Influence Employee Motivation Research Articles

Green Human Resource Management: A Review and Research Agenda*

The paper makes a case for the integration of the largely separate literatures of environmental management (EM) and human resource management (HRM) research. The paper categorizes the existing literature on the basis of Ability–Motivation–Opportunity (AMO) theory, revealing the role that Green human resource management (GHRM) processes play in people‐management practice. The contributions of the paper lie in drawing together the extant literature in the area, mapping the terrain of the field, identifying some gaps in the existing literature and suggesting some potentially fruitful future research agendas. The findings of the review suggest that understanding of how GHRM practices influence employee motivation to become involved in environmental activities lags behind that of how organizations develop Green abilities and provide employees with opportunities to be involved in EM organizational efforts. Organizations are not using the full range of GHRM practices, and this may limit their effectiveness in efforts to improve EM.

An Analytical Study on Determining Effective Factors for Recruiting Right Person

The general aim of this study is to evaluate and measure the effectiveness of recruitment and selection and its impact on service delivery amongst staff within the Development of Human Resource Policy. Research has shown that motivated and satisfied employees are more productive and that there is an improvement on service delivery. Factors, which influence employee motivation, are inter alia as efficient recruitment and selection methods, achievement, advancement, being treated with respect and personal growth and development. It is suggested that a possible way to succeed with recruitment and selection would be to gain their full co-operation with the aims and goals of the national objectives and the objectives of the department, to achieve, maintain and enhance the service delivery of staff, who are also potential future leaders in the organization. This should be coupled to a commitment to excellence and efficiency in the organization in general.
 
 
 

Research of Employee Benefits in the Ostrava Region / Výzkum Zaměstnaneckých Výhod Na Ostravsku

Abstract The article deals with the issues of employee benefits that influence employee motivation. Thus they participate not only in creating preconditions for company competitiveness, but also in proper running the company and/or return on investments into employees. In relation to the given questions, selected motivation theories and results of some sociological surveys connected with these problems are characterised briefly in the article as well. The focus of the article is the research into employee benefits in the Ostrava region. The authors of the article paid particular attention to the kinds of benefits provided to employees most frequently at present and how these benefits are perceived by employees themselves

Rewards Policy And Employee Motivation In The National Library Of Nigeria (NLN)

This study focused on ranking twenty factors that influence employee motivation in the National Library of Nigeria as well as examining the reward policy of the organization. A descriptive survey method was used with the questionnaire as the main data collection instrument. The questionnaire used was adapted from Kovach’s (1987) questionnaire on employee motivation and Kamdi’s (2009) questionnaire on reward policies for employees. Out of the 100 questionnaires distributed, 81 were returned representing 81% return rate. Using simple statistical analysis, the study observed that employees of the National Library of Nigeria were most motivated by job security, salary and interesting work respectively. The study also observed that the reward programme in place at the National Library was not well communicated to staff and therefore there were a lot of contradicting views among staff on how the programme was implemented. Interestingly, staff were of the view that an efficient and effective reward programme will greatly enhance employee motivation and that a highly motivated workforce will lead to greater productivity and ultimately ensure that the National Library meets its stated goals. The study concludes by recommending that the management of the National Library of Nigeria should develop a well articulated, written reward policy which will be widely circulated among staff. It also suggests ways to address the security needs of staff and other key factors that influence employee motivation.

Can you directly motivate employees? Exploding the myth

PurposeTo guide managers on managing the “organizational environment” of their employees. To return motivation to the employee.Design/methodology/approachFirst by dissecting the psychological contract. Second by matching specific motivations to a maturity model of Human Resource Management.FindingsThe 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 implicationsManagement 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 implicationsIn 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/valueThe 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.

Meaningfulness, Commitment, and Engagement:The Intersection of a Deeper Level of Intrinsic Motivation

The problem and the solution. The work motivation literature suggests the existence of a level of motivation that goes beyond the commonly known typologies of intrinsic and extrinsic motivation. The purpose of this article is to explore that deeper level of intrinsic motivation, meaningfulness, and to discuss the connections between meaning of work and meaning at work, represented by the concepts of employee commitment and engagement. This multidimensional approach combines the individual and psychological aspects of work motivation with the contextual and cultural factors that influence employee motivation.