Employee Motivation Research Articles

Do human resource systems indeed have "system" effects? The dual internal fit model of a high-performance work system.

The configurational or "internal fit" perspective proposes that human resource (HR) systems are most effective when individual practices are configured such that they fit together and are mutually reinforcing. The Ability-Motivation-Opportunity (AMO) model has emerged as a predominant way to select and configure HR practices based on whether they attempt to enhance employee ability, motivation, or opportunities. Despite the widespread use of the configurational perspective and AMO model in building a high-performance work system (HPWS), researchers have not clearly articulated how HR practices across the AMO domains should be configured to maximize internal fit across the system. Moreover, research has overlooked the hierarchical nature of an HPWS, such that HR practices are nested within a particular AMO domain, and the AMO domains, in turn, are nested within the HPWS. To address these gaps, we develop and test a dual internal fit model that specifies synergistic interactions within and among AMO domains. Analyses of six-wave panel data from 640 firms reveal that internal fit effects of HR practices simultaneously exist within (i.e., HR practice-level interactions) and among AMO domains (i.e., AMO domain-level interactions) to predict workforce productivity and ultimately firm profitability. Moreover, the two sets of interactions predict outcomes beyond the additive effects of the HR practices on which prior research has typically focused. These findings show that HR practices can be configured to have "system" effects. They also highlight the value of the dual internal fit model to understand the performance benefits of optimally configured HR systems. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

ПРОБЛЕМИ УПРАВЛІННЯ ПЕРСОНАЛОМ ТОРГОВИХ ПІДПРИЄМСТВ В КРАЇНАХ ЄВРОПЕЙСЬКОГО СОЮЗУ

Personnel management at any enterprise is a complex and multifaceted process. Managers must have deep knowledge and experience in the field of motivation, coordination, staff training, etc., The greatest asset of any organization is its human resources, which ensure the achievement of the company's goals and objectives. It is unfortunate that most companies have neglected the development and management of their main asset, which is human resources. Human resource management is a function in an organization that focuses on hiring, managing, and shaping development directions for people who work in an organization. It is also a strategic and comprehensive approach to managing people, culture and workplace environment. Employee engagement and motivation are critical to the success of any business. Engaged employees are more productive, more committed, and more likely to stay with their employer. In today's fast-paced business environment, it is more important than ever for managers to keep their employees engaged and motivated. The importance of managing human resources lies in the fact that the most important resource of an organization is people, and that the productivity of a significant world lies among them. In order for the management of human resources to have little significant impact on the efficiency of the organization, it is necessary to expand and effectively implement the required set of policies and processes for human resources. The strategic management of human resources is the key, which is significant, as spy workers reach the goals of the organization for additional policies and practices regarding human resources, ie integration into the strategy of human resources. The growing popularity of the promotion of the mechanism of human resource management has encouraged us to do some clear exercises to improve the efficiency of the organization. There have been very few efforts to maintain a connection between the practice of effective human resource management and efficient organization, as it has been carried out in the Ukrainian economy. Today, after the pandemic, the management of the effectiveness of the glasses without precedent changes.

How Can Public Sector Organizations Enhance Employee Loyalty? The Impacts of Ethical Leadership, Employee Job Satisfaction, and Employee Motivation

How Can Public Sector Organizations Enhance Employee Loyalty? The Impacts of Ethical Leadership, Employee Job Satisfaction, and Employee Motivation

Employee's Work-Life Balance, Career Development, Motivation and Satisfaction as the Determinants of NGO’s Performance

This study investigates the determinants of employee performance in the Service Industry in Malaysia, with a specific focus on work-life balance, job satisfaction, employee motivation, and career development. 300 survey questionnaires were distributed in total, and 170 respondents from both executive and non-executive groups were analyzed using IBM's SPSS version 23. The findings validate a substantial correlation among work-life balance, job satisfaction, employee motivation, career development and employee performance at Non-Government organizations (NGO’s). This study provides significant insights that can be employed by NGO’s in Malaysia to design effective strategies for enhancing employee performance. The proposals aim to advance research on employee management to improve corporate effectiveness and promote employee success in NGOs as its strategic influence on government policy at domestic and international levels.

Pengaruh Kepemimpinan dan Lingkungan Kerja terhadap Motivasi Serta Dampaknya pada Kinerja Pegawai di Dinas Pendidikan Kota Sungai Penuh

This research is motivated by the success of an institution or organization in achieving its goals inseparable from the role and performance of employees in it. One of the indicators to achieve such success is human resources. This study aims to (1) describe the picture of leadership, work environment, employee motivation and performance (2) know and analyze the influence of leadership and work environment both directly and indirectly on employee motivation (3) know and analyze the influence of leadership and work environment both directly and indirectly on employee performance (4) know and analyze the influence of motivation on employee performance (5) know and analyze influence leadership and work environment through motivation for employee performance at the Sungai Full City Education Office. The results of the study showed (1) leadership and work environment in good condition and motivation and performance of employees at the Sungai Full City Education Office. (2) Leadership and work environment directly and indirectly affect employee motivation at the Sungai Full City Education Office, the value of direct influence is 44.89% and indirect influence is 28.32% so that the total influence is 73.21% and the remaining 26.79% is influenced by other factors. (3) Leadership and work environment directly and indirectly affect the performance of employees at the Sungai Full City Education Office, the value of direct influence is 41.28% and indirect influence is 31.66% so that the total influence is 72.94% and the remaining 27.06% is influenced by other factors. (4) Motivation affects the performance of employees at the Sungai Full City Education Office by 72.59% and the remaining 27.41% is influenced by other factors. (5) Leadership and work environment through motivation have a direct influence of 41.28% and an indirect influence of 34.56% on employee performance so that the overall total influence of leadership and environment through motivation on employee performance is 75.84% at the Sungai Full City Education Office.

Pengaruh Disiplin dan Fasilitas Kerja terhadap Motivasi yang Berimplikasikan pada Kinerja Pegawai di Kecamatan Danau Teluk Kota Jambi

The aim of this research is to describe the discipline, work facilities, motivation and performance of employees in Danau Teluk District, Jambi City and to analyze the partial and simultaneous direct and indirect influence of discipline and work facilities on employee motivation and performance, as well as to analyze motivation on employee performance. To answer the research objectives, this research is supported by theoretical studies related to research variables, namely discipline, work facilities, motivation and performance. Apart from that, the author also looked for relevant previous research in the form of articles/journals and previous theses to support this research. The population in this research are employees in Danau Teluk District, Jambi City, totaling 53 employees with conditions in 2022. The data analysis technique used in this research is through path analysis followed by hypothesis testing through the F test (Simultaneous) and t test (Partial). From the path analysis tests carried out, it was found that discipline and work facilities had an influence on motivation by 65.4% while the rest was influenced by other variables. Discipline and work facilities have an influence of 42.0% on employee performance in Danau Teluk District, Jambi City. This research concluded that discipline, work facilities, motivation and employee performance were in good and high condition. Apart from that, discipline and work facilities partially and simultaneously have a positive and significant influence on the motivation and performance of employees in Danau Teluk District, Jambi City. Likewise, motivation has a positive and significant influence on employee performance.

Dimensional Perspectives of Human Resource Development

Human Resource Management (HRM) is a collective term for all the formal systems created to help in managing employees and other stakeholders within an organization. It is tasked with four main functions, namely, the recruitment, utilization, development and motivation of employees. Ideally, the role of HRM is to find the best way to increase the productivity of an organization through its employees. Until recently, an organisation’s human resource department was categorized in the lower rungs. This is surprising considering the crucial role that this department plays in replenishing and nourishing an organization’s resources. It has transformed significantly from the task-oriented nature of administration it used to be in the 1980s. It is now viewed as a strategy-focused extension of every organisation. This department thrives on specific principles, such as commitment and competence, Another core function of HRM is employee orientation and development. Orientation is the process of teaching new recruits the necessary skills, knowledge, and behaviors so that they can transition to the new organisation effectively. Employee orientation is a broad process conducted by the HR department, and it’s done through different methods, including lectures, meetings, videos, mentoring, and team-building exercises. The main objective of the orientation is to provide new recruits with adequate information regarding the organisation’s targets, rules, policies, and activities. Employee development refers to all the efforts for improving individual, team, and organizational effectiveness. One aspect the human resource department tackles is talent development. This involves aligning the employees’ skills with the organisation’s needs. In addition to hiring, training, and orienting employees, HRM should alsoimprove their career opportunities.

TOOLS FOR EFFECTIVE CAREER DEVELOPMENT MANAGEMENT

In today’s environment, managing employees’ career development is becoming a key factor for the success and sustainable development of organizations, especially small and medium-sized enterprises (SMEs). The purpose of this article is to investigate current approaches to career management in SMEs and provide practical recommendations based on theoretical research and empirical evidence. The novelty of the study lies in the integrated approach to analyzing career management practices using both quantitative and qualitative methods. This allows for a deeper understanding of the impact of career development on employee motivation and retention in a resource-constrained and highly competitive environment. The research methodology includes reviewing existing literature and analyzing case studies from different industries to identify best practices and success stories. The use of mixed research methods, such as surveys and in-depth interviews, provides a more comprehensive view of current practices and their impact on employees. The results of the study show that career development management is critical to improve employee motivation and retention, which is particularly relevant for SMEs. Pay attention to aspects such as training and development, performance appraisal systems, reward systems and their impact on employee motivation. Training and development help to improve employees’ skills and adaptability to changes in the market, while appraisal systems such as 360-degree feedback and regular evaluations help to identify achievements and areas for improvement, forming individual development plans. A fair and competitive compensation system motivates employees and promotes employee retention. The author’s personal contribution is the design and implementation of an integrated research methodology that combines quantitative and qualitative methods, which provided comprehensive data and offered practical recommendations for SMEs. The article also discusses the factors that influence employee retention and the creation of a positive corporate culture, which contributes to their long-term professional growth and enhances companies’ competitiveness in the market. In an environment of rapid change and globalization, SMEs must pay special attention to human capital development to maintain competitiveness and achieve sustainable growth. The article provides recommendations for the implementation of effective career management programs and examples of successful practices from different sectors.

Pengaruh Gaya Kepemimpinan, Karakteristik Individu dan Motivasi Terhadap Kinerja Karyawan CV Adi Farm Mlonggo Jepara

This research aims to analyze the influence of leadership style, individual characteristics and motivation on employee performance. The population in this study was 170 employees of CV Adi Farm Mlonggo Jepara. The sampling technique in this research used purposive sampling with the criteria of respondents being permanent employees who had a minimum work period of 1 year. The number of samples in this study was 80 respondents using Roscoe's theory. The data analyzed is primary data with data collection methods through questionnaires distributed to respondents. The data processing results obtained in this research include respondent descriptions, variable descriptions, validity tests, reliability tests, F tests, coefficient of determination tests (R²) and hypothesis tests. The results of this study show that leadership style has no effect on employee performance, individual characteristics have a negative and significant effect on employee performance and motivation has a positive and significant effect on employee performance.

Pengaruh Motivasi Kerja dan Budaya Organisasi Terhadap Efektivitas Kinerja Pegawai Badan Kepegawaian dan Pengembangan Sumber Daya Manusia Pemerintah Kota dan Kabupaten Malang

This research aims to examine the variables that influence performance effectiveness and their influence on employees at the Personnel and Human Resources Development Agency of the Malang City and Regency Government. The type of research used is quantitative with a descriptive approach. Primary data in this study used a questionnaire which was distributed using a questionnaire sheet. The population in this study were employees of the Personnel and Human Resources Development Agency of the Malang City and Regency Government and a sample of 99 respondents. Using the Partial Least Square (PLS) analysis method 3. Based on the research results, it shows that the work motivation variable is not significant on the effectiveness of employee performance at the Personnel and Human Resources Development Agency of the Malang City Government. And the Organizational Culture variable is significant for the effectiveness of employee performance in the Malang City Government Personnel and Human Resources Development Agency employees. It can be concluded that this shows that the work motivation of employees of the Personnel and Human Resources Development Agency in Malang City and Regency has not been able to reduce the level of performance effectiveness. This shows that the better the organizational culture that exists among the employees of the Personnel and Human Resources Development Agency in Malang City and Regency, the lower the level of performance effectiveness.

Impact of Motivational Factors on Employee Performance on Banking Industry in Nepal

This research investigates the impact of motivational factors on employee performance within the Nepalese banking industry, a sector critical for the nation's financial stability and economic growth. Recent growth in Nepal's banking sector, driven by factors such as increased financial inclusion and technological advancements, underscores the need for a highly motivated and productive workforce. Employee performance, defined as the measurable contribution of an individual to organizational goals, is crucial for maintaining a competitive edge. This study explores the relationship between motivation and performance, drawing on need-based theories, goal-setting theory, and social cognitive theory, while considering Nepal's unique socio-cultural context. This study investigates the impact of intrinsic and extrinsic motivational factors on employee performance within the banking sector in Nepal. Data were collected from 350 respondents across various banks through online surveys, with a pilot test conducted to ensure clarity and reliability. The survey assessed both types of motivational factors and their influence on employee performance. Demographic analysis provided key insights into the participant pool, enhancing the understanding of the sample's characteristics. The findings underscore the importance of both intrinsic factors, such as job satisfaction and professional development, and extrinsic factors, including competitive salaries and job security, as key motivators for employee performance. Additionally, the study highlights the influence of cultural values, such as collectivism and respect for hierarchy, in shaping employee motivation in Nepal. By employing a descriptive research design and rigorous methodological steps, including statistical analysis using SPSS, this study provides a comprehensive understanding of the motivational landscape in Nepal's banking sector. The insights gained can guide banks in developing effective strategies to enhance employee motivation and performance, contributing to the overall success and growth of the industry.

The Effect of Professional Attitude on Motivation with a Strategic Management Perspective: The Mediating Role of Trust

Employees' professional attitudes, motivation, and trust perceptions should be positive to be more successful and productive in their professions. Based on these research topics, the primary purpose of this study is to measure the effect of the trust mediation role and professional attitudes on the motivation of non-managerial employees working in the provincial units of a public institution in Ankara. The data obtained from 392 employees were analyzed using SPSS and AMOS programs, and structural equation modeling was used. As a result of the findings, it was understood that professional attitude did not have a statistically significant mediating effect on trust, and trust did not have a statistically significant mediating effect on motivation. According to the results obtained, professional attitude had a statistically significant impact on motivation. Increasing the perceptions of human capital, which is the most crucial resource of organizations, such as motivation and attitude towards work, will prevent negative situations such as leaving the organization and burnout syndrome.

Effectiveness of Non-Monetary rewards in Employee Motivation in Private Sector of Chennai

Effectiveness of Non-Monetary rewards in Employee Motivation in Private Sector of Chennai

Повышение мотивации сотрудников производственных объектов нефтегазовой отрасли в области промышленной безопасности и охраны труда

The study considers problems of motivation for compliance with industrial and occupational safety requirements by employees engaged in production facilities and the necessity of motivation to achieve the required protection level. A set of measures implemented at enterprises to ensure industrial and occupational safety has been outlined; special attention has been paid to the need for diagnostics of the psycho-physical state of employees, their training, and motivation methods (external and internal). Most respondents have shown their interest in improving their knowledge to reduce accident risks at production. They believe that safety can be increased via the use of reminders at each stage of work. The study helped to identify the basic causes of low motivation for compliance with industrial and occupational safety rules and determine approaches to resolving the issue. The factors affecting low motivation and the degree of involvement in the process are insufficient attention to safety issues from the top management, insufficient involvement in the decision-making to improve safety, lack of material incentives for compliance with safety rules, and lack of opportunities for professional development. Criteria enabling the establishment of safe activity motivation principles have been identified, and certain measures to improve motivation have been proposed. The respondents have listed the following methods to increase the motivation of employees of oil and gas production facilities in the area of industrial safety: practice-oriented training with visual aids and case studies, the use of both material and moral components of positive encouragement to reinforce safe behavior, re-evaluation of safety programs based on employees’ feedback, results of monthly surveys and studies, and video recording of the work process.

Why does family motivation occur and matter? Evidence from hotel and cruise ship employees

Supporting one’s family can be a powerful motivator for employees to work hard. However, very few research has been done and has explored the reasons why family motivation matters and how it occurs. Drawing on prosocial motivation theory and action identification theory, we propose that family motivation positively influences employee resilience, particularly when intrinsic motivation and challenge stressors are low. Additionally, perceived organizational support for families enhances family motivation, which in turn bolsters employee resilience. We have collected data from hotel and cruise ship employees to test these hypotheses. Our findings suggest that family motivation significantly strengthens employee resilience, especially in the absence of intrinsic motivation and challenge stressors. Furthermore, perceived organizational family support plays a crucial role in fostering family motivation, which mediates its positive impact on employee resilience. Based on these insights, we recommend that hotel and cruise ship companies cultivate resilient employees by reinforcing family motivation and implementing family-friendly practices.

The Impact of Employee Motivation on the Performanceof Organisations

The Impact of Employee Motivation on the Performanceof Organisations

PENGARUH REMUNERASI, PENGUKURAN KINERJA, DAN ANALISIS JABATAN TERHADAP KUALITAS MUTU PEKERJAAN PEGAWAI DI BIRO KEUANGAN UNIVERSITAS NEGERI JAKARTA TAHUN 2022

Nowadays, people are increasingly smart and aware of getting quality products or services. People are very intelligent and understand about quality products or services. For this reason, an institution is required to provide quality products or services to provide satisfaction to consumers. Providing quality products or services, of course, cannot be separated from the extent of human resources (HR) owned by an institution. The reason is, through quality human resources, quality products or services will of course be produced. In the midst of increasingly tight business competition like today, improving the quality of employees is one of the important things for an institution. Because, the quality of products and services is largely determined by technology, systems, work methods and personal integrity to contribute the best quality work. Several factors that influence the quality of employee work are 1. Remuneration is a component that can increase employee motivation. With appropriate remuneration, an employee will work at his best. In this way, remuneration is something that can influence employee productivity and work performance; 2. Performance measurement is a process of assessing work progress against predetermined goals and objectives, including information on the efficiency of resource use in producing goods and services; 3. Job Analysis is a systematic process that aims to find out about the main points of the position which consists of several tasks, jobs, authority and responsibilities, as well as about the qualification provisions for the things sought such as experience, expertise, ability, education so that they can carry out their duties well in their position.

Impact of Human Resource Management Policies and Practices on Employee Motivation, Commitment and Performance

The primary goal of this study is to demonstrate how human resource management (HRM) policies and practices, which include employee job status, job security, internal promotion, and individualized rewards, have a substantial impact on employee motivation and commitment and their level of performance in the organization. Employees of commercial banks, insurance companies and financial companies at the managerial and assistant levels were included in this study. According to the study, there is a substantial and positive association between HRM policies and practices with that of employee motivation, and commitment. Similarly, a high level of employee motivation and commitment would contribute to the improvement of their level of performance in the institution as they accomplish the allocated duty based on their best efficiency, ability, and knowledge. It is the reason that management of the organization needs to focus on the improvement of employee job status, job security, internal promotion, and individualized rewards along with other variables of HRM policies and practices so that employees would feel motivated and committed to the accomplishment of assigned jobs. It is essential for the improvement of employee performance and also the overall performance of the organizations so that they can sustain and perform business activities in society for a long duration of time.

Exploring the Relationship Between Leadership Styles and Employee Motivation in the Context of Contemporary Management

The objective of this research is to examine the relationship between leadership styles and employee motivation in the context of contemporary management. This research employs a literature review approach to analyse various leadership theories, including transformational, transactional, autocratic, democratic, laissez-faire, and servant leadership. Each leadership style is evaluated in relation to employees' intrinsic and extrinsic motivation. The findings indicate that transformational and democratic leadership styles have the most significant influence on employees' intrinsic motivation, whereas transactional and autocratic leadership styles emphasize extrinsic motivation. This study contributes to contemporary management literature by providing insights into the importance of tailoring leadership styles to employees' motivational needs to achieve optimal performance.

Mediation of Green Perceived Organizational Support between Green Human Resource Management Practices and Employee Performance

This study examines the role of green HRM on employee performance outcomes in Pakistan through perceived organizational support for environmental initiatives. The theory of Ability Motivation Opportunity (AMO) has been applied to investigate how green HRM influences employee performance by mediating green-perceived support. The research used green HRM practices as independent factors, green perceived organizational support as a mediating variable, and employee performance as the dependent variable. Data from 312 respondents were analyzed using SEM-PLS. Training and development, recruiting and selection, employee involvement, and performance management are all examples of green HRM practices that this study found to have a good effect on employee performance. Furthermore, organizational support was a crucial mediator between green HRM practices and employee performance. This indicates that when green HRM and green-perceived organizational support demonstrate a commitment to environmental concerns, employees recognize that their ecological values are significantly endorsed by their employer, enhancing their perception of green-perceived organizational support and motivating improved performance. This research demonstrates that perceived green support fosters green competencies and motivation in employees, enabling them to realize their environmental potential. Therefore, employees may perform at their best by putting green HRM methods into practice and making corporate support seem ecologically sensitive.