ERN: Employee Motivation & Incentives (Topic)最新文献

{"title":"Employee Motivation Factors in Banking Sector: A Study on Qualitative and Quantitative Analysis","authors":"K. Kumari, G. Jayasinghe, J.K.H. Sampath","doi":"10.31014/aior.1991.03.01.144","DOIUrl":"https://doi.org/10.31014/aior.1991.03.01.144","url":null,"abstract":"Motivation is defined as thing that activates human behavior to attain a certain achievement. In the banking sector, the success of the organization mainly reflected by the hard works of employees. Therefore, to achieve the organizational goals employee should be motivated by the external and internal factors. The purposes of this study were to investigate motivation factors, and variation of the impact of demographic determinants on job satisfaction across public and private banking sectors in Sri Lanka. The employees of private and public banks in Uva province was the population of the study. Both qualitative and quantitative analysis was used to perform the analysis. In-depth interviews were done with 30 employees in all grades of private and public banking sector. In-depth analysis was conducted on views about job satisfaction, payments, promotions, recognition and working hours as motivation factors. The sample size of the quantitative data was 250. Narrator analysis was performed on the qualitative data to investigate motivation factors and top motivation factor among employees, while the chi-square test and ordinal logistic regression techniques were used in quantitative analysis. The results indicated that the majority of the employees considered job satisfaction as the top motivator among bankers. A number of dependents, education level and distance to the workplace are significant factors on job satisfaction of private sector bankers whereas age and experience had a significant impact on job satisfaction of public sector employees which implies that demographic determinants on job satisfaction vary with the banking sector.","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-01-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134172728","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Finance, Property Rights and Productivity in Italian Cooperatives","authors":"Donald A. R. George, Eddi Fontanari, E. Tortia","doi":"10.2139/ssrn.3570682","DOIUrl":"https://doi.org/10.2139/ssrn.3570682","url":null,"abstract":"Standard economic theory predicts that the accumulation of capital by means of indivisible reserves would lead to underinvestment and undercapitalization due to the truncated temporal horizon of worker members in cooperatives (the so called Furubotn-Pejovich effect). To test the real effects of collective capital on productivity, we use a large panel of Italian worker and social cooperatives to estimate the productivity effects of collective and individual reserves of capital. The panel puts together firm-level balance sheet data from Bureau van Dijk Aida database, with social security data concerning employment contracts in all Italian enterprises. Differently from previous contributions, we are able to single out firm-level employment in terms of full-time worker equivalents. We investigate the determinants of total factor productivity by means of an augmented Cobb-Douglas production function. After controlling for factor productivity, individual capital ownership, age of the organization and other standard firm-level and sectoral controls, we find a positive and significant relation between the extent of collective ownership andtotal factorproductivity. This result is robust to different specifications of the model. We interpret the result by highlighting the positive role of collective capital in strengthening financial sustainability, patrimonial and employment stability in the long run, and in favouring specific investments.","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134301845","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Effect of Employee Happiness on Performance of Employees in Public Organization in United Arab Emirates","authors":"Nesreen Awada, Siti Sarawati Johar, Fadillah Binti Ismail","doi":"10.20474/jabs-5.5.1","DOIUrl":"https://doi.org/10.20474/jabs-5.5.1","url":null,"abstract":"Employee happiness has received less attention compared with other constructs. This study aims to examine the effect of employee happiness on employee performance in the public sector in the United Arab Emirates (UAE). The study operationalized employee happiness into performance appraisal, flexible working hours, promotion, rewards, and recognition, income, peer and supervisor support, workload, and workplace environment. The data was collected from 319 employees working in Abu Dhabi and Dubai using a questionnaire “The effect of employee spirituality and emotional wellness toward the relationship between employee happiness and employee performance 2019”. The findings were derived using Smart Partial Least Squares (PLS). The findings showed that performance appraisal, income, workplace environment, promotion, reward, and recognition, and peer and supervisor support are significant predictors of employee performance. Flexible Working Hours (FWH) and workload have insignificant effect on employee performance. Findings were discussed and decision makers are advised to increase employee happiness among employees in UAE.","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"79 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126314165","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Why Aren’t There More European Works Councils? A Belgian Perspective","authors":"Charlotte Olijslagers, Stan De Spiegelaere","doi":"10.2139/ssrn.3464194","DOIUrl":"https://doi.org/10.2139/ssrn.3464194","url":null,"abstract":"This policy brief considers the lack of European Works Councils through a Belgian perspective. It discusses Belgian companies who are currently engaged in establishing one or have developed ‘functionally equivalent’ structures. The remaining companies are confronted with serious obstacles to establishing a European Works Council, principally: (i) a lack of knowledge about them, (ii) weak and time-consuming national-level information and consultation processes, and (iii) a low perceived added value of transnational information and consultation. It evaluates what needs to be done in order to increase the number of EWCs and what trade unions need to do in order to raise awareness on the importance of EWCs at European level.","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"104 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122551627","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Corporate Social Responsibility and Firms’ Resilience to External Disruptions","authors":"Po-Hsuan Hsu, Hsiao-Hui Lee, Long Yi","doi":"10.2139/ssrn.3275063","DOIUrl":"https://doi.org/10.2139/ssrn.3275063","url":null,"abstract":"We propose that corporate social responsibility (CSR) serves as an intangible investment in stakeholder relationships to guard against external disruptions. Using a stylized model with customers’ and employees’ preferences for CSR, we hypothesize that CSR investment, while costly, helps firms recover from external disruptions. Using factory location data from the toxic release inventory (TRI) database to specify firms’ geographic distribution, we find that firms with higher CSR ratings are much less affected by major natural disasters in profitability. We then examine the customer and employee mechanisms through which CSR engagement shields firms against major natural disasters. We find that CSR helps firms survive major natural disasters by enhancing customer satisfaction, which leads to more stable post-disaster sales, and by enhancing employee satisfaction, which leads to higher post-disaster productivity.","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"128 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115986396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"ความสัมพันธ์ของแรงจูงใจในการทำงานกับ ความผูกพันต่อองค์กรของบุคลากรสำนักงานคณะกรรมการการศึกษาขั้นพื้นฐาน (The Relationship between Job Motivations and Organization Commitment of Personnel in Office of the Basic Education Commission)","authors":"Natnicha Himthomg, Piyakorn Whangmahaporn","doi":"10.2139/ssrn.3551625","DOIUrl":"https://doi.org/10.2139/ssrn.3551625","url":null,"abstract":"<b>Thai Abstract: </b>การวิจัยนี้มีวัตถุประสงค์เพื่อศึกษาความสัมพันธ์ของแรงจูงใจในการท างานกับความผูกพันต่อองค์กรของบุคลากรส านักงานคณะกรรมการการศึกษาขั้นพื้นฐาน ตัวอย่างในการวิจัย คือ บุคลากรส านักงานคณะกรรมการการศึกษา ขั้นพื้นฐาน จ านวน 171 คน เครื่องมือที่ใช้ในการวิจัย คือ แบบสอบถาม สถิติที่ใช้ ได้แก่ ความถี่ ร้อยละ ค่าเฉลี่ย ส่วนเบี่ยงเบนมาตรฐาน และการทดสอบค่าสมั ประสทิ ธสิ์ หสมั พนั ธข์ องเพยี รส์ นั ผลการวจิ ยั พบว่า แรงจูงใจ ในการท างานของบุคลากรส านักงานคณะกรรมการการศึกษาขั้นพื้นฐาน โดยภาพรวมอยู่ในระดับมาก (  = 3.69) เมื่อจ าแนกเป็นรายด้าน พบว่า อยู่ในระดับมากทั้ง 2 ด้าน โดยเรียงล าดับค่าเฉลย่ี จากมากไปหาน้อย ไดแ้ ก่ ดา้ นปจั จยั จูงใจ (  =3.90) และดา้ นปจั จยั ค้าจุน (  = 3.48) ความผูกพันต่อองค์กรของบุคลากรส านักงานคณะกรรมการการศึกษาขั้นพื้นฐานโดยภาพรวมอยู่ในระดับมาก (  = 3.51) เมื่อจ าแนกเป็นรายด้าน พบว่า อยู่ในระดับมากทุกด้าน โดยเรียงล าดับค่าเฉลี่ยจากมากไปหาน้อย ได้แก่ ด้านบรรทัดฐาน (  = 3.61) ด้านความรู้สึก (  = 3.55) และด้านการคงอยู่ (  = 3.38) สรุปได้ว่าแรงจูงใจในการท างานมีความสัมพันธ์กับความผูกพันต่อองค์กร โดยภาพรวมอยู่ในระดับสูงอย่างมีนัยส าคัญทางสถิติที่ระดับ 0.01 โดยแรงจูงใจในการทางาน ด้านปจั จยั จูงใจ มีความผูกพันต่อองค์กรที่ค่าสมั ประสิทธิส์ หสมั พนั ธ์เท่ากบั 0.568 และแรงจูงใจในการทางาน ด้านปจั จยั ค้าจุน มีความผูกพันต่อองค์กรที่ค่าสมั ประสทิ ธสิ์ หสมั พนั ธ์ เท่ากบั 0.782<br><br><b>English Abstract:</b> The objective of this study is to study the relationship between job motivations and organization commitment of personnel in Office of the Basic Education Commission. Sample group comprised of 171 officers, Office of the Basic Education Commission with a simple sampling and questionnaire as a tool. The statistics used to analyze are frequency, average, percentage, standard deviation. Statistical analysis based on Pearson correlation analysis. From the result of this study, job motivation in motivation factor of Office of the Basic Education Commission was at a high level of job motivation in two aspects, with the mean level stands at 3.69. When multiple aspects of job motivations are considered motivation factor is averaged at 3.90 and hygiene factor at 3.48. The organization commitment of Office of the Basic Education Commission was at a high level, with the mean level stands at 3.51. The finding also showed that normative commitment is averaged at 3.61, affective commitment at 3.55 and continuance commitment at 3.38 have respective. Summarily, job motivations have relationship with organization commitment of the Basic Education Commission Officer Were significantly related in appositive manner at a moderate level of 0.01. Job motivation in motivation factor is related to the commitment at 0.568 and job motivation in hygiene factor is related to the commitment at 0.782.","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"152 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133988967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Job Insecurity","authors":"Aditya Kuvalekar, Elliot Lipnowski","doi":"10.2139/ssrn.2860092","DOIUrl":"https://doi.org/10.2139/ssrn.2860092","url":null,"abstract":"We examine the relationship between job security and productivity in a fixed wage worker­firm relationship facing match quality uncertainty. The worker’s action affects both learning and current productivity. The firm, seeing worker behavior and outcomes, makes a firing decision. As bad news accrues, the firm cannot commit to retain the worker. This creates perverse incentives: the worker strat egically slows learning, harming productivity. We fully characterize the unique equilibrium in our continuous time game. Consistent with some evidence in organizational psychology, the relationship between job insecurity and productivity is U shaped: a worker is least productive when his job is moderately secure. (JEL J23, J24, J63, M51)","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"14 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133725420","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Knowledge Fit and Productivity Gains from Employee Mobility","authors":"Gaétan de Rassenfosse, Karin Hoisl","doi":"10.2139/ssrn.3176936","DOIUrl":"https://doi.org/10.2139/ssrn.3176936","url":null,"abstract":"Previous research has established that employee mobility can lead to individual gains in productivity. However, the mechanisms underlying these productivity gains remain the subject of speculation. Using survey data on 869 inventors from 21 countries listed in European patent applications, we show that ‘knowledge fit’ (the extent to which employees’ knowledge is applicable to their new jobs) is positively related to productivity gains from mobility. We further show that the reason for moving (willing or unwilling move) is not directly related to productivity gains. Finally, we find that the relationship between knowledge fit and productivity gains is contingent on the nature of the technology. It is more pronounced in environments involving more tacit knowledge.","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"245 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-04-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131212661","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Organizational Leadership Designed at Ensuring Employee Commitment","authors":"C. Vele","doi":"10.2139/ssrn.3152103","DOIUrl":"https://doi.org/10.2139/ssrn.3152103","url":null,"abstract":"Every organization wants and need employees that perform at their best in each and every aspect of their work. This, in terms, leads to an increase in organizational efficiency and to the development of competitive advantages in relationship with other competitors. But how can organizations develop a working environment in which employees give their full commitment to organizational strategic goals? What are the cultural elements that drive people to develop the necessary beliefs and behaviors in order to fully commit to an organization? In what manner does the leadership of an organization contribute to the increase of individual commitment? The main objective of this article is to identify and analyze possible correlations between certain elements of transformational leadership and employee commitment. One of the main challenges that companies face in present times is the constant shift in the business environment that requires a high level of flexibility and adaptation. Given the fact that employees are the company’s front line by coming in contact with customers, it is paramount that their behavior and commitment is focused on providing the highest value for the market. For this reason, managers need to fully understand how to motivate individuals in order to become completely involved in their work and in offering their contribution to organizational success. The findings presented in the paper can help managers and leaders in their efforts to retain employees and to increase their involvement in the long term sustainable development of the organization in which they work.","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121061240","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Individual Performance Related to Pay and Motivation","authors":"Aisha Bano","doi":"10.2139/ssrn.3129568","DOIUrl":"https://doi.org/10.2139/ssrn.3129568","url":null,"abstract":"Several organizations are in the competition to survive in the current dynamic and competitive business market. The organizations by and large depend on performance of well motivated employees and they consider motivation as a basic tool for their success. The concept of performance evaluation through appraisals is a important constituent of organizational management as it directly reflects its achievement and progress. The Performance related Pay is an essential method to fuel motivation, as employees utilize it to accomplish their wants and needs (Fisher, 2005). In addition, Performance-related to pay is principally a kind of payment system that depends on evaluated performance. According to the performance related pay system, payment is awarded on certain merits. This system of pay was initially introduced in the United Kingdom on a broad scale in the 1980s and several organizations become hopeful that the Performance related pay system would bring cultural change and motivate higher levels of organizational and individual performance. At present, this system is a key element of reward strategies in organizations, specifically in sectors for instance financial services.","PeriodicalId":372415,"journal":{"name":"ERN: Employee Motivation & Incentives (Topic)","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-02-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125908957","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}