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1 – 10 of over 61000
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

1084

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

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

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…

2498

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

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.

16753

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

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

Article
Publication date: 15 April 2022

Giang Hoang, Tuan Trong Luu, Tuan Du and Thuy Thu Nguyen

Employee’s service innovative behavior lays the groundwork for bottom-up innovation and ongoing service improvement in service firms. Therefore, it is vital for service…

Abstract

Purpose

Employee’s service innovative behavior lays the groundwork for bottom-up innovation and ongoing service improvement in service firms. Therefore, it is vital for service organizations to understand the antecedents of employees service innovative behavior. Drawing upon the social cognitive theory, this study aims to develop a research model that examines the effects of ethical and entrepreneurial leadership on service innovative behavior.

Design/methodology/approach

Data were collected from 178 managers and 415 employees working in 178 small- and medium-sized (SME) hotels in Vietnam.

Findings

The findings showed that ethical leadership has direct and indirect effects on service innovative behavior, while entrepreneurial leadership only influences service innovative behavior via intrinsic motivation. In addition, trust in leader moderates the effect of intrinsic motivation on service innovative behavior

Research limitations/implications

The study advances current scholarly research on leadership by combining the two areas of entrepreneurial and ethical leadership into one theoretical model and examines how these leadership styles generate hospitality employees’ service innovative behavior through the mediating effect of intrinsic motivation and the moderating effect of trust in leader.

Practical implications

The findings of this research offer significant implications for SME hotels and their managers. In their recruitment processes, hotels should search for particular personality traits, which have been found to predict ethical and entrepreneurial leadership. Hospitality firms also need to encourage communication between leaders and co-workers to enhance employees’ intrinsic motivation.

Originality/value

There are calls for research to examine whether both entrepreneurial and ethical leadership styles can be integrated to enhance employees’ positive outcomes. Evidence about the mechanism linking entrepreneurial and ethical leadership to service innovative behavior is limited. With this stated, the current study makes significant contribution to leadership and innovation literature by filling in these voids.

Details

Journal of Services Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0887-6045

Keywords

Article
Publication date: 19 January 2022

Mariana Leitão, Ricardo Jorge Correia, Mário Sérgio Teixeira and Susana Campos

This study explores the perception of employees in textile industry firms in Northern Portugal regarding the influence of leadership and reward systems (RS) on their…

1195

Abstract

Purpose

This study explores the perception of employees in textile industry firms in Northern Portugal regarding the influence of leadership and reward systems (RS) on their motivation (intrinsic and extrinsic) and job satisfaction (JS).

Design/methodology/approach

A questionnaire was addressed to the employees of 12 firms, obtaining a sample of 256 valid responses, for which a structural equation model was estimated.

Findings

The results showed that leadership and RS influence JS only through the mediating effects of intrinsic and extrinsic motivation.

Originality/value

This study makes empirical and theoretical contributions, testing the relationship between leadership and employees' JS and how this relationship can be mediated by RS, and motivation – both intrinsic and extrinsic. Moreover, this study was conducted in Portugal, country where these issues have not been researched jointly before.

Details

Journal of Strategy and Management, vol. 15 no. 4
Type: Research Article
ISSN: 1755-425X

Keywords

Article
Publication date: 18 April 2022

C. Christopher Lee, Hyoun Sook Lim, Donghwi (Josh) Seo and Dong-Heon Austin Kwak

This study explored moderating effects of employee generations on factors related to employee retention and motivation in the workplace.

1250

Abstract

Purpose

This study explored moderating effects of employee generations on factors related to employee retention and motivation in the workplace.

Design/methodology/approach

The authors developed a survey instrument and collected the survey data via Amazon Mechanical Turk. After filtering out bad responses, the authors ended up with 489 sample cases for this study. The authors used structural equation modeling for data analysis.

Findings

Evidence showed that only transformational leadership was significantly related to retention of Generation X employees and only work–life balance had a significant relationship with intrinsic motivation. For Generation Y employees, transformational leadership was the only factor affecting their retention while both transformational leadership and autonomy showed significant impacts on their intrinsic motivation. Generation Z employees reported that only transformation leadership affected their retention while transformational leadership, corporate social responsibility and autonomy were significantly related to their intrinsic motivation in the workplace. All three generations showed statistical significance between intrinsic motivation and employee retention.

Practical implications

This study could help business practitioners increase employees' work motivation and retention.

Originality/value

First, our results revealed interesting similarities and differences between generations in terms of the factors that affected employees' retention and motivation. Second, this study proved that employees' generation affects the impacts of transformational leadership, CSR, autonomy, WLB and technology on their motivation and retention in the workplace. Third, the results of our study also showed that employees of different generations are intrinsically motivated by different factors, proving the importance of considering generational differences in motivation literature.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 10 no. 4
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 28 February 2022

Minseong Kim and Sae-Mi Lee

Prior research in the human resources management fields focused primarily on one type of employees’ pro-environmental behaviors yet failed to empirically investigate…

Abstract

Purpose

Prior research in the human resources management fields focused primarily on one type of employees’ pro-environmental behaviors yet failed to empirically investigate interrelationships among the distinct dimensions of their pro-environmental behaviors. To build a deeper understanding of the psychological process in becoming an environmental activist in the workplace, this study aims to examine the interrelationships among frontline employees’ green autonomous motivation, green external motivation, environmental concern, self-efficacy and three types of pro-environmental behaviors (i.e. green idea generation behavior, green idea promotion behavior and green idea activist behavior).

Design/methodology/approach

With the survey method, the data were collected from frontline employees working at hospitality enterprises in South Korea. This study analyzed the collected data, including frequency analysis, reliability analysis, correlation analysis, confirmatory factor analysis and structural equation modeling.

Findings

The empirical results showed that autonomous motivation significantly influenced environmental concern, self-efficacy, green idea generation behavior and green idea promotion behavior. Also, external motivation significantly affected environmental concern, self-efficacy and green idea promotion behavior. Furthermore, environmental concern had significant influences on self-efficacy and green idea promotion behavior, and self-efficacy had significant effects on green idea generation behavior and green idea promotion behavior. Finally, green idea activist behavior was significantly influenced by green idea generation behavior and green idea promotion behavior only.

Practical implications

This study proposes managerial implications to hospitality organizations and public policymakers for maximizing the effectiveness and efficiency of their green initiatives via frontline employees’ green idea activist behavior.

Originality/value

Based on the empirical findings, this study proposes several theoretical and practical implications for the extant literature and the service industry in the context of frontline employees’ three types of pro-environmental behaviors from their working motivation.

Details

International Journal of Contemporary Hospitality Management, vol. 34 no. 5
Type: Research Article
ISSN: 0959-6119

Keywords

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…

6893

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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