Introduction: Motivation is a multifaceted area, due to the fact that the mind of every human being is unique. Despite that the topic of work motivation has been studied thoroughly by many scholars, there still is no universal description of how to motivate people. The reason to why this research area is “unsolved” is hard to say, but one explanation could be that motivational factors change over time and depend on individual factors such as age, life stage, and duration of employment. Research question: Why are individuals motivated by different factors at work? Purpose: The aim of this thesis is to study the reasons behind the differences in motivational factors between five individuals employed within business administration at three different companies. Methodology: We have used a qualitative method based on five interviews and five observations of employees working within business and administration at three different companies situated in Växjö. The empirical findings have been analysed from a qualitative point of view. Final discussion: Our conclusion drawn from the empirical findings is that some factors, such as security and salary, are related to life stage and change over time. Other factors stay the same during the whole working life, such as the desire for personal development. This conclusion can be drawn since motivation is not only a trait of character that someone either has or not has; motivation occurs in the interaction between an individual and the situation.

<p>Introduction: Motivation is a multifaceted area, due to the fact that the mind of every human being is unique. Despite that the topic of work motivation has been studied thoroughly by many scholars, there still is no universal description of how to motivate people. The reason to why this research area is “unsolved” is hard to say, but one explanation could be that motivational factors change over time and depend on individual factors such as age, life stage, and duration of employment.</p><p>Research question: Why are individuals motivated by different factors at work?</p><p>Purpose: The aim of this thesis is to study the reasons behind the differences in motivational factors between five individuals employed within business administration at three different companies.</p><p>Methodology: We have used a qualitative method based on five interviews and five observations of employees working within business and administration at three different companies situated in Växjö. The empirical findings have been analysed from a qualitative point of view.</p><p>Final discussion: Our conclusion drawn from the empirical findings is that some factors, such as security and salary, are related to life stage and change over time. Other factors stay the same during the whole working life, such as the desire for personal development. This conclusion can be drawn since motivation is not only a trait of character that someone either has or not has; motivation occurs in the interaction between an individual and the situation.</p>

Change is a way of life in organizations today, whether the change is planned or unplanned. The goals of planned change are to improve the ability of the organization, as an open system, to adapt to change, and more specifically, to change behaviour of employees. Change in customer needs, the competition, and changed legislation amongst others, force the organization to change, and lead to change plans, strategies, and techniques. The drivers for change impacted on the interrelated primary components of the organization (subsystems); viz. technical, structural, management, psychological, goal, and value components. The impact on the structural subsystem of the organization was brought about through restructuring, division of work, new decision-makers and authority, and changes in organizational policies and procedures. The impact on the technical subsystem was brought about by process re-engineering, new technology, and new techniques and equipment necessary for service delivery. The impact on the psychosocial subsystem was brought about by restructuring and affirmative action initiatives, resulting in a new network of social relationships, behavioural patterns, norms, roles, and communications. The impact on the goal and value subsystem was brought about by a new mission and vision of the organization, value changes such as empowerment, teamwork, learning and development, diversity awareness, as well as respect for the individual. All the changes mentioned previously collectively impacted on the managerial subsystem that spans the entire organization by directing, organising and coordinating all activities toward the basic mission. The managerial subsystem is important for the integration of the other subsystems, and the proposed changes were true role modelling, living the new organizational values, participative management, creating opportunities, people-centerd focus, giving recognition, motivating and coaching staff, and capacity building. For change to be effective there should be an integrated approach of structural, technical (work processes), and behavioural strategies. Through this research it became evident that it could be easier to change processes and structures within the organization, but the challenge is to change behaviour of individuals, groups, and the larger organization as it impacts on the management, psychological, goal, and value subsystems. People are the key to facilitate, implement, and manage change effectively in order to improve organizational effectiveness. Therefore, good leadership, including motivating employees during organizational change, is vital to the success of any change initiative. In summary, organizational strategy alone cannot produce the desired change results; there should be alignment with the management style, and the organizational culture or subcultures. The purpose of this investigation was to determine if an integrated approach to organizational transformation (focusing on work processes, structures and employee behaviour) was followed. The analysis focused on factors that have an impact on the effectiveness/ineffectiveness to the change process, the impact of change on the organization, employees, and the organization culture. Specific work-related needs were also determined. The specific role of Human Resources (HR) during this change was determined, and recommendations were made accordingly. A qualitative and quantitative research strategy were utilized to investigate the factors that influenced the effectiveness or ineffectiveness of the transformation process. Quantitative techniques were used to assess attitudes of the factors that influenced transformation, to investigate work-related needs, work motivation, and locus of control variables. Data were subjected to discriminant analysis and two-way factorial analysis of variance. Post-hoc comparisons were done by means of the Scheffé Test. A qualitative strategy was used to gather information about the need for change in this organization, the diagnoses of the current organization, planning of change strategies, implementation of change interventions, and management of the transformation process within the organization. The researcher's role was established as an objective observer of each and every aspect of the transformation process that entailed data collection, evaluation and feedback to the external consultants. Many issues were identified that impacted on the effectiveness of the transformation initiatives. Recommendations were made for addressing the issues on individual, group and organizational systems level. It was proposed that the organization (business) strategy and organizational culture(s) be aligned, and that all transformation initiatives be driven with a holistic and integrated change approach. An organization transformation strategy should be part of the business strategy. It was proposed that culture (climate) surveys, and focus groups should become part of the transformation strategy, where the factors that impact on a strong organizational culture or sub-culture are tracked, measured and managed continuously. A motivation strategy (included in the transformation strategy) needs to be developed for the business unit/team that is aligned with the organization’s strategy, objectives, business plans, critical success factors, the values of the organization, as well as the subculture(s) of the team/business unit(s). / Thesis (DCom (Human Resources Management))--University of Pretoria, 2005. / Human Resource Management / unrestricted

Background: Contemporary research has been studying what motivates employees in different working fields. In this study, Herzberg’s research is examined in order to take a closer look at the motivation of customer service employees. Purpose: The purpose of this study is to examine how the employees of customer service are motivated to work by mainly relating this study’s results to Herzberg’s research. Method: The study method is a case study with qualitative research including semi-structured interviews and snowball sampling approach. Theoretical framework: The fundamental theoretical framework in this study consists of Herzberg’s two-factor motivation theory. Empirical material: The empirical material in this study consists of ten customer service employees. All the empirical data has been collected through face-to-face contact. Conclusion: The overall picture of the empirical material is that the customer service employees are motivated by these Herzberg factors: “Salary”, “Interpersonal relations”, “Policy and administration”, “Achievement”, “Recognition”, “The work itself”, “Responsibility”, “Advancement” and finally “Possibility of growth”.

<p>The main purpose of this study was to” assess the role of work motivation on employee performance”. This study in an assessment of this purpose used deductive approach in which a qualitative survey was carried out among students at of Umeå Business School (USBE) who are assumed to be future employees .The survey was intended to get their responses on what they feel is (are) the best factors that could motivate them as future employees among a list of ten motivational factors. In this light the study sets to identify the most ranked factors among the ten motivational factors.</p><p>The analysis from the empirical findings showed that Job satisfaction”was the most ranked factor for both sub groups that made up the sample survey. However a study from previous researches used in this study showed that different results could be obtained from different groups of already working employees. This study therefore can be seen as an introduction to a more detailed study to be carried by future researchers on the field of employee’s motivation.</p>

The main purpose of this study was to” assess the role of work motivation on employee performance”. This study in an assessment of this purpose used deductive approach in which a qualitative survey was carried out among students at of Umeå Business School (USBE) who are assumed to be future employees .The survey was intended to get their responses on what they feel is (are) the best factors that could motivate them as future employees among a list of ten motivational factors. In this light the study sets to identify the most ranked factors among the ten motivational factors. The analysis from the empirical findings showed that Job satisfaction”was the most ranked factor for both sub groups that made up the sample survey. However a study from previous researches used in this study showed that different results could be obtained from different groups of already working employees. This study therefore can be seen as an introduction to a more detailed study to be carried by future researchers on the field of employee’s motivation.

Two studies examined cultural differences in the propensity to seek performance feedback using an experimental policy-capturing design. Findings demonstrated differences between European-Canadians and Chinese participants in the importance of contextual and individual variables in predicting feedback-seeking intentions. In particular, European-Canadians were more motivated than Chinese participants to seek individual feedback when it was positive versus negative (feedback valence). Further, the ego-based motive (ego-defensiveness) predicted the relationship between feedback valence and feedback-seeking intentions for European-Canadians, whereas the motive did not predict the relationship for Chinese participants. Results indicated that both European-Canadians and Chinese participants were less likely to seek feedback when feedback seeking occurred in public versus private. This finding was qualified by a significant interaction between culture and the image-based motive (defensive impression management) in predicting the relationship between publicness of feedback seeking and feedback-seeking intentions. Specifically, the image-based motive predicted the relationship between the publicness of feedback seeking and feedback-seeking intentions for Chinese participants but did not predict this relationship for European-Canadians. Findings also revealed cultural differences in the propensity to seek feedback from different sources. European-Canadians were significantly more likely than Chinese participants to seek feedback when it came from a supervisor versus a peer. Contrary to prediction, the relationship between the mean beta weight for the Source cue was not predicted by the instrumental motive for European-Canadians. In support of prediction, power distance predicted the relationship between feedback source and feedback-seeking intentions for Chinese participants. Overall, the two studies provide evidence for differences in the motivation to seek feedback between East Asian and Western individuals. Study limitations and future research directions are discussed, as well as practical and theoretical implications of the current findings.

Two studies examined cultural differences in the propensity to seek performance feedback using an experimental policy-capturing design. Findings demonstrated differences between European-Canadians and Chinese participants in the importance of contextual and individual variables in predicting feedback-seeking intentions. In particular, European-Canadians were more motivated than Chinese participants to seek individual feedback when it was positive versus negative (feedback valence). Further, the ego-based motive (ego-defensiveness) predicted the relationship between feedback valence and feedback-seeking intentions for European-Canadians, whereas the motive did not predict the relationship for Chinese participants. Results indicated that both European-Canadians and Chinese participants were less likely to seek feedback when feedback seeking occurred in public versus private. This finding was qualified by a significant interaction between culture and the image-based motive (defensive impression management) in predicting the relationship between publicness of feedback seeking and feedback-seeking intentions. Specifically, the image-based motive predicted the relationship between the publicness of feedback seeking and feedback-seeking intentions for Chinese participants but did not predict this relationship for European-Canadians. Findings also revealed cultural differences in the propensity to seek feedback from different sources. European-Canadians were significantly more likely than Chinese participants to seek feedback when it came from a supervisor versus a peer. Contrary to prediction, the relationship between the mean beta weight for the Source cue was not predicted by the instrumental motive for European-Canadians. In support of prediction, power distance predicted the relationship between feedback source and feedback-seeking intentions for Chinese participants. Overall, the two studies provide evidence for differences in the motivation to seek feedback between East Asian and Western individuals. Study limitations and future research directions are discussed, as well as practical and theoretical implications of the current findings.

The study examines the meaning of having a dog in the workplace of personnel who work with therapy. The purpose was to examine the personnel’s view of dogs in their work envi-ronment. The study uses two theories. One is ‘psychosocial work environment’ and the other theory used is ‘symbolic interactionism’. The first theory aims to see the personnel in the con-text of their work environment. The second theory aims to examine the symbolic meaning of the dog for the personnel. The method used is a semi-structured qualitative interview with eight personnel that work in a place where they use therapy dogs as a part of therapy for the clients. The study showed that good work environment is very important to the personnel and that bad work environment affects them negatively both at work as well as at home. The study also showed that having a dog at a workplace has many advantages as cheering up the per-sonnel and clients, making the workload easier and makes the clients motivated for therapy. A negative aspect was that there are risks for allergic people and that the dog could be distract-ing to the clients.

This thesis deals with an analysis of motivation and satisfaction of employees in the international company Tech Data and it is mainly based on the results of annual questionnaire survey the aim of which is to find out how its employees are satisfied in four areas. The thesis is divided into a theoretical and practical part describing theoretical bases for motivation and satisfaction at work, remuneration and education of employees. The sources of motivation and satisfaction provided by the company Tech Data, including the analysis of results of staff survey not only in the Czech republic but in the whole Europe, are then summed up. Finally the thesis consists of an evaluation of the current situation in the company Tech Data along with some proposed measures to improve staff motivation and satisfaction.