The effect of motivational tools on the productivity of staff architects in developing countries: the case of Turkey

Abstract

ABSTRACT The relationship between motivation and productivity is a crucial concern for managers and must be analyzed based on sectoral differences. This study aims to explore the differences in motivation and productivity among staff architects in the public and private sectors in Turkey and to examine the effects of motivational tools on their productivity. The study compares three fundamental motivational tools: economic, psycho-social, and organizational-managerial. A quantitative research method was employed, and a survey was conducted among 132 staff architects working in the public and private construction sectors in Antalya, a significant city that contributes to Turkey’s economy. T-tests and correlation analysis were conducted to test the hypotheses. The results of the study revealed significant variations in the perception of motivational tools between the two sectors, indicating distinct experiences for staff architects. Economic fluctuations in Turkey were identified as a potential explanation for the differences in the perception of economic tools. Additionally, significant disparities were observed in the perception of psycho-social and organizational/managerial tools, highlighting the contrasting nature of these factors across sectors. The study’s findings determined that while organizational and managerial motivational tools were effective in increasing the productivity of staff architects in the public sector, the productivity of staff architects in the private sector could be enhanced by psycho-social motivational tools. This study contributes to the existing knowledge by uncovering disparities in perceptions and impacts of motivational tools between public and private sectors. It emphasizes the significance of considering contextual factors and industry-specific dynamics when examining the motivation-productivity relationship in the construction industry. The findings have practical implications for managers and policymakers in both sectors, highlighting the need to tailor incentive strategies to sector-specific needs.