A. An Analysis of Hotel Employees' Motivation Using Kovach's Ten Factor ModelJournal of Human Resources in Hospitality & Tourism12/2002; 1:63-77. DOI:10.1300/J171v01n04_05ABSTRACT Human resource professionals in the hospitality industry are faced with many challenges when it comes to attracting and retaining employees. Understanding what motivates employees may help to meet some of those challenges. This research employed Kovach's Ten Factor Model to analyze the motivators of a diverse work force in a large hotel in a major southeastern U.S. city. B. Nurses motivation and burnout: is there a connections?PROFESE on-line01/2014; 7:9-15.ABSTRACT Aim: The research deals with the rate of burnout syndrome, motivation factors of Herzbergs two-factor motivation theory and their mutual relation in general nurses working in the University Hospital Olomouc. The aim was to identify personal priorities among hygiene factors with general nurses and the degree of their saturation by the employer. Comparison of the findings clearly shows the biggest divergence between wishes and reality of the working environment of general nurses and the relation to burnout syndrome.Methods:A quantitative approach was chosen for the research. To collect data, two questionnaires were used: a standardized MBI (Maslach Burnout inventory) and a non-standardized Motivation factors questionnaire, which was on the principles of Herzbergs motivation theory after several discussions with hospital management. Results:The result of the survey research revealed an existing, statistically significant relation between the burn-out syndrome rate and the degree of dissatisfaction with hygiene factors according to Herzbergs theory. The assumption about the existence of a signifycant negative relation between burnout syndrome rate and salary was not confirmed. Factors of salary care for the patient and job security occupy the top levels on the preference list. The most diverging factors include salary and job security. The r results confirm the protective effect the saturation of Herzbergs hygiene factors has on the burnout syndrome rate.Conclusion: The survey research confirmed the importance of saturating hygiene factors as a protective factor against burnout syndrome. It has been confirmed that an increasing saturation decreases the burnout syndrome rate in general nurses in University Hospital Olomouc

C. Old Friends, New Faces: Motivation Research in the 1990s.Journal of Management(Impact Factor: 6.86).05/1999; 25:231-292. DOI:10.1016/S0149-2063(99)00003-3ABSTRACT This article reports the principal findings of over 200 studies of work motivation published between January 1990 and December 1997. Employee performance is frequently and motivation, and one of the primary employees to perform to the best of their fact, motivation has been described as modern organizational research described as a joint function of ability tasks facing a manager is motivating ability. An essential feature of the definition is that it views work motivation as an invisible, internal, hypothetical construct This article, however, presents a review of empirical research on work motivation published during the 1990s. Researchers conducted a series of partially overlapping searches of the ABI/INFORM and psychinfo electronic databases for the period January 1990 through December 1997. First, a search using the keywords "work" and "motivation" identified 1127 abstracts. Additional searches using keywords related to traditional motivational theories identified 5021 abstracts

D. What motivates employees? Workers and supervisors give different answersBusiness Horizons(Impact Factor: 1.42).09/1987; DOI:10.1016/0007-6813(87)90082-6ABSTRACT Which do workers value more: interesting work or good wages? Supervisors think they know the answer, but forty years of survey results prove that they don't.

E. A Comparison of Motivators and Inhibitors for Association Meeting Attendance for Three Generational CohortsJournal of Convention & Event Tourism04/2009; 10:105-119. DOI:10.1080/15470140902949695ABSTRACT This study is the first to examine the similarities and differences in what motivates and inhibits meeting attendance within generational groups. Three generational cohorts were identified as the older Generation Xers, the younger Baby Boomers, and the older Baby Boomers. The members of four professional associations were surveyed. The results suggest that motivations and inhibitors to conference attendance by all three cohorts were relatively similar, contradicting some literature depicting specific differences between generations.

F. Employee Perceptions on Reward/Recognition and Motivating Factors: A Comparison between Malaysia and UAEAmerican Journal of Economics02/2015; 5(2):200-207. DOI:10.5923/c.economics.201501.25ABSTRACT Reward and recognition is one of the most important factors to motivate employees. Over the many decades the reward and recognition system has been adopted by numerous organizations to motivate their employees to retain for long term. There are myriad ways by which employees can be motivated. Further, one special type of reward may not motivate equally everyone. One persons reward may be perceived by another person as punishment. In order to know the appropriate reward/recognition and motivating factors, the present study conducted surveys in two countries, namely Malaysia and UAE. Altogether 504 and 434 employees working in various organizations in Malaysia and UAE, respectively took part in the survey. The research data were analyzed based on mean, standard deviation, and independent samples t-tests via SPSS 19 version. The results are synthesized and prioritized lists of reward/recognition and motivating factors are obtained for both the countries. A detailed comparison on the findings on the two countries is made. The findings of the research are expected to provide guidelines in developing an appropriate reward and recognition system for motivating employees of the organization in Malaysia and UAE.

G. Performance appraisal as employee motivation mechanism in selected financial institutions in kumasi, ashanti region of ghanaFaculty of Social Sciences, College of Art and Social Work, Kwame Nkrumah University of Science and Technology, Kumasi, GhanaABSTRACT Performance appraisal system (PAS) has been viewed by academics and human resource practitioners as an effective tool for human resource management (HRM). Yet effective PAS remains a practical challenge to managers and employees because of cognitive, motivational and behavioural factors. A review of recent studies also showed that employees in some financial institutions viewed PAS as discriminatory, punitive and judgemental where bias and cronyism replaced objectivity. A social survey was conducted among employees of six financial institutions in the Kumasi Metropolis. A survey questionnaire was administered among both managerial and subordinate staff. Data gathered were analyzed quantitatively using both descriptive and inferential statistical tools. It was revealed that employee participation in the appraisal process was generally high and this increased satisfaction and fairness which consequently enhanced employee motivation to perform. It was also revealed that manager-subordinate interaction was very cordial and this boosted employee motivation and majority of employees preferred appraisal to be used for satisfying training and development needs of employees.

H. Motivational synergy: Toward new conceptualizations of intrinsic and extrinsic motivation in the workplaceHuman Resource Management Review(Impact Factor: 2.38).09/1993; 3(3):185-201. DOI:10.1016/1053-4822(93)90012-SABSTRACT The foundation for a model of motivational synergy is presented. Building upon but going beyond previous conceptualizations, the model outlines the ways in which intrinsic motivation (which arises from the intrinsic value of the work for the individual) might interact with extrinsic motivation (which arises from the desire to obtain outcomes that are apart from the work itself). In a modification of the prevailing psychological view that extrinsic motivation undermines intrinsic motivation, this conceptualization proposes that certain types of extrinsic motivation can combine synergistically with intrinsic motivation, particularly when initial levels of intrinsic motivation are high. Such synergistic motivational combinations should lead to high levels of employee satisfaction and performance. Two mechanisms are proposed for these combinations: extrinsics in service of intrinsics, and the motivation-work cycle match. Personality and work-environment influences on motivation are discussed, and implications are outlined for management practice and management development.

I. Work motivation in the Hellenic extended public sector: an empirical investigationThe International Journal of Human Resource Management(Impact Factor: 0.93).09/2008; 19(9):1738-1762. DOI:10.1080/09585190802295389ABSTRACT Individual differences and work-context characteristics may lead to differences in employees' motivation, job satisfaction and performance. In an era when public organizations seek to attract and retain highly qualified employees, managers and designers of motivation systems should carefully scrutinize and evaluate the reward preferences of their personnel. Using descriptive statistics and ordered probit regression models on data from a unique questionnaire-based survey, we explore how individuals' demographic characteristics and organizational work environments influence work motivation in the extended public sector of Greece. Literature on work motivation has long been focused into two major approaches: the organizational economic approach focusing on extrinsic rewards; and the organizational behaviour approach emphasizing intrinsic motivation. Accordingly, the motivators addressed in this study are presented in the form of extrinsic and intrinsic incentives. Our findings show that the expected work outcome of public employees is directly influenced by a multifaceted context of motivators; however extrinsic rewards seem to exert stronger influence on employees' preferences than intrinsic motives, including those related to public and altruistic service. In addition, econometric results indicate that individual characteristics comprise a more decisive set of factors in determining the motivation patterns of public employees compared to work-related influences

J. Work motivation and social communication among public managersThe International Journal of Human Resource Management(Impact Factor: 0.93).07/2012; 23(13). DOI:10.1080/09585192.2011.637060ABSTRACT This article tests hypotheses about the effects of two types of work motivation (i.e. Intrinsic motivation and extrinsic motivation) and four types of social communication on three important work dispositions (i.e. Job involvement, red tape, and perceived organizational effectiveness) among 790 managers employed in public agencies in the states of Illinois and Georgia. The results show that intrinsic motivation is significantly associated with public managers' job involvement, perceptions of red tape, and organizational effectiveness. Also, certain types of organizational communication and mentoring socialization are closely related to the outcomes. The results of cross-interaction effects between motivation and communications on outcome variables support the SDT prediction that when public managers are more involved with different types of social communication behaviors, the relationship between extrinsic motivation and three outcome variables becomes more pronounced. That is, communication in public agencies provides more autonomy and discretion for extrinsically motivated public managers, thus leading to more positive organizational dispositions.

K. Motivation and Job Satisfaction among Greek Bank EmployeesPRIME, Vol 7, 201410/2014;ABSTRACT The purpose of the current study was to examine the relation between motivation and job satisfaction among Greek bank employees. In particular, the study examined the possible positive relationship between the self-determined, independent forms of motivation and the factors of job satisfaction and the possible negative relationship between the non self-determined forms of motivation and the factors of job satisfaction. The research sample consisted of 172 bank employees. For the collection of the data, the Work Motivation Inventory Greek version (WMI-G) was used. The inventory was created by Christodoulidis and Papaioannou (2002), based on the Work Motivation Inventory created by Blais, Briere, Lachance, Riddle and Vallerand (1993). It consists of 35 questions under the general question What pushes you to do this job? Corresponding to five factors: Intrinsic motivation (12 issues), Identified regulation (4 issues), Introjected regulation (3 issues), External Regulation (6 issues), Amotivation (10 issues). The answers were given on a seven-point Likert-type scale (1 = not responds at all, 7 = corresponds exactly). The tool which was used for the measurement of job satisfaction was the Employee Satisfaction Inventory, ESI, created by Koustelios, 1991, Koustelios, A & Bagiatis K, 1997. It included 24 questions, which measure six dimensions of job satisfaction: 1. Working conditions (5 questions), 2. Earnings (4 questions), 3. Promotions (3 questions), 4. Nature of work (4 questions), 5. Immediate superior (4 questions) and 6. The institution as a whole (4 questions). The research results indicate that the highest the motivation the highest the job satisfaction of employees. However, further investigation should be carried out in the Greek population, so that occupational phenomena like work motivation and job satisfaction are well studied and promoted.

L. A Review of Self-Report and Alternative Approaches in the Measurement of Student MotivationEducational Psychology Review(Impact Factor: 2.4).09/2009; 21(3):219-246. DOI:10.1007/s10648-009-9107-xABSTRACT Within psychological and educational research, self-report methodology dominates the study of student motivation. The presentreview argues that the scope of motivation research can be expanded by incorporating a wider range of methodologies and measurementtools. Several authors have suggested that current study of motivation is overly reliant on self-report measures, warrantinga move toward alternative approaches. This review critiques self-report methodology as a basis for examining alternative conceptualizationsof motivation (e.g., phenomenological, neuropsychological/physiological, and behavioral) and related measurement tools. Futuredirections in motivational methodology are addressed, including attempts at integration or combination of these approachesand a preliminary functional framework for the development of novel, multidimensional approaches to the study of motivation.

M. Analysis of Factors Motivating Human Resources in Public SectorDOI:10.1016/j.sbspro.2013.12.916 Conference: Contemporary Issues in Business, Management and Education 2013, At Vilnius, LithuaniaABSTRACT The improvement of management functions and procedures of human resources in public sector is a continuous and constantly evolving process. From the public officials the citizens and society require effective work in providing public services to the population. In comparison with the private sector, a lower efficiency in public sector is still noticeable in the world. The efficiency of state and municipal authorities depends not only on the education, competence and abilities of public officials. The efficiency of human resources motivation system has a significant impact on the effectiveness of state and municipal authorities. For the purposeful work results of the administration offices of human resources, it is important to analyze not only the existing functions and procedures, but also to investigate the factors that affect the motivation of human resources in performing the functions and procedures effectively. The purpose of this article is to perform the motivation factors analysis of human resources in order to enhance the effectiveness of existing administrative functions and procedures. For the realization of the intended purpose, a methodological triangulation is applied: the analysis of scientific literature, comparative and systematic analysis, synthesis and qualitative research methods, analysis of documents.

N. Public Service Motivation and ProfessionalismInternational Journal of Public Administration01/2012; 35:46-57. DOI:10.1080/01900692.2011.635278ABSTRACT Public service motivation (PSM) literature has traditionally conceptionalized professionalism as identification with professional associations. In contrast, this article discusses professionalism as an occupational variable and claims that professionalism relates differently to the different PSM dimensions and user orientation. Using two different measures of professionalism, the article analyses 845 Danish employees and shows that professionalism is negatively related to compassion and user orientation, but positively related to attraction to policy-making. Commitment to the public interest and professionalism are not related. Thus, professionalism relates to PSM in more complex ways than earlier supposed, pointing towards an institutional approach to professionalism and PSM.

O. Command and motivation: how the perception of external interventions relates to intrinsic motivation and public service motivationPublic Administration(Impact Factor: 1.57).03/2013; 92(4). DOI:10.1111/padm.12024ABSTRACT Motivated employees are crucial to organizations, but external interventions such as command systems and financial incentives may decrease motivation. If these external interventions are perceived to be controlling, they are expected to crowd out intrinsic motivation. This may also apply to other types of autonomous motivation such as public service motivation. The perception of external interventions is thus expected to be pivotal. This article investigates how the perception of a specific command system (obligatory student plans) is associated with intrinsic motivation and public service motivation. Using a dataset consisting of 3230 schoolteachers in Denmark, a structural equation model shows that the perception of obligatory student plans as controlling is negatively associated with all of the investigated types of employee motivation, supporting the idea that motivation crowding can occur.

P. Only If We Agree? How Value Conflicts Moderate the Relationship Between Transformational Leadership and Public Service MotivationInternational Journal of Public Administration10/2014; 37(12). DOI:10.1080/01900692.2014.928315ABSTRACT Existing studies find positive associations between transformational leadership and public service motivation (PSM), but value conflict may moderate the relationship. This is investigated for Danish University Colleges using a mixed-methods design. These colleges educate future teachers, pedagogues, nurses, and social workers, and their strong public service-oriented missions and potentially conflicting public values make this sector a well-suited case to test whether consensus on public values is a precondition for a positive association between transformational leadership and employee PSM. Based on a survey of 968 employees combined with qualitative interviews concerning specific public values, we find that the less value conflict, the stronger the positive relationship between the direct managers level of transformational leadership and the employees PSM. This is also the case for the top management. This implies that transformational leadership might be a way for managers to enhance employee PSM, but only if there is no severe value conflict.

Q. Public Service Motivation Concepts and Theory: A CritiquePublic Administration Review (Impact Factor: 0.84). 07/2014; DOI:10.1111/puar.12248 ABSTRACT With its growth in popularity, public service motivation (PSM) research has been subjected to increasing critical scrutiny, but with more focus on measurement and models than on concepts. The authors examine PSM against standard criteria for judging the strength of concepts (e.g., resonance, parsimony, differentiation, and depth). After providing a critique of PSM concepts, they conclude with suggestions for research programs that could improve the explanatory power of PSM theory.R. Dynamics of Public Service Motivation: AttractionSelection and Socialization in the Production and Regulation of Social ServicesPublic Administration Review (Impact Factor: 0.84). 12/2013; 74(1). DOI:10.1111/puar.12154 ABSTRACT The literature on public service motivation (PSM) has typically focused on the relationship between motivation and public/private sector of employment, while the character of the work being performed has been neglected. Using panel surveys with pre- and postentry measures of PSM among certified Danish social workers, this article provides a unique design for investigating PSM-based attractionselection and socialization effects with respect to the choice between work related to service production or service regulation (controlled for public/private sector of employment). The article shows that the PSM profiles of social work students predict their preference for one of the two types of work tasks but do not predict first employment in the preferred job. Conversely, postentry shifts in social workers PSM profiles result from a complex interplay between influences from both work task and sector.S. Appreciation Motivates Employees To Work Harder, Study SaysBy: Chad BrooksPublished: 11/19/2013 05:08 AM EST on businessnewsdaily

ABSTRACT It's the carrot, not the stick that keeps employees motivated in the workplace, new research shows.A study by online career siteGlassdoorrevealed that more than 80 percent of employees say they're motivated to work harder when their boss shows appreciation for their work, compared to less than 40 percent who are inspired to work harder when their boss is demanding or because they fear losing their job. Showing gratitude also helps keep workers from developing a wandering eye. More than half of those surveyed said they would stay longer at their company if they felt moreappreciation from their boss. While more money is the type of recognition employees would prefer most, employers can also keep their staff happy with a number of less-costly methods. The study found that 46 percent of employees would feel more appreciated if their boss gave them an unexpected treat, like snacks,lunches, dinners or thank you notes, while 24 percent would enjoy a company-sponsored social event, such as a holiday party or happy hour

T. How to Motivate Workers in Tough TimesBy ERIN WHITEUpdated Nov. 7, 2008 11:24 a.m. ETABSTRACT How do you keep employees focused, motivated and energetic when everything's lousy? It's tough. We checked in with Jim Harter, who studies workers' commitment to their jobs -- or "employee engagement" at Gallup, the research and consulting firm. He's also co-author of "12: The Elements of Great Managing." He shared his advice for managers. Here are edited excerpts:U. What business leaders do for workplace innovationBy Amrita Premrajan, timesjobs.comABSTRACT Dave Ranson, MD, MITC, says a workplace culture wiped clean of fear of failure has the best climate for innovation Constantly innovating and building better products or service mechanisms is what every business strives for. Businesses are moving towards a state where innovation becomes a part of kras and workplace culture.Dave Ranson,managing director, Moog India Technology Center (MITC), speaking at a techgig webinar, pointed out the things business leaders need to foster to encourage innovation.

V. Motivating employees without money By businessweek | 7 May, 2009, 05.30AM ISTBy Matthew BoyleIn the months after September 11, as business activity slowed to a crawl, Steve Kerr, then the chief learning officer at Goldman Sachs (GS), launched a leadership seminar for senior managers that he nicknamed "Motivating Without Money." The daylong sessions discussed how Goldman's managers could use nonfinancial incentives to energize their staff. While well received, the seminar was discontinued when business perked up again a year or so later.

Last fall, however, Goldman brought it back, widening the audience to include Goldman's clients. (It's now called "Motivating Your People in a Challenging Environment.") "We got more people than I expected," recalls Kerr, now a senior advisor to the bank and author of a new book, Reward Systems. As for why bonus-obsessed Wall Street hotshots would be so receptive to his "money isn't everything" message, Kerr says: "I guess any reward in tough times is valuable."

W. Past, Present, and Future of Public Service Motivation ResearchPublic Administration(Impact Factor: 1.57).12/2014; 92(4):779-789. DOI:10.1111/padm.12136ABSTRACT This article reviews the evolution of almost 25 years of public service motivation research in order to identify what is necessary to raise future research to a higher level. First, we look at the rise in public service motivation research and try to provide an explanation for the increasing number of publications. Second, we review the empirical research on public service motivation and summarize the knowledge that has been built up so far in terms of the nature of the concept and its prevalence, its antecedents, and its consequences or outcomes. Third, we identify the challenges which future research is likely to face and we develop a strategy to address the aforementioned issues. In doing so, we aim to provide a roadmap for future research and thus contribute to a further increase in more robust knowledge on a topic that has been increasingly influential in public administration and public MANAGEMENT

X. Do Public and Private Recruiters Look for Different Employees? The Role of Public Service MotivationInternational Journal of Public Administration 01/2012; 35:70-79. DOI:10.1080/01900692.2011.635453 ABSTRACT During times of demographic change in developed countries, public sector employers need recruitment strategies in the competition for human capital. Recently, differentiation strategies relying on public service motivation (PSM) for public human resource management have been brought forward. This study examines how public sector employers position themselves in the labor market by means of a quantitative content analysis of 473 of job requirements and job benefits stated in job advertisements for lawyers. The results suggest that while there are substantial sector differences in job advertisements and public sector employers promote specifically public characteristics, only a few of them stem from PSM.

Y. Does Public Service Motivation Affect the Behavior of Professionals?International Journal of Public Administration 01/2012; 35(1). DOI:10.1080/01900692.2011.635277 ABSTRACT The public service motivation (PSM) literature claims that PSM may be the key to increasing performance in the provision of public service. The implicit assumption in the literature is that PSM affects individual behavior, which then affects performance; however, little is known about the effect of PSM on behavior. Before this gap is closed, we cannot fully know the potential of PSM. This paper investigates how PSM affects the behavior of Danish physiotherapists (n=556). The analysis is based on valid register data on individual behavior combined with a web-based survey of PSM. We find that PSM positively affects the share of services to disabled patients. These services are less lucrative, but the disabled patients are seen as more needy, increasing the perceived contribution to the public interest. The positive association implies that a high level of PSM is beneficial for public services, especially in terms of securing the interests of weak and needy groups of citizens.