<p>The purpose of this thesis is to study what motivational factors motivates the staff in the public elderly care and to investigate how the staff ranks the different motivational factors and if the rankings differ depending on gender, age, education, type of employment, time of employment, employer, income and ethnic background. The thesis is based on a questionnaire study with a total of 97 participants. The questionnaire was constructed with the help of prior similar studies conducted in the USA and Malaysia over a sixty-year time period. These studies are then used to analyze the results. The participants in our thesis were given ten motivational factors to rank according to what they believed motivated them the most.  The results showed that the participants rank <em>“good wages” </em>as the highest motivational factor for work motivation and <em>“possibility to advance to a higher position”</em> as the least motivating factor. The theoretical base is the <em>Two-factor theory</em> of motivation by Herzberg. We concluded from the results of our research that the participants were dissatisfied with their work situation as their hygiene factors were not contented according to the two-factor theory.          </p>

<p><strong>Background</strong>: Since the coining of the phrase lean production by Womack, Jones and Roos in 1990, this mass production system of Japanese origin has been implemented in a multitude of organizations throughout the world, the results being predominantly positive from a financial point of view. The possibly negative effects of mass production on worker motivation have been discussed since quality of work life became an important political issue in Sweden in the 1970’s. As the popularity of lean service is now increasing, there are still unresolved issues regarding the transferability of a mass production system to the service industry, particularly with regards to the motivation of service employees.</p><p><strong>Purpose</strong>: The purpose of our thesis is to study the lean system of a Swedish bank, SEB Way, from a management- as well as an employee perspective in order to describe how lean may affect the work motivation of service employees.</p><p><strong>Research procedure</strong>: The study is empirically based on observations and interviews on multiple hierarchical levels at SEB. We have conducted a total of 13 interviews with front line employees at SEB, with the central SEB Way team as well as two external lean specialists.</p><p><strong>Results</strong>: The study indicates that SEB Way has little direct influence on the intrinsic work motivation of the SEB front line employees, as work motivation was present prior to the implementation of lean. However, there are some areas of indirect overlaps between SEB Way and employee motivation, mainly in terms of tools which encourage improved employee performance. This is in line with the short-term result orientation which characterizes SEB’s organizational culture. Furthermore, the study indicates that lean production may possibly exert more extensive direct influence on employee motivation than SEB Way.</p>

In pace with a noticeably fiercer global competition and an increased customer awareness, today’s organizations are faced with vast requirements for higher productivity and stronger customerorientation. This transformation has denoted that human resources have become more and more accentuated, and a consensus has grown for the true power embraced within them. In Sweden, some few prominent leaders have distinguished themselves by being highly successful in reinforcing employee motivation, and their knowledge and experiences are priceless in the pursuit of utilizing the full potential of the workforce. The purpose with this thesis is to study how ten of Sweden’s most successful and acknowledged leaders view and work with employee motivation and critically examine their standpoints. The purpose is furthermore to exemplify how other leaders can strengthen employee motivation through adapting these motivational suggestions. Qualitative cross-sectional interviews were conducted for the empirical research, holding a hermeneutic and inductive research approach. The respondent pool is comprised by both commercial leaders, as well as leaders from the world of sports. They range from being managers over purely service-focused organizations, to being founders of innovative product-producing organizations. The major areas, which are touched upon are; general work motivation intrinsic/extrinsic motivation, communication, and lastly empowerment, responsibility and participation. Four major areas influence employee motivation (The Society and Social Surroundings, The Organization and Business Environment, The Manager and The Employee). This is visualized in the “Four-Factor Model”.

Background: Since the coining of the phrase lean production by Womack, Jones and Roos in 1990, this mass production system of Japanese origin has been implemented in a multitude of organizations throughout the world, the results being predominantly positive from a financial point of view. The possibly negative effects of mass production on worker motivation have been discussed since quality of work life became an important political issue in Sweden in the 1970’s. As the popularity of lean service is now increasing, there are still unresolved issues regarding the transferability of a mass production system to the service industry, particularly with regards to the motivation of service employees. Purpose: The purpose of our thesis is to study the lean system of a Swedish bank, SEB Way, from a management- as well as an employee perspective in order to describe how lean may affect the work motivation of service employees. Research procedure: The study is empirically based on observations and interviews on multiple hierarchical levels at SEB. We have conducted a total of 13 interviews with front line employees at SEB, with the central SEB Way team as well as two external lean specialists. Results: The study indicates that SEB Way has little direct influence on the intrinsic work motivation of the SEB front line employees, as work motivation was present prior to the implementation of lean. However, there are some areas of indirect overlaps between SEB Way and employee motivation, mainly in terms of tools which encourage improved employee performance. This is in line with the short-term result orientation which characterizes SEB’s organizational culture. Furthermore, the study indicates that lean production may possibly exert more extensive direct influence on employee motivation than SEB Way.

The purpose of this thesis is to study what motivational factors motivates the staff in the public elderly care and to investigate how the staff ranks the different motivational factors and if the rankings differ depending on gender, age, education, type of employment, time of employment, employer, income and ethnic background. The thesis is based on a questionnaire study with a total of 97 participants. The questionnaire was constructed with the help of prior similar studies conducted in the USA and Malaysia over a sixty-year time period. These studies are then used to analyze the results. The participants in our thesis were given ten motivational factors to rank according to what they believed motivated them the most.  The results showed that the participants rank “good wages” as the highest motivational factor for work motivation and “possibility to advance to a higher position” as the least motivating factor. The theoretical base is the Two-factor theory of motivation by Herzberg. We concluded from the results of our research that the participants were dissatisfied with their work situation as their hygiene factors were not contented according to the two-factor theory.

Denna forskning har två syften.Dels att undersöka grad på motivationsfaktorerien arbetsmiljö och eventuellakorrelationermellan motivationsfaktorerna.Enkäten baseradespå frågor från QPSNordic,Lockeoch Lathams (1990) frågeformuläroch occupational self-efficacy scale (OSES).Totalt hundra anställda (n = 100) deltog iundersökningen. Andra delen var att undersökachefers motivationsstrategier somanvänds för att motivera sinaanställda. I detta sammanhanghar anställdes uppfattning av destrategier somanvänds av cheferna också undersökts.Det skapades två struktureradefrågeformulär med öppnafrågor, en för cheferoch en för deanställda. Resultatenfrån enkätstudien visar attflesta motivations-faktorer låg på en medelgrad,utom motivationsfaktorn feedbackoch delfaktorn yttre belöningsom liggerpå en låg grad i denundersökta arbetsmiljön. Resultatet visarflera signifikantakorrelationer mellan motivationsfaktorerna.Frånde struktureradefrågeformulären visar resultatetatt alla chefer motiverar sina anställda ochchefer har både lika och olikamotivationsstrategier i sinarbetsplats. Resultatet visar att fåanställda som deltog i studien upplever chefens motivationsstrategier, för attunderlätta fler eventuella upplevda motivationsstrategierfrån chefer till arbetstagaren,görs antagandetatt detta kan åtgärdas genom att chefen ökar sin närvaro bland personal. / This research had two objectives. First, to investigate the level of the motivational factors in the workplace and the possible relationships between the motivational factors. The questionnaire was based on questions from QPSNordic, Locke and Latham's (1990) questionnaire and occupational self-efficacy scale (OSES). Total of one hundred workers (n=100) participated in the survey. Second, to examine the strategies managers used to motivate their employees. In this context, employee’s perception of the strategies used by the managers was also investigated. Two structured questionnaire with open ended questions were created, one for the managers and one for the employees. The results from the survey study shows that almost all motivating factors lay on a medium level, except the motivating factor feedback and the part factor external reward lies on a low level in the investigated workplace. The result shows several significant correlations between the motivational factors. From the structured questionnaire the result shows that all managers are motivating their employee´s and the managers have both equal and different motivating strategies in their workplace. The results showed that few employees experienced manager’s motivation strategies, in order to facilitate more any perceived motivational strategies from managers to employee´s; the assumption is this can be corrected by increasing the manager's presence.

The purpose of this paper was to gain knowledge about the conversation about developmental opportunities in the organization, and how a company uses it. The focus was on four different themes, purpose of the conversation about developmental opportunities in the organization, planning, execution and content, feedback. The sample consisted of six people, three employees and three managers of the company. The interviews were conducted by an interview guide, one for the employees and one for the managers. The results of the interviews showed that the conversation about developmental opportunities in the organization was used by managers to make all employees to strive in the same direction, an opportunity for employees to reconcile how their work performance is perceived by their managers, the use of a preparation model differs between managers and feedback was important. In the discussion, the authors analysed the four themes and compared them to previous research. / Syftet med uppsatsen var att få kunskap om vad utvecklingssamtal innehåller och hur ett företag använder det. Fokus låg på fyra teman, syfte med utvecklingssamtal, planering, genomförande och innehåll, återkoppling och uppföljning. Urvalet bestod av sex personer, tre medarbetare och tre chefer på ett företag. Intervjuerna genomfördes utifrån en intervjuguide för cheferna och en för medarbetarna. Intervjuerna var baserade på de fyra teman som författarna fokuserar på. Resultatet från intervjuerna visade att utvecklingssamtal används från chefernas sida för att alla skall sträva åt samma håll, en möjlighet för medarbetarna att stämma av hur deras arbetsinsats upplevs, utvecklingssamtalen upplevs ömsesidiga, användning av en förberedelsemall skiljer sig cheferna emellan och att uppföljning av utvecklingssamtal är viktigt. I diskussionen gjordes en djupgående analys av de fyra teman och jämfördes med tidigare forskning.

Syftet med studien är att erhålla ökad förståelse för hur medarbetare upplever att arbetsmotivation kan främjas och ledarens påverkan på främjandet av arbetsmotivationen. Vidare undersöks vilka faktorer som verkar  motivationsfrämjande för medarbetarna i den organisation där studien utförts samt hur väl deras arbetsmotivation främjas. Studien utgår ifrån en kvalitativ metod och det empiriska materialet har insamlats genom åtta intervjuer på medarbetarnivå. Studiens resultat visar att medarbetarnas arbetsmotivation främjas genom flera faktorer, bland annat sociala faktorer och lönen betonas. Medarbetarnas motivation främjas men skulle kunna främjas mer än vad den gör idag genom ett antal motivationsfrämjande faktorer som diskuteras. Ledaren har påverkansmöjligheter över flertalet av de faktorer som skulle kunna höja medarbetarnas arbetsmotivation. Fokus bör därför riktas mot dessa motivationsfrämjande faktorer. / The purpose of this study is to contribute to increased knowledge about how employees´ perceive that work motivation can be enhanced and the leaders’ impact on it. Furthermore the authors wish to examine which motivational factors that contribute to employees’ work motivation in the organization where the study was conducted and how well their work motivation is promoted. A qualitative method has been used to conduct this study and its material has been gathered from eight qualitative interviews with employees in the organization. The result shows that several factors contribute to the work motivation, for example the influence of social factors and the salary is stressed. The work motivation could, through a series of motivational factors, be more promoted. The manager plays an important role and can influence most of the motivational factors that are needed for enhancing the employees’ work motivation. Focus should therefore be directed towards these motivational factors.

The aim of this study was to examine if transformational leadership, transactional leadership, gender, educational level, income and age predict work motivation, referring to Herzberg’s motivation-hygiene theory. According to past research the factors above increase work motivation. The study was brought about with a survey based on the Multi Factor Leadership Questionnaire (MLQ-5X), Herzberg’s motivation-hygiene theory and demographic items. The result showed that transformational leadership and age predicted the motivation factors. Transformational leadership also predicted the hygiene factors, nevertheless with minor correlation. Age, gender, income and educational level had no influence on the motivation- and hygiene factors. An interpretation of the result might be that transformational leadership contains factors that easily motivate employees while age has a greater importance when it comes to satisfaction and motivation than it has to dissatisfaction. / Syftet med den här studien var att undersöka om faktorerna transformational ledarskap, transactional ledarskap, kön, utbildningsnivå, inkomst och ålder predicerar arbetsmotivation, utifrån Herzbergs motivations- och hygienfaktorer. Enligt tidigare forskning leder ovan nämnda faktorer till högre arbetsmotivation. Studien genomfördes med en enkät baserad på ledarskapsformuläret Multi Factor Leadership Questionnaire (MLQ-5X), Herzbergs motivations- och hygienfaktorer samt demografiska frågor. Resultatet visade att transformational ledarskap och ålder predicerade motivationsfaktorerna. Även hygienfaktorerna predicerades av transformational ledarskap men dock svagare. Ålder, kön, inkomst och utbildning hade ingen inverkan på vare sig motivations- eller hygienfaktorerna. En tolkning till resultatet kan vara att transformational ledarskap innehåller faktorer som ger goda förutsättningar att motivera medarbetarna medan ålder har en större betydelse för trivsel och motivation än vad den har för vantrivsel.

<p>In pace with a noticeably fiercer global competition and an increased customer awareness, today’s organizations are faced with vast requirements for higher productivity and stronger customerorientation. This transformation has denoted that human resources have become more and more accentuated, and a consensus has grown for the true power embraced within them. In Sweden, some few prominent leaders have distinguished themselves by being highly successful in reinforcing employee motivation, and their knowledge and experiences are priceless in the pursuit of utilizing the full potential of the workforce.</p><p>The purpose with this thesis is to study how ten of Sweden’s most successful and acknowledged leaders view and work with employee motivation and critically examine their standpoints. The purpose is furthermore to exemplify how other leaders can strengthen employee motivation through adapting these motivational suggestions.</p><p>Qualitative cross-sectional interviews were conducted for the empirical research, holding a hermeneutic and inductive research approach.</p><p>The respondent pool is comprised by both commercial leaders, as well as leaders from the world of sports. They range from being managers over purely service-focused organizations, to being founders of innovative product-producing organizations.</p><p>The major areas, which are touched upon are; general work motivation intrinsic/extrinsic motivation, communication, and lastly empowerment, responsibility and participation.</p><p>Four major areas influence employee motivation (The Society and Social Surroundings, The Organization and Business Environment, The Manager and The Employee). This is visualized in the “Four-Factor Model”.</p>