The aim of this study has been to examine the employees view on teleworking and the leadership associated with it, as well as how teleworking and its leadership is related to the employees work motivation. The following research questions have been used for this purpose: Which pros and cons does the employees experience in teleworking versus working in the office? Is the work motivation affected by where the work is performed? How does the employees perceive the managers views on teleworking? Is the employees work motivation affected by the leadership in the organisation? The research method used in this study was semi-structured interviews with a total nine employees in two different organisations. The employees interview for this study teleworks on average 3-4 times a month. The empirical material was analysed with Thematic analysis and interpreted through Herzberg ́s two-factor theory and Allvin ́s conceptual apparatus of the control techniques in flexible work conditions. The research result shows that the possibility for the employee to choose for themselves where to perform their work - based on, for example, work tasks and personal needs - leads to increased work motivation. Many employees appreciate being able to telework when working on tasks that demands high level of concentration. However, the employees think that it is important to be present at the office for certain occasions. Partly to be a part of the social community and partly to develop a good collaboration with colleagues, as well as to participate in important meetings. The result also showed that the leadership has great significance and can lead to increased work motivation. This through the trust and responsibility granted the employees by the manager when given the opportunity to telework. The employees telework under freedom with responsibility. This means that they themselves can decide how and where the work shall be performed, under the premise that they will deliver the result that is expected from them. The leadership therefore focuses on result rather than execution.

Syftet med studien var att undersöka om Herzbergs tvåfaktorteori har relevans i praktiken idag inom läraryrket. Studien är kvalitativ med deduktiv ansats utifrån Herzbergs tvåfaktorteori. Totalt 10 semistrukturerade intervjuer utfördes med lärare från högstadie- och universitetsnivå vilka sedan analyserades tematiskt. Resultatet visade att Herzbergs teori fortfarande är tillämpningsbar inom yrket lärare. Resultatet visade däremot på att det fanns skillnader i vad för faktorer som är av mest vikt hos lärarna gentemot vad Herzberg påstod. De mest avgörande faktorerna för arbetsmotivation hos lärarna var eget ansvar, bekräftelse och den psykosociala arbetsmiljön. Förslag till vidare forskning är att säkerhetsställa rangordningen av faktorerna som har störst betydelse för arbetsmotivationen inom läraryrket. Ett annat förslag till vidare forskning är att se om det finns faktorer från Herzbergs tvåfaktorteori som rangordnas annorlunda inom andra yrkeskategorier. / The purpose of the study is to examine whether Herzberg's two-factor theory is still relevant in practice today in the teaching profession. The study is qualitative with a deductive approach based on Herzberg's two-factor theory. A total of 10 semi-structured interviews were conducted with high school and university teachers, which were then analyzed thematically. The result showed that Herzberg's theory is still applicable and valid in the profession of teaching. The results, on the other hand, show that there are differences in which factors that are the most important for the teachers in relation to what Herzberg claimed. The most important factors for the teachers' work motivation are having their own responsibility over their time, recognition and the psychosocial work environment. Suggestions for further research are to secure the ranking of the factors that are most important for the work motivation within the teaching profession. Also evaluate if there are factors from Herzberg's two-factor theory that are ranked differently in other professions.

Bakgrund: Vår studie riktar sig mot den anställningsform som onekligen haft en inverkan på arbetsmarknaden det senaste decenniet och som inte visar något tecken på att stagnera i utbredning. Motivation som begrepp kan upplevas svårt att förstå men inre drivkraft har förmodligen varje individ erfarit vid något tillfälle i livet. Begreppet definieras vanligen som det psykologiska signum som leder individen till en handling mot ett önskat mål. Alla individer motiveras av olika faktorer utifrån situation, bakgrund samt förutsättningar och påverkas allt som oftast av rådande inre eller yttre krafter. Även om forskare genom åren försökt skapa modeller för hur prestationsnivån kan maximeras hos arbetstagare, är det ett stort antal faktorer som spelar avgörande roller vilket komplicerar kartläggningen av motivationsfaktorer. På en arbetsplats kan motivation innefatta faktorer som är relaterade till den fysiska arbetsplatsen eller aspekter som karaktäriserar den arbetsroll individen antar genom anställning. Kan det skilja sig gällande dessa motivationsfaktorer mellan personal som är heltidsanställda? Om så är fallet, vilka faktorer är det som främst motiverar bemanningsanställda till att prestera på sin arbetsplats? Funderingar likt ovan utgör grunden för vårt syfte med studien. Syfte: Studiens syfte är att vidga läsarens kunskaper gällande vilka faktorer som främst motiverar personal, som är anställda genom bemanningsföretag, i deras dagliga arbete. Det förekommer diverse variationer av anställningsformen men studien preciserar sig mot bemanningsanställda personer med universitetsutbildning inom ekonomi som bakgrund. Metod: Studien genomförs utifrån en kvalitativ metod med deduktiv ansats genom semistrukturerade intervjuer där bemanningsanställd personal med universitetsutbildning inom ekonomi har intervjuats. Rapportens metodologi är grundat utifrån ett kvalitativt synsätt. Teoretisk referensram: Teorigrunden består av motivationsfaktorer som vi dels har tagit från Herzbergs (1966) kända tvåfaktorteori, dels från achievement goal theory av McClelland (1953) och målsättningsteorin (Latham och Locke, 2002), för att få en större förståelse på vad som motiverar bemanningsanställda med universitetsutbildning inom ekonomi. Maslows behovshierarki fanns även med för att hjälpa oss att förstå människors behov eller vad de motiveras av som komplement till tvåfaktorteorin. Slutsats: Förhoppningen var att med denna rapport kunna stärka vår tes om att anställningstrygghet är bemanningsanställdas främsta motivationsfaktor samt att vi ville reda på vad som motiverar bemanningsanställda med universitetsutbildning inom ekonomi. Det empiriska material som våra respondenter bidragit med har gett oss tydliga indikationer på att det är den faktor som i första hand skiljer sig åt, gentemot anställda med heltids befattning. Samtliga respondenter prioriterade denna faktor högt, tillsammans med flertalet andra faktorer som exempelvis möjlighet till personlig utveckling och arbetsvillkor. Alla respondenterna valde först andra motivationsfaktorer som viktigast, men ändrade sig när de blev tvungna att ställa det i förhållande till anställningstrygghet. / Background: Our study focuses on the form of employment that has undeniably affected the labor market over the past decade and which shows no sign of stagnating in prevalence. Motivation as a concept can be seen as difficult to understand, but inner drive has probably been experienced by every individual at some point in their life. The term is usually defined as the psychological sign that leads the individual to an action towards a desired goal. All individuals are motivated by various factors based on situation, background and conditions and are most often affected by internal or external forces. Although researchers over the years have tried to create models for how the level of performance can be maximized within employees. There are a large number of factors that play crucial roles, which complicates the mapping of motivational factors. In a workplace, motivation can include factors that are related to the physical workplace or aspects that characterize the work role the individual assumes through employment. Can there be differences in these factors related to motivation between staff who are full-time employees? If so, what are the main factors that motivate staff to perform in their workplace? Thoughts similar to the form above, is the basis of our purpose with the study. Purpose: The purpose of the study is to broaden the reader's knowledge regarding which factors primarily motivate staff, who are employed through staffing companies, in their daily work. There are various variations of the form of employment, but the study is specific to staffing employees with an educational background in economics. Theory: The theoretical basis consists of motivational factors, we have partly taken it from Herzberg's known two factor theory but also from achievement goal theory and goal theory, to get a greater understanding of what motivates staffing employees. Maslow's hierarchy of needs was also included to help us understand people's motivation as a complement to the two-factor theory. Method: The study is carried out on the basis of a qualitative method with a deductive approach through semi-structured interviews where staff employed with educational backgrounds have been interviewed. The report's methodology is based on a qualitative approach. Conclusion: Our hope with this report were to be able to strengthen our thesis that employment security is the staffing staff's main motivating factor and find out what motivates staffing employees. The empirical material that our respondents have contributed has given us room for interpretation and clear indications that this is the factor that differs in the first place, compared to employees with full-time positions. All respondents gave the highest priority to this factor, together with most other factors such as the opportunity for personal development and working conditions. All respondents first chose other motivational factors as most important, but changed when they had to put it in relation to job security.

Business leaders often realize greater profitability when they have strategies to retain IT employees. However, the cost to replace IT employees creates significant challenges for business leaders. Given the growing impact of technology on operational costs, retention of IT employees is imperative. This exploratory single case study sought to identify the strategies that leaders use to increase IT employee retention. The population was 6 leaders from a military organization in Norfolk, Virginia, responsible for the retention of IT employees. Herzberg's two-factor theory was the conceptual framework for this study. The data was collected from semi-structured interviews with 6 leaders along with organization documents. Data analysis and methodological triangulation included thematic analysis to identify 7 themes in the study. These 7 themes were quality of life, telework, leadership, inclusion, and staying abreast of new technology. Implications for social change include the potential for leaders to save money on recruitment and training. It also includes organizations becoming profitable through better employee retention strategies, and it adds to the body of knowledge that leaders could use to provide stable employment opportunities to individuals. The retention rates among IT employees affect individuals, families, communities, organizations, and the economy. Implementing retention strategies may result in improving employee-employer relationships and organizational profitability.

Some outpatient health care executives experience high physician turnover leading to increased costs. To retain highly productive physicians, outpatient health care executives need to understand the best strategies for reducing physician turnover. Grounded in Herzberg 2-factor theory as the conceptual framework, the purpose of this multiple case study was to explore the strategies outpatient health care executives used to reduce physician turnover. Data were collected from semistructured interviews of 4 outpatient health care executives and the review of proprietary documents from 2 outpatient health care facilities in the Southern California metropolitan area. Data analysis comprised compiling and disassembling the data into common codes, reassembling the data into themes, interpreting the themes, and reporting the themes. Member checking and methodological triangulation amplified the trustworthiness of the findings. The course of thematic analysis led to identification of 4 core themes: autonomy, satisfactory work environment, effective communication, and training and growth opportunity. Implications for positive social change include the potential to increase economic growth while benefitting employees, families, and communities; increasing the continuity of patient care; and increasing patients'€™ access to health care. Outpatient health care executives can use the results of this study to implement changes conducive to minimizing physician turnover and associated costs while enhancing the quality of health care.

High-stakes teacher evaluations (HSTEs) in public education influence millions of students and teachers across the U.S. Currently, there is a dearth of published quantitative research that shows the relation of HSTEs to teacher job satisfaction. The purpose of this quasiexperimental quantitative study was to determine if implementation of HSTEs in state of Hawaiʻi as part of the U.S. Department of Education's Race to the Top program initiative was related to teacher job satisfaction in public schools over time. A repeated measures analyses was conducted using archived teacher job satisfaction data from over 200 public schools in Hawaiʻi from 2009 to 2014, including data collected from 2 years before until 2 years after implementation of HSTEs. The theoretical framework used for the study was grounded in Herzberg's 2-factor theory of motivation. It was hypothesized that the implementation of HSTEs may have affected extrinsic hygiene factors such as wages, supervisory practices, and organizational policy relative to intrinsic motivational factors such as work achievement, recognition, and personal growth of teachers working in schools implementing the federal initiative. The most significant study finding was that both overall satisfaction and satisfaction with student achievement increased during the 2011-2012 implementation year and then fell below pre-implementation levels in the 2 years subsequent to implementation of HSTEs. This finding is discussed in the context of an increase in pay for public school teachers in Hawai'i during the post-implementation period. The results of this research may promote positive social change by highlighting the need for a focus on potential unintended consequences (i.e., possible negative effects on teacher job satisfaction) of federal education policies associated with HSTE systems.

Background: The COVID-19 pandemic reshaped part of the labor market, causing an increase in remote work and consequently the rise of “quiet quitting”. Quiet quitting refers to when an employee does the bare minimum at work, and the specific reasons for its rise, vary, however, there is reason to believe that remote work can be a contributing factor due to its effect on social connections and motivation.    Purpose: The purpose of this thesis is to investigate the relationship between working from home and quiet quitting, and how digital leadership can affect job satisfaction. This is because employers need to recognize and address the contributing factors of quiet quitting to be able to keep job satisfaction. Method: This thesis is a qualitative study using an interpretivist method. The research has been performed though an inductive research approach. The primary data were gathered though 20 semi-structured interviews with 10 companies form various industries located in Småland Sweden. A person in a leading position and an employee were interviewed from each organization and a thematic analysis approach was used to analyze the data.    Conclusion: The result from our findings showed that remote work has a significant impact on employee job satisfaction. Many employees experienced a lack of support and feedback from their managers and colleagues, as well as lower cohesion, which many perceived effected their motivation and increase the risk of quiet quitting.  That is why managers should focus on creating “digital cohesion” by reworking their digital work, improving digital communication, and improving digital feedback. This may result in employees feeling more appreciated and committed to the organization, thus mitigating the risk of quiet quitting.

The purpose of this study was to examine the gender differences regarding motivation in the individuals who serve in senior administrative positions in Virginia's community colleges. Institutional morale can be damaged by administrators who become dissatisfied with their positions. Institutions use millions of dollars yearly to conduct searches for individuals to replace senior administrators who leave their positions because of lack of job satisfaction or high job dissatisfaction. This study also addressed the possibility of differences between male senior administrators and female senior administrators regarding job satisfaction and job dissatisfaction. Frederick Herzberg' 2-factory theory of motivation regarding job satisfaction and job dissatisfaction was used as the theoretical foundation of the data collection. The Job Descriptive Index that focuses on 5 facets of job satisfaction: work on present job, opportunities for promotion, present pay, co-workers, and supervision as well as the Job in General Scale were used to survey senior college administrators for the purpose of gathering data. Results of the study indicated that senior administrators experienced a high level of job satisfaction regarding work on present job, co-workers, supervision, and the overall job in general. Senior administrators reported low levels of job satisfaction in relation to opportunities for promotion and moderate levels of satisfaction regarding present pay. Findings from the study reflected a difference in male senior administrators and female senior administrators regarding opportunities for promotion, co-workers, and the overall job in general. Male senior administrators reported higher levels of satisfaction in all 3 of these areas whereas 3 female senior administrators reported lower levels of satisfaction. There were no differences found between male senior administrators and female senior administrators regarding work on present job, present pay, or supervision.

The body of research related to teacher retention continues to grow but is limited concerning middle school teachers. The focus of this study was to examine the factors of job satisfaction for middle school teachers. A portion of the study compares teacher responses with Herzberg, Mausner, and Snyderman's 1959 study of motivation. Additional components of the study provide middle school teachers' feedback on their dispositions and recommendations to administrators and others for attracting and retaining quality middle school teachers. This qualitative study includes a review of related literature and includes a historical perspective of job satisfaction and a discussion of Herzberg's Two-Factor Motivation Theory. Teacher job satisfaction and dissatisfaction, along with current trends in teacher retention efforts, complete the review of literature. Data for the findings were obtained from a demographic survey and semi-structured interviews of current and former middle school teachers. The data were then analyzed to learn what factors encourage middle school teachers to remain in the classroom or to leave. Responses related to teacher dispositions were also analyzed. Findings of this study validate the research of Gawel (1997) based on Bellot and Tutor; salary was not found to be the highest motivator as in the Herzberg study. Instead, participants identified the work itself, their enjoyment of the early adolescent student, and their relationships with co-workers to be important areas of job satisfaction and what keeps them returning to their middle school classrooms. The personal dispositions identified by participants as necessary to being successful as a middle school teacher were a good sense of humor, a love of the age group, and being energetic, flexible, organized, enthusiastic, consistent, and firm. This study will be of interest to universities and colleges with teacher preparatory programs. It will be of interest, also, to school administrators, principals, and staff development directors in their attempts to attract and retain quality middle school teachers in their schools. In addition, the study should be of interest of boards of education, state legislators who fund education, and State Departments of Education.

Abstract:In the dynamic landscape of contemporary organizations, the complex interplay between motivation and employee performance creates a complex tapestry that shapes the path of success. Scholars recognize the important role of motivation in driving and promoting employee performance, yet a comprehensive understanding of the complex ways in which these values are embedded within the organization is lacking. There has been some research on the relationship between employee performance and motivation. The definition of motivation and two well-known theories of motivation are covered in this essay. A comprehensive examination of the literature is done to investigate the connection between motivation factors and employee performance. It has been discovered that employees' dedication to their work is influenced by both intrinsic and extrinsic motivation factors. The study explores the impact of motivation factors in organizational performance. A quantitative study based on Sweden Stockholm. Our findings show that motivation factors contribute significantly to employee performance and effectiveness. The quantitative method includes administering a wide range survey with employees working in Stockholm, Sweden to collect data on their motivation level and its impact on overall employee performance.