Mit dem in §18 des Tarifvertrags für den öffentlichen Dienst (TVöD) festgeschriebenen Leistungsentgelt soll u.a. die Motivation der Mitarbeiterinnen und Mitarbeiter im öffentlichen Dienst gesteigert werden. Eine motivationssteigernde Wirkung wird jedoch von Seiten der Motivationsforschung bestritten. Sie geht im Gegenteil davon aus, dass eine leistungsorientierte Bezahlung (LOB) zu einer Verdrängung der intrinsischen Motivation (Crowding-Out Effekt) führen kann. Mithilfe eines empirischen Tests der Motivation Crowding Theorie gelangt diese Arbeit zu einem differenzierteren Urteil. Es wird gezeigt, dass im Beispiel der Kreisverwaltung Potsdam Mittelmark die subjektive Wahrnehmung der LOB durch den einzelnen Beschäftigten darüber entscheidet, ob dessen Motivation verstärkt oder verdrängt wird. Jene Beschäftigten, die sich durch die LOB kontrolliert fühlen, weisen eine signifikant geringere PSM und intrinsische Motivation als diejenigen auf, die die LOB als fördernd wahrnehmen. Als zentraler Faktor für das Urteil der Beschäftigten wird die wahrgenommene Fairness des Systems identifiziert. / By means of performance-related pay (PRP), which is laid down in §18 of the “Public Sector Collective Agreement” (TVöD), the motivation of public employees should be increased. However, motivational research contests the motivation-increasing effect. In contrast, it is assumed that performance-related pay may crowd-out the intrinsic motivation (Crowding-Out Effect). While conducting an empirical test of the Motivation Crowding Theory, this paper offers a more differentiated view. It is shown that, in the case of the local administration of Potsdam-Mittelmark, the subjective perception by the individual worker will decide on whether his or her motivation is crowded-in or crowded-out. Those who feel controlled by the PRP-system show a significant lower PSM and intrinsic motivation than those who perceive it as supportive. The fairness of the system is discovered as being the central factor affecting the judgement by the workers.

Purpose: The purpose of this paper is to study the interplay between agile and mechanistic management control and the motivation of the employees affected by them, and thereby contribute to the understanding of how management control interplays with motivation. Research question: How does agile and mechanistic management control interplay with employees’ motivation in the management consulting profession? Methodology: Qualitative research with Semi-structured interviews. Seven management consultants from different firms were interviewed. Findings: Agile management control was found to be somewhat more commonly occurring than mechanistic management control among the respondents. Agile management control was seen as more motivating than mechanistic. Personal development was found to be the most prevalent part of intrinsic motivation in this study. Contributions: This paper contributes to the existing literature by offering a perspective of management control’s interplay with motivation specifically for management consultants. This interplay can be seen as being focused on personal development, possibly due to the employees’ motivation to choose this field.

In the present study, the topic under scrutiny is how Philanthropic Corporate Social Responsibility plays a role within the workplace. This study is being presented due to the fact that CSR is often researched with the frame of reference of marketing, whereas the managerial perspective is not often considered. The research question addressed will take a managerial perspective on CSR and examine if implementing Philanthropic CSR only affects extrinsic factors, or if it also has an intrinsic effect on employee motivation. In this research, the questions undergoing discussion to support the study are 1) To what extent does CSR motivate employees? 2) What involvement level of CSR is required for employee motivation? 3) What level does CSR fit into on Maslow’s Hierarchy of Needs? This thesis focuses mainly on connecting Philanthropic CSR to Maslow’s Hierarchy of Needs. Other supporting theories that will be used include: Herzberg’s Motivation Hygiene Theory, McGregor’s X and Y Theory, Self-Determination Theory, and Motivational Crowding Theory. To conduct the research needed, the authors have conducted a deductive study through a comparative design, obtaining qualitative data by the means of semi structured skype interviews. These interviews focus on American for-profit companies that have CSR in their strategy but focus on profit. The data collected has then been analyzed through a thematic approach. The information obtained suggests that Philanthropic CSR plays a role within the workplace, however, it is not seen as an incentive by employees. Moreover, an employee must be personally involved within the company’s CSR program to fully feel the effects that the program has to offer. This is due to the emotional investments made while participating in the said philanthropy. The conclusion found from this study is that Philanthropic CSR does have an intrinsic effect on employees because of the ‘feel good feeling’ they benefit from when they do participate in the Philanthropic CSR. However, to fully understand the effects of the motivational aspects, further research must be conducted.