The Impact of Monetary and Non-Monetary Incentives on Performance of Employees: A Research Study on Beverage Industry, A.
|
|
- Sharon Baker
- 6 years ago
- Views:
Transcription
1 The Impact of Monetary and Non-Monetary Incentives on Performance of Employees: A Research Study on Beverage Industry, A.P, In India SUDHAMSETTI NAVEEN 1, PRASADARAO YENUGULA 2 1 M.B.A, N.E.T (Ph.D), Assistant Professor, Universal College of Engineering & Technology A.P, India 2 M.B.A, N.E.T (Ph.D), Assistant Professor, Universal College of Engineering & Technology A.P, India Abstract: Incentives are the additional benefits provided to the employees in recognition of their services. They may be in the form of monetary and non-monetary benefits. Monetary includes bonus, wages, pension etc. Non-monetary includes medical facilities, housing, educational and so on. The main objective of the study is to discuss the impact of monetary and non-monetary incentives on the performance of employees in beverage industry of A.P, India.. The data has been collected through structured questionnaire. Both primary and secondary data were acted as the source for this study. The Sample size was 100. Data analysis has been done with tabulation. Keywords:Monetary incentives, Non monetary incentives, recognition, plagues, bonus, wages, pension, housing, educational facilities, employee motivation, organization values. I. INTRODUCTION The concepts of incentive & reward are interrelated and complementary in the framework of employee motivation. It is difficult to draw a line among them. The broadest category was the incentive which makes an employee desire to do better, participate effectively and spend more effort. It may be divided into two categories: monetary incentives and non-monetary incentives. Monetary incentives means in terms of money such as commissions, bonuses etc. Non-monetary or non-cash incentives do not involve direct payment of cash and they can be tangible or intangible. Some examples of this kind of incentives are; providing them with autonomy in their participation in decision making, impose challenging tasks, enhancing working conditions, recognizing good work through small gifts, letters of appreciation, plagues, tickets to restaurant etc., providing some services for the employees, organizing social activities in the work place, etc. The difference between an incentive and reward like, while incentive aims to motivate future and encourage certain behavior, reward is the appreciation for the accomplished behavior and it is a potential reinforce. Recognition covers monetary and non-monetary rewards and it refers to crediting, encouraging and appreciating individuals and teams who contribute, through their behavior and their efforts, to the success of the organization. It provides after-the fact reinforcement for specific types of performance or accomplishments and emphasizes what the organization values. Moreover, it helps to create a sense of being a valued member of a successful organization.. Consequently, throughout this study, the word incentive is used to refer to anything that motivates employees, covering reward and recognition concepts. II. OBJECTIVES The main objective of the study is to describe the extent to which monetary and non-monetary incentives have impact on the performance of employees in beverage industry of A.P, India. The other objectives of the study are: (1) To investigate the effectiveness of financial incentives on employee s performance. (2) To elucidate the importance of non-monetary incentives on employee s performance (3) To determine the type of reward that acts as the best element on employee s performance. (4)To know the level of friendly nature of superiors with their subordinates DOI: /IJRTER UO5U 21
2 (5)To know the satisfying level of subordinates regarding collecting opinions on meetings conducted by superiors To achieve the above objectives, survey through structured questionnaires contemplated to elicit the opinion of respondents to some of the questions like: To what extent the non-monetary incentives will have an impact on the effective performance of employees of the beverage industry of A.P, in India? To what extent the monetary incentives have an impact to increase the performance of employees of beverage industry of A.P in India? What type of monetary incentive the employees in this beverage industry value the most? What type of non-monetary incentive the employees in the beverage industry value the most? Is there any significant difference between the subordinates and superiors statistically with regard to their incentive preferences in the beverage industry of A.P in India? III. RESEARCH METHODOLOGY Methodology is a systematic procedure of collecting information in order to analyze and verify phenomena. The study carried with the co-operation of the management who permitted to carry on the study and provided the requisite data. The data is collected from the following sources. Sources of data There are two types of the data 1. Primary data 2. Secondary data 1. Primary data:.in this study it is gathered through interviews with concerned officers and staff. Some of the information were verified and supplemented through personal observation. 2. Secondary Data: The secondary data collected from already published sources such as some journals, internal records& some websites. Sample Size: The sample has been selected on the basis of random sampling technique, drawn from beverage industry of A.P. A sample of 100 employees is selected and analysis has been done by questionnaire. IV. DATA ANALYSIS AND INTERPRETATION 1) To what extent the non-monetary incentives will have an impact on the effective performance of employees of the beverage industry of A.P, in India? Highly effective 45 Partially effective 35 Highly in effective 5 Partially in effective 10 Completely ineffective 5 From the above table, it is observed that,45 respondents are accepted that the non monetary incentives have highly impact on the performance of employees,35 respondents are accepted that the non monetary incentives have partial impact on the performance of employees,5 respondents have expressed that, non-monetary incentives have highly ineffective impact on the performance of employees, 10 respondents have expressed that, non-monetary incentives have All Rights Reserved 22
3 ineffective impact on the performance of employees, 5 respondents have expressed that, nonmonetary incentives have completely ineffective impact on the performance of employees 2) To what extent the monetary incentives have an impact to increase the performance of employees of beverage industry of A.P in India? Highly effective 65 Partially effective 30 Highly in effective 3 Partially in effective 2 Completely ineffective 0 From the above table, it is observed that,65 respondents are accepted that the monetary incentives have highly impact on the performance of employees,30 respondents are accepted that the monetary incentives have partial impact on the performance of employees,3 respondents have expressed that, monetary incentives have highly ineffective impact on the performance of employees, 2 respondents have expressed that, monetary incentives have partially ineffective impact on the performance of employees, none of the people have expressed that, non-monetary incentives have completely ineffective impact on the performance of employees. 3) What type of monetary incentive, the employees in this beverage industry value the most? PARTICULARS NO.OF RESPONDENTS Salary or wages 30 Bonus 10 Profit sharing 35 Stock option 20 medical allowance, travelling allowance 5 From the above, it is observed that,30 members expressed that, Salary or wages are the most valuable elements, 10 members expressed that, Bonus is the most valuable element, 35 members expressed that, Profit sharing is the most valuable element, 20 members expressed that, Stock option is the most valuable element,5 members expressed that, medical allowance, travelling allowance are the most valuable elements. 4) What type of non-monetary incentive the employees in the beverage industry value the most? Appreciation and recognition 40 Delegation 5 Working conditions 10 Job enrichment 18 Job security 27 From the above, it is observed that, 40 members expressed that, Appreciation and recognition are the most valuable elements, 5 members expressed that, Delegation is the most valuable element, 10 members expressed that, Working conditions is the most valuable element, 18 members All Rights Reserved 23
4 that, Job enrichment is the most valuable element, 27 members expressed that, Job security is the most valuable elements 5) Is there any significant difference between the subordinates and superiors statistically with regard to their incentive preferences in the beverage industry of A.P in India? Yes 100 No 0 From the above, it is observed that, 100 members are accepted that,there is a significant difference between the subordinates and superiors statistically with regard to their incentive preferences in the beverage industry of A.P in India 6) What do you think about the level of application of non-monetary incentives in your organization? Adequate 55 Inadequate 25 Neutral 08 Partially adequate 12 From the above, it is observed that, 55 members are accepted that level of application of nonmonetary incentives are adequate, 25 members are accepted that level of application of nonmonetary incentives are inadequate, 08 members are accepted that level of application of nonmonetary incentives are neutral,12 members are accepted that level of application of non-monetary incentives are partially adequate. 7) Superiors are usually friendly towards subordinates Strongly Agree 42 Agree 33 Neutral 5 Disagree 15 Strongly Disagree 5 From the above table,it is observed that, out of 100 members 42 employees are strongly agreed, 33 employees are agreed, 5 members are neutral with the statement, 15 members are disagreed, 5 members are strongly disagreed i.e. superiors are usually friendly towards subordinates 8) Verbal and written appreciation from the superiors Strongly Agree 60 Agree 10 Neutral 5 Disagree 15 Strongly Disagree All Rights Reserved 24
5 From the above table,it is observed that, out of 100 members 60 employees are strongly agreed, 10 employees are agreed, 5 members are neutral with the statement, 15 members are disagreed, 10 members are strongly disagreed i.e. verbal and written appreciation from the superiors 9) Meetings, activities etc. are arranged in the organization in which employees can express their opinions Strongly Agree 30 Agree 40 Neutral 0 Disagree 20 Strongly Disagree 10 From the above table,it is observed that, out of 100 members 30 employees are strongly agreed, 40 employees are agreed, none of members are neutral, 20 members are disagreed, 10 members are strongly disagreed i.e. meetings, activities etc. are arranged in the organization in which employees can express their opinions. 10) What is the most important factor that contributes to your willingness to exert more effort on your job? Monetary Incentive 29 Satisfying wage 42 Job Security 17 Good Relations with peer 12 From the above table, it is observed that,29 respondents are accepted that the monetary incentive is the most important factor, 42 respondents are accepted that the satisfying wage is the most important factor,17 respondents are accepted that the job Security is the most important factor,12 respondents are accepted that the Good Relations with peer is the most important factor for their willingness to exert more effort on job. V. CONCLUSION AND RECOMMENDATIONS According to the results of the study, it can be accepted that the level of application of the nonmonetary incentives, in the organization is adequate, based on the perceptions of the employees in beverage industry. It may be accepted that that this organization enjoyed the benefit from nonmonetary incentives effectively in the motivation of employees., it was explained in expectancy theory of motivation, the employees incentive practices are also a concern in deciding the motivational level. Some of the employees are not satisfied with their wage levels in general and this fact is reflected on the employees first ranking of satisfying wage as the vital factor for contributing to their cogency in the job. With regard to incentive preferences, monetary incentives seem to take precedence over nonmonetary incentives. However, it does not mean that the employees are not likely to be influenced by the non-monetary incentives. According to the analysis of responses, nonmonetary incentives are valued highly by the employees, even in the absence of monetary incentives. Among the non-monetary incentives, job related non-monetary incentives are more preferred as the incentive that would increase the employees interests in their jobs the most. This may imply that most of the employees in the organization value meaningful job with more responsibility, variety of tasks and opportunity to use variety of skills, autonomy over job, participation in decision making, promotion, All Rights Reserved 25
6 REFERENCES 1. Accel-Team. (2004). Financial motivation. [Online]. Available: motivation/financial_motivation_01.html. June 15, Adams, J. S. (1965). Inequity in Social Exchange. In: Advances in Experimental Social Psychology, Vol. 2, (L. Berkowitz, ed.). New York: Academic Press. 3. Adler, R. W., Milne, M. J., and Stablein, R. E. (2001). Situated motivation: an empirical test in an accounting course. Canadian Journal of Administrative Sciences, Vol. 18, No. 2, pp Brewer, G.A., Selden & Coleman, S. (1998). Whistle blowers in the federal civil service: New evidence of the public service ethic. Journal of Public Administration Research and Theory. 8: In: Houston, D.J. (2000). Publicservice motivation: A multivariate test. Journal of Public Administration Research & Theory. October. Vol.10-4: Bussin, M. & Christopher, D. (2002). 50 ways to reward employees. 21st Century Business and Pay Solutions Group. [Online]. Available: March 21, Crewson, P.E. (1997). Public-service motivation: Building empirical evidence of incidence and effect. Journal of Public Administration Research and Theory. 7: In: Houston, D.J. (2000). Public-service motivation: A multivariate test. Journal of Public Administration Research & Theory. October. Vol.10-4: Davidson, L. (1999). The power of personal recognition. Workforce. July: v78 i7 p44(4). Deci, E. L., Koestner, R., & Ryan R. H. (1999). A meta-analytic review of experiments examining the effects of intrinsic rewards on intrinsic motivation. Psychological Bulletin. 125: Eden, D. (1988). Pygmalion, goal setting, and expectancy: compatible ways to boost productivity. Academy of Management Review. Vol.13-4: Gale, S. F. (2002). Small Rewards Can Push Productivity. Workforce. June: Hackman, J. R., & Oldham, G. R. (1980). Work redesign. Menlo Park, CA: Addison-Wesley Publishing Company. 11. Herzberg, F. (1966). Work and the nature of man. Cleveland: World Pub. Co. 12. Herzberg, F.(1971). Managers or animal trainers. Management Review, pp Latham, G. P. & Baldes, J. (1975). The"practical significance" of Locke's theory of goal setting. Journal of Applied Psychology, 60, Lawler, E. (1990). High involvement management. San Francisco: Jossey-Bass. In: Denhart, R. B., Denhart, J. V., Aristigueta, M. P. (2002). Managing human behavior in public & non-profit organizations. California: Sage Publications. 15. Lawler, E.E. & Porter, L.W. (1967). The effects of performance on job satisfaction. Industrial Relations. 7: Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50, McCann, D.(2000). Carrot, stick, or what? Profiles Ireland. [Online]. Available: January 7, McClelland, D. C. (1975). Power the inner experience. New York: Irvington. 19. Nelson, B. (1994). A little praise goes a long way. National Association of Insurance and Financial Advisors. [Online]. Available: January 17, Nelson, B. (2001). Dump the Cash, Load on the Praise. Harcourt College. [Online]. Available: 3 January All Rights Reserved 26
Needs and Incentives
Needs and Incentives 35 CHAPTER SIX Needs and Incentives A: Main Teaching Points (by textbook section) In general, this chapter deals with the problems of making an analysis of needs, and applying this
More informationMonetary and non monetary incentives in LIC of India and its impact a case study of Ranchi District
Original Research Article DOI: 10.18231/2394-2770.2017.0019 Monetary and non monetary incentives in LIC of India and its impact a case study of Ranchi District Amar Kumar Chaudhary 1, Snigdha Ghosh 2,*
More informationChapter Learning Objectives After studying this chapter you should be able to:
Chapter Learning Objectives After studying this chapter you should be able to: 1. Characterize the nature of motivation, including its importance and basic historical perspectives. 2. Identify and describe
More informationMotivation and its Impact on Work Behavior of the Employees of the IT Industry in Bangalore
60 Journal of Strategic Human Resource Management Volume 1 Issue 1 January 2012 Motivation and its Impact on Work Behavior of the Employees of the IT Industry in Bangalore Avin Thaliath *, Rejoice Thomas
More informationCHAPTER 2 THEORETICAL FRAMEWORK
CHAPTER 2 THEORETICAL FRAMEWORK 2.1 Risk Allowance In the everyday work life employees often received what is called a total compensation package. Total compensation package is usually classified into
More informationMonetary and non monetary incentives in LIC of India and its impact a case study of Ranchi District
Original Research Article DOI: 10.18231/2394-2770.2017.0019 Monetary and non monetary incentives in LIC of India and its impact a case study of Ranchi District Amar Kumar Chaudhary 1, Snigdha Ghosh 2,*
More informationMotivation the internal and external factors that lead an individual to engage in goal-oriented behavior.
Motivation the internal and external factors that lead an individual to engage in goal-oriented behavior. The theories of motivation fall into two main categories: 1. Needs theories. They describe the
More informationChapter 4: Theories of Motivation
Chapter 4: Theories of Motivation Organizational Behaviour 5 th Canadian Edition Langton / Robbins / Judge Copyright 2010 Pearson Education Canada 4-1 Chapter Outline What Is Motivation? Needs Theories
More informationMotivation the internal and external factors that lead an individual to engage in goal-oriented behavior.
Motivation the internal and external factors that lead an individual to engage in goal-oriented behavior. The theories of motivation fall into the following categories: 1. Needs theories. They describe
More informationThe Relationship between Reward System and of the Job Satisfaction: An Empirical Study among Nurses in Jaffna Teaching Hospital
The Relationship between Reward System and of the Job Satisfaction: An Empirical Study among Nurses in Jaffna Teaching Hospital Introduction 5th Annual International Research Conference- 2016 Jasintha.
More informationAsian Research Consortium
Asian Research Consortium International Journal of Research in Organizational Behavior and Human Resource Management, Vol. 1, No. 3, 2013, pp. 107-115. ISSN 2320-8724 International Journal of Research
More informationOrganizational rewards often are both intrinsic and extrinsic. Intrinsic rewards include one s work and satisfaction with one s performance, which
1 2 Human resource management (HRM) is important to an organization s strategic success. It deals with the formal systems of human resource (HR) planning, staffing, compensation, benefits, and implementing
More informationPrinciples of Management
Warsaw University of Life Sciences - SGGW Dr Mariusz Maciejczak Principles of Management www.maciejczak.pl Basic reading The presentation has been prepared based on the book 1 Motivation What Is Motivation?
More informationMotivation Through Needs, Job Design Involve? & Intrinsic Rewards
6 Motivation Through Needs, Job Design Involve? & Intrinsic Rewards Chapter What Does Motivation Need Theories of Motivation Motivating Employees Through Job Design Leading Others Toward Intrinsic Motivation
More informationChapter 4: Theories of Motivation
Chapter 4: Theories of Motivation Organizational Behaviour 5 th Canadian Edition Langton / Robbins / Judge Copyright 2010 Pearson Education Canada 4-1 Chapter Outline What Is Motivation? Needs Theories
More informationmo ti va tion mōdəˈvāsh(ə)n/ noun
mo ti va tion mōdəˈvāsh(ə)n/ noun 1. the reason or reasons one has for acting or behaving in a particular way. "escape can be a strong motivation for travel" synonyms: motive, motivating force, incentive,
More informationReward and Recognition and its impact on Satisfaction and Motivation at university level
Global Advanced Research Journal of Educational Research and Review (ISSN: 2315-5132) Vol. 5(4) pp. 063-070, April, 2016 Available online http://garj.org/garjerr/index.htm Copyright 2016 Global Advanced
More informationStaff Motivation and Recognition
Staff Motivation and Recognition Brought to you by PROCEED, Inc. National Center for Training, Support and Technical Assistance Facilitator: Damian Goldvarg, Ph.D. Learning Objectives By the end of the
More informationChapter 6. Motivating Workers
Chapter 6 Motivating Workers Motivation is the reason why employees want to work hard and work effectively for the business. It is a feeling or drive that stimulates employees to work hard for achieving
More informationLearning Objectives. Understand the different types of compensation. Understand what is strategic compensation planning
Ibrahim Sameer Learning Objectives Define compensation Understand the different types of compensation Understand what is strategic compensation planning Understand the factors affecting wage rate Understand
More informationA Study On Employee Empowerment With Reference To Seshasayee Paper And Boards Ltd., Erode.
IOSR Journal of Business and Management (IOSR-JBM) e-issn : 2278-487X, p-issn : 2319-7668, PP 08-12 www.iosrjournals.org A Study On Employee Empowerment With Reference To Seshasayee Paper And Boards Ltd.,
More informationMotivation. Ability & skills what a worker can do the job Motivation whether a worker will do the job properly
MOTIVATION Motivation Ability & skills what a worker can do the job Motivation whether a worker will do the job properly Increase motivation increase job performance Motivation Traits Self esteem Intrinsic
More informationINFS 212 Principles of Management
INFS 212 Principles of Management Session 10 Motivation Lecturer: Dr. Emmanuel Adjei Department of Information Studies Contact Information: eadjei@ug.edu.gh College of Education School of Continuing and
More informationChapter 4 Motivating self and others
Chapter 4 Motivating self and others Defining Motivation Define motivation - The internal and external forces that lead an individual to work toward a goal o Intensity is how hard a person tries o Persistence
More informationMotivation and Empowerment
Chapter 8 Motivation and Empowerment 2011 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 1 Your Leadership
More informationMOTIVATION FEM3104 DR SA ODAH BINTI AHMAD JPMPK/FEM/UPM
MOTIVATION FEM3104 DR SA ODAH BINTI AHMAD JPMPK/FEM/UPM LEARNING OUTCOME 1. To learn the basic concepts of work motivation 2. To learn theories of motivation at work 3. To compare differences and similarity
More informationCOMPENSATION AND REWARDS. The complex process includes decisions regarding variable pay and benefits
COMPENSATION AND REWARDS Definition: The sum total of all forms of payments or rewards provided to employees for performing tasks to achieve organizational objectives. Compensation- Nature and scope The
More informationChapter 11 Human resource management
Chapter 11 Human resource management 1.1. Human resources management and organization effectiveness... 2 2. Human resources planning... 2 2.1. Job analysis... 2 2.2. Job description... 2 2.3. Job specification...
More informationManagement. Part IV: Leading Ch. 12. Motivation
Management Part IV: Leading Ch. 12. Motivation Dan C. Lungescu, PhD, assistant professor 2015-2016 Course outline Management Part I: Introduction Part II: Planning Part III: Organizing Part IV: Leading
More informationRelationship Between Employee Motivation And Performance Of The Employees Working In Retail Sector In Jaipur Dr. Neha Sharma, Ms.
Relationship Between Employee Motivation And Performance Of The Employees Working In Retail Sector In Jaipur Dr. Neha Sharma, Ms. Avni Sharma Dr. Neha Sharma, Assistant Professor, Department of Commerce,
More informationPractical Approaches to Motivating Testers
Practical Approaches to Motivating Testers Dr. Stuart Reid & Dr. Tafline Murnane EuroSTAR 2011, Manchester, UK Dr. Stuart Reid T: +44 (0)790 2244 975 E: stureid.test@gmail.com Dr. Stuart Reid & Dr. Tafline
More informationJob design and role development
23 Job design and role development JOBS AND ROLES A job consists of a related set of tasks that are carried out by a person to fulfil a purpose. It can be regarded as a unit in an organization structure
More informationChapter 16 Motivation
Chapter 16 Motivation TRUE/FALSE. 1) The definition of motivation has three key elements: energy, direction, and persistence. 8) According to the goal-setting theory, a generalized goal of "do your best"
More informationMotivation and Job Satisfaction Amongst Pilots in the Civil Aviation Industry in India
Motivation and Job Satisfaction Amongst Pilots in the Civil Aviation Industry in India Motivation and Job Satisfaction Amongst Pilots in the Civil Aviation Industry in India Dr Asha Nagendra (Professor,
More informationSt. Joseph's Journal of Humanities and Science ISSN:
16 L. Santhana Raj / St. Joseph s Journal of Humanities and Science (Volume 4 Issue 1 January 2017) 16-20 St. Joseph s Journal of Humanities and Science (Volume 4 Issue 1 January 2017) 16-20 St. Joseph's
More informationAEIJMR Vol 4 Issue 9 September 2016 ISSN
Determining Factors for Employee Motivation and Organisation Effectiveness *Dr. K. Nageswara Rao *Professor, Department Of Management Studies, Narayana Engineering College, Nellore, Nellore Dt (Ap) Introduction
More informationAN ANALYSIS OF MOTIVATION AMONG GOVERNMENT EMPLOYEES WORKING IN VARIOUS DEPARTMENTS WITH SPECIAL REFERENCE TO PATHANAMTHITTA DISTRICT, KERALA
AN ANALYSIS OF MOTIVATION AMONG GOVERNMENT EMPLOYEES WORKING IN VARIOUS DEPARTMENTS WITH SPECIAL REFERENCE TO PATHANAMTHITTA DISTRICT, KERALA Mrs. K. S. DEEPA Assistant Professor, Institute of Management
More informationMotivation Submitted in partial fulfillment of the requirement for the award of degree Of MBA
A Seminar report On Motivation Submitted in partial fulfillment of the requirement for the award of degree Of MBA SUBMITTED TO: SUBMITTED BY: www.studymafia.org www.studymafia.org Acknowledgement I would
More informationMOTIVATION. Definition of Motivation The will to achieve. Factor that cause, channel & sustain an individual s behavior (Stoner).
Definition of Motivation The will to achieve MOTIVATION Factor that cause, channel & sustain an individual s behavior (Stoner). The willingness to put forth effort in the pursuit of organizational goals
More informationEmployees Motivation
Employees Motivation 1. 2. 3. Meaning of motivation Feature Importance Types of Motivation Review motion theories and skills Application of motivation theories in managing human resources in organization.
More informationOrganizational Behaviour
Bachelor of Commerce Programme Organizational Behaviour Individual Behaviour Goal setting and job satisfaction The Da Vinci Institute for Technology Management (Pty) Ltd Registered with the Department
More informationMotivating Employees in Academic Libraries in Tough Times
Motivating Employees in Academic Libraries in Tough Times Abstract Academic library HR management is facing many interesting challenges. With an increasing number of M.L.S. graduates seeking positions
More informationA STUDY ON COMPENSATION BENEFITS IN DAIRY INDUSTRY: WITH REFERENCE TO SELECTED DAIRY UNITS IN ANDHRA PRADESH: A COMPARATIVE STUDY
Journal of Management (JOM) Volume 5, Issue 4, July August 2018, pp. 101 111, Article ID: JOM_05_04_012 Available online at http://www.iaeme.com/jom/issues.asp?jtype=jom&vtype=5&itype=4 Journal Impact
More informationChapter 13: Motivation at work Motivation. Motivation theories
Chapter 13: Motivation at work Motivation People work for a number of reasons. Most people work because they need to earn money to survive, while others work voluntarily for other reasons. Motivation is
More informationThe Effects of Motivation on Employees Performance in Organizations
DOI 10.1515/vjes-2016-0006 The Effects of Motivation on Employees Performance in Organizations Ofelia ROBESCU Alina-Georgiana IANCU Valahia University of Târgoviște, Romania robescu_ofelia@yahoo.com Abstract
More informationIB Business Management Human Resource Management 2.4 Motivation Summary Notes
www.businessmanagementib.com PAYMENT OR FINANCIAL REWARD SYSTEMS HOURLY WAGE RATE An hourly wage rate or time rate is set for the job perhaps by comparing with other firms or similar jobs. The wage level
More informationJob involvement in Iranian Custom Affairs Organization: the Role of Organizational Justice and Job Characteristics
Job involvement in Iranian Custom Affairs Organization: the Role of Organizational Justice and Job Characteristics Freyedon Ahmadi Public management Department, Payame Noor university, 19395-3697 Tehran,
More informationThe Impact Of Reward System On The Productivity Of Construction Employees: A Study Of Selected Construction Projects In Port Harcourt
Volume Issue 4, April 015 ISSN: 394-4404 The Impact Of Reward System On The Productivity Of Construction Employees: A Study Of Selected Construction Projects In Port Harcourt Mee-Edoiye Meeting Andawei
More informationMotivation at Work: Goal-setting and Expectancy Theory. Presented by Jason T Wu
Motivation at Work 1 Running head: Motivation at Work Motivation at Work: Goal-setting and Expectancy Theory Presented by Jason T Wu Management 6334 01 SPRING Dr. F. Robert Buchanan Updated: May 10 th,
More informationWORK ASPIRATION & JOB SATISFACTION FEM 3104 DR SA ODAH BINTI AHMAD JPMPK/FEM/UPM
WORK ASPIRATION & JOB SATISFACTION FEM 3104 DR SA ODAH BINTI AHMAD JPMPK/FEM/UPM LEARNING OBJECTIVES To explain job satisfaction theories. To study the relationship between aspiration, motivation and job
More informationJOB ANALYSIS AND JOB DESIGN
Human Resources UNIT 2 JOB ANALYSIS AND JOB DESIGN Structure 2.0 Objectives 2.1 Introduction 2.2 Job Analysis 2.2.1 Significance of Job Analysis 2.2.2 Components of Job Analysis 2.3 Methods of Job Analysis
More informationRelationship of Demographic Variables and Job Satisfaction among Married Women
Relationship of Demographic Variables and Job Satisfaction among Married Women Dr. Yamini Pandey Assistant Professor, SGT University, Gurugram, Haryana, India Abstract: The purpose of this study was to
More information19 Motivation. Key concepts and terms. Learning outcomes
316 19 Motivation Key concepts and terms Content or needs theory Discretionary behaviour Equity theory ERG theory Expectancy theory Extrinsic motivation Goal theory Herzberg s two-factor theory Instrumentality
More informationImpact of Reward on Teachers Performance at Secondary Level
Impact of Reward on Teachers Performance at Secondary Level Naveda Shakir National University of Modern Languages, Islamabad, Pakistan Dr. Shazia Zamir, Lecturer (Corresponding Author) National University
More informationJob Satisfaction of Room Service Personnel in Star Hotels
International Journal of Business Administration and Management. ISSN 2278-3660 Volume 7, Number 1 (2017), pp. 1-8 Research India Publications http://www.ripublication.com Job Satisfaction of Room Service
More informationA Report on Accenture Reward Management Systems
INDIAN INSTITUTE OF MANAGEMENT LUCKNOW HUMAN RESOURCE MANAGEMENT Presented to: Prof. Pankaj Kumar A Report on Accenture Reward Management Systems Submitted by: GROUP 7 of SECTION D Shivaki PGP28202 Aditya
More informationA STUDY OF FACTORS MOTIVATING EMPLOYEES IN INSURANCE SECTOR
International Journal of Advanced Research in Engineering ISSN: 2394-2819 Technology & Sciences Email:editor@ijarets.org May-2016 Volume 3, Issue-5 www.ijarets.org A STUDY OF FACTORS MOTIVATING EMPLOYEES
More informationThe impact of tangible rewards on empowerment in the hotel sector
The impact of tangible rewards on empowerment in the hotel sector ABSTRACT Dawn Birch University of Southern Queensland The need to empower employees to respond in a timely and innovative manner to customer
More informationMotivation. Mark Meckler, University of Portland
Motivation i Motivation The amount of effort that an individual puts into doing something Content Theories Freud/Levinson: Unconscious Needs Maslow s Hierarchy of Needs ERG Theory Herzberg s Motivation-Hygiene
More informationMotivation Huber: Chapter 23- pages Principles of Nursing Administration NUR 462. Dr. Ibtihal Almakhzoomy. April 2007
Motivation Huber: Chapter 23- pages 481-500 Principles of Nursing Administration NUR 462 April 2007 What is Motivation? Successfully motivating others is a challenge regardless of the task Inspiring others
More informationCustomer perception towards E-Banking services: A study with reference to Vijaya bank, Mysuru city
WWJMRD 2016; 2(7): 38-42 www.wwjmrd.com Impact Factor MJIF: 4.25 e-issn: 2454-6615 Veena K.P Associate Professor, Dept. of Master of Business Administration (MBA), Visvesvaraya Technological University,
More informationA STUDY ON QUALITY OF WORK LIFE OF EMPLOYEES IN SALZER ELECTRONIC PRIVATE LIMITED, COIMBATORE
Journal of Management (JOM) Volume 5, Issue 6, November-December 2018, pp. 116 115, Article ID: JOM_05_06_017 Available online at http://www.iaeme.com/jom/issues.asp?jtype=jom&vtype=5&itype=6 ISSN Print:
More informationCHAPTER 3. Motivating People. Myron D. Fottler, Stephen J. O Connor, Mattia J. Gilmartin, and Thomas A. D Aunno
sho01910_ch03 10/21/05 12:46 PM Page 21 CHAPTER 3 Motivating People Myron D. Fottler, Stephen J. O Connor, Mattia J. Gilmartin, and Thomas A. D Aunno LECTURE OUTLINE A. Chapter Purpose The objective of
More informationManagers Concern Regarding Employee Empowerment in Jordanian Public Hospitals
Managers Concern Regarding Employee Empowerment in Jordanian Public Hospitals Dr.Naser Ibrahim Saif 1 Assistant professor, Head of Department of Hospital Management, Faculty of Administrative & Financial
More informationHOLISTIC APPROACH TO BUILDING MORALE AND MOTIVATING TEAM MEMBERS. Joseph (Joe) D. Launi, PMP President Project Management Experts, LLC
HOLISTIC APPROACH TO BUILDING MORALE AND MOTIVATING TEAM MEMBERS Joseph (Joe) D. Launi, PMP President Project Management Experts, LLC 1 AGENDA Introduction Traditional Theories Motivation and Morale Survey
More informationMotivation: Theory & practice
Motivation: Theory & practice 2017-18 IMPORTANCE OF MOTIVATION Employees may lack motivation even if they are satisfied with Salary Conditions at work Short run: lack of motivation may lead to Reduced
More informationMOTIVATION AND JOB SATISFACTION OF HUMAN RESOURCES WITHIN AN ORGANIZATION
Scientific Bulletin Economic Sciences, Volume 15/ Issue 1 MOTIVATION AND JOB SATISFACTION OF HUMAN RESOURCES WITHIN AN ORGANIZATION Nicoleta ISAC 1, Mian Waqar BADSHAH 2 1 University of Pitesti, Faculty
More informationImpact of Psychological Empowerment on Employee Performance - A Conceptual Review
IOSR Journal of Business and Management (IOSR-JBM) e-issn: 2278-487X, p-issn: 2319-7668. Volume 16, Issue 6. Ver. II (Jun. 2014), PP 01-05 Impact of Psychological Empowerment on Employee Performance -
More informationA Study on Employee Motivation in Cement Industry
Volume-6, Issue-3, May-June 2016 International Journal of Engineering and Management Research Page Number: 381-393 A Study on Employee Motivation in Cement Industry Prof. Brijmohan Vyas 1, Sumathi Nadagouda
More informationHuman Resource Motivation for Enhancing Productivity
Human Resource Motivation for Enhancing Productivity Dr. S. Bangari Naidu B.E., M.B.A., M.Phil., Ph.D. Advisor IT & Knowledge Department in Gulf Petrochemical Industries Company, Bahrain Introduction Motivation
More informationTheories of Motivation. 2. Introduction. 2.1 Overview. Notes: Copyright 2016 Educational Design Technology (EDT) background music
Theories of Motivation 2. Introduction 2.1 Overview background music 2.2 Learning Objectives background music 1. Motivation 1.1 Motivation no audio 1.2 Definition of Motivation Motivation is the psychological
More informationSIGNIFICANCE OF MOTIVATIONAL THEORIES IN AN ORGANISATION ARSHVEER KAUR
SIGNIFICANCE OF MOTIVATIONAL THEORIES IN AN ORGANISATION ARSHVEER KAUR Assistant Professor, Guru Gobind Singh College for Women, Sector 26, Chandigarh. ABSTRACT Motivation is an act which stimulates others
More informationUNDERSTANDING EMPLOYEE MOTIVATION IN SOUTH INDIA
I J A B E R, Vol. 13, No. 5, (2015): 2751-2758 UNDERSTANDING EMPLOYEE MOTIVATION IN SOUTH INDIA Suvimon Punto * and B. Yamuna Krishna ** Abstract: The objective of the study is to examine the motivational
More informationA STUDY ON THE STRESS MANAGEMENT AMONG EMPLOYEES OF MANJILAS GROUP OF COMPANIES
P P P Assistant P P M.Phil International Journal of Scientific Engineering and Applied Science (IJSEAS) - Volume-1, Issue-8,November 2015 A STUDY ON THE STRESS MANAGEMENT AMONG EMPLOYEES OF MANJILAS GROUP
More informationEMPLOYEES PERCEPTION ON ELECTRONIC CUSTOMER RELATIONSHIP MANAGEMENT IN BANKS: AN EMPIRICAL INVESTIGATION IN TAMILNADU
EMPLOYEES PERCEPTION ON ELECTRONIC CUSTOMER RELATIONSHIP MANAGEMENT IN BANKS: AN EMPIRICAL INVESTIGATION IN TAMILNADU S. Kavitha Associate Professor - MBA, Vivekanandha Institute of Information and Management
More informationOrganizational Theory & Job Design
Organizational Theory & Job Design Classic Organizational Theory Scientific Management (Taylor, 1911) Administrative Management (Urwick, 1940) Bureaucratic Organization (Weber, 1947) General Principles
More informationSix Sigma Black Belt Study Guides
Six Sigma Black Belt Study Guides 1 www.pmtutor.org Powered by POeT Solvers Limited. Introduction to Six Sigma Team Facilitation 2 www.pmtutor.org Powered by POeT Solvers Limited. Index Team motivation
More information2. People in Business
Compiled by: Shubhanshi Gaudani 1 2. People in Business 2.1 Motivating Workers Business Studies, CIE IGCSE (0450) 2.1.1 Importance of well motivated workforce WHY PEOPLE WORK AND WHAT MOTIVATION MEANS
More informationFAQ: Managers and Motivational Theories
Question 1: What is motivation, and why is it important? Answer 1: Motivation is "the act or process of motivating" (Motivation, 2012). There are many different ways to motivate a diverse workforce, so
More informationA PROJECT ON EMPLOYEE SATISFACTION IN NALCO
A PROJECT ON EMPLOYEE SATISFACTION IN NALCO 1 CONTENTS CHAPTER-1: INTRODUCTION: COMPANY PROFILE 1.1 Vision and mission statements of the Company 1.2 Different Units of the Company 1.3 Indian Aluminum Industry
More informationPOLYTECHNIC OF NAMIBIA
POLYTECHNIC OF NAMIBIA CENTRE FOR OPEN AND LIFELONG LEARNING OFFICE MANAGEMENT & TECHNOLOGY ADMINISTRATIVE MANAGEMENT B (ADM720S) FEEDBACK LETTER NO. 1 FOR SECOND SEMESTER 2015 COMPILED BY: DDJ FREDERICKS
More informationCenter for Effective Organizations
Center for Effective Organizations Performance Management and Reward Systems CEO Publication G 12-10 (617) Edward E. Lawler III Director Center for Effective Organizations Marshall School of Business University
More informationQUALITY OF WORK LIFE OF EMPLOYEES WORKING IN PRIVATE SECTOR BANKS OF RAIPUR REGION WITH SPECIAL REFERENCE TO ICICI BANK LTD.
QUALITY OF WORK LIFE OF EMPLOYEES WORKING IN PRIVATE SECTOR BANKS OF RAIPUR REGION WITH SPECIAL REFERENCE TO ICICI BANK LTD., RAIPUR Suresh K. Pattanayak 1, Dr. Monika Sethi 2 1,2 Asst. Professor,Raipur
More information1/16/2009. Chapter Sixteen. Learning Objectives. The Nature of Motivation. Managing Employee Motivation and Performance
Chapter Sixteen Managing Employee Motivation and Performance Slide content created by Charlie Cook, The University of West Alabama Copyright Houghton Mifflin Company. All rights reserved. Learning Objectives
More informationWatch What You Cut: The Value of Formal Employee Recognition Programs on Organizational Performance and Profitability
RESEARCH WHITEPAPER March 2011 Watch What You Cut: The Value of Formal Employee Recognition Programs on Organizational Performance and Profitability by Rick Garlick, Ph.D. Senior Director of Consulting
More informationApproach Based on Motivation Theories. Hamid Taboli
Approach Based on Motivation Theories Hamid Taboli Department of Management studies, Payam-E Noor University, I.R.Iran. & Payam-E Noor University Kerman. htaboli@yahoo.com Abstract: Motivation theories
More informationSYNCHRONISING THE NEED OF EMPLOYEE AND APPAREL INDUSTRY TO INCREASE THE EMPLOYEE RETENTION
SYNCHRONISING THE NEED OF EMPLOYEE AND APPAREL INDUSTRY TO INCREASE THE EMPLOYEE RETENTION Ishwar Kumar, Assistant Professor National Institute of Fashion Technology, Jodhpur, India ABSTRACT Employee Turnover
More informationWhat turns on a team?
What turns on a team? Contents What is this thing called motivation? It's the job, stupid Out of the pit and into the light So...how do you motivate teams? References Over the past 22 years, our group
More informationA STUDY OF JOB SATISFACTION OF TEACHERS IN GOVT. COLLEGES OF GURUGRAM
KAAV INTERNATIONAL JOURNAL OF ECONOMICS, COMMERCE & BUSINESS MANAGEMENT KIJECBM/APR-JUN (2017)/VOL-4/ISS-2/A33 PAGE NO.243-248 ISSN: 2348-4969 IMPACT FACTOR (2017) 7.8902 WWW.KAAVPUBLICATIONS.ORG A STUDY
More informationEmployee motivation under external control
Employee motivation under external control - A study of financial advisors at large Swedish firms Master s thesis within Business Administration Author: Tutor: Jönköping May 2015 Jesper Bergström Andreas
More informationPractices Related to Motivation
Postgraduate Diploma in Business and Management Program PGD S2.4 Human Resource Strategy By Dr. Travis Perera Day 7. Activities Associated with the Management of Human Capital Part 5 Practices Related
More information4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control
4. Organizing 4.1 Organizational Charts and Designs 4.2 Centralized and Decentralized Organization 4.3 Span of Control 4.4 Authority and Unity of Command 4.5 Incentives and Motivation Tools 4.6 Maslow
More informationCHAPTER ONE BACKGROUND TO RESEARCH. 1.1 Introduction
CHAPTER ONE BACKGROUND TO RESEARCH 1.1 Introduction In order to get the employees to give an honest day s work, the construction industry simply need to realize how important people are to the success
More information1. is the set of forces that energize, direct, and sustain behavior. a. Motivation b. Expectancy c. Empowerment d. Socialization
CHAPTER 10: MOTIVATION Multiple Choice Questions 1. is the set of forces that energize, direct, and sustain behavior. a. Motivation b. Expectancy c. Empowerment d. Socialization Answer: a (p. 277, easy,
More informationLincoln Electric Company Q Florian AUTRIQUE Camil e BAC TON Lauriane BER CRONIER Aurélien E Hélène REBR
ille m a C n QUE Floria I R AUT BACQ auriane L n ON urélie T R A BE ER H é l è n e I N C R O E BR E R Lincoln Elec tric Company 1. Describe the practices that Lincoln Electric uses to motivate employees.
More informationHI 5013 Managing Across Borders. Session 12 Motivating and leading across borders: managing teams and diversity
HI 5013 Managing Across Borders Session 12 Motivating and leading across borders: managing teams and diversity Subject progression to date 1. Int. management: context and challenges 2. Environment of the
More informationA STUDY ON THE EFFECTIVENESS OF EMPLOYEE MOTIVATION WITH REFERENCE TO GABRIEL INDIA LIMITED
A STUDY ON THE EFFECTIVENESS OF EMPLOYEE MOTIVATION WITH REFERENCE TO GABRIEL INDIA LIMITED A.Sahana 1, Mahalakshmi 2 1 (Assistant Professor, Department of MBA, The Oxford College of Engineering, Bengaluru,
More informationChapter 6 Understand Your Motivations
Chapter 6 Understand Your Motivations Section One True/False Questions 1. According to the progression of job withdrawal theory, if an employee is unable to leave the job situation, he or she will experience
More informationROLE OF LEADERSHIP STYLES IN QUALITY OF WORK-LIFE: A STUDY ON EDUCATION SECTOR
International Journal of Mechanical Engineering and Technology (IJMET) Volume 9, Issue 3, March 2018, pp. 122 133, Article ID: IJMET_09_03_014 Available online at http://www.iaeme.com/ijmet/issues.asp?jtype=ijmet&vtype=9&itype=3
More informationEMPLOYEES BENEFITS AND JOB SATISFACTION A STUDY WITH REFERENCE TO APOLLO TYRES LTD.
EMPLOYEES BENEFITS AND JOB SATISFACTION A STUDY WITH REFERENCE TO APOLLO TYRES LTD. Rose Mary Joy M. Phil. Scholar, Sacred Heart College Thevara, Ernakulam, Kerala ABSTRACT Employee welfare 1 is regarded
More information