Work Motivation of Social Workers in the Context of Management Innovations

In the current turbulent and constantly changing conditions, there is a growing tendency to develop human resource activities through implementing managerial innovations. The present paper addresses social workers’ work motivation. The paper’s main goal is to determine the impact of work motivation on social service employees, representatives of generation X and generation Y. The present paper analyses generation X’s and generation Y’s work preferences accounting for the distinctiveness of social service work performance. An original questionnaire was distributed to the social workers. For the selection of respondents in social services facilities, the method of a random selection of respondents was used. In this method, each respondent has the same probability of being chosen. The research sample consisted of 201 employees of social services. The questionnaire tackled two areas: demographics (gender, age, and educational background) and work motivation (work environment, working atmosphere, career opportunities, upskilling, income, and demotivating agents at the workplace). The obtained data were statistically processed and evaluated. The data were analysed regarding correlations, differences, and similarities in the social workers’ perception of work motivation. The research shows no statistically significant relationship between generation X and generation Y regarding the main motivational stimulus in social workers. Both generations perceive motivation in the same way. Another outcome of the research is that Generation X respondents consider «financial remuneration» and «upskilling» more important than Generation Y respondents. Generation Y respondents consider «career growth», «work being interesting», «friendly work environment», «feedback», and «work-life balance» more important than Generation X respondents. Research respondents appreciate the scope for internal reflection and strengthening of internal motivation. External and internal motivational stimuli, as well as other motivational benefits, support improving the quality of social services and overall improving the quality of life of social services employees. The presented research brings findings applicable to the social service sector in the framework of managerial innovation and the scope of employees’ work motivation.