The purpose of this study was twofold in that it explored the relationships in which transformational and transactional leadership impact particular subordinate outcomes such as job satisfaction and organizational commitment. Secondly, once transformational leadership was tested and shown to be a better predictor of both job satisfaction and organizational commitment when compared to transactional leadership, employee motivation and one’s broaden-and-build schema, building off of concepts from the Broaden-and-Build theory, were proposed as mediators of the relationship between transformational leaders and their subordinate’s outcomes in terms of job satisfaction and organizational commitment. Transformational leadership is a strong predictor of many subordinate outcomes, but the goal of this study was to better understand the “why” in the relationship between transformational leadership and employee outcomes. After pilot testing the Broaden-And-Build Schema Questionnaire, a cross-sectional sample of employees were surveyed to assess the mediation of broaden-and-build schema and employee motivation on the relationship between transformational leadership and subordinate outcomes, job satisfaction and organizational commitment. Participants (N = 390) responded to a survey consisting of four scales previously developed and one scale developed specifically for this study. Examining seven different hypotheses, regression analysis and SEM models were utilized to analyze the data. Regression analyses was used to analyze hypotheses 1 through 3 and it was found that transformational leadership predicted both subordinate outcomes and the mediating variables better than transactional leadership. Mediation analyses was used to analyze hypotheses 4 through 7 and it was found that while the mediations were positive, the proposed mediators did not significantly mediate the relationships. This study strived to reiterate the importance of transformational leaders and help to give direction to leaders as to what focus is important when job satisfaction and organizational commitment are the desired outcomes. These findings add to the extensive research on transformational leaders and their subordinate outcomes.

Growing research attention has been devoted to understanding the implications of work engagement with an emphasis on its motivational mechanism linking its antecedents to consequences. Findings from such research efforts could inform intervention efforts. Integrating organizational justice theories within the leadership framework, this study examined the effects of supervisory interactional justice and supervisory procedural justice on subordinates' work engagement. Based on survey responses from 352 Chinese employees collected at two time points with three months in-between, moderated regression analyses were conducted to test hypotheses that there is a direct positive effect of supervisory interactional justice and supervisory procedural justice on subordinate's work engagement respectively, and that leader-member exchange (LMX) quality moderates the justice-engagement relationships. Specifically, the supervisory interactional justice-engagement relationship was expected to be stronger for subordinates with high LMX quality, and the supervisory procedural justice-engagement relationship was expected to be stronger for subordinates with low LMX quality. The results showed that both supervisory interactional justice and supervisory procedural justice significantly correlated with subordinate-reported work engagement measured three months later. However, the results did not support the proposed main and interactive effect hypotheses after adding control variables. Supplemental analysis results demonstrated that supervisory interactional justice and supervisory procedural justice had significant indirect effects on work engagement through LMX quality. Further, POS was found to moderate the indirect effects of supervisory interactional justice. But POS was not a moderator for supervisory procedural justice. Moreover, emotional labor job type interacted with supervisory interactional justice in predicting vigor, such that supervisory interactional justice was significantly and negatively related to vigor when higher emotional labor is involved. In conclusion, the findings of the current study contribute to work engagement, leader fairness and social exchange theory literature and provide important theoretical and practical implications for future research in the field of work engagement and leader fairness.

Overqualification is a concern for both individuals and organizations in today's workforce. It has been shown to relate to job attitudes, performance, well-being, and withdrawal. While plenty of research has been done on overqualification in the workplace, there is still a gap in the literature when it pertains to the contingent workforce, especially seasonal workers. These workers do not have secure employment and research has shown that they have distinct outcomes compared to full-time workers. Findings from past research about the relationship between overqualification and job withdrawal have been mixed, and this study aims to further the understanding of this relationship by taking a self-regulatory approach and examining disposition-related and context-related motivational processes that may drive overqualified employees to engage in withdrawal. Drawing on self-determination theory and regulatory focus theory I propose that employees' intrinsic motivation mediates the relationship between perceived overqualification and withdrawal. Additionally, supervisor and coworker support are hypothesized to buffer the overqualification-intrinsic motivation relationship, whereas prevention focus is hypothesized to worsen it. Participants were 66 seasonal workers from an organization in the Western United States. Results did not support the hypothesized relationships, however prevention focus was a marginally-significant moderator of the overqualification-intrinsic motivation relationship in the unexpected direction. I also tested several nonhypothesized relationships and found that promotion focus significantly moderated the overqualification-intrinsic motivation relationship. Implications, limitations and future research directions are discussed.

Worker motivation is relevant to public sector leaders because motivated workers are more efficient and productive, demonstrate positive behaviors, and are happier. Scholars have focused on differing approaches on how to incentivise public service employees using extrinsic or intrinsic incentives. The purpose of this qualitative phenomenological study was to explore the value and effectiveness of mission valence and other intrinsic means used to influence employee motivation and productivity. Using Festinger'€™s cognitive dissonance theory as a guide, a homogeneous group of key participants was interviewed with the intent of answering research questions. The research questions focused on mission valence deployment and on the incentive preferences of 11 purposely selected members of a public sector executive management team. The study incorporated the Giorgi method of data analysis. Following inductive coding procedures, the findings were synthesised into five themes. Findings suggested that mission valence has theoretical appeal to public service leaders, but the antecedent conditions, such as current mission statements have not been implemented. Thus, mission valence within PSGD is a conceptual intrinsic incentive at this point in time. Public service leaders prefer fluidity in crafting blended extrinsic and intrinsic incentive models that are unique to each employee. Consequently, opportunities exist for development of targeted skills development training to supplement existing leadership skills. This aligns with the implications for positive social change because the findings of this study yielded information concerning social, psychological, and motivational nuances and learning that may shape the next generation of public service leaders.

Managers spend 75% of their time actively communicating with employees. Effective leadership communication is fundamental to employee job satisfaction. The purpose of this phenomenological study was to explore how communication strategies that government agency leaders use may motivate greater employee job satisfaction. Twenty employees of a government office in Florida were the general population sample. The motivational language theory helped explore the nature of job satisfaction by focusing on leadership and employee communication strategies. Leadership communication influences employee motivation through incorporating 3 categories of utterances: empathetic (illocutionary) language, direction-giving (perlocutionary) language, and meaning-making (locutionary) language. The Van Manen selective approach helped code and the Stevick-Colaizzi-Keen method helped analyze the participants' transcribed face-to-face interviews. Member checks and data saturation ensured the findings trustworthiness. The findings developed from coding and analyzing data led to the discovery of 4 themes: empathetic language, direction-giving language, meaning-making language, and job satisfaction. The 2 most important themes, direction-giving language and meaning-making language, help motivate job satisfaction by explaining how leadership advice, clear instructions, and leadership stories pertaining to primary events from the agency's past provide direction and a feeling of job satisfaction. Social implications of this study include creating and improving organizational communication best practices and guidelines to help leaders communicate information effectively and to motivate regional governmental organization employee job satisfaction.

Thesis (M.A. (Human Resource Management))-- University of Limpopo, 2009. / While the current trend among a number of organisations is to integrate performance appraisal with performance management systems or even ‘replace’ it with performance management systems, it is still extremely highly utilized process. The probable reason for this is that the major use of performance appraisal is as a management tool whereby the quality of personnel decisions can be enhanced when an effective system is in place. Ideally the use of a formal process, focused on objective, job orientated criteria, will empower management to make meaningful decisions which will not only be to the benefit of individual workers but will contribute to the overall effectiveness and efficiency of the organisation. Some other objectives apart from fact that it is used as management tool are to determine the administrative and development as well as that of the organization. There are therefore, two fundamental parties involved in appraisal, being the appraisee and the appraiser and it is inevitable that the approach to, or the perception of the subject should be different in some, or many ways. Aspects such as ethics, fairness, motivation, accuracy, validity, rating errors, effectiveness and feedback, should therefore be examined in more detail in order to determine where specific problem areas may lie between males and females. Serious perceptual differences concerning the process will surely create obstacles and eventually lead to an inefficient system. The aim of the study was to determine the extent to which differing perception play a role in the acceptance or rejection of the system with regard to males and females in terms of the aspects mentioned above. The diagnostic instrument used in this study was adapted from those of Mount (1983) (named the Leadership Analysis Questionnaire) and Le Roux (1989) to IV include aspects which are more in line with features of the performance appraisal system unique to the participating organisation. The results indicated statistically significant differences in perception between males and females in terms of fairness, motivation, and feedback. It is recommended that future research should be directed at the underlying reasons for perceptual differences between supervisors and subordinates, regarding the factors mention above, with the aim of improving communication and relationships.

<p>Många kända teorier inom psykologin beskriver motivation som en drivkraft, vilken är viktig för individens vilja att arbeta. Trivsel och motivation leder tillsammans till välmående på arbetet. Arbetsvillkor och uppskattning är viktiga faktorer för individens trivsel och motivation på arbetet och brister av dessa kan leda till vantrivsel och minskad motivation. I denna studie intervjuades åtta medarbetare om motivation och trivsel inom vårdyrket och syftet var att se om anställningsstatus har betydelse för trivsel och motivation. Skillnader i motivation och trivsel fanns beroende på anställningsstatus. Fastanställda trivdes bättre på arbetet på grund av bättre arbetsvillkor, högre trygghet och samhörighetskänslan, men deras motivation var lägre jämfört med vikarier. Vikariers bättre motivation ansågs bero på högre engagemang och vilja att utveckla sig.</p>

<p>Abstract</p><p>Date 12th June, 2008</p><p>Course Name Master Thesis EFO 705</p><p>Program MIMA‐International Marketing</p><p>Group Satu Kristiina Castren 821118‐P147</p><p>Kaleem Ullah Muhammad 801202‐P310</p><p>Tutor Tobias Eltebrandt</p><p>Title</p><p>What should be done to improve employee motivation at Lammin Osuuspankki branches in Lahti?</p><p>Problem Statement</p><p>What should be done to improve the motivation of employees by the</p><p>management at the branches of Lammin Osuuspankki in Lahti?</p><p>Purpose of the Research</p><p>The purpose of the research is to study internal marketing at Lammin</p><p>Osuuspankki Lahti branches focusing on employee motivation. This research is designed for the management of Lammin Osuuspankki so that they can encourage the employees to work in an effective way. The authors will find the factors that are effecting the motivation of employees at the branches and need further improvement to increase the motivation of the employees. The research aim is to improve the employee motivation at the branches through our suggestions.</p><p>Methodology</p><p>For this research, the authors have used primary and secondary data to collect the information needed. The primary data was collected by qualitative and quantitative methods. The quantitative data was conducted by a survey, which was based on a theoretical model, the dynamic Triangle of motivation and the adapted job characteristic model. The qualitative primary data was gathered by two interviews. The secondary data was collected mainly from books, online databases and articles.</p><p>Conceptual Framework</p><p>The conceptual framework includes two models: The Dynamic triangle of</p><p>Motivation and the modified Job Characteristic Model. The dynamic Triangle of Motivation looks at the values and attitudes and the needs that influence motivation for employees at a learning organization. The Job characteristic Model is a framework for studying the impact of job characteristics on job satisfaction and job outcomes.</p><p>Conclusions</p><p>The conclusions revealed the different preferences and importance of the motivational factors to the employees at Hämeenkatu and Paavola bank branches. The authors concluded all the motivational factors that require improvement to increase the motivation of employees at Hämeenkatu and Paavola branches. In short, other than cultural harmony and communication between co‐workers inside social dimensions all the other factors required improvement to improve the motivation of the employees.</p>

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<p>With the intention to investigate the role of HR practices and the Perceived Organization Support (POS) in the process of key employee retention, this study developed a model that was empirically explored through the case studies of Secoroc and ABBCR in order to have such process examined in the managerial context of Swedish organizations. Results indicate that in these companies the employees' perceptions of support from the selected HR practices contribute to the development of POS and job satisfaction. The practices of growth opportunity and challenging work were indicated to be more significant for the retention of key employees in these companies. Interestingly, pay and the relationship between R&D managers and employees indicated to be of also crucial relevance in the process of retaining key employees. Furthermore, there are indications that the Swedish management style signalled to be a facilitator element for the efficiency of such practices in generating job satisfaction for retaining employees. However, the surfaced data from this study indicated that employees of these companies are affectively committed to their managers and to their work rather than to the organization as a whole.</p>