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Employee Motivation (employee + motivation)

Distribution by Scientific Domains

Business, Economics, Finance and Accounting	70%

Selected Abstracts

Employee motivation, external orientation and the technical efficiency of foreign-financed firms in China: a stochastic frontier analysis

MANAGERIAL AND DECISION ECONOMICS, Issue 3 2005
Vincent Mok
By using a stochastic frontier model, we have identified several firm-specific attributes as determinants of technical efficiency in foreign-financed manufacturing firms in southern China. The empirical results suggest a strong association between efficiency and employee motivation, which includes the use of bonus incentives and flexibility in employment policy. In terms of the external orientation behavior of firms, the findings do not support the export/efficiency relationship. Sample firms with a high degree of export-orientedness were less efficient, possibly due to the high transaction costs in China of exportation. As for the effects of expatriate input on production, our empirical evidence revealed that firms with a relatively high expatriate ratio performed less efficiently than others did. These two findings may have significant implications for the marketing strategies and management (including the localization) of human resources of foreign-financed firms in China. Copyright © 2005 John Wiley & Sons, Ltd. [source]

Managers,The missing link in the reward change process

GLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 2 2005
Thomas O. Davenport
Driven by economic and regulatory forces, many organizations are making wholesale changes in such employee rewards as equity compensation, retirement plans, and health care benefits. Any change in rewards can affect employee motivation and commitment, and poorly implemented reward change can have disastrous outcomes. Organizations must pay attention to all the factors at play,rational and emotional,by laying a solid foundation for reward change and involving managers throughout the organization. Supervisors and managers play an essential role in building a credible case for change and implementing change in a way that employees see as fair and reasonable. © 2005 Wiley Periodicals, Inc. [source]

The relevance of organizational subculture for motivation to transfer learning

HUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2008
Toby Marshall Egan
Although human resource development practitioners and researchers emphasize organizational culture as a major contributor to employee learning and development, results from this study suggest organizational subculture has greater influence on employee-related learning motivation. The relationships among organizational culture, organizational subculture, leadership style, and motivation to transfer learning are examined in this study of 354 randomly selected health care providers from a population of 1,255 employees of three of the largest health care organizations in the United States. Study findings indicate that organizational subculture was highly associated with employee motivation to transfer learning,far higher than organizational culture overall. Supportive and innovative subcultures have clear positive relationships, while bureaucratic subcultures negatively influenced motivation to transfer learning. Findings also support the differences between leadership style types and particular subculture types in relation to motivation to transfer learning. In terms of leadership style, a consideration style had a stronger relationship to motivation to transfer learning than did structuring style. Implications for HRD research and practice are explored. [source]

Relationships between psychological climate perceptions and work outcomes: a meta-analytic review

JOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 4 2003
Christopher P. Parker
In this study, meta-analytic procedures were used to examine the relationships between individual-level (psychological) climate perceptions and work outcomes such as employee attitudes, psychological well-being, motivation, and performance. Our review of the literature generated 121 independent samples in which climate perceptions were measured and analyzed at the individual level. These studies document considerable confusion regarding the constructs of psychological climate, organizational climate, and organizational culture and reveal a need for researchers to use terminology that is consistent with their level of measurement, theory, and analysis. Our meta-analytic findings indicate that psychological climate, operationalized as individuals' perceptions of their work environment, does have significant relationships with individuals' work attitudes, motivation, and performance. Structural equation modeling analyses of the meta-analytic correlation matrix indicated that the relationships of psychological climate with employee motivation and performance are fully mediated by employees' work attitudes. We also found that the James and James (1989) PCg model could be extended to predict the impact of work environment perceptions on employee attitudes, motivation, and performance. Despite the number of published individual-level climate studies that we found, there is a need for more research using standardized measures so as to enable analyses of the organizational and contextual factors that might moderate the effects of psychological climate perceptions. Finally, we argue for a molar theory of psychological climate that is rooted in the psychological processes by which individuals make meaning or their work experiences. Copyright © 2003 John Wiley & Sons, Ltd. [source]

Employee motivation, external orientation and the technical efficiency of foreign-financed firms in China: a stochastic frontier analysis

The Criterion-Related Validities and Perceived Fairness of the Situational Interview and the Situational Judgment Test in an Iranian Organisation

APPLIED PSYCHOLOGY, Issue 1 2010
Sara Banki
The criterion-related validity coefficients of a situational interview (SI) and a situational judgment test (SJT) were investigated in a sales department of a government-owned automobile company in Iran. Both the SI and SJT had concurrent validity with job performance (n= 101, r= .28, r= .23, p < .05, respectively). Only the SI, however, had incremental validity over and above the SJT in predicting job performance. Furthermore, the SI fully mediated the relationship between SJT and job performance. The two methods did not differ significantly on employee motivation to perform well, perceived fairness, or test anxiety. Nevertheless, employees recommended the use of the SI over the SJT. Les coefficients de validité critérielle d'un entretien situationnel (SI) et d'un test de jugement situationnel (SJT) ont été calculés dans le service commercial d'une entreprise publique iranienne du secteur automobile. SI et SJT présentent tous les deux une validité concurrente avec la performance professionnelle (pour N = 101, r = .28 et .23 respectivement; sign. à .05). Toutefois, seul le SI bénéficie d'une validité incrémentielle par rapport au SJT dans la prédiction de la performance professionnelle. En outre, le SI contrôle totalement la relation entre le SJT et le critère. Les deux méthodes ne diffèrent pas significativement dans l'évaluation de la motivation au travail, de l'équité perçue ou de l'anxiété. Néanmoins les salariés préféraient le SI au SJT. [source]

Social Identity, Self-categorization, and Work Motivation: Rethinking the Contribution of the Group to Positive and Sustainable Organisational Outcomes

APPLIED PSYCHOLOGY, Issue 3 2000
S. Alexander Haslam
Traditional needs theories centre around hierarchies ranging from ,lower-level' needs for security, existence, or hygiene through to ,higher-level' needs for self-actualisation, achievement, and growth. As applied to the organisational domain, such theories tend to assume that an employee's personal need for challenge and development is the best source of work motivation. Based on social identity and self-categorisation theories, this paper interprets needs hierarchies as reflections of the variable definition of self. It suggests that the motivational impact of different needs changes as a function of the salience of norms and goals associated with self-categories defined at varying levels of abstraction (personal, social, human). As a result, no one level of need is inherently more relevant to employee motivation than any other. This analysis also suggests that group-based needs will play an especially important motivational role in situations where an individual's social identity is salient. Following work by Tyler, data that support this argument are provided by a study in which employees' willingness to engage in citizenship behaviour increased following manipulations of group-based pride and respect. Results point to the productive and sustainable potential of self-actualisation at a collective rather than just a personal level. Les the´ories traditionnelles des besoins produisent des hie´rarchies allant des besoins de la base (se´curite´, survie ou hygie`ne) aux besoins supe´rieurs (actualisation de soi, succe`s et de´veloppement). Applique´es au monde des organisations, ces the´ories pre´supposent que le meilleur stimulant de la motivation au travail est un besoin personnel orientant vers le de´fi et le de´veloppement. En s'appuyant sur les the´ories de l'identite´ sociale et de l'autocate´gorisation, cet article de´fend l'ide´e que les hie´rarchies de besoins sont des reflets des de´finitions diversifie´es de soi (dans la ligne´e de Haslam, sous presse; Turner, 1985). L'impact sur la motivation des diffe´rents besoins serait fonction de la pre´gnance des normes et des objectifs relie´s aux cate´gories de soi renvoyant a` diffe´rents niveaux d'abstraction (personnel, social, humain). Il apparaît qu'aucun niveau de besoin n'est intrinse`quement plus en phase avec la motivation des salarie´s que n'importe quel autre. Notre analyse indique aussi que les besoins lie´s a` la vie en groupe joueront un roôle motivationnel particulie`rement important dans les situations ou` l'identite´ sociale de l'individu est pre´dominante. En accord avec le travail de Tyler (sous presse), les donne´es qui vont dans le sens de ce point de vue sont fournies par une e´tude ou` l'empressement des salarie´s a` adopter une conduite citoyenne augmente avec la manipulation de l'estime de soi ancre´e dans le groupe. Les re´sultats soulignent le potentiel fe´cond et durable de l'actualisation de soi a` un niveau collectif plutôt que personnel. [source]

Corporate social responsibility and employee commitment

BUSINESS ETHICS: A EUROPEAN REVIEW, Issue 1 2007
Jane Collier
Effective corporate social responsibility policies are a requirement for today's companies. Policies have not only to be formulated, they also have to be delivered by corporate employees. This paper uses existing research findings to identify two types of factors that may impact on employee motivation and commitment to CSR ,buy-in'. The first of these is contextual: employee attitudes and behaviours will be affected by organizational culture and climate, by whether CSR policies are couched in terms of compliance or in terms of values, and by whether such policies are integrated into business processes or simply an ,add-on' that serves as window-dressing. The second set of factors is perceptual. Motivation and commitment will be affected by the extent to which they can align personal identity and image with that of the organization, by their perceptions of justice and fairness both in general and in terms of how CSR performance is rewarded, and by their impressions concerning the attitude of top management to CSR issues and performance. [source]

Corporate greening through prosocial extrarole behaviours , a conceptual framework for employee motivation

BUSINESS STRATEGY AND THE ENVIRONMENT, Issue 8 2007
Catherine A. Ramus
Abstract Scholars in environmental management have called for better grounding of research on corporate greening within established organizational theories. We propose a conceptual framework (including suggestions for operationalizing it) that embeds empirical research within behavioural intent models and the concept of value-creating prosocial behaviours. We argue that conceiving of corporate greening as a prosocial behaviour in this manner provides an improved understanding of the dominant factors that motivate employees to engage in ecoinitiatives. Copyright © 2005 John Wiley & Sons, Ltd and ERP Environment. [source]

Motivating Creativity and Enhancing Innovation through Employee Suggestion System Technology

CREATIVITY AND INNOVATION MANAGEMENT, Issue 2 2001
James F. Fairbank
Research has found that employee suggestion systems are a useful way to obtain and utilize employees' creative ideas. To be effective, employees must be motivated to think creatively and to participate in the suggestion system. Unfortunately, motivating employees to participate is a common weakness of suggestion systems. Motivating employees involves more than simply offering rewards to submitters if their suggestions are put to use. According to expectancy theory, rewards will only motivate behaviour if the rewards are valued, if they are closely linked to successful performance, and if employees believe that they can perform successfully. This paper applies expectancy theory to the problem of motivating employees to participate in a suggestion system. We describe suggestion system technology that will increase employees' motivation to think creatively and participate in the system. [source]