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Article
Publication date: 1 March 2002

Ahmed A. Al Araimi

There are clear evidences that organizations are focusing on retaining motivated employees. Although motivation is a well-discussed topic in academic literature, motivation

Abstract

There are clear evidences that organizations are focusing on retaining motivated employees. Although motivation is a well-discussed topic in academic literature, motivation of employees in the Omani private banking sector is not fully discussed. The purpose of this exploratory study is to find some insights on the predictors of employeesmotivation in the Omani private banking sector. A cross-sectional method was used to collect data from 105 employees from the Omani private banking sector. Furthermore, to collect the primary data, a questionnaire with 23 items was designed and distributed for that purpose. In order to analyze the gathered data, correlational methods were used. This exploratory study shed some light on the importance of the relationship that the employees have with their colleagues on their motivation and on the employees’ salaries to their motivation. The study found these two variables as significant and positive predictors of employeesmotivation.

Details

Journal of Public Budgeting, Accounting & Financial Management, vol. 14 no. 2
Type: Research Article
ISSN: 1096-3367

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Article
Publication date: 1 March 2013

Ahmed A. Al Araimi

There are clear evidences that organizations are focusing on retaining motivated employees. Although motivation is a well-discussed topic in academic literature, motivation

Abstract

There are clear evidences that organizations are focusing on retaining motivated employees. Although motivation is a well-discussed topic in academic literature, motivation of employees in the Omani private banking sector is not fully discussed. The purpose of this exploratory study is to find some insights on the predictors of employees' motivation in the Omani private banking sector. A cross-sectional method was used to collect data from 105 employees from the Omani private banking sector. Furthermore, to collect the primary data, a questionnaire with 23 items was designed and distributed for that purpose. In order to analyze the gathered data, correlational methods were used. This exploratory study shed some light on the importance of the relationship that the employees have with their colleagues on their motivation and on the employees’ salaries to their motivation. The study found these two variables as significant and positive predictors of employees' motivation.

Details

International Journal of Organization Theory & Behavior, vol. 16 no. 2
Type: Research Article
ISSN: 1093-4537

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Article
Publication date: 1 June 1980

Following the article in our March issue where PA Management Consultants examined a new approach to employee motivation, Dr. Philip Grant asks another question — How much…

Abstract

Following the article in our March issue where PA Management Consultants examined a new approach to employee motivation, Dr. Philip Grant asks another question — How much employee motivation is desirable? Employee motivation can be too high — costing an organization more than it is worth and actually leading to output decline. Dr. Grant is a management consultant and the Head of the Department of Business Administration at Husson College in Bangor, Maine.

Details

Industrial Management, vol. 80 no. 6
Type: Research Article
ISSN: 0007-6929

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Article
Publication date: 4 January 2011

Stephen Flynn

To guide managers on managing the “organizational environment” of their employees. To return motivation to the employee.

Abstract

Purpose

To guide managers on managing the “organizational environment” of their employees. To return motivation to the employee.

Design/methodology/approach

First by dissecting the psychological contract. Second by matching specific motivations to a maturity model of Human Resource Management.

Findings

The psychological contract is falsely offered as a management tool. Motivation is a function of the maturity level of the organization. The range of motivations available to employees is limited by this maturity level. Employee motivation is not a tool directly available to management. The environment within which employees operate is the maturity level of the organization.

Practical implications

Management should focus less on attempts to motivate employees directly and concentrate on developing the maturity level of the organization. It is argued that management should attend to managing the environment within which employees work.

Social implications

In the popular and the professional literature management in large organizations are encouraged to motivate their people. This is a false cry. By understanding and mastering maturity levels, management can make the environment within which employees operate a more fulfilling place to work. Workers can then “draw out” the satisfaction they seek from their own work. “Motivation” is thus returned to its true owner – the employees themselves.

Originality/value

The paper proves that motivation is a function of the maturity level of the organization and not a management tool. It points management to the elements in their organizational environment that indirectly influence employee motivation. The paper will be of interest to business managers, HR managers and academics teaching and researching in related subjects.

Details

Development and Learning in Organizations: An International Journal, vol. 25 no. 1
Type: Research Article
ISSN: 1477-7282

Keywords

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Book part
Publication date: 26 June 2012

Michel Cossette and Ursula Hess

In this study, we proposed and tested a motivational framework of emotional labor. This model incorporates positive and negative affect, motivation to express positive…

Abstract

In this study, we proposed and tested a motivational framework of emotional labor. This model incorporates positive and negative affect, motivation to express positive emotions, emotion regulation strategies (emotion suppression, reappraisal, and naturally felt emotions), and job satisfaction. Based on a sample of 147 employees, results generally supported our hypotheses and indicated that employeesmotivation to express positive emotions leads to the expression of the naturally felt emotions and the use of reappraisal. In contrast, motivated employees used less emotion suppression in their work. Hence, employeesmotivation seems to facilitate the adoption of a more authentic stance toward customers. Moreover, employees’ affectivity impacted emotional labor strategies. Finally, replicating past findings, job satisfaction was associated with a more authentic demeanor. This chapter contributes to emotional labor theory by extending our comprehension of emotional labor antecedents, which have been relatively under-investigated by emotion researchers. Moreover, this study demonstrated that self-determination theory is a relevant framework to better understand the emotional labor process. Overall, this motivational approach to the study of emotional labor can lead to more extensive research on emotional labor antecedents.

Details

Experiencing and Managing Emotions in the Workplace
Type: Book
ISBN: 978-1-78052-676-8

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Article
Publication date: 14 February 2020

Helena Elisabeth Liewendahl and Kristina Heinonen

Customer value creation is dependent on a firm’s capacity to fulfil its brand promises and value propositions. The purpose of this paper is to explore frontline employees

Abstract

Purpose

Customer value creation is dependent on a firm’s capacity to fulfil its brand promises and value propositions. The purpose of this paper is to explore frontline employees’ (FLEs’) motivation to align with value propositions.

Design/methodology/approach

The paper explores FLEs’ motivation to align with a firm’s value propositions as operationalised brand promises. A longitudinal, three-phase case study was conducted on a business-to-business company in the building and technical trade sector.

Findings

This study reveals factors that foster and weaken employeesmotivation to align with a firm’s brand promises and value propositions. The findings show that co-activity and authentic, practice-driven promises and value propositions foster FLEs’ motivation to uphold brand promises and value propositions, whereas an objectifying stance and power struggle weaken their motivation.

Practical implications

The study indicates that a bottom-up approach to strategising is needed and that FLE is to be engaged in traditional managerial domains, such as in developing value propositions. By creating space and agency for FLE in the strategising process, their motivation to align with value propositions is fostered. Four motivational modes are suggested to support bottom-up strategising.

Originality/value

The paper is unique in its focus on FLEs’ motivation. Developing value propositions traditionally falls within the domain of management strategising, while employees are ascribed the role of enactment. Contrary to the established norm, this paper highlights employees’ active role in strategising and developing value propositions.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 3
Type: Research Article
ISSN: 0885-8624

Keywords

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Article
Publication date: 4 March 2020

Debjani Ghosh, Tomoki Sekiguchi and Yuka Fujimoto

The purpose of this paper is to develop an additional perspective on when and why intrinsic motivation predicts employee engagement by presenting a contextual boundary of…

Abstract

Purpose

The purpose of this paper is to develop an additional perspective on when and why intrinsic motivation predicts employee engagement by presenting a contextual boundary of psychological detachment in relation to the relationship between intrinsic motivation, employee creativity and employee engagement of workers.

Design/methodology/approach

Data were collected from 288 full-time Japanese workers using an online survey. The study used a bootstrap method (Preacher and Hayes, 2008) to test mediation, and a Hayes method (2013) to test moderation and a first-stage moderated mediation model.

Findings

Employee creativity mediated the relationship between intrinsic motivation and employee engagement, and the relationship between intrinsic motivation and creativity was moderated by psychological detachment. Additionally, the indirect effect of intrinsic motivation on employee engagement via creativity was moderated by psychological detachment.

Research limitations/implications

The cross-sectional design may have limited the empirical inferences; however, the proposed model was based on robust theoretical contentions, and the study included an unrelated “marker variable” (neuroticism) as an effective means of identifying common method variance (CMV), thus mitigating the limitation of the design.

Practical implications

This study has shown that intrinsically motivated employees who practice psychological detachment from work achieve higher creativity and stronger employee engagement.

Originality/value

Based on the unconscious thought theory (UTT), job demand resource theory (JD-R), recovery processes (i.e. effort-recovery model) and self-determination theory (SDT), this paper adds to the literature by demonstrating the mediating and moderating mechanisms driving intrinsic motivation and employee engagement relationship.

Details

Personnel Review, vol. 49 no. 9
Type: Research Article
ISSN: 0048-3486

Keywords

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Article
Publication date: 9 January 2020

Bo Yang, Lulu Wang and Bayan Omar Mohammed

Social technologies can offer a strong means for organizations to manage their information flows and thus make changes on the organizational knowledge sharing, which may…

Abstract

Purpose

Social technologies can offer a strong means for organizations to manage their information flows and thus make changes on the organizational knowledge sharing, which may then be linked to employees’ productivity and performance enhancements. The purpose of this paper is to predict the impact of using the online social network on employee motivation and employee motivation effects on organizational knowledge sharing.

Design/methodology/approach

From employees of tax affairs organization, data are collected. For evaluating the model’s elements, a questionnaire was designed. It was revised by experts with significant experiences. For statistical analysis, SMART-PLS 3.2 is used.

Findings

Findings have confirmed the validity of the proposed model. The results also have indicated that online social networks, social trust and social goals have a positive and important impact on employee motivation. Furthermore, obtained results have revealed that organizational knowledge sharing is significantly influenced by employee motivation and organizational commitment.

Research limitations/implications

The study contributes to the literature on organizational knowledge sharing and employee motivation in online social networking sites. Organizations could benefit from this knowledge by accepting that social networking sites must be considered as a critical component of the knowledge sharing, and precise targeting efforts could be directed for those users. Also, it could be exciting to study further factors affecting the development of organizational knowledge sharing in larger organizations.

Originality/value

The paper rises the understanding of what online social networking encompasses and how it can be utilized for the organization. The ideas and discussion are similarly applicable to libraries and may give them new visions into the delivery of social networking applications as part of their facilities to users.

Details

Kybernetes, vol. 49 no. 11
Type: Research Article
ISSN: 0368-492X

Keywords

Content available
Article
Publication date: 1 June 2020

Weilin Su, Bei Lyu, Hui Chen and Yanzi Zhang

With the rapid development of the service industry, service innovation has gradually become a hot topic in business today. How to further improve employees' service…

Abstract

Purpose

With the rapid development of the service industry, service innovation has gradually become a hot topic in business today. How to further improve employees' service innovative behaviors has become critical to organizations' survival and success. Servant leadership, as a leadership style characterized by serving others, is closely related to employees' service innovative behaviors. Therefore, the purpose of this study is to develop a theoretical framework to examine the influence of servant leadership on employees' service innovative behavior, the mediating role of intrinsic motivation and the moderating role of identification with the leader.

Design/methodology/approach

To test the theoretical model, a multi-time survey method was used to collect data from 381employees from a large high-tech company in Mainland China.

Findings

The results confirm that servant leadership can promote employees' service innovative behavior and intrinsic motivation. Meanwhile, employees' intrinsic motivation partly mediates the influence of servant leadership on their service innovative behavior. Moreover, this mediating relationship is conditional on the moderating role of individual identification with the leader in the path from servant leadership to individual intrinsic motivation.

Research limitations/implications

The key limitation of this study lies in the representativeness of sample data, which is the convenience of non-probability sampling and self-reported data only from a large high-tech company in China.

Practical implications

This study not only further verified a promotion factor of individual service innovative behavior from the perspective of leader influence, but also enriched the understanding of the positive influence of servant leadership on employees.

Originality/value

This study is the first to examine the relationships among servant leadership, employees' intrinsic motivation, identification with the leader and service innovative behavior. The results may help to open the “black box” of the relationship between servant leadership and employees' service innovative behavior by introducing their intrinsic motivation. The conclusions also indicate employees' identification with the leader is an important boundary condition among their relationships. Particularly, it not only moderates the relationship between servant leadership and intrinsic motivation, but also moderates the mediating role of intrinsic motivation.

Details

Baltic Journal of Management, vol. 15 no. 4
Type: Research Article
ISSN: 1746-5265

Keywords

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Article
Publication date: 8 February 2016

Omar K Bhatti, Uzma S Aslam, Arif Hassan and Mohamed Sulaiman

This paper aims to provide an understanding of employee motivation from the Islamic perspective. The main objective of this paper is to understand Islamic motivation and…

Abstract

Purpose

This paper aims to provide an understanding of employee motivation from the Islamic perspective. The main objective of this paper is to understand Islamic motivation and to explore if Islamic spirituality, punishment and reward and justice motivate Muslim employees.

Design/methodology/approach

Qualitative research approach was used to understand and examine the views of the respondents. Semi-structured interviewing technique was adopted, and the respondents were asked to share their own thoughts and understanding for each question provided. A sample of 13 experienced academicians and practitioners from renowned private organizations and academic institutions from Malaysia and Pakistan were selected for the present study.

Findings

The study found that the conventional viewpoint of motivation varies from Islamic viewpoint in regard to motivation of employees. And significantly, Islamic spirituality, reward and punishment, and justice act more compellingly in improving employee’s motivation.

Originality/value

This paper clearly highlights that the Western viewpoint of employee motivation is different as compared to the Islamic perspective.

Details

Humanomics, vol. 32 no. 1
Type: Research Article
ISSN: 0828-8666

Keywords

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