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Motivating people: Getting beyond money
Abstract
The economic slump offers business leaders a chance to more effectively reward talented employees by emphasizing nonfinancial motivators rather than bonuses. Companies around the world are cutting back their financial-incentive programs, but few have used other ways of inspiring talent. We think they should. Numerous studies 1 have concluded that for people with satisfactory salaries, some nonfinancial motivators are more effective than extra cash in building long-term employee engagement in most sectors, job functions, and business contexts. Many financial rewards mainly generate short-term boosts of energy, which can have damaging unintended consequences. Indeed, the economic crisis, with its imperative to reduce costs and to balance short-and long-term performance effectively, gives business leaders a great opportunity to reassess the combination of financial and nonfinancial incentives that will serve their companies best through and beyond the downturn. A recent McKinsey Quarterly survey 2 underscores the opportunity. The respondents view three noncash motivators—praise from immediate managers, leadership attention (for example, one-on-one conversations), and a chance to lead projects or task forces—as no less or even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options (exhibit). The survey's top three nonfinancial motivators play critical roles in making employees feel that their companies value them, take their well-being seriously, and strive to create opportunities for career growth. These themes recur constantly in most studies on ways to motivate and engage employees.
... Employees will feel appreciated by their managers and that the firm is really invested in their career and development as a result of this. As a result, these incentives help to boost worker happiness (Dewhurst, 2009) [21]. ...
... Employees will feel appreciated by their managers and that the firm is really invested in their career and development as a result of this. As a result, these incentives help to boost worker happiness (Dewhurst, 2009) [21]. ...
... This is due to the fact that awards improve work engagement among top performers while also serving as a reward for bad performers. Because various companies and firms have different temperaments, histories, and tastes, incentive systems vary [21]. ...
... A 'caring for others' environment, as a result of CSR, motivates employees to practice the same on their part [45]. Moreover, referring to Dewhurst, et al. [46], the concept of CSR is more suitable to be positively linked with the extra-role behavior of employees. In this regard, as the CSR commitment of an organization is perceived by employees as an extra-role commitment to benefit society and the environment, the social learning process of employees helps ...
... A 'caring for others' environment, as a result of CSR, motivates employees to practice the same on their part [45]. Moreover, referring to Dewhurst, et al. [46], the concept of CSR is more suitable to be positively linked with the extra-role behavior of employees. In this regard, as the CSR commitment of an organization is perceived by employees as an extra-role commitment to benefit society and the environment, the social learning process of employees helps them to imitate this extra-role commitment at their level as well. ...
The healthcare sector throughout the world is identified for its outsized carbon footprint. Despite the mounting importance of employees’ pro-environmental behavior (PEB) for decarbonization, the role of PEB in a healthcare context was less emphasized previously, especially in a developing country context. To address this knowledge gap, the current work was carried out to examine the relationship between a hospital’s corporate social responsibility (CSR) initiatives and PEB with the mediating effect of environmental-specific transformational leadership (ESTL). At the same time, the conditional indirect effect of altruistic values (AV) was also considered in the above relationship. The data were collected through a questionnaire by employing a paper-pencil method from the hospital employees (n = 293). By considering the structural equation modeling, the hypothesized relationships were validated. The results indicated that CSR directly (β1 = 0.411) and indirectly, via ESTL, (β4 = 0.194) influenced the PEB of employees. It was also realized that A.V produced a conditional indirect effect in this relationship (β5 = 0.268). This work tends to help a hospital to improve its environmental footprint through CSR and ESTL. Moreover, the current work also highlights the role of employees’ values (e.g., A.V) to guide the environment-specific behavior of employees.
... Given that PEB is also an extra-role behavior of employees, it is logical to assume that the CSR engagement of an enterprise can significantly promote environment-specific behavior (an extra-role behavior) among employees. The current work also refers to the seminal work of Dewhurst et al. [44], who mentioned that CSR is less suitable to spur an employee's bottom-line performance. Indeed, the concept is well placed to explain the engagement of employees in different additional roles. ...
... Especially in the context of the environment, CSR engagement of a hotel enterprise can shape sustainable behavior in its workforce. Theoretically, the CSR commitment of an enterprise is considered an extra-role commitment (a commitment that is not formally required), which is well placed to spur extra-role behavior (PEB) by employees, rather than fostering their bottom line (related to economic efficiency) performance [44]. Moreover, as the extra-role commitment of an employee is an entire volunteer activity, the formal obligations and responsibilities of the enterprise will be considered the least by employees to spur their extra-role commitment. ...
The hotel sector, around the globe, has a bad reputation due to its oversized carbon footprint. Therefore, this sector requires different approaches to improve its environmental management efforts. In this regard, the importance of employees’ pro-environmental behavior (PEB) has been recently discussed to reduce an enterprise’s carbon footprint. Reflecting this, the current work aims to improve PEB of employees as an outcome of corporate social responsibility (CSR) and altruistic values (ALV) in the hotel enterprises of an emerging economy. A total of 489 valid responses was collected from hotel employees, which were then analyzed through structural equation modeling (SEM). Different hypotheses were validated by employing SEM, and the results confirmed that CSR, directly and indirectly, via ALV as a mediator, improves PEB. The current work offers insights into the hotel industry for improving its environmental footprint through CSR and ALV. Moreover, academically, the current work advances the literature on CSR and environmental management from the perspective of hotel enterprises and by highlighting the role of individual values, especially ALV.
... Effective job design attracts the best employees into an organization (Garg & Rastogi, 2006). Also, job design can make employees work effectively to achieve their set targets (Dewhurst et al., 2009;Sonawane, 2008). Kahya (2007) has recommended the following guidelines for designing jobs: variety in assigned jobs, individual or collective feeling of responsibility, freedom to work without interference, a clear understanding of job description, feedback, involvement in decision making, recognition, and safe working environments (Kahya, 2007). ...
... The outcome of this research further lends credence to the fact that a well-defined role in an organisation could be one of the surest panaceas for improved staff performance. This argument is made based on the premise that good job designs have been noted to make employees work effectively to achieve their set targets (Dewhurst, Guthridge & Mohr, 2009;Sonawane, 2008). It can be inferred that since employees' job content and methods have been clarified, organizational efficiency and effectiveness is more likely to be assured (e.g. ...
This study examined the effects of job design on administrative staff
performance in higher education in Ghana. It further sought to establish
whether the administrators' selected demographic characteristics had any
relationships with main job design effects on their performances in assigned
roles. Four hundred and twenty participants drawn from the administrative
sections of five universities in Ghana were purposively sampled. Data were
analyzed using descriptive and inferential statistics. The study identified that
job design had many effects on administrative staff performance, including
being able to specialize in a particular task and gain in-depth knowledge of
task performance. The research also found significant associations between
the staff's selected demographic characteristics and the key job design effects
on staff performance.
... A questionnaire is a method of collecting data in which each person responds to the same set of questions in the same order for the purpose of gathering information from the respondents (De Vaus, 2002). The questions in the structured questionnaire were closed-ended to ease the process of analyzing the data from respondents. ...
... Employees who work under great leaders tend to be happier, more productive, and more connected to their organization. Having such leaders, followers will be hesitant to leave them (Dewhurst, Guthridge & Mohr, 2009). ...
Employees are valuable assets of any organization and the key to success. The backbone of the educational sector is its administrative and operational staff. Retaining them plays a significant role in the effective and efficient operation of the learning environment. This research study explored the influences of administrative staff retention in Sharjah Private
Schools. In particular, this study examined how compensation, superior–subordinates relationship, and workplace environment factors influenced administrative staff retention in Sharjah private schools during the COVID-19 pandemic. The researchers employed a mixed-method, explanatory sequential designed with the data collected in two phases. First, electronic questionnaires were administered to randomly sampled administrative employees working in Sharjah private schools. The data was then analyzed for both descriptive and inferential statistics using (SPSS) software package. Subsequently, semi-structured interviews were conducted with a purposeful subset of the sample population who were identified upon interpreting the findings of the quantitative data. This data was then analyzed through multiple stages of coding for content analysis to provide greater context and explanation to the quantitative findings. Findings of this study suggest that administrative staff retention is improved when leaders establish meaningful relationships with their subordinates, recognize their contributions, involve them in decision making, and provide them with constructive feedback for growth. Moreover, these findings indicate that positive workplace environments foster teamwork among school administrative staff and provide motivation for career development.
... Paradoxically however, some scholars suggest that although CSR practices make frontline employees "feel good", these sentiments are intangible and have no direct influence on employee practices. For example, it is argued that corporate philanthropy is unlikely to produce observable changes in employee behavior and performance beyond those that can be produced by monetary incentives (Karnani, 1991;Dewhurst, Guthridge, & Mohr, 2009). Moreover, CSR practices sometimes have even resulted in reverse consequences (Aguinis & Glavas, 2013;Webb & Mohr, 1998). ...
... Second, this research revealed the role model effect and behavioral learning mechanism of CSR on employee safety behavior, which provides empirical support and a theoretical basis for analyzing the multiple mediation effects of CSR on employee-micro-level outcomes. There is a debate on the relationship between CSR and employee behavior (Dewhurst et al., 2009;Karnani, 1991;Wang et al., 2020), suggesting there may be complex mediating and moderating effects in the relationship. Moreover, the impact of CSR on employee safety behavior has not been examined, and empirical research of CSR on behavioral outcomes will help to inform this debate, as well as providing a theoretical basis for promoting hotel employee safety behavior during a major crisis. ...
The effect of corporate social responsibility (CSR) on employee safety behavior in crisis situations remains as a gap in the hospitality literature. Based upon the social-influence and conservation of resources theories, this research constructed a theoretical model of hotel CSR's influence on employee safety behavior with belief restoration and negative emotions serving as moderation variables. The Corona Virus Disease 2019 (COVID-19) pandemic served as the background, and a questionnaire survey of 23 hotels in China was conducted with 1594 valid responses being received. The results showed that: (1) CSR positively predicted employee safety behavior; CSR had positive influences on safety compliance, participation and adaptation; (2) safety compliance and participation partially mediated the influence of CSR on safety adaptation; and (3) belief restoration positively moderated the relationship between CSR and safety behavior, and negative emotions negatively moderated the relationship between CSR and safety behavior. This research expands the literature coverage on the effectiveness of CSR in a pandemic and hospitality context, as well as being the first to investigate the effect of CSR on employee safety behavior. The CSR practices of hotels are a critical factor in promoting employee safety behavior, mitigating the negative impacts of the crisis, and assisting recovery and future development.
... This is because it enables companies to recruit and retain personnel while also increasing productivity (Dalvi and Ebrahimi, 2013). A comprehensive reward system is an excellent management tool for motivating underperforming employees and enhancing high achievers' job satisfaction (Dewhurst et al., 2009). Sufficient rewards instill in employees a sense of worth, and management recognizes and values their efforts (Pradhan, 2022). ...
The purpose of this study is to analyze the effect of reward satisfaction on job performance of employees. This research employs a descriptive research design. A total of 350 questionnaires were distributed to seven insurance companies. The findings demonstrate a significant association between pay level satisfaction and job performance. They also show that salary administration has an important and positive effect on job performance. The findings indicate that raise satisfaction has a favorable and significant impact on job performance. They also demonstrate a positive and significant effect of benefits satisfaction on employee job performance. In fact, employee satisfaction with organizational rewards has a significant and favorable effect on job performance. Organizational rewards, both intrinsic (recognition, career growth chances) and extrinsic (bonuses, raises), have the potential to greatly increase enthusiasm. When employees believe their efforts are recognized and rewarded, they are more motivated to perform effectively. Rewards make employees feel valued and appreciated, which leads to increased job satisfaction. Employees who are satisfied with their rewards are more likely to be engaged and committed to their jobs. Therefore, today’s organizations must focus on effective rewards that satisfy employees and effectively improve their performance levels.
... The research themes within this group can be summarized as follows (c.f. Dewhurst, Guthridge, & Mohr, 2010;Kunte & Rungruang, 2018;Pillay, & Cardenas, 2015;Kuvaas, Buch, Gagné, Dysvik, & Forest (2016); Yen (2015); Dahlgaard-Park (2012)). ...
The purpose of this article is to evaluate the status of literature on work motivation in industrial/organizational psychology (i/o) field. I apply a qualitative research technique-‘co-occurrence of key words’ to analyze 503 peer-reviewed articles published between the years 2010 and 2019. Specific research themes are extracted. The themes indicate that work motivation is instrumental in achieving certain behavioral outcomes and human resource outcomes in organizations. Most significantly, work motivation is espoused through specific job characteristics. A study of these (job) characteristics has important implications for human resource practice. Recent research on the topic also found substantial interest in practices followed by public organizations. While these research directions by no means exhaust the possibilities for research on motivation. We hope it can inspire a dialog among industrial/organizational psychology theorists and practitioners
... In line with the findings, HR can take the necessary interventional steps so that the image of an organization as a desirable brand to work with improves, thus increasing the applications for jobs offered by the company in the market (Collins & Han, 2004;Collins & Stevens, 2002;Saini et al., 2015). These non-monetary incentives play an important role in impacting the decisions of the candidates (Dewhurst et al., 2009;Jeffrey, 2004). ...
Companies are actively engaged in the pursuit of acquiring highly skilled candidates, referred to as the ‘war for talent’ leveraging their reputations to attract such individuals ( Schaarschmidt et al., 2021 ). However, the extent to which these efforts have yielded positive outcomes remains a matter of inquiry. This study aims to determine the degree to which applicants’ intentions to apply for job positions within an organization are affected by their perception of the employer brand. Specifically, the objective is to identify the most significant component that affects candidates’ Intention to Apply. This study empirically assesses employer branding and Application Intentions among potential employees. Data were collected from a sample of 210 MBA students who graduated from one of India’s top business schools. The collected data were analysed using PLS-SEM software. The findings reveal that an organization’s employer brand significantly influences potential employees’ Intention to Apply. Furthermore, the components of the employer brand, namely, Job Role (tasks), Compensation and Benefits, Organizational Culture, and Job Security, International Assignments emerged as the influential factors driving candidates’ Intention to Apply. It is worth noting that studies of this nature among MBA graduates from business schools are scarce. The insights gained from this study can assist managers in formulating action plans to enhance an organization’s image as a desirable employer.
... Effective employee performance is a significant contributor to organisational success, while poor employee performance is detrimental to any corporation. Dewhurst et al. (2010) describe reward as both monetary and non-monetary benefits provided to workers in accordance with organisational structures, strategies, rules and procedures in exchange for their good performance at work and completion of assigned tasks. Ali and Ahmed (2009) observe that awards have been employed within the Hospitality industry in Africa as a means of increasing employee productivity and organisational competitive edge since the early 1950s when global hotels like Hilton began setting up shop on the African continent. ...
The aim of this study was to evaluate the influence of reward systems on employee performance in the Hospitality Industry. An employee reward system is the structure an organisation puts in place to provide tangible forms of recognition to its employees. Employee performance is driven by reward systems, which provide a framework to inspire, recognise, and retain top talent across industries. Employees are the driving force of exceptional visitor experiences in the vibrant landscape of the hospitality industry. The study was done in star-rated hotels within Nakuru City. Star-rated hotels are an indication of the range of facilities available, such as number of restaurants, location, food services, conference, room variation, swimming pool and spa service. The sample size comprised 42 employees selected through stratified and simple random sampling techniques from various departments in the selected star-rated hotels. Descriptive statistics were used to analyse the data. The results indicated that reward systems have a positive effect on employee performance. In addition, some reward systems were observed to be preferred by employees over others. Therefore, hotels should consider adopting various reward systems in their establishments in order to meet the needs of their employees for enhanced performance. The findings of the study will benefit senior management and the human resource division of hospitality establishments as it will help them determine the most effective reward systems for improved employee performance.
... The definition of job satisfaction put forth in 1976 by Locke, is "a pleasant or beneficial mental state." arising from the assessment of one's employment circumstances." the research of Dewhurst et al. (2010), many alternative ways of rewarding employees outside monetary pay are receiving recognition from bosses, having a chance to perform on key projects or assignments, and even receiving leadership involvement. ...
The performance of employees in private sector banks in Delhi NCR is influenced by both intrinsic and extrinsic rewards. Intrinsic rewards refer to the internal, non-monetary factors that motivate employees, such as job satisfaction, a sense of accomplishment, and personal growth. These rewards encourage employees to perform well, complete tasks effectively, and experience positive emotions in the workplace. The analysis is being done to assess the impact of extrinsic and intrinsic rewards on the outcomes of a worker. According to the findings of the study, there exists a considerable association among both the of rewards & outcomes of the worker. The intrinsic incentive, which is non-monetary in nature, pushes the employee to work well in order to finish that task effectively in the organisation and continue to feel happy emotions. Financial extrinsic incentives can lead to good behavioural changes and assist increase workplace efficiency. Employee performance is undoubtedly very important to the organisation. Employees are critical to an organization's profitability, efficiency, and eventually, success, since these outcomes will not occur without exceptional employee performance.
... Academic staff who enjoy regular payment of salaries and other socio economic support schemes are more likely to cooperate with their university authorities than those without these benefits. Dewhurst (2010) stated that when employees feel that organizational rewards and incentives are for their development and care, they are found more satisfied and committed to their jobs. ...
The study investigated the relationship between work-place context related variables and academic staff service delivery in Southwestern Nigerian Universities. The study adopted the descriptive survey research design. The population consisted of eighteen (18) Universities while the sample which was selected by simple random sampling technique consisted of 820 academic staff. Two set of instruments tagged “Workplace-Context Variables Questionnaire” (WCRVQ) and “Academic Staff Service Delivery Questionnaire” (ASSDQ) were used for the study. The two instruments were validated by experts in Department of Educational Management. Test-retest method of reliability was used and yielded reliability coefficients of 0.81 and 0.83 for WCRVQ and ASSDQ respectively. The data collected were analyzed using descriptive and inferential statistics. The study revealed that the level of academic staff service delivery in the University system was moderate. The extent of workplace context related variables was moderate. The study also showed significant relationship between workplace-context related variables (physical facilities, interpersonal relationship, and nature of the job) and academic staff service delivery. Based on the findings, it was recommended that Government should increase school funding in order to meet adequate provision and maintenance of physical facilities.
... A need exists for the organisations to organize the design of the processes and systems, tasks, and enhance present management procedures. In this case, there are other ways of rewarding that specialise in the financial appreciation, a number of which include the praise that employees acquire from the management, the chance to run important tasks or projects, and even the leadership consideration (Dewhurst et al., 2010). This is often because of the fact that the well-rewarded employees feel that they are being valued by the organisation they work for. ...
Motivated employees can help make a corporation competitively more value added and profitable. The retention and retaining efficient and experienced workforce in an organization is very crucial for the overall performance of any organization. In the current competitive environment, organisations face a lot of difficulties and one among these is satisfying and retaining talented employees. Reward practices are fundamental to satisfying employees in any sector. The main objective of this study was to examine the effects and influences of reward practices which is a panacea for job satisfaction of employees. For this study, causal research design was used to indicate cause and effect relationship between reward practices and employees’ job satisfaction. Stratified random sampling technique was used to determine the number of employees from private educational institutions. The sample size used for this study purpose were 140. Under primary sources of the data, researcher assisted 5-point Likert Scale questionnaire was used. Both descriptive and inferential statistical analysis techniques were used. To analyze the collected data, SPSS version 21.0 was applied. In this study, independent variables are extrinsic rewards like salary, fringe benefits, promotion and intrinsic rewards like job autonomy, job recognition and task significance are considered. The study indicated that extrinsic reward practices have higher impact on job satisfaction of employees in private educational institutions in Hyderabad. Finally, the study recommends the managements to ensure the existing reward practices fairly implemented among employees.
... Furthermore, Armstrong (2009) maintained that rewards had been documented as a critical management tool that propels workers' to realise the objectives of organizations. Dewhurst, Guthridge, and Mohr (2009) emphasized that a total reward system is an efficient tool of management for the motivation of lowperformance workers, and for boosting the job satisfaction of great achievers. ...
This study examined the effect of reward systems on workers' performance at the University of Abuja. It utilized descriptive and inferential statistics on a sample of 337 workers' derived from 2145 workers through the random sampling technique. The results showed that employees are contented with the recognition accorded to them for executing good works, supervisors are open to assist or direct employees, supervisors encourage the ideas of employees' and their styles of accomplishing things, supervisors' expectations from employees in terms of job done are unclear to them and promotions and pay increases depend on the attainment of known performance goals exerted a positive effect on workers' performance. However, this university does not automatically reward good performance, exceptional incentives and rewards are provided by management to all employees and the process of performance appraisal is connected to the reward system had a negative impact on workers' performance. The study recommends that the University of Abuja management should ensure that rewards are based on merit and matched with performance to inspire workers to perform optimally. In addition, reward management practices on rewards for good performance, promotions going to people that deserve them and celebration of excellent service should be reviewed and strengthened.
... According to Lindner, the most difficult task for managers is motivating subordinates [11] [12]. He also stated that work motivation is greatly influenced by the work environment [13]. Companies refer to work motivation considering young adults [14] [15]. ...
A typical company’s corporate planning department in Japan, is under the direct control of management, and the majority of its work is to deploy management’s instructions within the company rather than to think and act on its own. As a result, members of the corporate planning department, which is supposed to function as the core of the company, have a strong sense of being told to do what they are told, resulting in a sense of stagnation. As a result, the motivation of the members of the Corporate Planning Department declines, and there are concerns about the health hazards associated with this. To solve these problems, we introduced on-on-one meeting, education and training, and behavior change initiatives to increase the motivation of the members of the Corporate Planning Department. We measured members’ motivation by conducting a pulse survey after each initiative, calculated the effectiveness of each initiative, and used a Monte Carlo simulation to determine the most effective way to order the initiatives. According to the results of the pulse survey, when corporate planning team members are forced by their supervisors to follow a one-on-one meeting policy, their performance generally worsens; however, they may be easily influenced by their management philosophy, and other indicators may increase. And from the results of the simulation, a one-on-one meeting does not appear to have an effect if started early in the organization’s formation. By contrast, conducting a one-on-one meeting after an ice breaker, such as behavior change or education, in which members collaborate with each other, is considered effective. However, it was found that the effect gradually became the same as the number of simulations increased.
... Specifically, this study reveals that practitioners should neither focus on increasing employee creative process nor employee motivation (intrinsic or extrinsic), as it does not enhance this effect. This contrasts the managerial acknowledged view of the importance of incentives, highlighted in a global survey of more than 1000 executives, managers, and employees from multiple sectors where 67% of the respondents referred to incentives as very effective (Dewhurst et al., 2009). ...
Although prior studies have examined the positive direct effect of using knowledge management systems (KMS) on firm performance, scholars have devoted scant attention to their impact on creative performance at the employee level even though individuals primarily provide creative outputs. To investigate the impact of using KMS on employee creative performance and help clarify the relevant contingencies that positively affect this relationship, the authors develop a theoretical model that links KMS usage with intrinsic and extrinsic motivation and creative process engagement and explore their contribution to employee creative performance. Using data from an online survey of 528 employees, the empirical results show that KMS usage raises employee creative performance. Moreover, intrinsic and extrinsic motivation and creative process engagement increase employee creative performance. However, the authors find no positive moderating impact of intrinsic and extrinsic motivation or creative process engagement on the KMS usage-employee creative performance relationship.
... The maintenance of fitness behavior can be very difficult [7] ,because doing physical activities regularly requires strong motivation and willpower [8] , becaus It requires individuals' immediate task efforts but only brings long-term benefits (e.g., becoming healthier). Accordingly, previous studies have shown strong interest in identifying effective strategies and techniques to promote users' physical activities in the online fitness program, including offering monetary and social incentives [9] . ...
Due to the importance of employees’ physical well-being, organizations have long been conducting wellness programs to motivate their employees to exercise. The wide use of wearable devices (e.g. smart bands and smartphones) and fitness applications (e.g., fitness mobile applications) enable organizations to shift from offline to online fitness programs where participants use physical activity records tracked by wearable devices to complete fitness tasks and challenges. To better motivate employees’ exercise behavior, online fitness programs widely offer monetary or social incentives strategies. However, little is known about the interaction effects of the two types of incentives when they are jointly offered. Besides, practitioners lack knowledge of how to set an optimal fitness challenge for the incentives in online fitness programs. In this study, we obtained a rich panel dataset from a university-wide online fitness program, which includes the daily exercise records of 2578 participants during a 100-day period, to empirically investigate the joint effects of monetary and social incentives on individuals’ exercise behavior. Most interestingly, we found that there is a crowd-out effect between monetary and social incentives—the influences of social incentives (i.e., social support and social contagion) are relatively weaker when there exists an unachieved monetary goal; once the monetary goal has been achieved, the influences of social incentives become stronger. In addition, we found that participants’ exercise behavior can be maximized when the dynamic goal is set at an optimal level. Our findings can help practitioners better design the online fitness programs and the associated fitness technologies.
... Authors Dewhurst, Guthridge, and Mohr (2009) relied on a McKinsey Quarterly 2 study in which respondents highlighted three non-financial motivating factors -praise from immediate supervisors, attention from executives (e.g. oneon-one conversations), and the chance to lead projects or working groups -as equally efficient or even more efficient drivers of the three highest rated financial incentives: cash bonuses, increased base salary and shares or action options. ...
Organizations invest in different types of resources, which enable them to achieve and maintain their market position and remain competitive. With global competition and changing market environment, one of the key resources, which considerably contributes to improvement of organizations’ competitive posture, are human resources, i.e. employees. The subject of research presented in this paper are factors of employees’ motivation. The aim of the research is to determine the impact of certain factors on employee motivation, based on the importance that different motivation factors have, depending on certain personal and professional characteristics of employees. Based on the results of the survey, the most important factors of motivation are financial factors, specifically the “salary” and “financial rewards”, as well as “job security” as non-financial factor. The variance of repeated measurements showed that there is statistically significant influence of financial motivation factors on employee motivation. However, the results of the analysis of the variance indicate that it is necessary to find the appropriate combination of financial and non-financial motivators, having in mind different characteristics and needs of employees, in order for the employee motivation system to show the expected results.
... Productivity and success of the company depends a lot on the employee performance and motivation. A comprehensive reward system is an effective management tool for motivating low performing employees, and for increasing job satisfaction of high achievers (Dewhurst et al., 2009). However, due to differences in personalities and personal preferences, some employees are more motivated by extrinsic rewards while others prefer intrinsic rewards. ...
Reward management in an organization helps to motivate and retain employees at work. It is an important element of human resource management. It is the process of creating, implementing and controlling an effective reward system in the organization that helps to maintain and improve organizational performance. It emphasizes the strategic purposes of attracting, motivating and retaining employees. Human resources are said to be the human capital that can play significant role for improving competitive advantage and sustaining business activities of all the organizations including financial institutions. This study attempts to analyze the impact of reward systems on employee performance of service oriented institutions of Nepal. Opinion on rewards in terms of salary, bonus, promotion, empowerment, achievement, appreciation, and employee performance from 395 employees of service sector institutions working at managerial, officer and assistant levels are taken into account. Pearson and Spearman Rho Correlation are used to find out the correlation between reward system and employee performance where multiple regression is used to analyze the impact of reward systems on employee performance. The study concluded that reward systems have positive correlation and impact of employee performance of service sector institutions of Nepal.
... Moreover, the CSR commitment of a firm is considered a voluntary effort for the betterment of the community. Referring to this, Dewhurst et al. (2009) mentioned that the volunteer nature of CSR is well placed to influence the extra-role performance of employees as compared to enhancing their bottom line (economic efficiency) performance. Because, PEB also falls in the lexicon of extra-roles, the CSR orientation of a firm can positively be linked with PEB of employees. ...
The Islamic Republic of Pakistan has been a mere victim of climate change in recent years. The country needs emergency measures at every level to mitigate environmental dilapidation. The role of enterprises in the country’s environmental efforts is critical. In this regard, the hotel sector is known for its outsized carbon footprint. Knowing this, the current study aims to improve a hotel enterprise’s environmental performance (ENP) as an outcome of corporate social responsibility (CSR). The study also considers the mediating role of pro-environmental behavior (PEB) of employees and the moderating role of altruistic values (ALT). A hypothesized model was developed, which was validated by employing the structural equation modeling technique. The empirical results confirmed that CSR, directly and indirectly (through PEB), positively induces the ENP of a hotel enterprise. Whereas the conditional indirect role of ALT was also found significant. The study offers different implications for theory and practice, among which one important takeaway for the hotel sector is to realize the importance of employees to spur ENP of a hotel enterprise through their eco-friendly behavior. At the same time, the current work also advances the theory by highlighting the moderating role of ALT between the indirect relationship of CSR and ENP.
... " When linked to the current work's context, as employee advocacy behavior is a voluntary commitment of employees with their organization, such volunteer commitment can be well linked with the CSR orientation (a voluntary organizational commitment) of an organization. This viewpoint can be seen in the seminal work of Dewhurst et al. (2009) and Kremer et al. (2019) who documented that CSR perception of employees can be well linked with their extra-role (voluntary) performance rather than to foster their bottom line performance. Moreover, the literature also states that the act of employee advocacy has several similarities with the concept of organizational citizenship behavior (OCB), which is also voluntary and is not assumed to be rewarded by the organization explicitly (Walden and Westerman, 2018). ...
Considering the stiff competitiveness situation in every sector, promoting the advocacy behavior of employees is of seminal importance for an organization. With this regard, the hospitality sector has no exceptions, however, a review of the prior literature uncovers that most of the prior studies on advocacy behavior were conducted from the standpoint of consumers, and the role of employees’ advocacy behavior, especially in the context of the hospitality sector, remained an understudied area. Research also shows that the corporate social responsibility (CSR) efforts of an organization can significantly influence employees’ behavior but the relationship of CSR to spur employees’ advocacy behavior was not discussed earlier. Against this knowledge gap, the current work aims to investigate the relationship between CSR and employees’ advocacy behavior in the hotel sector of a developing economy with the mediating effect of employees’ engagement. A hypothesized model was developed, which was validated by collecting data from different hotel employees through a self-administered questionnaire. The findings offer different theoretical and practical implications. Theoretically, one important implication was that the CSR perceptions of hotel employees can drive their advocacy behavior. Practically, the study implicates that hotels can improve their reputation significantly by converting their employees into advocates, as the personal information source is preferred over company-generated information sources. Moreover, the CSR commitment of a hotel can lead the employees to a higher level of engagement, which then motivates them to act as advocates.
... One of these positive outcomes is the employees' motivation to engage themselves in creative tasks that can produce novel and meaningful ideas to encounter different problems at the workplace. Moreover, the authors are in line with the view of Dewhurst et al. (2009), who found a little evidence for employees' CSR perception predicting their bottom line performance; rather the concept is well fitted to explain the underlying mechanism of employee engagement into different extra-roles including creativity (Kremer et al., 2019). ...
The entire service sector has acknowledged the importance of employee creativity. However, the underlying mechanism due to which employees are engaged in creativity has been relatively unexplored. Moreover, where the banking service sector in advanced countries has realized the potential role of employee creativity for a bank's success, the same was not fully realized in the context of a developing country, especially in Pakistan. Against this backdrop, the current study is an effort to explore the underlying mechanism of employee creativity as an outcome of corporate social responsibility (CSR) with the mediating effects of work engagement (WE) and psychological safety (PS) in the banking sector of Pakistan. Data were collected (n = 483) from banking employees through a self-administered questionnaire, which used the paper and pencil method. The hypotheses of the current survey were validated by employing structural equation modeling (SEM) in AMOS software. The results confirmed that employee creativity, as an outcome of CSR, was significantly influenced by the CSR orientation of a bank. Furthermore, PS and WE produced a significant mediation effect (41%) between the relationship of CSR and employee creativity. The findings of the current study are helpful to the banking sector of Pakistan in understanding the CSR-employee creativity mechanism, which is of utmost importance from the standpoint of competition.
... Pink 2011, Ventrice 2009), consulting reports (e.g. Dewhurst et al. 2010), and academic 2 While agency theory ignores intrinsic motivation or implicitly assumes it to be constant (Frey and Jegen 2001), the behavioural-based literature considers motivation as a continuum from intrinsic to extrinsic motivation (Groen et al. 2017, Ryan andDeci 2000). While incentives, both financial and nonfinancial ones, are deemed to increase extrinsic motivation, their effect on intrinsic motivation is not as clear a priori. ...
Firms increasingly respond to pressures to reduce their carbon emissions by providing financial and nonfinancial carbon-related incentives that should align and extrinsically motivate individuals’ behaviour towards improved carbon performance. We explore whether and how the provision of carbon-related incentives is associated with carbon performance. We employ data on carbon-related incentives and carbon emissions that S&P 500 firms voluntarily disclose to the CDP. Correcting for sample-induced endogeneity and time-series dependencies, we find that financial carbon-related incentives are associated with superior carbon performance, while nonfinancial carbon-related incentives are not associated with carbon performance. Financial carbon-related incentives appear to extrinsically motivate managers and employees and channel their efforts towards improving carbon performance. However, nonfinancial carbon-related incentives do not appear to be effective. These differences may be explained by the fact that financial carbon-related incentives trigger different cognitive and motivational mechanisms (e.g. utility, expectancies) in individuals than nonfinancial carbon-related incentives.
... In that study, temporary medical officers ranked interesting work and high remuneration as the most influential factors for their work motivation. Dewhurst et al. (2009) conducted a survey among 1,047 business managers and employees from all over the world to determine employees' significant motivating factors. The results demonstrated that three non-monetary factors such as appreciation from their immediate supervisors, attentiveness of the leaders and prospects to supervise other projects were the more influential motivating factors than monetary rewards. ...
The purpose of the study is to identify the factors that motivate employees in the service and manufacturing firms in Bangladesh. In this study, 321 employees were surveyed and out of these, 256 were from the service while 65 were from the manufacturing organizations. The findings of the study indicate that job security and promotion are more influential motivating factors for service organizations while working conditions and job security are the two most important motivating factors for manufacturing employees. In addition, the research findings also reveal that there are some significant differences between the service and the manufacturing employees' motivating factors. Thus, it is crucial that all managers should have sufficient knowledge about their respective employees' motivating factors in order to improve and sustain their eminent organizational performances. By and large, the findings of this study can be adopted as guidelines when formulating motivational strategies for business firms in a fast-developing country like Bangladesh.
... Employee performance and motivation have a significant impact on the company's productivity and success. A systematic rewards system is an innovative management tool for employee motivation, particularly low achievers, while also encouraging job satisfaction, particularly amongst high achievers (Dewhurst et al, 2009). According to Armstrong (2013), a reward system is a platform designed to identify great performers and offer opportunity for low performers to enhance their performance. ...
This research study investigates the direct empirical link between motivational factors and project performance among 277 employees who work in Perodua by utilizing working from home as a moderating variable to portray the automotive industry in Malaysia. It may have consequences for business practitioners who really want to evaluate the effectiveness of their work-from-home policy, especially from the angle during the Covid-19 pandemic and crisis. Furthermore, the research concluded that working from home was an important mediator in the relationship between motivational factors and project performance. The study's methodology is quantitative, and the IBM Statistical Package for Social Sciences (IBM SPSS) Version 22 package was used to explore the connection between motivational factors and project performance in relation to the moderating impact of working from home. The data was gathered by issuing an online questionnaire to employees who work in Perodua, which represents the automotive industry in Malaysia. The questionnaire, which used a 5-point Likert-type scale, was distributed via phone and email, and the link was also posted on social media, which attracted 277 responses. To highlight in particular, the result from this research study shows a significant relationship between working from home, job satisfaction, staff rewards, employee training and project performance. As expected, the moderating variable which is working from home gives the greatest contribution to project performance. Eventually, theoretical and practical consequences were explored based on study findings. There were some limitations and recommendations for future research.
... It was also widely admitted that previously overlooked HR is getting more recognition in healthcare supply chains now a days. It is, in line with, a belief held for long (Dewhurst et al., 2009) that attention of leaders is a major non-monetary incentive for ensuring effectiveness. ...
... There are different intends to reward employees that do not simply concentrate on financial compensation [29]. A portion of these incorporate the lauded that can procure from their supervisors, the chance to take on significant activities or assignments, and even authority consideration. ...
The accommodation and food service market in Malaysia is very active. However, inconsistent with the rapid development of the accommodation and food service industry, accommodation and food service industry generally face problems such as shortage and loss of talent, poor service quality and competition in industry. The purpose of this paper was to investigate the successful factors that affected the employee performance of accommodation and food service industry in Penang, Malaysia. The factors that examine in this paper were training, working environment, reward and leadership. Data was gathered from the employee from accommodation and food service industry in Penang, Malaysia. The research was a quantitative research method. The researcher used a sample size determination table and used cluster sampling technique to select samples to make the samples more representative. The questionnaire was consisted of two section. The five-Likert scale was used to collect the primary data and 201 responses were properly filled and returned. SPSS was used to analyze the data collected through the questionnaire. The
frequency, reliability and descriptive were calculated and explained. The results showedthat there was a positive correlation between all independent variables and dependent variable. It was found that the effect of the independent variables on dependent variable was 52.9%, while the remaining 47.1 were affected by factors that were not covered by this study. In this study, it also found that training and working environment have a significantly impact on employee performance, however, reward and leadership have no significant impact on employee performance. Based on the findings, the research results were discussed and
recommendations are provided for managers and future research.
... Therefore, managers ought to distinguish what employees' needs are, after which they can determine how to satisfy them for those needs (Nwude and Uduji, 2013;Uduji, 2013). Dewhurst et al. (2010) asserted, there are numerous means to reward employees which is not just dependent of financial benefit. The scholar underlined word of mouth from the managers may appear as a praise and that is all that employee require to function. ...
The cardinal aim of this paper is targeted to investigate two basic factors on the aspect of human resource development. These factors encompass employees' customer orientation and reward and recognition and how it affects job satisfaction in Nigeria banking industry. The present study aims to unveil and contribute towards the development of the component that associated with job satisfaction. Notably, few empirical studies have been carried out in the same vein. Conversely, prior the current study, empirical linkages between customer orientation, reward and recognition as preconditions for employees' job satisfaction in Nigerian banking industry are not fully established. The research design was descriptive correlational study and data were collected using questionnaires. Simple random sampling methods was employed. 384 employees were selected with the response rate of 94%. The Findings of the study revealed that employees' job satisfaction is at moderate level and the descriptive statistics shows that both reward and recognition is positively and significantly associated with job satisfaction. Whereas customer orientation resulted insignificant. Multiple regression analysis also portrayed that reward and recognition is the strongest predator of job satisfaction among employees in Nigeria banking industry. In addition, this study offers new insights towards the extant literature and provides implications and directions for future research.
The scope of this paper is the evaluation of HRM practices in the health sector, particularly in ‘NIMTS’ Hospital. Τhe significance and originality of the research comes from the fact that the problem was considered not through theoretical models but through practical investigation of workers’ perceptions about the HRM practices. To fulfil this purpose primary research using and a structured questionnaire was conducted. The final sample was 206 health professionals. According to the main results of the research employee attitudes regarding the HRM practices are not positive. The survey also showed that the demographic characteristics such as gender, age, education, marital status and years of experiences do not influence the perceptions of employees’ about HRM practices. Statistically significant differences in the responses were depending on the specialty. Doctors in training, technology staff and nurses have more negative views, from specialized doctors and administrative staff. Also, we proved that there are differences in the views of employees about the HRM practices relating to the possibility for involvement, depending on the position which the respondents have in the hospital. So, supervisors and trainee specialists maintain a more negative attitude, while employees and consultants have more moderate attitude. Finally, the present research proved that there is statistical positive relationship between employees’ perceptions about HRM practices and job satisfaction and organizational commitment.
The question of the motivation of civil servants is at the center of attention not only in RA but also in a number of countries. The efficiency of the work of civil servants directly depends on the level of their motivation, and the more interested they are, the higher the quality of the services they provide to the public will be. The system of effective motivation of civil servants is of key importance in attracting qualified personnel to the civil service system, increasing their work productivity. We have studied the non-material incentives offered by a number of authors. Although in the existing literature, the system of non-material motivation is considered from different perspectives, analyses of this issue in the civil service system are almost scarce. It is important to address the issues of non-material motivation of civil servants taking into account the features of the civil service system. In the article, the problems of the formation and application of non-material motivation of civil servants were discussed. Also, the types of non-material motivation and the factors that affect the efficiency of the work of civil servants have been presented. In particular, the types of non-material benefits regulated by legislation, and the impact of personnel reserve and training on the efficiency of RA civil servants’ work were considered. Based on the analysis of international experience, a questionnaire was developed for evaluating the system of non-material motivation of civil servants. It was proposed to make changes in the system of non-material motivation of civil servants.
Despite the unfavourable labour market and work environment conditions that have emerged in the last decade, this study identifies the factors that positively influence employee motivation. The study was conducted in Greece's banking sector, which was at the epicentre of the economic crisis. A new research model is proposed exploring the relationships between employee motivating factors, employee performance and organizational effectiveness. This model is empirically tested using structural equation modelling on data from 328 bank employees. The results are controversial, showing that non‐financial incentives motivate Greek bank employees most, emphasizing their need to stay in their jobs. Highly motivated workers may boost corporate effectiveness by improving employee performance. Even though this study found that non‐financial incentives motivate employees most, management should not overlook financial and job‐related reward programmes. Managers must provide financial compensation, job security, and supportive leadership to reduce employee dissatisfaction and keep employees motivated. Managers should view recognition as an essential component of motivation because it contributes to the creation of an environment that is both productive and efficient for the organization. The conclusions drawn from studying Greece's 10‐year‐long economic crisis are significant because many other countries around the world are experiencing (or may experience) a similar crisis.
Globalization has increased the desire of the multinational firms to be as competitive as possible in the global market for attaining competitive advantage. It increases the interdependence and interconnectedness of countries and their economies, societies and cultures on a global scale. In this conceptual paper, we highlight the main factors and forces that shape the global talent challenges and opportunities. Organization can attain global competitive advantage through fully understanding and effective use of HR practices and policies. These HR practices create the challenges and opportunities for global talent management.
In today’s society, more and more companies are focusing on how to maximize the benefits of their company using compensation concepts. This paper examines the importance of compensation by analyzing Akamai Technologies’ executive compensation changes from 2015 to 2021 and comparing Akamai to Meta and draws three important conclusions. First, pay for performance as part of the compensation plan addresses agency issues and motivates employees to work hard, while the presence of base pay provides an incentive for employees to be reluctant to work. In addition, the company's compensation philosophy protects the interests of both employees and the company. It aligns the interests of shareholders and employees, attracts competent people, maintains fairness in the workplace, and regulates the behavior of employees. Finally, the paper discusses that compensation in ways other than money is also an important factor of attracting talent. It is more stimulating for employees to be rewarded according to the benefits each individual needs than to be rewarded with money only.KeywordsCompensationIncentivePerformance-based
This book of proceedings contains peer-reviewed papers that were presented at the 29th ISTE International Conference on Transdisciplinary Engineering (TE2022), organized by System Design and Management (SDM) at the Massachusetts Institute of Technology in Cambridge, MA, United States from July 5–8, 2022.
TE2022 brought together a diverse global community of scholars and practitioners in dialogue and reflection on engineering itself. Engineering is changing rapidly. The
connectedness of the world’s most critical systems along with rapid advancement of
methods push us to ask “How will we teach, research, and practice engineering?”
The study looked at appraising employee performance using a reward management system. Two objectives are the degree to which profit sharing affects and the reward system motivating employees to improve in organizational performance. Two hypotheses were raised to guide the study. The survey research design was used with a population of 150 with a sample size of 109 using the Taro Yamani formula. Findings revealed a significant relationship. Recommendations were that both intrinsic and extrinsic rewards should be enhanced to drive commitment from employees. It was recommended that administering rewards to the employee, to achieve effective performance in the organization, should be given appropriate guidance as it can motivate each type of employee.
The present study aimed to examine the mediating role of leader-member exchange in the relationship between motivational language and loyalty to supervisor. The population of this correlational study consisted of primary, secondary, and high schools in Gaziantep, Turkey during the 2020-2021 academic year. The research sample included randomly determined 511 teachers through unequal cluster sampling technique. In data analysis, descriptive statistics and correlation coefficients were estimated. Then, the model, which was based on the theoretical framework, was tested through structural equation modelling. According to research results, teachers’ perceptions of motivational language, loyalty to supervisor, and leader-member exchange were found to be relatively high. There were positive and high-level relationships between motivational language, loyalty to supervisor, and leader-member exchange. The results of structural equation modelling analysis indicated that the leader-member exchange partially mediated the relationship between motivational language and loyalty to supervisor. The research results revealed that the motivational language of school administrators was a significant determinant of teachers’ perception of leader-member exchange and their loyalty to supervisor. Thus, it seemed necessary to establish high-quality communication, appreciate their efforts, and support teachers to increase their loyalty to the administrator. Moreover, school administrators’ guiding teachers for their work, encouraging them using motivational language, and making them feel a sense of belonging and commitment to the school will positively affect teachers’ loyalty to the administrator.
This paper aims to measure the impact of ECSR activities on employee job performance in the hospitality and tourism industry in the city of Hail, Saudi Arabia. Despite the growing importance of corporate social responsibility (CSR) and employee work performance, little is known about the correlations between socially responsible actions taken by businesses and the job performance of their employees. To overcome this gap, we explore the impact of ECSR on job performance, with an emphasis on chosen tourist and hospitality establishments in Hail, Saudi Arabia. Through structured questionnaires which were distributed during the period (March-May 2021), direct effects of predictors were tested using partial least square–structure equation modeling (PLS-SEM) with data from employees of hospitality and tourism establishments at Hail city, KSA. Overall, 300 questionnaires were distributed, and 242 were returned, resulting in the inclusion of 174 valid survey responses in the final data analysis. The PLS-SEM results show that the direct effects on job performance of initiatives related to awareness, charities, and support of basic projects are significant. This study adds to the CSR literature by demonstrating the sequential mechanism whereby employees’ perceptions of ECSR affect their job performance. This study is conducted for the first time at Hail city, thus rendering it unique.
Cilj istraživanja bio je ispitati u kojoj se mjeri zadovoljstvo poslom i zadovoljstvo životom pomoraca mogu objasniti uz pomoć šest aspekata radne motivacije zasnovanima na Teoriji samoodređenja. Istraživanje je provedeno na prigodnom uzorku hrvatskih pomoraca (N = 286), dobnog raspona od 18 do 65 godina. Primijenjeni upitnik se, uz pitanja o sociodemografskim i radnim karakteristikama, sastojao od mjera zadovoljstva poslom, zadovoljstva životom te šest dimenzija radne motivacije. Rezultati regresijskih analiza pokazali su da objašnjenju zadovoljstva poslom i zadovoljstva životom pozitivno pridonose dvije dimenzije radne motivacije s najvišom razinom samoodređenja: intrinzična motivacija i usvojena regulacija. Objašnjenju zadovoljstva životom dodatno pozitivno pridonosi vanjska regulacija, dok se amotivacija pokazala značajnim negativnim prediktorom zadovoljstva poslom. Rezultati upućuju na važnost razvoja i poticanja autonomno regulirane motivacije u radnom djelovanju pomoraca, ali i na određene specifičnosti radne motivacije povezane sa socioekonomskim kontekstom pomorske profesije u Hrvatskoj.
This study attempted to verify the influence of hotel corporations' social responsibility activities on perceived job performance. To achieve the purpose of this study, five new sub‐factors (environment, product, diversity, employee, and community) were suggested for the social responsibility activities of hotel corporations. A quantitative analysis was performed to obtain research objectives using SPSS 22 and AMOS 22. Our results evidenced that corporations' social responsibility activities enhanced perceived job performances of the hotel employees. Additionally, employment type of the employees in the relationship between CSR and the job performance showed significant moderating influence. This study provides a very meaningful and important insight that the social responsibility activities of hotel corporations have a significant influence on the improved performance of the hotel employees.
In Pakistan, healthcare organizations mainly hospitals are focusing on continuing education and training of their nursing staff through several technical and non-technical training programs. However, the management misperceives the outcomes of training and development programs, believing that training and development directly influences the employee performance, whereas the results are different. It is thus, the primary aim of this research is to establish a critical path starting from T&D programs to EP. In order to test the hypothesized relationships, a quantitative cross-sectional study was carried out through a survey-based questionnaire, data was collected from 201 nurses working in different departments of the Shifa hospital. PROCESS macro was used to test the direct and indirect effects. The results show a positive and significant relation between T&D programs and EP. A mediating effect of Individual Learning (IL) is also found but the moderating effect of Affective Commitment (AC) is found to be insignificant between T&D programs and IL but found significant between IL and EP. The research results helped in establishing a critical path between T&D programs and EP. Findings of this research are useful for researchers, organizational management, human resource department and practitioners, training and development departments, training providers, organizational policy makers and quality assurance department.
This study uses data collection methods through interviews, observations and questionnaires. The population in this study were all employees at PT. Bukit Angkasa Makmur Bengkulu Tengah as many as 318 employees and sampling using simple random sampling method. Processing and analyzing data using validity and reliability tests. Then a conclusion was drawn using multiple linear regression statistical tests and analyzed its effects simultaneously (F test) and partially (t test). Based on the test results that the Need for Self-Actualization, Appreciation and Social Needs together (simultaneously) have an effect on Career Development.
The study examined the relationship between performance-based incentives and employees’ productivity in commercial organizations in Cross River State, Nigeria. Specifically, the study investigates the links between performance-based incentives such as promotions, bonus, recognition and employees’ productivity. Expectancy theory was used to situate the study. Descriptive survey design that allows for the use of questionnaire as quantitative tool was adopted as well as in the selection of respondents from commercial organizations. Quantitative data were analyzed using multi-variance analysis. It was revealed that performance-based promotion, performance-based bonus, performance-based recognition significantly influence productivity of employees in commercial organizations. The study further reveals a joint relationship between the predictor variables (performance-based promotion, bonus, recognition) and productivity of employees. It was recommended among others that promotion policies in commercial organizations should be transparent and fair. Management of these entities should make personnel policies that outline key performance indicators and their relationship to internal promotions, bonuses and wages.
We study the relation between a manager’s growth mindset and their use of resource management practices. Growth mindset is based on implicit person theory and is an established and measurable psychological construct. It refers to a person’s deeply held beliefs about whether, in general, people can learn, develop, and change throughout their lives or whether “who they are” is relatively fixed by initial talent endowments (termed a ‘fixed mindset’). Given the demonstrated importance of a growth mindset for educational outcomes and the emerging research studying the influence of mindset on behavior within organizations, we explore whether school principals’ mindset is associated with their resource management practices. Using survey and archival data from 257 primary and secondary school principals, we find that a growth mindset is associated with greater use of budgets to explain and discuss budget variances with key constituents and as an enabler in their managerial role. Principals with a growth mindset also engage in fundraising activities and use non-financial rewards for their teachers significantly more than fixed mindset principals. We also find that the relations between a principal’s mindset and some of these practices are different depending on the school’s performance context.
Com a expansão da economia observada no Brasil na última década, as organizações passaram a se preocupar com sua competitividade e crescimento no mercado. Some-se a este fator de expansão a limitação de recursos humanos com sólida formação e potencial para agregação de valor à estratégia e temos o cenário do que Michaels & Handfield-Jones (2001) denominaram de "The War for Talent". No Brasil, segundo pesquisas do CNI (2010), 69% das indústrias enfrentam dificuldades com a falta de trabalhadores qualificados, configurando uma competição por talentos devido ao impacto da escassez de profissionais com formação técnica, principalmente engenharia, para enfrentarem e superarem os desafios organizacionais contemporâneos. Agrava-se a situação ao considerarmos o aquecimento da economia com o menor sentimento de vinculo à organização, aumentam os desafios em atrair, desenvolver, gerenciar e reter talentos. Neste contexto destaca-se a importância das empresas perceberem este movimento e entender quais motivadores são relevantes para engajar e reter talentos. Este artigo teve por objetivo identificar os motivadores que influenciam a gestão e retenção de talentos em um estudo de caso na Alcoa, que segundo Yin (2010) é o método indicado quando se necessita de respostas do tipo “como” e “por que”, pois favorece o uso de experimentos, pesquisas históricas e estudos de caso. No presente estudo, as perguntas “por que” e “como” referem-se à contribuição de práticas e políticas de RH na retenção de talentos. Para tanto, trabalhou-se com a combinação de questionários aplicados a 46 (33 homens e 13 mulheres) reconhecidos como talentos para a Alcoa, assim como de análise de práticas de RH no desenvolvimento específico destes talentos e em entrevista em profundidade com a Diretora de RH da organização. Verificou-se ao final da pesquisa que a definição de talentos, a exemplo da bibliografia disponível, é ampla, logo, também gestão de talentos precisa ser melhor estudada. Finalmente, que os motivadores financeiros podem ser eficientes na atração, contudo são aqueles associados à gestão de pessoas, à cultura e à imagem da organização que fortalecem o sentimento de pertencimento, elevando a efetividade no desenvolvimento e retenção daqueles considerados talentos. Tal conclusão reforça a teoria de Dewhurst, Guthridge e Mohr (2009), que salienta que alguns motivadores não financeiros são mais efetivos na construção de um relacionamento de longo prazo entre a organização e os profissionais, do que os motivadores financeiros.
This study sought to assess how motivation affect employee retention in Savings and Credit Co-operative societies in Nairobi City County. The researcher conducted the study in SACCO societies located in Westlands sub-county.The objectives were as follows: to determine the effect of employee rewards in promoting employee retention in SACCO societies; to establish how job design affect employees retention in SACCO societies; and to evaluate how career opportunities affect employee retention in SACCO societies. The evaluation was done using questionnaires tailored towards collecting primary data in line with the objectives of the study. Due to the broad nature of the study, a descriptive research study design was used. The target population of the study was 270 SACCO societies located in Westlands sub-county. The researcher used simple random sampling to select senior staff and junior staff of employed in deposit taking SACCO societies, non-deposit taking SACCO societies, public service SACCO societies to arrive at a sample size of 83. The researcher distributed 83 questionnaires to the respondents of which 62 were returned representing a 75% response rate. The data collection instruments were checked for reliability using Cronbach’s Alpha method. The researcher used descriptive statistics to analyse data using mean and standard deviation and inferential statistics using regression analysis, and analysis of variance. The researcher employed multiple regression analysis at 5% level of significance to establish the association between the variables. The study findings established that the employee rewards, job design and career opportunities are crucial factors that positively affect retention of employees.The study recommends that SACCO societies should formulate well-structured employee rewards with supportive policies. The societies should improve on these rewards to improve the level of employee retention. The study also recommends that the SACCO societies should have a variety of career opportunities to satisfy different employee needs. The study suggest that in future, researchers should carry out a longitudinal study to establish the extent to which employee rewards, job design and career opportunities affect employee retention in SACCO societies.
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