Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2005 xi, 86 leaves / This study encompasses the triangulation of research methods in order to determine the impact of a piece rate incentive scheme on employee output within the South African context. The existing body of knowledge tends to reflect the conditions found in developed countries such as the USA, Canada and the UK, very little research appears to have been conducted in the South African context. / M

Att undersöka ledarens påverkan på privat och offentligt anställdas motivation är aktuellt med tanke på den pågående diskussionen inom svensk politik rörande privatiseringen av offentliga tjänster. Dessutom leder världens ökande globalisering, organisationers utveckling och individens förändrade arbetskultur till att uppfattningen om ledarskap och motivation är i ständig förändring. Tidigare forskning har präglats av ett stort fokus på själva ledaren, men har på senare år riktat större uppmärksamhet mot följderna av ledarskapet. Det är även utgångspunkten i denna studie, vars syfte är att förklara hur ekonomers motivation påverkas av ledarskapsstil och ledarens personlighet, modererat av sektor. Studien har ett deduktivt förhållningssätt och undersöker kvantitativt hypoteser kring ledarskapsstil, personlighet och motivation genom en enkätundersökning riktad till ekonomer. MätinstrumentenMultifactor Leadership Questionnaire, Ten-Item Personality Inventory och Work Extrinsic and Intrinsic Motivation Scale användes för att utforma enkäten och mäta de tre huvudkomponenterna. Studien undersökte även faktorerna kön, ålder, arbetslivserfarenhet och sektortillhörighet. Resultaten av studien bekräftar tidigare forskning genom att påvisa ett starkt signifikant samband mellan såväl transformativ ledarskapsstil och inre motivation, som transaktionell ledarskapsstil och yttre motivation. Vidare fann studien ett signifikant positivt samband mellan egenskaperna Sympatiskhet, Öppenhet och Extraversion och inre motivation samt mellan egenskaperna Samvetsgrannhet och Neuroticism och yttre motivation. Studien kunde däremot inte bekräfta den effekt som sektortillhörighet väntades ha på sambanden mellan ledarskap och motivation, eftersom den modererande effekten antingen var obefintlig eller motsatt det förväntade. Det finns därmed ett behov av mer forskning på området ledarskap med fokus på sektorns effekt på den anställdas motivation. / Investigating leaders’ influence on private and public employee motivation is relevant given the ongoing discussion within Swedish politics regarding the privatization of public services. Furthermore, the world's increasing globalization, the development of organizations and the individual's changed work culture cause the perception of leadership and motivation being in constant change. Previous research has been characterized by focusing on leaders, but has in recent years focused more on the consequences of leadership. Consequently, the purpose of this study is to explain how leadership style and the leader’s personality affects economists' motivation, moderated by sector. The study has a deductive approach and quantitatively examines hypotheses about leadership style, personality and motivation through a questionnaire directed towards economists. The measuring instruments Multifactor Leadership Questionnaire, Ten-Item Personality Traits and Work Extrinsic and Intrinsic Motivation Scale were used to design the survey and to measure the main components. The study also examined gender, age, work experience and sector affiliation. The results of the study confirm previous research by demonstrating a significant relationship between transformative leadership and internal motivation, and between transactional leadership and external motivation. Furthermore, the study found a positive correlation between the traits Openness, Agreeableness and Extraversion and internal motivation, and between the traits Conscientiousness and Neuroticism and external motivation. The study however, could not confirm the effect that sector affiliation was expected to have on the relationship between leadership and motivation, since the moderating effect was either non-existing or opposite the expected. There is therefore a need for more research in the area, with focus on the sector's effect on motivation.

A Report on Research Study presented to the Department of Social Work School of Human and Community Development Faculty of Humanities University of the Witwatersrand in partial fulfilment of the requirements for the degree Master of Arts in Occupational Social Work, March 2017 / The multifaceted workplace, encompassing different generations, has been seen to have its benefits and potential factors leading to conflict (Burke, 2004). Differences existing within generations often influence the organizational success, staff performance, satisfaction, creativity, group cohesion and reputation, resulting in satisfactory or unsatisfactory relations being established (Baptiste, 2009; Saba, 2013; Salahuddin, 2010). Intergenerational differences provide additional insight into work life forces impinging on human beings within the workplace, which ultimately influences the success of the organization (Gratton, 2011; Salahuddin, 2010). As such, this study will provide additional insight into how generational differences impact on employee relationships with co-workers, on individual performance, and engagement in the workplace. The qualitative research approach was used to elicit live experiences of participants, and the narrative study design applied to, efficiently allowed participants to share their story. Using interview schedules, interviews were conducted with sixteen participants selected through a nonprobability purposive sampling strategy. Semi-structured interviews were conducted following obtainment of consent from the participants, and interviews were recorded and transcribed verbatim. Data was analysed using thematic analysis whereby data was divided into themes and subthemes, interweaving these within existing literature. The study anticipated that the changing workforce influences diverse generations differently, and this has an influence on the relations established and the manner in which they respond to the changes, and in so doing meets the organizational needs. The study found that similarities exist amongst generational groups which include: access to opportunities, performance and workforce needs. The findings also show that workplace challenges exist, however, and through the use of survival strategies employees can cope when presented with challenges. The study has provided insight on how occupational social workers can develop organizational strategies and interventions, which seek to acknowledge and embrace diversity amongst employees, in order to successfully manage and work effectively with a multigenerational workforce. / XL2018

The objectives of the study were (1) to determine the relationship between career adaptability (measured by the Career Adapt-Abilities Scale) and employee engagement (measured by the Utrecht Work Engagement Scale), and (2) to determine whether age, race, gender and tenure groups differ significantly regarding career adaptability and employee engagement. A quantitative survey was conducted on a convenience sample (N = 131) of employees within a business unit of a large insurance company in South Africa. Correlational and inferential statistical analyses revealed significant relationships between career adaptability and employee engagement as well as significant differences between age and race groups on some dimensions of the constructs. These findings contribute valuable insight and knowledge to the field of Organisational Psychology and Career Psychology that can be applied in engagement strategies as well as in career guidance and counselling. The study concluded with recommendations for future research and practice. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Made available in DSpace on 2015-12-03T18:32:54Z (GMT). No. of bitstreams: 1 Claudio_Drumond_Frazao.pdf: 1696840 bytes, checksum: 6c05bfa2550d30efbd4f7db9f198cf73 (MD5) Previous issue date: 2004-04-02 / This research analyzed the relation between the adoption from a participative management model and the degree of the employees' satisfaction in a automobile industry, located in ABC Paulista area, that has been organized in semi-autonomous workgroups since 1996. Currently the company has approximately 400 groups involving about 4000 employees. During the research had been interviewed, managers, union representative and human resources representative. A survey was applied in a random sample of 250 employees. This work was supported by the program of statistics SPSS (Statistical Package for the Social Science), the data had been treated in a quantitative perspective through a factorial analysis (VARIMAX) in the attempt to reduce the amount of variables and after that it was verified if there was correlation between the classification factors of the respondents of the research (age, time working at the company, level of education and others) and the answered assertive, through a discriminated analysis. The research demonstrated that the workers' influence satisfaction factories are, mainly, the job structural organization, the relationship among the groups' participant, the given autonomy and the possibility to learn new activities. The research also shows up that there is a generalized workers' satisfaction to be acting in this type of work organization, independent of the personal characteristics they have, as age, level of education and others. / A presente pesquisa analisou a rela????o entre a ado????o de um modelo de gest??o participativa e o n??vel de satisfa????o dos trabalhadores de uma empresa automobil??stica da regi??o do ABC Paulista, com trabalhadores organizados em grupos semi-aut??nomos, e a t??cnica organizacional implantada na empresa desde 1996. A empresa conta atualmente com aproximadamente 400 grupos de trabalho, envolvendo por volta de 4000 empregados. Foram realizadas entrevistas com os gerentes das ??reas, representantes das ??reas de recursos humanos e representa????o dos empregados. Foram aplicados question??rios junto a uma amostra aleat??ria composta de 250 funcion??rios da empresa. A analise dos dados foi apoiada no programa de estat??stica SPSS (Statistical Package for the Social Science), os dados foram tratados em uma perspectiva quantitativa atrav??s de uma an??lise fatorial (VARIMAX) na tentativa de reduzir a quantidade de vari??veis e em seguida foi verificado como as vari??veis se correlacionam com os fatores classificat??rios dos respondentes da pesquisa (idade, tempo de casa e outros) atrav??s de uma an??lise de discriminantes. A pesquisa mostrou que os fatores que influenciam a satisfa????o dos trabalhadores s??o, principalmente, os relacionados com a estrutura????o da tarefa, o relacionamento entre os membros do grupo, a autonomia dada e a possibilidade de aprender novas atividades. O trabalho tamb??m demonstrou que existe uma satisfa????o generalizada dos trabalhadores de estarem atuando neste modelo de organiza????o do trabalho, independente de suas caracter??sticas pessoais, com idade, escolaridade e outros.

Made available in DSpace on 2015-12-03T18:32:54Z (GMT). No. of bitstreams: 1 Waldir_Eschberger_Junior.pdf: 483800 bytes, checksum: 67f2552e71c518a11a9bb4e30f782797 (MD5) Previous issue date: 2006-11-29 / This work has sought to identify the relationship between management's mobilization styles and the productivity of the sales force in a pharmaceutical company. Sales Managers from large pharmaceutical companies were studied. The individual mobilization style of each manager was identified through the M.A.R.E.?? Motivational Guidelines and afterwards correlated to the marks given for productivity to his/her team as supplied by their individual companies, in order to identify the existing relationship between the results of the teams and the mobilization style of each of their leaders. It was noticed during the study that there was a great difference in behavior as regards the challenges faced by the team members on a day-to-day basis and how much the human factor was responsible for the results obtained. In order to adequately reflect on the leadership theme, this study was based on authors such as Bass, Bennis, Burns, Machiavelli, Nannus and Spector. As regards the motivational aspects, the authors chosen for reflection were Alderfer, Herzberg, Maslow, McClelland, McGregor, Mitchel, Sinha, Vroom, Zoltners and Zoltners. The Mobilization Styles identified were based on contributions made by Coda and Ricco as well as studies carried out by Erich Fromm. The use of performance indicators has facilitated the identification of the results of each team for comparison to the Mobilization Styles. This factor determines the importance of the use of standard criteria so as to have an appropriate measurement of the people evaluated as well as give fairness to the process and guarantee credibility in the system to those involved. The study shows that certain mobilization styles are associated to favorable sales results, whereas other styles are not as favorable to a better performance of the teams. The study associates better productivity to the Competitive style and demonstrates that the Collaborative style is not conducive to adequate results for the sales teams of pharmaceutical products. The results obtained suggest towards a continuity of this study, initially in institutions working in the same field as the one studied here, so as to verify the data identified. Afterwards, attempting to corroborate the relationship between Managers and Mobilization Styles in the sales areas of companies in other segments, and finally searching for this relationship in other areas of the company. / Este trabalho procurou identificar a rela????o entre o estilo de mobiliza????o do gestor e a produtividade da for??a de vendas de uma empresa do ramo farmac??utico. Foram estudados Gerentes de Vendas de uma grande Ind??stria Farmac??utica. Cada Gerente teve identificado seu Estilo de Mobiliza????o atrav??s do Diagn??stico M.A.R.E.?? de Orienta????es Motivacionais e este relacionado ??s notas dadas ?? produtividade de sua equipe fornecidas pela empresa, buscando identificar a exist??ncia de uma rela????o entre o resultado da equipe e o estilo de mobiliza????o de seu l??der. No decorrer deste estudo percebeu-se a grande diferen??a de comportamento das pessoas frente aos desafios do dia-a-dia de uma empresa e quanto o fator humano tem sido respons??vel pelo resultado obtido. Para possibilitar uma adequada reflex??o sobre o tema de lideran??a, este estudo est?? baseado em autores como Bass, Bennis, Burns, Maquiavel, Nannus e Spector e quanto aos aspectos de motiva????o os autores escolhidos foram Alderfer, Herzberg, Maslow, McClelland, McGregor, Mitchel, Sinha, Vroom, Zoltners e Zoltners. Os Estilos de Mobiliza????o identificados s??o baseados nas contribui????es de Coda e Ricco aos estudos de Erich Fromm. A utiliza????o de indicadores de performance facilitou a identifica????o dos resultados das equipes para compara????o aos Estilos de Mobiliza????o. Este fator determina a import??ncia da utiliza????o de crit??rios padr??es para que haja uma mensura????o adequada das pessoas avaliadas, dando justi??a ao processo e garantindo aos envolvidos credibilidade no sistema. O estudo mostra que determinado estilo de mobiliza????o esta associado a resultados favor??veis de vendas, mas em contrapartida outros estilos n??o favorecem um melhor desempenho de suas equipes. O estudo associa melhor produtividade ao estilo Competidor e demonstra que o estilo Colaborador n??o est?? ligado a resultados adequados para equipes de vendas de produtos farmac??uticos. Os resultados obtidos sugerem a continuidade desta pesquisa , inicialmente em institui????es de mesmo ramo de atividade da que foi aqui estudada, visando confirmar os dados identificados, e posteriormente buscar evidenciar a rela????o entre Gestores e Estilos de Mobiliza????o na ??rea de vendas de empresas de outros segmentos, e finalmente buscar esta rela????o em outras ??reas das empresas.

Made available in DSpace on 2015-12-03T18:32:55Z (GMT). No. of bitstreams: 1 Rogerio_Vecchi_Cestari.pdf: 759725 bytes, checksum: 23dc0ded94c11d56a473ec63b511e1fc (MD5) Previous issue date: 2005-06-07 / This research identifies the relations between the variables behavior's profile, working performance and perception of factors that constitute the motivational strategy used by the researched institution. In order to achieve the proposed goals, 119 retail banking account managers has been researched. This way, by means of the performance background from this officials in the fulfillment of goals the institution established, behavior performance identification based on the work developed by Ricco (2004) and the evaluation of the perception of factors that the referred motivational strategy consists of through a questionnaire prepared by the researcher, it was possible to establish the proposed relations. The theoretical foundation that mainly supported this research is found in the works of Robbins (2002), DuBrin (2003), Fromm (1989), Coda (2000) and Ricco (2004). The datum analysis allowed identifying that, according to the motivational strategy used by the institution, there's a difference between the performance presented by the different behavior profiles, as has been noted, when comparing it with the other profiles, the conquering profile presents a better performance whereas the collaborator and expert profiles present lower performances. From the relation between the performance at work and the individuals perception before the factors constituting the referred motivational strategy, it can be seen that the individual with a lower performance highly care about service quality and group work, although this aren't prior factors in this motivational strategy. As a result, analyzing the relation between the behavior profiles and the individuals' perception before the factors that constitute the motivational strategy in question, it hasn't been noticed a statistically meaningful importance of a certain factor to the detriment of other factors, that is, statistically no factor has prevailed to another. However, even without a statistically significant difference among the factors, the importance given to them is different for each behavior's profile. / Esta pesquisa identifica as rela????es entre as vari??veis perfil comportamental, desempenho no trabalho e percep????o dos fatores que comp??em a estrat??gia motivacional utilizada pela institui????o pesquisada. Para atingir os objetivos propostos, foram pesquisados 119 gerentes de conta de um banco de varejo. Assim, por meio do hist??rico de desempenho destes funcion??rios no cumprimento das metas estabelecidas pela institui????o, da identifica????o do perfil comportamental com base no trabalho desenvolvido por Ricco (2004) e da avalia????o da percep????o dos fatores que comp??em a referida estrat??gia motivacional por interm??dio de question??rio elaborado pelo pesquisador, foi poss??vel estabelecer as rela????es propostas. O embasamento te??rico que predominantemente sustentou esta pesquisa encontra-se nas obras de Robbins (2002), DuBrin (2003), Fromm (1986), Coda (2000) e Ricco (2004). A an??lise dos dados permitiu identificar que, diante da estrat??gia motivacional utilizada pela institui????o, existe diferen??a entre o desempenho apresentado pelos diferentes perfis comportamentais, sendo que, quando comparado aos demais perfis, o perfil conquistador apresenta melhor desempenho enquanto os perfis colaborador e especialista apresentam piores desempenhos. Da rela????o entre o desempenho no trabalho e a percep????o dos indiv??duos perante os fatores que comp??em a referida estrat??gia motivacional, observa-se que os indiv??duos com baixo desempenho d??o mais import??ncia ?? qualidade do atendimento e ao trabalho em grupo, n??o sendo estes fatores priorit??rios nesta estrat??gia motivacional. Por fim, analisando-se a rela????o entre os perfis comportamentais e a percep????o dos indiv??duos perante os fatores que comp??em a estrat??gia motivacional em quest??o, para todos os perfis comportamentais n??o foi percebida a import??ncia estatisticamente significativa de determinado fator em detrimento a outro, ou seja, estatisticamente nenhum fator se sobressaiu a outro. Por??m, mesmo sem haver diferen??a estatisticamente significativa entre os fatores, a import??ncia atribu??da a eles ?? diferente para cada perfil comportamental.

A global epidemic of metamorphosed, conglomerated health care systems changed the face of public health care organizations. The problem is, public health care organizations merge into new systems, but the culture for each merged organization has not been formed under the new system. Public administrators, health care workers and the Department of Health and Human Services are affected when there are issues in health care behavioral practices and performance outcomes. Research found that employee motivation is hard to achieve when there are issues within the internal structure of a new system. Using Herzberg's motivation-hygiene and Tajfel and Turner's social identity theories as the foundation, the purpose of this correlational study was to examine the statistical relationship between growth opportunities, organizational culture, monetary compensation and employee motivation. Secondary data were used from a sample of 3,033 health care workers from 2 English hospitals in the United Kingdom. The data were examined using Point-Biserial Correlation Coefficient model statistical t test. The study's results concluded that growth opportunities, organizational culture, and monetary compensation significantly correlate with employee motivation. Recommendations included implementing systematic changes to the internal organizational structure by identifying and developing effective strategies to improve internal organizational practices and performance outcomes. Further research is needed for demographic comparisons. The study affects social change by informing the Department of Health and Human Services, health care organizations and public health administrators of various strategies that can be used to improve internal organizational practices performance outcomes.

The major focus of this study was the identification of factors that motivate teachers to participate in professional growth and development activities. Although teachers may be motivated to participate in staff development for different reasons, it was hypothesized that common factors forming an identifiable incentive profile could be found. Within the focus of the study, three primary questions were asked: (a) What are the needs, incentives or motivators that influence teachers to further their professional development? (b) What are the relative strengths of the various needs, incentives or motivators? and (c) How do the incentive structures of teachers differ based on a set of demographic variables and attributes? Answers to Question (1) were formulated in the process of conducting a literature review of staff development, general motivation theory and teacher motivation theory, and while developing the research instruments used in the study. Questions (2) and (3) were answered by analyzing the results of the research instruments after they were administered in survey format to study respondents. The study instruments (Work Motivation Profile and Staff Development Motivation Profile) utilized the technique of paired comparisons. Respondents were asked to weight two statements that corresponded to levels of Maslow's (1954) and Herzberg's (1959) five-tiered motivation constructs. The analysis unit examined in the research study consisted of all teachers, kindergarten through twelfth grade, in the state of Washington during the time period 1986-1987. A systematic sample of 2000 was drawn from the approximately 39,500 teachers in the state. Of the 2,000 surveys mailed to teachers, 770 were usable for the study. There were four major findings from the study: (a) The strongest need that prompted teachers in this sample to participate in professional growth and development activities was the intrinsic motivation of Self-Actualization. The second greatest source of motivation was Social needs; (b) Basic, Status, or Security needs were secondary motivators; (c) Years of experience, major work assignment, size of school district and proportion of household income attributable to school district salary had significant, though weak, effects on the need structures of teachers; (d) Despite subtle differences, the basic teacher profile remained constant: the five needs motivating teachers to participate in professional growth and development, in descending order of strength, were Self-Actualization Needs, Social Needs, Basic Needs, Status Needs, and Security Needs.

Leaders of Nigerian international oil companies (IOC) were facing challenges developing efficient strategies for motivating demographically diverse employees. Some IOC leaders possessed limited knowledge of the extent to which demographic variables influenced job satisfaction and affected employee productivity. The purpose of this correlational study was to examine the relationship between employee category (being a permanent or nonpermanent employee) and facets of job satisfaction after controlling for gender and nationality factors. Herzberg's motivation-hygiene theory was the theoretical framework for this study. A random sample of 104 senior employees (76 permanent and 28 nonpermanent employees) from 5 IOC located in Port Harcourt and Lagos, Nigeria, completed an online survey. The results of 3 hierarchical multiple regression analyses indicated gender, nationality, and employee category factors were nonsignificant predictors of general job satisfaction (R2 = .060, F(1, 100) = 5.912, p = .029), intrinsic job satisfaction (R2 = .043, F(1, 100) = 3.755, p = .076), and extrinsic job satisfaction (R2 = .051, F(1, 100) = 5.129, p = .041). The results also indicated employee category factors would be a determinant for any improvement in general job satisfaction (t(100) = -2.431, p = .029), intrinsic job satisfaction (t(100) = -1.938, p = .076), and extrinsic job satisfaction (t(100) = -2.265, p = .041). The findings may contribute to social change by providing information for IOC leaders to enhance aspects of employees' job satisfaction, leading to improved productivity.