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The academic literature and motivational theory recognise the positive role of motivation on organisational performance and considers personal development as a key motivational factor. In practice, most organisations employ a personal development review (PDR) process to drive and plan the development of their staff. The purpose of this paper is to investigate the interrelation and impact of the PDR process, and its elements, on staff motivation.

The study is based on a case study research approach carried out in two large manufacturing-engineering departments of a world-class manufacturing organisation. A survey questionnaire was designed, validated and distributed to the engineering staff and its results were analysed using descriptive statistics.

The study's results indicate that in most of the cases, a PDR process does not by itself motivate staff. But it argues that a poorly designed and conducted PDR process may make motivation, through personal development, difficult to achieve.

This paper provides manufacturing managers with an opportunity to understand whether a common business process (i.e. PDR), and the elements that comprise it, can be employed as a method to aid in the motivation of their staff.

This research expands the current knowledge on motivational and manufacturing management theory by performing an initial and exploratory study that establishes the impact of the PDR process on staff motivation. It is among the very first investigations that correlate the PDR process and motivation, especially in the manufacturing industry.

The study was concerned with investigating the most effective means of motivating low waged workers in the UK’s private and public sectors. Levels of job satisfaction, as an indicator of work motivation, were compared between ancillary staff in the National Health Service (NHS) and the hotel and leisure industry, and correlated with the staff‐centred programmes introduced in organisations for addressing the issue of staff motivation. Through empirical study no association was found between financial incentives and job satisfaction or staff motivation, and a positive correlation was found between staff‐centred programmes and staff satisfaction and staff motivation, which has implications for the working practices for these workers in the NHS. These findings are placed in a theoretical context.

The purpose of this paper is to investigate the relationship between employee motivation and intention for knowledge sharing behaviour. Inter-generational differences (generations X and Y only) were assumed to moderate in the relationship between intention and knowledge sharing behaviour of non-academic staff of higher learning institutions. This research also aims to test the role of behavioural intention as mediation between motivation and knowledge sharing behaviour.

This research tested a conceptual framework derived from widely accepted theories. This study was carried out on non-academic staff working at the different higher learning institutions in Malaysia. Respondents from private and public higher learning institutions in Peninsular Malaysia were asked to complete a self-administered questionnaire. This research also applied confirmatory factor analysis and structural equation modelling to examine the proposed hypothesis of this inquiry.

Results indicate that non-academic staff knowledge sharing behaviour was significantly mediated by intention between motivation and knowledge sharing behaviour relationship. More specifically, inter-generational differences (generations X and Y) play a significant moderation role between intention and knowledge sharing behaviour.

The generalizability of this cross-sectional study can be strengthened by adopting a longitudinal approach in the next phase of the study.

The results of this research highlighted that the higher learning institutions need to institutionalize knowledge sharing behaviour among their non-academic staff (executive and non-executive) by facilitating knowledge sharing-oriented work environment.

This paper has attempted to furnish a comprehensive understanding of knowledge sharing behaviour among the non-academic staff of higher learning institutions.

The purpose of this paper is to examine an empirical model of internal marketing (IM) and internal service quality (ISQ) in tourism restaurants operating in Jordan.

A structured and self‐administered survey was employed targeting managers and employees of tourism restaurants operating in Jordan. A sample of 334 of tourism restaurants managers and employees were involved in the survey. A series of exploratory and confirmatory factor analyses were used to assess the research constructs dimensions, unidimensionality, validity and composite reliability. Structural path model analysis was also used to test the hypothesised interrelationships of the research model.

The empirical findings indicate that IM consists of six dimensions: staff recruitment, staff training, internal communications, staff motivation, job security and staff retention. Staff recruitment, staff training, and internal communications positively and significantly affected staff motivation. Staff recruitment and internal communications positively and significantly affected ISQ. Staff motivation positively and significantly affected job security, and job security positively and significantly affected staff retention. Finally, staff retention has positively and significantly affected ISQ. Staff recruitment exerted the strongest effect on both staff motivation and ISQ.

Theoretically, the authors examined only six components of IM that lead to ISQ; meanwhile other components could affect ISQ. There could also be other factors that affect the practice and components of IM and ISQ. This research has also examined the effect of IM and ISQ only. The potential effect of ISQ on business performance needs to be examined.

Tourism restaurants managers should have a holistic approach for IM and ISQ. Three dimensions of ISQ – reliability, assurance and empathy – loaded on one factor named “interaction quality”. This finding has important implications since it reveals that “internal customers” (employees) have “working needs” that should be met in order to meet and satisfy external customers’ needs. Managers and executives can benefit from the research findings while designing their IM and ISQ strategies to achieve long‐term organisational objectives.

This is the first research effort devoted to examining the interrelationships of IM and ISQ in tourism restaurants. Executives and managers can benefit from the research findings while designing their IM and ISQ strategies to achieve long‐term organisational objectives. International tourism organisations planning to expand their operations Jordan's tourism industry have now valuable empirical evidence regarding two important concepts in this industry – IM and ISQ.

Identifies some of the issues that affect the motivation of staff in libraries. Argues that such motivation is central to a quality culture. As libraries become more sophisticated in their approach to quality, self‐motivation will become a central issue. Briefly reviews the rational‐economic model, the social model, the self‐actualizing model and the complex model as a basis for reviewing motivation of staff. Environmental factors that had an impact on motivation include: approaches to financial rewards, culture and the diversity of staff experience and roles. Possible strategies for motivation include developmental strategies such as appraisal, managing dissatisfiers and financial and social rewards.

Suggests that the task of ensuring a high level of staff motivation requires from library managers a range of managerial, sociological and psychological skills for which they have had very little training, if any at all. These include effective communication with staff, the encouragement of good workplace relationships, the involvement of staff in the decision making process, helping staff to come to terms with change, promoting job rotation, recognising and rewarding initiative and providing relevant training for staff.

Motivation is central to the ongoing professional development, performance and retention of healthcare workers. Despite the increasing prevalence of people with dementia (PwD) and the associated demand for geriatric nurses, there exists a paradoxical shortage. The purpose of this paper is to explore the motivation and demotivation of healthcare professionals for working with older PwD, challenges faced, factors influencing intention to leave the field of work and methods to enhance staff motivation to continue working with this group.

This grounded-theory study used thematic analysis to synthesise data from 13 semi-structured interviews relating to the motivating and demotivating factors of healthcare professionals (nurses and healthcare assistants) for working with older PwD in a hospital setting.

Staff were motivated by previous personal experiences, personal characteristics and the fulfilment of the carer–patient relationship. Conversely, staff were mostly demotivated by organisational and working environment factors (e.g. poor leadership characteristics, inadequate staffing levels, lack of development opportunities), negatively influencing their intention to remain in employment.

The generalisability of the results is limited by the size of the sample. Different organisational strategies/interventions (i.e. support, training, recognition and rewards) are necessary to nurture staff motivation, improve retention, create positive working environments and enhance patient care.

This study offers numerous ways in which to address factors contributing to demotivation in working with PwD, thereby helping to improve staff retention and support the needs of a growing population.

The purpose of this paper is to investigate vision‐based leadership effects on follower satisfaction in a Thai state enterprise.

Extending previous research, the present study examines relationships between vision realization factors and employee satisfaction. Derived from the literature, these vision realization factors are vision communication, motivation, and empowerment of employees. In total, five directional hypotheses are developed and tested accordingly through a series of regression analyses.

Findings indicate that vision communication, motivation, and empowerment of employees are directly predictive of enhanced employee satisfaction at the Thai state enterprise.

To enhance employee satisfaction, supervisors of all levels at the Thai state enterprise should focus on frequently communicating their vision to their direct subordinates, particularly through written and technology‐mediated channels. The supervisors should also delegate work to their subordinates, provide resources and support services to them, and encourage them to make more decisions regarding daily operations. The supervisors should additionally act as a role model for their subordinates, build subordinates' self‐confidence, create challenges for them, and reward subordinates who act consistently with their vision.

Although leaders are widely exhorted to espouse vision and vision‐based leadership was empirically endorsed in the Thai culture, vision‐based leadership and its effects have been little investigated in the Thai state enterprise sector. This paper contributes to this area.

Seeks to identify issues that impact on the motivation of academic staff in higher education. Argues that the rational‐economic model, the social model, the self‐actualizing model and the complex models of motivation provide a basis for analysing staff motivation as a central issue in evolving quality cultures. Discusses environmental factors that impact on motivation including: approaches to financial rewards, the culture of teaching and higher education, the diversity of staff experience and roles, personal autonomy, and organizational structure.

Policy makers are applying market-inspired competition and financial incentives to drive efficiency in healthcare. However, a lack of knowledge exists about the process whereby incentives are filtered through organizations to influence staff motivation, and the key role of managers is often overlooked. The purpose of this paper is to explore the strategies managers use as intermediaries between financial incentives and the individual motivation of staff. The authors use empirical data from a local case in Swedish specialized care.

The authors conducted an exploratory qualitative case study of a patient-choice reform, including financial incentives, in specialized orthopedics in Sweden. In total, 17 interviews were conducted with professionals in managerial positions, representing six healthcare providers. A hypo-deductive, thematic approach was used to analyze the data.

The results show that managers applied alignment strategies to make the incentive model motivating for staff. The managers’ strategies are characterized by attempts to align external rewards with professional values based on their contextual and practical knowledge. Managers occasionally overruled the financial logic of the model to safeguard patient needs and expressed an interest in having a closer dialogue with policy makers about improvements.

Externally imposed incentives do not automatically motivate healthcare staff. Managers in healthcare play key roles as intermediaries by aligning external rewards with professional values. Managers’ multiple perspectives on healthcare practices and professional culture can also be utilized to improve policy and as a source of knowledge in partnership with policy makers.