M.A. / Literature studies have shown that the organization, as well as the individual in the organization is directly affected by violence. The reasons and characteristics of violence have an emotional impact on the employee, and requires of him to work through the impact of incidents in his own time. The result of this process is delayed psychological growth, less creativity which eventually has an impact on productivity. Workmotivation is the force behind reaching goals individually as well as for the organization. External factors which includes violence, have an influence on the employee's ability to feel satisfied in his work situation. The goal of this research study is to determine if Eskom employees that were exposed to incidents of violence have a workmotivation profile that can be identified. A sample was selected with available statistics in Eskom, as well as the snowball method. The sample included 220 respondents. The respondents completed a unstuctured questionnaire, where they had to identify incidents in their work situation that made them feel good / happy, and incidents that made them feel bad / unhappy. The questionnaire was developed by Frederick Herzberg (1968) as part of his motivation hygiene theory where factors of worksatisfaction and rkdissatisfaction were identified. The results were computerized, and quantified by means of descriptive statistics. A workmotivation profile was constructed from the data. The study confirmed that a workmotivation profile of employees that have been subjected to incidents of violence can be identified. Determinants of worksatisfaction and work dissatisfaction were identified as responsibility, supervision, content of work, recognition, promotion, circumstances at work, personal circumstances and violence. On this profile violence received the highest percentage as a determinant of workdissatisfaction.

Presently there are four generational cohorts in the workplace. Born from 1977 to 1997, the youngest cohort group, referred to as Generation Y (or Gen Y) in this study, has 81 million members, of whom over 29 million are already in the workplace. The importance of leader-subordinate relationships in the workplace has been confirmed; in recognizing this, leaders must identify and adapt to the changing era-shaped needs of employees, who cannot fully participate in organizational life if their most urgent needs are not being met. Because Gen Y employees are only now entering the workforce, little is actually known about the workplace needs of this cohort group. This study attempted to determine leadership needs of a Gen Y cohort as a means to enhance workplace relationships in the 21st century organization. A sequential, mixed methods study was employed to explore leadership preferences of a Gen Y cohort. Initially, focus group interviews were used to generate leadership themes. Based on these themes, an instrument was designed, and Gen Y business students from three higher education institutions were surveyed. Confirmatory factor analysis using LISREL software was used to test the themes. The driving force behind this research design was to build a foundation of understanding through inductive research (qualitative) and to test and enrich the foundation through deductive means (quantitative).

My thesis is focused on an employee satisfaction research in the company with respect of divisions. The motivation system will be designed on a base of employee satisfaction research. Theory of employee motivation and fundamentals about personnel management is explained in theoretical part. Next, I introduce company and nowadays systém of motivation and evaluation of employees in practical part. Proposals possible solutions to existing problems will be also involved in practical part.

The primary objectives of the study were as follows: (1) to explore the relationship between career anchors (as measured by the Career Orientations Inventory), organisational commitment (as measured by the Organisational Commitment Questionnaire) and turnover intention (as measured by a three-item questionnaire, developed by Mobley, Horner, and Hollingsworth, 1978); and (2) to determine whether employees from different gender, race, employment positions and age groups differ significantly in their career anchors, organisational commitment and turnover intention. A quantitative survey was conducted on a non-probability sample of 343 employed adults at managerial and general staff levels in the South African retail sector. The results of this study suggest that there was a significant but weak relationship between employees‟ career anchors and their organisational commitment. Career anchors were also found to be significantly related to organisational commitment and turnover intention; with entrepreneurial creativity, lifestyle and service/dedication to a cause career anchors being the best predictors of these two variables. The relationship between organisational commitment and turnover intention was significant and negative, with affectively and normatively committed participants being more likely to remain with the organisation (i.e. having lower turnover intentions). In addition, the findings indicate that although gender has no relationship with turnover intention, race, employment position and age do. African, general staff and 30 years and younger participants indicated higher intentions to leave the organisation. / Industrial and Organisational Psychology / M. Com. (Industrial and Organisational Psychology)

Thesis (M. Dev. (Planning and Management)) -- University of Limpopo, 2021 / Motivation is an internal drive to satisfy an unsatisfied need and the will to accomplish. Motivation has the role to develop and intensify the desire of every individual member of the organization to work effectively and efficiently in the area of operation. Dilokong hospital has recently experienced a high number of resignations by employees. The performance of services by the hospital staff members has declined. The government, which is responsible for implementing the national policies and programmes relating to motivation and performance, has failed many times in the recent years over performance and rewards as well as the working conditions. It is against this background that the researcher has persuaded a study on the impact of motivation on employee performance at the Dilokong hospital in the Sekhukhune District of the Limpopo Province. The general objective of the study is to determine the impact of motivation on employee performance; to identify factors that motivate employees to perform better; to suggest strategies that can be used by managers to enhance the motivation and performance of the employees in their sphere of operation. A mixed methods research design was used, implying both quantitative and qualitative approaches. Descriptive statistics were used to analyze the quantitative data and content analysis for the qualitative part. The study revealed that promotion, incentives and good working conditions are the major factors that enhance employee motivation and performance. The study has also revealed that (rewards) money is deemed to be the best motivator to any individual. The employees at the hospital were found to be earning low wages and salaries. The department appears to be paying the lowest wages and salaries to the staff members below what is stipulated by legislation not taking into cognizance the fact that employees are working for money. It is therefore recommended that the hospital management should consider as a matter of urgency, the need to make upward adjustment in wages and salaries which will go a long way in reducing the high incidence of staff turnover.

For racial minority faculty, racism is associated with adverse outcomes, including poor job satisfaction and less motivation, which may lead faculty to leave the teaching profession. It is unknown what relationships, if any, exist among perceived racial microaggression, job satisfaction, and employee motivation among African American (AA) faculty and other faculty of color in colleges and universities in the southeastern United States. Critical race theory provided a framework to investigate the relationship of perceived racial microaggressions toward AA faculty and other faculty of color with motivation and job satisfaction. This study involved a correlational design using multiple linear regressions to determine the relationships between the variables in a sample of 42 AA faculty and other faculty of color. In the multiple linear regression analysis, the predictor variables were 6 microaggression subscales (assumptions of inferiority, second-class citizen and assumption of criminality, microinvalidations, exoticization/assumptions of similarity, environmental microaggressions, and workplace and school micro-aggressions). The outcome variables were employee motivation and job satisfaction. The results of the analysis indicated no significant relationships between perceived level of microaggressions and job satisfaction or between perceived level of microaggressions and employee motivation. To determine possible bivariate relationships, Pearson's correlations were performed. Assumptions of inferiority and microinvalidations were negatively correlated with job satisfaction, which suggests that when examined in isolation, higher assumptions of inferiority and microinvalidations were associated with lower levels of job satisfaction. Implications for positive social change pertain to ways that oppression and racism can be eliminated in colleges and universities.

Work engagement is an increasingly popular construct in organizational and occupational health psychology. However, despite substantial advances in our understanding of work engagement at the between-person level, scholars have argued for increased investigation into what drives engagement on a daily level for individual employees. In the current study, a within-person, day-level design was employed to examine the relationships between nonwork mastery experiences, job crafting behaviors, and daily work engagement. Drawing on Conservation of Resources (Hobfoll, 1989) theory, nonwork mastery experiences and job crafting were operationalized as employee-driven, resource-building strategies that assist employees in generating important psychological and job resources that can be drawn upon in order to maintain high levels of work engagement during the day. Moreover, a reciprocal relationship between work engagement during the day and nonwork mastery experiences the same evening was tested. Employees from a U.S. technology firm provided responses in the morning, at lunchtime, and after work each day for five working days. Multilevel structural equation modeling was used to test the hypotheses in the current study. Findings revealed no support for the hypothesized model at the within-person level of analysis; however, ancillary analyses suggested support for an indirect relationship between job crafting and work engagement via increased positive affect. Moreover, nearly all the proposed relationships emerged at the between-person level of analysis providing some insight into the effects of resource building strategies and work engagement across participants. Finally, seeking structural resources was identified as a person-level factor that explained variance in employees' initial levels of work engagement at the start of the week, as well as the trajectory of engagement over the course of the week. The current findings contribute to our understanding of bottom-up, employee-driven behaviors that help to sustain engagement over time. Suggestions for future research and implications for practice are discussed.

This thesis on „Form and methods in construction“ is focused on satisfaction and motivation of employees from UNISTAV a.s. company. In theoretical part I focus on the most important and generally accepted theory of motivation. I also mention forms of motivation and also methods which can be used by managers in construction to challenge and stimulate their employees to perform better and to identify goals of individuals with goals of company. In the last part I introduce relevant information about studied company. As an example for empirical part of work, based on working hypothesis I created two questionnaires. On for ordinary customer and second one for managers. I also studied opinions on company communications and corporate culture in general. One of the main benefits of this thesis is, that it clearly defines weak and strong spots relative to the chosen topic. It also compares views of employees and their managers. From these findings I constructed series of solutions and recommendations. For convenience I show my findings in form of simple graphs.

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Indiana University-Purdue University Indianapolis (IUPUI) / The study of job performance has been a high priority for organizational researchers and practitioners alike. Models of performance have acknowledged that it is affected by both individual differences and environmental factors and also that behaviors outside the job description, called citizenship performance, have value. Despite these acknowledgements, researchers have placed much more emphasis on understanding the influence of individual differences (rather than environmental characteristics) on citizenship performance. Counter to the emphasis on individual differences, the current study sought to evaluate the relationships between environmental characteristics and citizenship performance in the context of the Job Characteristics Model (JCM) and to determine whether the relationships could be both theoretically and empirically understood. Additionally, the relative importance of the environmental variables in the JCM were evaluated and compared to well-known individual difference predictors of citizenship performance. Finally, the current study sought to provide initial evidence for different patterns of relationships between the JCM variables and the three facets of citizenship performance. Undergraduate students employed for at least 20 hours per week were recruited for participation (n = 379) in a cross-sectional study, and data were analyzed using structural equation modeling and regression. Generally, model tests revealed that the JCM as configured performed poorly, though the variables did predict citizenship performance. When job satisfaction was added as another mediator in the model, results were slightly better. Regarding incremental validity, JCM variables were able to explain variance above and beyond the individual difference variables, providing additional support for the importance of the environment in understanding behavior. One implication of this is that practitioners may be able to justify changes to the work environment in an effort to increase citizenship performance. Future research should continue to explore the environment’s effects on citizenship.