical part of this paper consists of the results of a survey of employee attitudes related to satisfaction and motivation in their workplaces. Motivational factors are examined on a sample of 134 employees of the one of the Croatian state-owned railway firm. The aim of this paper is to further clarify the specificities of motivational factors in state-owned enterprises and to provide some guidelines that will help the management structure in managing human resources in state-owned enterprises.
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Yeshchenko, M., and P. Florkevych. "Individual and group motivation in the management of a modern enterprise." Galic'kij ekonomičnij visnik 74, no. 1 (2022): 112–18. http://dx.doi.org/10.33108/galicianvisnyk_tntu2022.01.112.
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The theoretical bases of individual and group motivation in the management of a modern enterprise are considered in the work. Emphasis is placed on studying the effective work of the team. Existing individual and group motivations are described and the main literature is analyzed, which covers issues of motivation and effective team work, the concept of «motivation» and «effective team work». The author's interpretation of the concept of effective team work and motivation is offered. It is established that the company's management has a system of staff incentives, the main components of which are: creating working conditions; creation of a reward system; creating favorable relationships in the team, ensuring independence in work and demand for results. It is determined that the methods of incentives used by management indicate that staff are dissatisfied with the organization of the remuneration system. The article conducted a study of wage costs for a company employee (employee survey). These conditions indicate the importance of remuneration as a motivating factor for employees of Eva LLC, but in general employees are not satisfied with the reward system. In the course of scientific research it was established that Eva LLC noted an inefficient personnel evaluation system. To improve the incentive system in this company, it is proposed to introduce a new system of evaluation of sales staff using the «Mystery Shopper» method. It is stated that in order for the audit results to be used by the manager and the HR manager as a working tool, the information obtained must be properly structured. To achieve the best quality of the studio, you can arrange direct meetings with representatives of the customer company, during which the peculiarities of the behavior of sales staff will be clarified. After completing the mystery shopper program, you need to analyze the agents' questionnaires and reports to find out the strengths and weaknesses and a general description of the team's performance. Based on a thorough analysis of the scientific literature, we concluded that the effective work of the team is the effective work of staff, from manager to employee, and therefore the motivating factor plays an important role in achieving the goals of the organization.
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Yeshchenko, M., and P. Florkevych. "Individual and group motivation in the management of a modern enterprise." Galic'kij ekonomičnij visnik 74, no. 1 (2022): 112–18. http://dx.doi.org/10.33108/galicianvisnyk_tntu2022.01.112.
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The theoretical bases of individual and group motivation in the management of a modern enterprise are considered in the work. Emphasis is placed on studying the effective work of the team. Existing individual and group motivations are described and the main literature is analyzed, which covers issues of motivation and effective team work, the concept of «motivation» and «effective team work». The author's interpretation of the concept of effective team work and motivation is offered. It is established that the company's management has a system of staff incentives, the main components of which are: creating working conditions; creation of a reward system; creating favorable relationships in the team, ensuring independence in work and demand for results. It is determined that the methods of incentives used by management indicate that staff are dissatisfied with the organization of the remuneration system. The article conducted a study of wage costs for a company employee (employee survey). These conditions indicate the importance of remuneration as a motivating factor for employees of Eva LLC, but in general employees are not satisfied with the reward system. In the course of scientific research it was established that Eva LLC noted an inefficient personnel evaluation system. To improve the incentive system in this company, it is proposed to introduce a new system of evaluation of sales staff using the «Mystery Shopper» method. It is stated that in order for the audit results to be used by the manager and the HR manager as a working tool, the information obtained must be properly structured. To achieve the best quality of the studio, you can arrange direct meetings with representatives of the customer company, during which the peculiarities of the behavior of sales staff will be clarified. After completing the mystery shopper program, you need to analyze the agents' questionnaires and reports to find out the strengths and weaknesses and a general description of the team's performance. Based on a thorough analysis of the scientific literature, we concluded that the effective work of the team is the effective work of staff, from manager to employee, and therefore the motivating factor plays an important role in achieving the goals of the organization.
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Lu, Zhang, and Prapatsorn Kittimanorom. "Compensation Management and Employee Motivation of Kunming Haitian Hotel." AJARCDE | Asian Journal of Applied Research for Community Development and Empowerment 3, no. 1 (December 25, 2019): 45–48. http://dx.doi.org/10.29165/ajarcde.v3i1.26.
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The objective of this study was to investigate the compensation management, to study employees' motivation of Kunming Haitian Hotel, and to study the relationship of the compensation management and employees' motivation of the Kunming Haitian Hotel. The research instrument was the questionnaire. Data collected were analyzed through frequency, percentage, mean, standard deviation and Pearson’s correlation coefficient. The sampling of this study was 80 individuals, those gender of female, aged between 26-35 years, graduated with high school, duration of employee 1-5 years, monthly income 3,001-4,500 Yuan. The analytic results of the compensation management and employee motivation of Kunming Haitian Hotel, with mean score of 3.65 was at agreeing to lowest mean scores as follows, the overall was found that the respondents gave importance to level of compensation management was at agreeing, rank first leasers was strategic compensation model, broadband pay model, the comprehensive compensation model was at agree, respectively. In terms of employee motivation, overall the respondents were at agreeing, with a mean score of 3.66. The factors were ranked from highest to lowest mean scores as follows: power, achievement, and affiliation at low level respectively. The results of hypothesis testing showed that the compensation management and employee motivation of the Kunming Haitian Hotel was a strong positive. The statistic significant was .05
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Polewangi, Yudi Daeng, and Budi Utomo. "Hubungan Motivasi dengan Produktivitas Karyawan di PT. Srikandi Inti Lestari." JOURNAL OF INDUSTRIAL AND MANUFACTURE ENGINEERING 1, no. 2 (April 26, 2019): 79. http://dx.doi.org/10.31289/jime.v1i2.2334.
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<p><em>Motivation is very important to be considered by the management if they want every employee make a positive contribution to achieve </em><em>the</em><em> corporate goals. Given the importance of motivation, the attention of management regarding</em><em> to</em><em> problem of employee motivation is to motivating employees in the company through a series of specific businesses in accordance </em><em>to</em><em> company policy, so the employees </em><em>motivation </em><em>will be maintained. This study to determine the relationship of motivation with employee productivity at PT. Srikandi Inti Lestari. The results describe employees of PT. Srikandi Inti Lestari has a high motivation and work productivity. Given the distribution of respondents' answers to the biggest motivation questions that agree 50%, strongly agree 20%, hesitate 18%, disagree 12% and strongly disagree 0%. Distribution of respondents' answers to the largest productivity question that is 46% agree, strongly agree 28%, hesitate 18%, disagree 8% and strongly disagree 0%. Based on this it is clear that the relationship between motivation and employee productivity </em><em>in </em><em>PT. Srikandi Inti Lestari influence each other with the value of 46% for productivity and 50% for motivation.</em><em></em></p>
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Mineva, O. K., and E. V. Polyanskaya. "Evolution of staff motivation management tools in digital reality." New Technologies 17, no. 1 (April 5, 2021): 105–11. http://dx.doi.org/10.47370/2072-0920-2021-17-1-105-111.
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Traditional motivation tools are almost completely focused on meeting the basic needs of a person. Until 2010 the management science did not consider the satisfaction of the highest needs of a person as a priority, however, the satisfaction of a person’s basic needs in the 21st century is considered as a presume, and the toolkit that formed it significantly limits the efficiency of companies. A feature of a modern employee is his high level of education, formed digital skills, deep socialization, which manifests itself in a request to an employer about working conditions that allow finding an acceptable balance between work and personal life, the constant development of competencies and a consistent change in status. At the same time, the portrait of a modern employer has also changed, and now the effectiveness of an employee is important with the maximum possible cost optimization. This requires a significant change in the mentality of HR workers, employers and their search for new motivation tools. The 2020 lockdown has significantly transformed the scale of employee values and require employers to promptly modify the usual business models. The result of the lockdown is a large case of motivation tools, for which there were requests even before the COVID pandemic. Scientists have received a one-time approbation of new motivation tools around the world. Within the framework of the research, we have carried out work on the systematization of the most effective motivation tools and their application in accordance with the highest needs of the individual. The introduction of modern motivation tools into the practice of companies can significantly increase the attractiveness of work in it for employees, achieve an increase in labor efficiency while reducing conditionally fixed costs.
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Riyanto, Setyo, Endri Endri, and Novita Herlisha. "Effect of work motivation and job satisfaction on employee performance: Mediating role of employee engagement." Problems and Perspectives in Management 19, no. 3 (August 20, 2021): 162–74. http://dx.doi.org/10.21511/ppm.19(3).2021.14.
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Technological developments are things that must be followed by companies to achieve a competitive advantage to improve performance. To achieve and improve performance, companies need active employee engagement by encouraging motivation and fulfilling their job satisfaction. This study aims to analyze the effect of motivation and job satisfaction on performance with employee engagement as a mediating variable. The research sample is Information Technology (IT) companies located in the cities of Jakarta and Bandung, Indonesia. Research respondents are system developers who handle system development activities for a project or part of an ongoing project. By using the convenience sampling technique 103 responses were obtained from IT developers. The research model analysis method uses Partial Least Square (PLS) with SMART PLS Ver 3.0 software. Empirical findings prove that motivation has a positive effect on the performance of IT employees, while job satisfaction is independent. Employee engagement does not directly affect employee performance, but the effect of mediation through motivation and job satisfaction can have a significant effect on employee performance. The research findings have managerial implications, in increasing high employee involvement, motivation needs to be encouraged to be more active and innovative, and facilitate the achievement of the desired results. AcknowledgmentThis study was made possible because of the full support of the Region III Education Service Institute (LL-DIKTI III), the Ministry of Education and Culture of the Republic of Indonesia, and the Research Center at Mercu Buana University, Jakarta.
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Malik, Maria, Difang Wan, Muhammad Ishfaq Ahmad, Muhammad Akram Naseem, and Ramiz ur Rehman. "The Role Of LMX In Employees Job Motivation, Satisfaction, Empowerment, Stress And Turnover: Cross Country Analysis." Journal of Applied Business Research (JABR) 31, no. 5 (September 4, 2015): 1897. http://dx.doi.org/10.19030/jabr.v31i5.9413.
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We investigated the effect of Leader Member Exchange (LMX) quality relationship on employee motivation, stress, turnover, satisfaction and Psychological Empowerment with a sample of 1500 employees across four countries. As expected, we found that high quality relationship positively associated with the employee motivation, satisfaction, Psychological Empowerment and lowers the employee stress, turnover. The study also sheds lights on relationship between employee motivation and employee turnover and stress.
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Haras, Mochammad Iqbal, Kusuma Chandra Kirana, and E. Didik Subiyanto. "Pengaruh Knowledge Management dan Job Experience terhadap Produktivitas Karyawan dengan Motivasi sebagai Variable Intervening:." Al-Kharaj : Jurnal Ekonomi, Keuangan & Bisnis Syariah 5, no. 4 (October 15, 2022): 1542–54. http://dx.doi.org/10.47467/alkharaj.v5i4.1753.
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This research is intended to provide knowledge about the influence of knowledge management, job experience, and motivation on employee productivity. The aim is to find out how influential Knowledge Management, Job Experience, and Motivation on Employee Productivity are in the company. Employees of PT. Puninar JAYA will be the object of this research. This study used a questionnaire for data collection methods, using a sample of 75 respondents. The researcher uses quantitative research for this research, the methods that will be used are reliability tests and validity tests to test the quality of the data, and the data analysis techniques that will be used are classical assumption testing, multiple linear regression testing, and Sobel testing. Then the results of the research that has been done that Knowledge Management has a significant influence on employee productivity, job experience has a significant influence on employee productivity, motivation has a significant influence on employee productivity, knowledge management has a significant influence on motivation, job experience has a significant influence significant on motivation.
Keywords: Knowledge management, Job experience, Employee productivity,