Thesis (Ph. D.)--University of Iowa, 2008. / Thesis supervisor: Ramji Balakrishnan. Includes bibliographical references (leaves 188-191).

Thesis (Ph. D.)--University of Chicago, Graduate School of Business, August 2003. / Includes bibliographical references. Also available on the Internet.

M. Tech. Tourism and Hospitality Management. / Travel is often used to reward those who achieved specific business goals and objectives. Although an incentive travel experience creates unforgettable memories, the process of deciding whether to revisit a destination again is in itself a complex process with many factors influencing the decision. This is even more so in case of an incentive destination, as the incentive traveler usually does not have a choice in selecting the incentive destination. The incentive destination is at the heart of any incentive travel program and constitutes an amalgam of products and service, as well as a series of experiences that the incentive traveler creates. Understanding the influence that the destination experience has on the incentive traveler is therefore of great importance to destination marketers, as many destination marketing organisations view repeat visitors as a stable source of revenue. The primary objective of this study is to gain insight and understanding into the influence of destination experiences on the decision-making process to revisit the incentive destination.

Thesis (Ph. D.)--University of Chicago, Graduate School of Business, August 2003. / Includes bibliographical references (leaves 117-123). Also available on the Internet.

Thesis (M. S.)--Economics, Georgia Institute of Technology, 2008. / Committee Chair: Silva, Emilson; Committee Member: Kilic, Rehim; Committee Member: Li, Haizheng.

Thesis (Ph. D.)--University of Washington, 2002. / Vita. Includes bibliographical references (leaves 88-93).

Thesis (M.S.) in Resource Economics and Policy--University of Maine, 2009. / Includes vita. Includes bibliographical references (leaves 62-68).

Thesis--PlanA (M.S.)--University of Wisconsin--Stout, 1998. / Includes bibliographical references.

Since employee motivation contributes to overall organisational success, reliable motivation theory should inform management and reward practices. Yet, motivation theory is currently in a state of paralysis, with no constructive theorising taking place. Analysis of its methodological presuppositions reveals that it relies on out-dated binary thinking, prioritising, e.g. either a ‘machine-like’ (body driven) or ‘god-like’ (rationally driven) understanding of humanity. In this study it is argued that the revival of motivation theory requires a paradigmatic shift towards a complexity methodology because human motivation was found to be a complex system and must be theorised accordingly. It was found that McAdams’ theory of personality which brought together personality traits, conditioning, and motives could form the basis of a complex theory of motivation. On this basis, a complex model was developed which incorporated elements of existing motivational theories. This model proposed that drives, which motivate behaviour, are a combination of instincts, needs, and desires, mediated by personality traits, rational processing, and conditioning. All of these interconnected elements, as well as biological and environmental conditions, have an impact on, and are influenced by one another. For the purposes of understanding employee motivation the element of desire was isolated as a potential means to value segment employees. A Lacanian theory was utilised to elaborate on the element of desire. This theory postulated that individuals tend to display a dominance is one of nine kinds and modes of desire. An instrument was developed to test the applicability of the Lacanian model. It was developed in five phases which included three pilot studies and two samplings. A total of 591 respondents participated in the empirical research study with 428 in the first sample and 70 in the second; the remaining 93 made up the pilot studies. Unlike the initial version of the instrument used in the first sample (n=428) the data obtained by the last version (n=70) revealed that the instrument held some form of reliability and validity. Once analysed through descriptive and inferential statistics the data supported the view that individuals tended to display dominance in a kind and mode of desire as per the Lacanian model, and sufficient variance existed to preliminarily conclude that this model could be used as a means to value segment employees. Recommendations were as follows: (1) that complexity methodology should inform future motivation theorising, (2) that the proposed complexity models be further empirically tested, (3) that an adequately complex, flexible rewards system be considered, (4) that both managers and employees make use of the developed instrument to aid them in the selection of rewards that will lead to increased satisfaction.

No description available.