Non-financial Motivation Research Articles

An Evaluation of Motivational Factors and Performance in Akwa Ibom State Civil Service, Nigeria

The paper focused on the evaluation of motivational factors and performance in the Akwa Ibom State civil service. We conducted the research to identify the various motivational strategies used in Akwa Ibom State civil service and their impact on the job performance of employees. A survey research design was used, and a questionnaire was administered to 550 respondents randomly selected from five (5) ministers in the state and six (6) local government councils. The data collected from these respondents was analyzed using multivariate regression models. From the analysis, the results showed that in Akwa Ibom State Civil Service, financial motivation is predominantly used without an appropriate mix of non-financial factors. These have resulted in low motivation and low performance. Also, it was ascertained that there was a significant relationship between performance and financial and non-financial motivation, which includes leadership style, job satisfaction, and employees’s participation in decision-making. The study recommended that the government should adopt an integrated approach to motivation and work out how to implement new motivational policies with a major focus on non-financial strategies. Keywords: Motivation, performance, civil service, employees.

Employees’ Motivation and Local Governments Performance in Tanzania: A Case Mvomero District Council

Employee motivation is a universal concept that is accepted by human resource practitioners as a tool to improve organizational performance. This study sought to examine the effects of employee motivation in improving performance in local governments in Tanzania. The study aims at examining the contribution of employee motivation to local governments in Tanzania. This paper adopted a research case design whereby Mvomero District Council was the case study. A sample size of 78 respondents was taken for the study. The study adopted a mixed approach whereby qualitative and quantitative approaches in the data collection process. The data was collected through key informant interviews and questionnaires. The findings revealed that the majority of the respondents were negative about the employee motivation provided in Mvomero District Council, especially at ward and village levels. The findings also, found that there is a positive relationship between employees’ motivation and employees’ performance. The higher the employee’s motivation the higher the employee’s performance. The study indicated that employees are motivated by financial motivation rather than non-financial motivation. The study concluded that there is a greater relationship between employee performance and employee motivation and employees in rural settings are less motivated compared to their counterparts in an urban setting. The study recommended that the government incentives policies should be reversed not only to motivate top management levels and consider middle and lower levels employees. The study also, recommended for the Mvomero District Council to improve the working conditions of the employees who are working in remote areas

An analysis of the non-financial motivation system of JSB “Almazergienbank” in order to increase the efficiency of personnel work

This article considers the system of non-financial motivation of personnel of Joint-Stock Commercial Bank “Almazergienbank”, a large regional bank by asset size, registered in the territory of the Republic of Sakha (Yakutia). The key business lines are servicing corporate clients, municipal organizations and projects, attracting deposits and lending to individuals and legal entities. The relevance of this topic is due to the fact that in the conditions of fierce competition between organizations it is necessary to find ways to increase the productivity of employees. Improving the incentive system can be one of such ways. The purpose of the study is to determine the involvement of employees in the system of non-material motivation and to develop recommendations for improving the incentive system in the context of increasing the efficiency of work in the context of competition in the banking market. Intangible incentive, being a significant tool, allows to save resources and at the same time increase productivity and satisfaction of employees. The methodological basis of the research was a survey of bank employees, an analysis of the obtained data and the existing system of nonfinancial incentives. It was revealed that the most popular option for assessing the intangible incentive system among the respondents is the indicator “8”, which indicates incomplete satisfaction with the existing system. As a result of the study, recommendations were developed to improve the personnel incentive system in order to increase the efficiency of work in the competitive conditions of the banking market.

Посилення мотивації персоналу як фактор конкурентоспроможності підприємства

The aim of the article is to study the theoretical and applied aspects of the functioning of the system of motivation of staff on the example of a production enterprise and to outline the directions of its improvement in the context of increasing the competitiveness of enterprise. The article analyzes the current state of staff motivation on the example of a leading Ukrainian company specializing in the trade of furniture components and accessories. In the course of the analysis, it has been found that over the past three years, the motivational system of enterprise has remained sufficiently balanced and generally satisfies the basic needs of employees. The company uses a wide range of financial motivation instruments, which includes competitive wages, a bonus system, providing production personnel with summer and winter overalls, paying for mobile communications, compensation for fuel costs when using own cars for work purposes, etc. Common measures of non-financial motivation of production enterprises are the functioning of corporate universities and libraries, career development of employees, support for employees serving in the Armed Forces of Ukraine, sports events, and so on. Despite a fairly effective system of motivation, some of its weaknesses have been identified as follows: in particular, a low share of additional wages, an insufficiently competitive social package of the company, which contains only basic elements, imperfection of non-material motivation, insufficient individualization of motivation, etc. In modern wartime conditions, measures to improve non-financial motivation can become effective motivation instruments, such as: the introduction of the «Best Employee of the Month / Quarter / Year» programs, recognition of employees’ merits by awarding certificates of honor, letters of gratitude, valuable gifts, holding rallying events, creating a psychological service to support the mental health of staff.

ОСОБЕННОСТИ ИСПОЛЬЗОВАНИЯ СИСТЕМ МАТЕРИАЛЬНОГО И НЕМАТЕРИАЛЬНОГО СТИМУЛИРОВАНИЯ ПРИ УПРАВЛЕНИИ ПЕРСОНАЛОМ ПРЕДПРИЯТИЙ В СОВРЕМЕННЫХ УСЛОВИЯХ

The article analyzes various aspects of motivational mechanisms in modern organizations, with an emphasis on the importance of fulfilling critical conditions for the successful achievement of results. Particular attention is paid to the development of effective non-financial motivation programs that correspond to the strategic directions of the organization and are adapted to the needs of various groups of employees. The authors analyze the experience of foreign and Russian companies, emphasizing the importance of an integrated approach to motivating personnel and justify the need for regular updating of motivational programs in response to changes in the market environment and the structure of labor resources. The purpose of the article is to study the features of the use of financial and non-financial incentive systems in modern conditions at enterprises. For this work, a comprehensive methodological approach was used, including the use of general scientific and private scientific methods, analysis and a systematic approach; the current practice in international companies was analyzed and the main practices of material and non-material incentive systems were identified in a comparative analysis based on the results of existing research at various enterprises. The main features of the use of material and non-material incentive systems at enterprises in modern conditions are identified, both financial and non-financial approaches to motivating employees are considered, including individual and group, short-term and long-term strategies, the features of various types of incentives for employees are analyzed and conclusions are drawn about the need for implementation a systematic approach that takes into account the interaction of various elements of the incentive system in a complex to achieve the best results of the enterprise. This work has revealed that the effective use of financial and non-financial incentive systems in enterprises requires flexibility, result orientation, and openness. As a result, it can be concluded that the development of individual employee incentive programs, taking into account the specifics of the enterprise’s industry and the needs of employees are key elements of a successful staff motivation system.

ANALISIS MOTIVASI DALAM MENINGKATKAN KINERJA PETUGAS KESEHATAN DI UNIT PELAKSANA TEKNIS DAERAH PUSKESMAS TAMIANG LAYANG KAB. BARITO TIMUR

The purpose of this study was to find out the provision of motivation to improve the performance of UPTD health workers at the Tamiang Layang Health Center so far and what it should be. This study uses a qualitative method with a descriptive approach. This study used a population of 35 UPTD employees at the Tamiang Layang Health Center in 2023. The sample in this study used a saturated sample. This sampling technique is carried out when all members of the population are used as samples, consisting of 2 general practitioners, 1 dentist, 13 nurses, 3 dental nurses, 7 midwives, 2 sanitarians, 2 pharmacists, 2 analysts. health, 3 nutritionists. Data collection techniques using observation, questionnaires and interviews. The results of the study show that the motivations in the UPTD Tamiang Layang Health Center so far are absences, allowances or incentives, and services, while the motivation that should be is the implementation of financial motivation consisting of salary, bonuses, and social security. While non-financial motivation is the work environment, awards and praise.

Neural network modeling of motivation for government agencies’ top management of regions as a classification problem

Subject. The study deals with modeling the motivation of top managers of government agencies in regions to align the interests of people and the State. Objectives. The purpose of the study is to create a neural network model of motivation for top management of regional government institutions for a classification problem. Methods. Using neural networks, we simulate criteria for non-financial and financial motivation of the said top management, and criteria for strategic potential of regions. Financial motivation is defined as the salary of a senior civil servant, and non-financial motivation as his or her career growth. At the same time, the target function is a coefficient of natural population growth in regions, its positive value is assessed positively, and negative value negatively. As a result, the problem of binary classification in the trained neural network is solved. Results. Comparing the accuracy of the model in the considered example with accuracy that was obtained earlier, using logistic regression, we note that in the previous model, the total error in verification by the functions of non-financial and financial motivation and strategic potential was 39%. In our case, this error was only 12%. This suggests that neural networks enable to achieve much more accurate forecasting. Conclusions. The findings could be useful for regional government agencies to develop a constructive system of non-financial and financial motivation for their top managers.

Relationship between Mentoring, Staff Motivation and Achievement of Organizational Set-Goals in Libraries of Public Tertiary Institutions in Lagos State, Nigeria

The paper examined the relationship between mentoring, motivation, and achievement of organizational set-goals of the six public tertiary institutions in Lagos State, Nigeria at the time of this study. Structured and self-developed copies of questionnaires were used to obtain data for the study. The study reported a positive and significant relationship between mentoring and organizational set-goals (r = 0.353, p < 0.01) as well as a positive and significant relationship between financial motivation (r = 0.736, p < 0.01) and non-financial motivation (r = 0.687, p < 0.01) with achievement of organizational set-goals among libraries of public tertiary institutions in Lagos state. However, the study confirmed that mentoring: B = 0.415, t = 2.873, p = 0.01 < 0.05 and motivation: B = 0.652, t=-3.414, p = 0.00 < 0.05; contributed significantly to the achievement of organizational set-goals of libraries of public tertiary institutions in Lagos State but motivation (B = 0.652) contributed more than mentoring to the achievement of organizational set-goals. Against these findings, the study recommended that mentoring should be given priority in the studied tertiary institutions in Lagos State in particular and Nigeria as a whole while efforts should further be put in place to ensure continuous staff motivation as these two variables are capable of strengthening the achievement of organizational set-goals.

Increasing organizational performance through non-financial motivation of the employees

Increasing organizational performance through non-financial motivation of the employees

МОТИВАЦІЯ ЯК ОСНОВА ПІДВИЩЕННЯ КАДРОВОГО ПОТЕНЦІАЛУ

Based on the analysis of scientific literature, the article examines the theoretical foundations of the motivation of workers. The terminology of motivation is clarified. The classification of motivation factors according to the directions of influence on direct and indirect was determined. The structure of the factors of direct influence and their division into material and non-material incentives has been established. A study of the current motivational model at the private enterprise "Husiatyn furniture factory "Elegant", built on the basis of employees' work experience, was conducted. and the implementation of an improved motivational system is proposed. In addition to seniority, it is proposed to include two more components in the employee motivation system – bonuses for the effective use of the working time fund (taking into account the time norms for the production of a unit of furniture products) and for the accuracy of the production of a model range of products. An evaluation of the effectiveness of the proposed motivational system was carried out, salary calculations were carried out for two groups of employees with different years of work under the existing and proposed motivational systems. The methods of non-financial motivation of the staff of the investigated furniture factory were considered and proposed, in particular: holding motivational meetings, providing opportunities for professional growth, improving the comfort of working conditions, congratulating on significant dates, conducting events to increase and support team spirit, implementing a flexible work schedule for certain categories of employees, providing discounts on factory products. Separate measures have been proposed to improve the effectiveness of non-financial employee incentives, in particular, to waive fines in favor of introducing flexible work schedules and to offer measures to improve the qualifications of production workers. Considered a proposal for an additional day off for the best production workers. It has been proven that the majority of managers are convinced of the effectiveness of only monetary rewards, but experienced HR managers are convinced that the greatest return can be obtained only if there is a successful combination of material and non-material motivation. It is justified that it is appropriate for management personnel to create such conditions at workplaces for their subordinates so that they do not have to resort to fines.

Financial and non-financial motivation of managers

Financial and non-financial motivation of managers

Green Human Resource Management: A Systematic Literature Review and Future Research Directions

This study addressed three basic questions regarding GHRM: the first - which green human resources management practices have or have not obtained better attention in organizations?; the second question - what are the contributing factors to the effective implementation of green human resource management in organizations? And the third - what are the major barriers to the practical implementation of green human resource practices in organizations? The research employed a systematic review strategy for the questions indicated above. In this respect, clear inclusion and exclusion criteria were employed to select 51 relevant articles from 417 GHRM articles obtained from various databases for analysis purposes. In addition, other research methods were used in the study, such as the collected data being analyzed via content analysis and presented descriptively using descriptive research design. The study results indicated that selection and requirement, training and development, and discipline management GHRM practices have obtained better attention in organizations; on the contrary, socialization, participation and working relationships, and retention practices acquired the least attention and still not yet getting sufficient emphasis. With regard to effective factors to implement GHRM, social responsibility, green missions, strategies, goals and policies, citizenship behavior, financial and non-financial motivation, green training, and teamwork are playing major roles; conversely, lack of knowledge and awareness, lack of training/technical support, lack of organizational leadership support, lack of a comprehensive plan to implement green human resource management, and lack of green culture, are the major barriers.

Observance of Human Rights as an Element of Shaping the Position of the European Enterprise in the Knowledge-Based Economy

The goal of the article is to determine the role played by observance of human rights in shaping the position of the European enterprise in the knowledge-based economy. It has been assumed that the condition most expected by an entrepreneur is to achieve a competitive advantage. The concept of observance of human rights in conducting business activities is connected with business ethics and the idea of corporate social responsibility, while economic well-being can be achieved in the conditions of a knowledge-based economy. One of the conditions for the survival and development of the employer conducting business activities in the knowledge-based economy is to effectively motivate employees to reveal their knowledge and use it in practice. Non-financial motivation may involve the feeling of identification with the employer.

Utjecaj nefinancijske motivacije na zadovoljstvo poslom - slučaj liječnika u Republici Sjevernoj Makedoniji

Health organizations are increasingly trying to guide and motivate physicians in many ways. The current era is competitive and healthcare organizations, regardless of size, technology and market focus, are also facing retention of physicians. To achieve prosperity, healthcare organizations use different strategies to compete with competitors. Successful healthcare organizations view their physicians as a key development resource. Physicians are an essential part that contributes to the growth and development of the healthcare organization. The main theoretical goal of this paper is to find out how extent motivation affects the improvement of job satisfaction among physicians, especially in terms of non-financial motivation. Within this paper, empirical research will be conducted, with a total of 8 questions, in order to get an idea of how much and to what extent non-financial motivation affects the job satisfaction of physicians. The choice will be the Likert scale with which the respondents will express their agreement or disagreement through a five-point scale (1 = I do not agree at all, 2 = Partially disagree, 3 = Neutral (neither agree nor disagree, 4 = Partially I agree, 5 = I completely agree). The results of this research can be used for further research on a similar topic, but also as a useful recommendation for managers or the human resources department who would like to explore the degree of motivation and job satisfaction within their organization.

SALES-MANAGEMENT AS А ONE OF THE KEY DIRECTIONS OF MODERN ORGANIZATION MANAGEMENT

Today the sale of goods and services is one of the most popular and relevant activities in the world. In this context, scientists and practitioners study the skills, abilities and competencies of specialists in this field. In companies working in the field of sales of goods and services, special attention is paid to the development of a motivational system for sales managers in order to increase their productivity. The theoretical and scientific and methodological approaches to improving the management system of a company operating in the field of sales have been investigated in the paper. The main directions and types of sales have been determined, the modern tools of effective sales have been revealed taking into account the experience of one of the leading companies in the field of sales. Also, the special attention is paid to the business characteristics and personal qualities of a successful sales manager. The business processes for the incoming line manager have been described as an algorithm. The processes of management of sales departments of enterprises have been studied on the basis of the use of system analysis. An approach to determining the efficiency of sales managers has been proposed, on the basis of which the formation of an annual matrix of sales managers' efficiency has been envisaged. The main reasons for the loss of quality requests and orders have been identified. The approach to personnel management of trade enterprises has been offered and the necessity of conducting analytical control of sales, management of interconnected processes as a single stream for effective work have been substantiated. The directions of increase of efficiency of work of sales department, by reduction of time for processing of inquiries, introduction of administrative actions have been defined. The possibility of increasing the company's income by increasing the quality of work of each employee of the sales department has been identified. A system of motivation for sales professionals according to their levels has been proposed: financial motivation (I level), financial and non-financial motivation (II level), promotion of sales managers (III level), providing creative freedom in work and the ability to make decisions in company management ( IV level). In turn, the motivation package should take into account the level of rejection of the order for each manager. At the same time the directions of sales should be taken into account: B2B sales, B2D sales, B2C sales, D2C sales.

Insider Trading in Response to Social-Media-Driven Expressive Trading

The phenomenon of social-media-driven trading (SMD trading) entered the public consciousness earlier this year when GameStop’s stock price was driven up two orders of magnitude by a “hivemind” of individual investors coordinating their actions via social media. Some believe that GameStop’s price is artificially high and is destined to fall. Yet the stock prices of GameStop and other prominent SMD trading targets like AMC Entertainment continue to remain well above historical levels. Much recent SMD trading is driven by profit motives. But a meaningful part of the rise has been a result of expressive trading—a subset of SMD trading—in which investors buy or sell for non-profit-seeking reasons like social or political activism, or for aesthetic reasons like a nostalgia play. To date, expressive trading has only benefited issuers by raising their stock prices. There is nothing, however, to prevent these traders from employing similar methods for driving a target’s stock price down (e.g., to influence or extort certain behaviors from issuers). At least for now, stock prices raised by SMD trading have been sticky and appear at least moderately sustainable. The expressive aspect, which unites the traders under a common banner, is likely a reason that dramatic price increases resulting from profit-seeking SMD trading have persisted. Without a nonfinancial motivation to hold the group together, its members would be expected to defect and take profits. Given that SMD trading appears to be more than a passing fad, issuers and their compliance departments ought to be prepared to respond when targeted by SMD trading. A question that might arise is whether and when SMD-trading-targeted issuers, and their insiders, may trade in their firms’ shares without running afoul of insider trading laws. This Article proceeds as follows: Part I summarizes the current state of insider trading law, with special focus on the elements of materiality and publicity. Part II opens with a brief summary of the filing, disclosure, and other (non-insider-trading-related) requirements issuers and their insiders may face when trading in their own company’s shares under any circumstance. The remainder of this Part analyzes the insider trading-related legal implications of three different scenarios in which issuers and their insiders trade in their own company’s shares in response to SMD trading. The analysis reveals that although the issuer’s and insiders’ nonpublic internal information may be material (and therefore preclude their legal trading) prior to and just after the onset of third-party SMD trading in the company’s stock, subsequent SMD price changes (if sufficiently dramatic) may diminish the importance of the company’s nonpublic information, rendering it immaterial. If the issuer’s and insiders’ nonpublic information about the firm is immaterial, then they may trade while in possession of it without violating the anti-fraud provisions of the federal securities laws.

PENGARUH INSENTIF FINANSIAL, INSENTIF NONFINANSIAL, MOTIVASI KERJA TERHADAP KEPUASAN KERJA KARYAWAN

This research was conducted at PT. Bank Negara Indonesia (Persero) Tbk Denpasar Branch Office especially in the Marketing Unit. The number of samples taken was 32 respondents using the census method. Methods of data collection are carried out through observation, interviews and questionnaires. Data collection was carried out by distributing questionnaires using a 5-point Likert scale to measure 25 question items. The collected data were analyzed using descriptive analysis techniques and multiple linear regression. The results showed that financial incentives, non-financial incentives and work motivation had a positive effect on job satisfaction. Companies should pay attention to the factors that can affect job satisfaction, in this case it is recommended that companies pay attention to providing financial, non-financial and work motivation incentives. It aims to increase employee job satisfaction, productivity and progress for the company.&#x0D; Keywords: Financial Incentives, Non-financial Incentives, Work Motivation and Job Satisfaction&#x0D;

Agricultural entrepreneurship fostering from behavioral decision theory perspective. Celebrity branding impact on financial and non-financial motivation

Agricultural entrepreneurship fostering is an important part of the EU and US rural policies. Despite the fact that literature points attention to the issue of limited number of new entrants in agriculture, existing policies are mostly focused on support of existing entrepreneurs. Recent research describes such behavioral reasons of limited number of new entrants as low attractiveness and not appealing image of the agricultural sector. This paper considers the issue of attracting new entrepreneurs to agriculture from behavioral decision theory perspective and suggests celebrity branding as a tool of agricultural entrepreneurship fostering. Through the application of multi-criteria decision analysis, the paper proves that celebrity branding has a significant positive effect on attractiveness of entrepreneurship in agriculture and on expected financial and non-financial benefits from entrepreneurial career in the sector. Also, the paper reveals that financial motivation plays the most important role for individuals attracted to urban spheres of entrepreneurship and is the second most important factor (after self-realization) for individuals attracted to the agricultural sphere of entrepreneurship. The paper also demonstrates a debiasing effect of celebrity branding on the perception of entrepreneurial career in agriculture.

Formation of the evaluation model of the enterprise’s personnel motivation

The paper considers the peculiarities of forming the evaluation model of the enterprise personnel motivation based upon the calculation of an integral indicator. For the purposes of forming the system of enterprise personnel motivation a generalized integral indicator has been employed, serving as an aggregate of integral indicators related to the specific stimulation factor. Evaluation of the results of identifying the relevance of personnel motivation constituents is conducted through expert assessment. Interpretation of integral indicator values according to Harrington's scale of desirability for research conditions is realized within the scope of the paper. The elaborated model allows analyzing connections between the level of personnel motivation and key performance indicators of enterprise activity. The work investigates the particularities of implementing global practices of personnel motivation. The system of personnel motivation is one of the pivotal constituents of both the personnel management system within the organization and the system of security related to entrepreneurial activity. A rationally developed system of motivation, firstly, allows triggering the employee potential in the direction of achieving the mission of the company. Secondly, it provides the employee with enjoyable experience in the process of labor through satisfying his or her needs and ensures safe conditions for activities of such enterprise. In management practices, various methods and combinations of incentives and motivation are commonly used concurrently. For efficiently managing the motivation, it is imperative to employ several groups of methods simultaneously within the system of enterprise management. For instance, employing exclusively authoritative and material motivation does not allow to mobilize creative activity of the personnel in attaining the organization’s objective. To achieve maximum performance it is necessary to implement non-financial motivation. To increase productivity and performance indicators of the labor, it is essential: to form steady and high-quality composition of the staff; to determine criteria and indicators of work performance; to organize permanent monitoring and control over results of activity by management and production personnel.

Modeling of Motivation of Top Managers in Regional Management Structures Using a Multi-Objective Genetic Algorithm

The purpose of this research is to create a model for evaluating financial and non-financial motivation of top managers in regional and district management structures. For this purpose, the efficiency of inter-cluster interaction within one federal district is evaluated using a system of factors of socio-economic development of Russian regions, which directly affect the natural population growth in the district's regions. Since people's priorities are more important, the effectiveness of their implementation should be financially motivated. It is proposed to motivate the implementation of objectives affecting the State as a whole in an intangible way. To solve this problem, the multi-objective genetic algorithm method is used, which makes it possible to obtain the Pareto frontier for the dual-objective function of natural population growth, all the solutions of which are equally optimal. Choosing any point of the Pareto frontier, you can find in it fractions of financial and non-financial motivation of top managers. They are determined by the proximity to the extreme points of the Pareto frontier, where only one of the two regressions (motivations) is maximum.