”När pengarna rullar in är man motiverad” är en kandidatuppsats i Sociologi skriven av Olivia Pettersson och My Andersson. Syftet med studien är att undersöka ett prestationsbaserat belöningssystem och dess effekter på arbetsmotivation samt upplevd arbetskvalité, detta genom att göra en fallstudie på ett bemanningsföretag i Stockholm. Undersökningen är kvalitativ och genomfördes med hjälp av tematiskt öppna intervjuer tillsammans med fem anställda hos det företag vi valt att här kalla LevereraMera. Tidigare forskning av Eriksson et al. (2002) samt av Schou (1991) visar att lönen är av betydelse för arbetsmotivationen, men att andra faktorer är av större betydelse samt att ingen faktor kan fungera isolerad från andra. Ingen av dessa studier väljer att inkludera fenomenet arbetskvalité samt är av kvantitativ karaktär, vilka är två motiv till denna studie.   Den insamlade empirin analyseras med hjälp av studiens teoretiska ramverk, Herzbergs tvåfaktorteori och Skinners förstärkningsteori. Resultaten visar att det prestationsbaserade belöningssystemet som råder hos LevereraMera har en viss positiv effekt på medarbetarnas arbetsmotivation, men att den inte verkar isolerad från andra, också avgörande, faktorer. Det går inte att urskilja att belöningssystemet har en direkt negativ påverkan på medarbetarnas upplevda arbetskvalité. Något som dock framgår av studien är att upplevelsen av rättvisa samt viljan att samarbeta påverkas negativt av det rådande belöningssystemet, vilket kan leda till en indirekt negativ påverkan på företagets generella arbetskvalité. / "När pengarna rullar in är man motiverad" is a bachelorthesis in Sociology written by Olivia Pettersson and My Andersson. The purpose of the study is to investigate a performance-based reward system and its effects on motivation and perceived job quality, this by doing a case study of a staffing and recruitment company in Stockholm. The study is qualitative and was carried out with the help of thematically open interviews with five employees of a company we have chosen to call LevereraMera. Previous research by Eriksson et al. (2002) and by Schou (1991) show that the salary is of importance for work motivation, but that other factors are more important and that no factor can work in isolation from others. None of these studies choose to include the phenomenon of labor quality and they are of a quantitative nature, which are two motives for this study.   The collected empirical data was analyzed using the theoretical framework, Herzberg’s two-factor theory and Skinner’s reinforcement theory. The results show that the performance-based reward system used at LevereraMera has some positive effect on employee motivation, but it does not function isolated from other, also decisive, factors. It is not possible to discern that the reward system has a direct negative impact on employees' perceived job quality, what is however clear from the study is that the perception of fairness and willingness to cooperate is adversely affected by the current reward system, which can lead to an indirect negative impact on the company's general labor quality.

Recruitment consultants today are faced with considerable stress and challenges as a result of their work. They must cope effectively with these challenges in order to deliver effective job performance, which is crucial to an organisation’s survival. In this study the relationship between sense of coherence, self-efficacy and job performance amongst recruitment consultants was investigated. The Orientation to Life Questionnaire, Generalised Self-efficacy Scale and a job performance measure comprising key performance indicators were used. The study was conducted with 99 recruitment consultants at a national recruitment organisation in South Africa. While a theoretical relationship was determined, this was not supported by the empirical investigation. Relationships did, however, emerge for the comprehensibility component of sense of coherence to job performance total and for two of its dimensions (namely customer service and productivity). A regression model, comprising comprehensibility and meaningfulness, emerged as a significant predictor of total job performance. / Industrial and Organisational Psychology / M.Comm.(Industrial and Organisational Psychology)

Recruitment consultants today are faced with considerable stress and challenges as a result of their work. They must cope effectively with these challenges in order to deliver effective job performance, which is crucial to an organisation’s survival. In this study the relationship between sense of coherence, self-efficacy and job performance amongst recruitment consultants was investigated. The Orientation to Life Questionnaire, Generalised Self-efficacy Scale and a job performance measure comprising key performance indicators were used. The study was conducted with 99 recruitment consultants at a national recruitment organisation in South Africa. While a theoretical relationship was determined, this was not supported by the empirical investigation. Relationships did, however, emerge for the comprehensibility component of sense of coherence to job performance total and for two of its dimensions (namely customer service and productivity). A regression model, comprising comprehensibility and meaningfulness, emerged as a significant predictor of total job performance. / Industrial and Organisational Psychology / M.Com. (Industrial and Organisational Psychology)

Orientation: Perceived Talent Management Practices, Perceived Organizational Support and Perceived Supervisor Support are distinct but related constructs, and all of them appear to influence an employee’s intention to quit an organization. Research Purpose – The objective of this study was to investigate Generation Y’s perception of an organization’s talent management practices and to determine how it relates to their intention to quit the organization. In essence, the study aims to establish possible relationships of four constructs: Perceived Talent Management Practices, Perceived Organizational Support (POS), Perceived Supervisor Support (PSS) and Intention to Quit. The mediating/moderating characteristics of POS and PSS on the relationship between Perceived Talent Management Practices and Intention to Quit are also investigated. Motivation for the study – Talent is the new tipping point in corporate success. It has the potential to be the origin of an organisation’s demise or the reason for its continuous success. A concept that exuberates this much potential for both disaster and prosperity validates some examination into its protection. Research design, approach and method – Four Instruments (HCI Assessment of Talent Practices (HCI), Survey of Perceived Organizational Support (SPOS), Survey of Perceived Supervisor Support and an Intention to Quit Scale) was administered to a convenience sample of 135 employees from a population of 450 employees working in three provinces in which the organization was operational. Pearson product-moment correlation analysis and Multiple Regression analysis were used to investigate the structure of the integrated conceptual model on Perceived Talent Management Practices, POS, PSS and Intention to Quit. Main findings - The findings of this study indicates a strong practically significant positive correlation (r(df = 135; p < 0.001) = 0.724, large effect). between Perceived Organizational Support (POS) and Perceived Supervisor Support (PSS). A strong practically significant positive relationship (r(df = 135; p < 0.001) = 0.640, large effect) was found between Perceived Organizational Support (POS) and the employee’s perception of the organization’s Talent Practices. The study confirmed a strong practically significant negative relationship (r(df = 135; p < 0.001) =-0.569, large effect) between Perceived Organizational Support (POS) and the employee’s Intention to Quit. A medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.436, medium effect) was established between Intention to Quit and Perceived Supervisor Support (PSS). This study determined a medium practically significant positive correlation (r(df = 135; p < 0.001) = 0.471, medium effect) between Perceived Supervisor Support (PSS) and the employee’s perception of the organization’s Talent Practices. The findings also establishes a medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.477, medium effect) exists between employees’ perception of the organization’s Talent Practices and their intention to quit the organization. Multiple regression confirmed that neither POS nor PSS mediates/moderates the relationship between Perceived Talent Management Practices and Intention to Quit. Practical/Managerial Implications - Cappelli (2008) stated that paradigms only come undone when they ”encounter problems that they cannot address. But before the old paradigm is overthrown, there must be an alternative, one that describes new developments better than the old one does” (Cappelli, 2008). This study provides evidence that management can use paradigm shifts as a talent retention strategy where the creation of a high perception of talent management practices will result in a lower intent to leave the organization. Contribution: The findings of this study indicate a positive relationship between perceived talent management practices, POS and PSS. The study also established a positive relationship between POS and PSS. A negative relationship was confirmed between POS, PSS and Perceived Talent Management Practices in relation to Intention to Quit. / Dissertation (MCom)--University of Pretoria, 2010. / Human Resource Management / unrestricted