<p>Syftet med denna uppsats är att ge en bild av hur motivationen ser ut på Veidekkes projektet Pelarbacken och att skapa en förståelse för de anställda samt vad som gör dem motiverade till att vilja utföra ett bra arbete. För att illustrera hur de anställda upplever att de motiveras har utgångspunkten varit inre- och yttre motivation, belöningssystem samt motivation genom uppsättning av mål. Studien baseras på enkätsvar från sju av de anställda på projektet samt intervjuer med fyra av de anställda. Studien visar att vad som motiverar de anställda är väldigt individuellt då svaren i enkäterna var spridda. Det finns några faktorer som de anställda till största del var överrens om motiverade dem, dessa faktorer är positiv feedback, omväxlande arbetsuppgifter och utmaningar. Förslag till framtida studier är att göra en mer omfattande undersökning, som innefattar flera projekt och respondenter, för att ta reda på huruvida kollektiva belöningar skulle kunna kompletteras med individuella.<em></em></p> / <p>The purpose of this paper is to give an idea of what motivates employees at Veidekke’s project Pelarbacken. To create an understanding for what motivates the employees at Pelarbacken the starting point has been intrinsic- and extrinsic motivation, reward systems and motivation through goal-setting. The study is a case study based on the questionnaire responses from seven of the employees and interviews with four of them. The study shows that what motivates respondents is very individual since the responses from the questionnaires did not have a consistent pattern and were distributed across all response alternatives. There were a few motivational factors that the respondents consistently agreed motivated them, these were; positive feedback, task variation and challenging goals. For future studies the suggestion is to conduct a more extensive study about whether it would be a good idea to complement the collective rewards that exist in the company today with individual rewards.<em></em></p>

Thesis (M.Ed.)--North-West University, Potchefstroom Campus, 2008.

Syftet med denna uppsats är att ge en bild av hur motivationen ser ut på Veidekkes projektet Pelarbacken och att skapa en förståelse för de anställda samt vad som gör dem motiverade till att vilja utföra ett bra arbete. För att illustrera hur de anställda upplever att de motiveras har utgångspunkten varit inre- och yttre motivation, belöningssystem samt motivation genom uppsättning av mål. Studien baseras på enkätsvar från sju av de anställda på projektet samt intervjuer med fyra av de anställda. Studien visar att vad som motiverar de anställda är väldigt individuellt då svaren i enkäterna var spridda. Det finns några faktorer som de anställda till största del var överrens om motiverade dem, dessa faktorer är positiv feedback, omväxlande arbetsuppgifter och utmaningar. Förslag till framtida studier är att göra en mer omfattande undersökning, som innefattar flera projekt och respondenter, för att ta reda på huruvida kollektiva belöningar skulle kunna kompletteras med individuella. / The purpose of this paper is to give an idea of what motivates employees at Veidekke’s project Pelarbacken. To create an understanding for what motivates the employees at Pelarbacken the starting point has been intrinsic- and extrinsic motivation, reward systems and motivation through goal-setting. The study is a case study based on the questionnaire responses from seven of the employees and interviews with four of them. The study shows that what motivates respondents is very individual since the responses from the questionnaires did not have a consistent pattern and were distributed across all response alternatives. There were a few motivational factors that the respondents consistently agreed motivated them, these were; positive feedback, task variation and challenging goals. For future studies the suggestion is to conduct a more extensive study about whether it would be a good idea to complement the collective rewards that exist in the company today with individual rewards.

Alla människor behöver aktivera sig fysiskt och motionera på ett eller annat sätt. Men för att kunna motionera krävs det att motivation finns. Forskning har visat att motivation går att dela in i framförallt två former, det är inre motivation och yttre motivation. Den senare formen finns i fyra olika grader. Syftet med uppsatsen var att undersöka vad som upplevdes motivera till motion hos medlemmar på Friskis &amp; Svettis. Undersökningen genomfördes genom intervjuer, data som framkom analyserades sedan genom den hermeneutiska cirkeln. Resultatet som framkom var att det framförallt var inre motivation som påverkade medlemmar till att motionera. Yttre motivation påverkade endast under kortare perioder vid tillfälliga hinder för att motionera. Inre motivation är något som personer inte kan skapa utan de måste upptäcka det inom sig själva.

Bemanningsbranschen växer och allt fler personer blir anställda via bemanningsföretag. Bemanningsföretagens viktigaste uppgift är att öka flexibiliteten på arbetsmarknaden. De gör det lättare för företagen att snabbt anpassa arbetsstyrkan till efterfrågan. Samtidigt finns problem och risker med att hyra in personal. Flertalet studier kring dessa problem tangerar ämnena motivation och/eller inhyrda medarbetare, men forskningen är begränsad vad gäller inhyrda medarbetares motivation. Under antagandet att graden av motivation, generellt sett, är lägre hos inhyrda medarbetare än hos anställda medarbetare, syftar denna studie till att undersöka vilka motivationsrelaterade skillnader som finns mellan anställda och inhyrda medarbetare på ett bank- och försäkringsbolag; Företaget. Med hänsyn till att ämnet är relativt outforskat genomförs en explorativ fallstudie genom kvalitativa semi-strukturerade intervjuer med sex medarbetare på Företaget. Studien kan liknas vid en pilotstudie, som kan ligga till grund för framtida, mer omfattande forskning. Studien inleds med en deduktiv ansats och tar teoretiskt avstamp från fem olika motivationsteorier: Expectancy Theory och Equity Theory, är att hänföra till Intrinsic Motivation (inre motivation), medan Goal-Setting Theory och Job Design representerar teorier om Extrinsic Motivation (yttre motivation). Slutligen används Self-Determination Theory som är ett hybridperspektiv som fördelar tyngdpunkten jämnt mellan Intrinsic Motivation och Extrinsic Motivation. Därefter övergår studien till en mera induktiv ansats där respondenternas uttalanden i intervjuerna, tillsammans med teorierna, ligger till grund för en kategorisering i sju motivationsfaktorer: Mål, Lön, Uppskattning – utvecklingsmöjligheter och andra belöningar, Samhörighet, Självständighet och eget ansvar, Meningsfullhet samt Omväxling. Skillnaderna i motivation mellan anställda och inhyrda medarbetare på Företaget analyseras därefter med utgångspunkt från dessa sju kategorier. De motivationsrelaterade skillnader som framkommer genom studien är framför allt följande: Inhyrda medarbetare motiveras av karriärutvecklingsmöjligheter i större utsträckning än anställda, Mål är viktigare bland inhyrda än bland anställda medarbetare. Lön är en viktigare motivationsfaktor för inhyrda medarbetare, dock endast på lång sikt. Bland övriga motivationsfaktorer märks inte lika tydliga skillnader. Med anledning av studien föreslås att framtida forskning i ämnet bör ske i form av mera omfattande studier, gärna av kvantitativ karaktär. Forskningen bör omfatta fler respondenter, på fler företag, ur en större variation av yrkesgrupper, med en högre grad av anonymitet för respondenterna

Applied economists and strategy scholars have examined a variety of firm-level factors that may explain the level and direction of firms' innovative effort and performance, including firms' profit incentives. Innovation at the firm level, however, should also depend heavily on the nature of the pecuniary and non-pecuniary incentives driving the efforts of those individuals that are responsible for innovative activities within firms. Drawing on research in economics and social psychology, I examine three questions: 1. What are the motives of individuals engaged in firm innovation? 2. How do individuals' motives and incentives affect their innovative effort and performance? 3. How do individuals' motives and incentives differ between entrepreneurial and established firms, and are any such differences associated with differences in innovative effort and performance? My empirical analysis builds on the National Science Foundation's SESTAT data, which contain survey responses from over 10,000 scientists and engineers employed in U.S. firms. Among others, the data contain measures of individuals' extrinsic, intrinsic, and social motives (e.g., preferences for work benefits such as salary, intellectual challenge, and contribution to society), effort, and innovative performance. In chapter Two ("What makes them tick - Employee motives and firm innovation"), I develop a formal model of the relationships between individuals' motives and incentives, effort, and innovative performance. Econometric analyses using the SESTAT data suggest that individuals' motives have significant effects upon innovative effort, as well as on innovative performance, controlling for effort. Overall, intrinsic motives (in particular, intellectual challenge) appear to be more beneficial for innovation than extrinsic motives. In chapter Three ("Fire in the belly? Individuals' motives and innovative performance in startups and established firms"), I examine differences in motives, effort, and performance between startups and established firms. I find that individuals' extrinsic motives differ significantly between startups and established firms, while their intrinsic motives are surprisingly similar. Startup employees expend more effort and have higher patent application counts than individuals in established firms. Individuals' motives explain only a limited amount of these effort and performance differences across firm types, however, because the intrinsic motives that are most strongly associated with effort and performance differ little between startups and established firms. / Dissertation

Given that computer hacking cause huge loss among firms, it¡¦s necessary to understand how individuals engage to commit it. Most of previous research on computer hacking, discuss the reasons by motivation, deterrence theory, moral intensity and social learning theory. However, those perspectives were adopted in researches independently. Thus, there is a need for research to combine these perspectives to create a completed, empirical model to explain the hacker¡¦s intention. Based on motivation theory, moral intensity, deterrence theory, and social learning theory, an empirical study of the intention of computer hacking was conducted. Moreover, we found the key factor ignored in the past, severity level of computer hacking, which will change the way of other factors affecting the intention. Data collected from 473 individuals in Taiwan confirmed our hypotheses and tested against the research model. The results support the proposed model in predicting intention to commit computer hacking. This study demonstrated that intrinsic motivation, extrinsic motivation, moral intensity, punishment certainty, punishment severity, and social influence were key factors that resulted in intention of computer hacking. In addition, severity level of computer hacking was a strongly significant moderator in all factors to intention. Lastly, several implications of information security management and direction to reduce computer hacking rate for practices are discussed.

There have been many recent examples in the news of how employees were motivated by their companies to take actions that were not best for the long term success of the company. Mortgage companies gave financial incentives to brokers for each loan approved regardless of quality, which resulted in a large number of defaults several years later. BP, the oil company, gave financial incentives to employees based on short-term profits, which motivated management to perform cheaper and less frequent maintenance on the Alaskan Pipeline. This led to increased bonuses until a pipeline failure several years later. And numerous financial institutions gave employees big performance bonuses based on short-term profits one year before their institutions failed. Many analysts have stated that lucrative bonuses that did not take into account long-term company performance motivated many employees to take dangerous financial risks. In addition, in my 16 years of software development consulting, I have first-hand experience with seeing how companies' motivation techniques influence people to ignore the long-term success of their company. I have seen incentives for delivering a project on time influence project managers and developers to push low quality software into production in order to meet that deadline. Similarly, I have seen incentives (for meeting budget numbers on a project) influence managers to eliminate planning and quality assurance in order to lower the cost of implementing the project. In each of those cases, the resulting low quality software caused long-term damage to the company that could have been avoided if the project were higher quality but slightly late or over budget. I have also seen that incentives, intended to encourage call center employees to take more calls per hour, ended up motivating employees to hang up on customers without solving their problems. This resulted in low customer satisfaction, which led to a long term reduction in sales. These are only a few of the many examples I have seen in my career of how the wrong motivational techniques can have unintended, negative, long-term results for a company. Regardless of whether the motivational techniques are based on profits, revenues, productivity, stock price, or some other factor, many motivational techniques include financial incentives that are based on monthly, quarterly, or yearly results without regard for longer periods of time. Long term incentives, such as vesting in a 401(k) or increased vacation time, are typically focused solely on retaining employees rather than on long-term company performance. This thesis explores the ways in which companies currently motivate employees. The motivation may be extrinsic, using tools such as financial incentives or it may be intrinsic, using tools such as company culture or hiring practices. This thesis will review both academic research and practical management experience related to employee motivation with a goal of identifying practical recommendations for improving the current, common motivational practices. These improvements should encourage employees to take the best actions for the long-term success of the company. / text

Darbuotojų motyvavimas yra vienas pagrindinių ir reikšmingiausių organizacijos vadybos vertybių. Tyrimo tikslas — įvertinti švietimo organizacijų darbuotojų vidinės ir išorinės motyvacijos lygį, šias motyvacijas formuojančius veiksnius bei parengti motyvacijos modelį. Atlikta anketinė apklausa Ukmergės Dukstynos pagrindinėje mokykloje ir A. Smetonos bei J. Basanavičiaus gimnazijose. Iš viso apklausta 102 respondentai: 51 respondentas iš gimnazijų ir 51 – iš pagrindinės mokyklos. Darbe aptarti švietimo organizacijų darbuotojų vidinės ir išorinės motyvacijos tyrimo aspektai leidžia teigti, kad švietimo organizacijų darbuotojų vidinė motyvacija yra aukštesnė už išorinę. Išaiškinta, kad darbuotojų motyvacijos lygį įtakoja jų amžius, bendras darbo stažas, išsilavinimas, kvalifikacija, šeimyninė padėtis. Didėjant mokytojų amžiui ir stažui, vidinė motyvacija mažėja, o išorinė – šiek tiek didėja arba išlieka pastovi. Vidinė ir išorinė motyvacija susijusi su darbuotojų pasitenkinimu darbu. Mokyklų vadovai turėtų skirti didesnį dėmesį mokytojų motyvavimui, vertybių, nuostatų formavimui. / Motivation plays a critical role in management of an organization. It is fundamental to management process of an organization. The aim of the research is to assess personnel’s intrinsic and extrinsic motivation in educational establishments and to create the model of work motivation. Providences and generalizations are formulated based on assessment of personnel’s motivation in educational establishments in Ukmergė. A questionnaire survey was conducted at Dukstynos Basic School, Antanas Smetona and Jonas Basanavičius gymnasiums. 102 respondents were included in the survey: 51 respondents were from Dukstynos Basic School and 51 respondents were from gymnasiums. Aspects of the motivation study suggest that school personnel‘s intrinsic motivation level is higher than extrinsic motivation. It is clear that employees‘ level of motivation depends on age, previous experience, educational level, qualification, family status. High levels of intrinsic motivation are observed among younger employees; older employees have higher level of extrinsic motivation or it remains the same. Intrinsic and extrinsic motivation positively correlates with job satisfaction. Managers should pay more attention to formation of teachers’ values and attitudes.

The Sediba project originated when investigations showed that there were many teachers in the North-West Province that did not possess sufficient subject knowledge to teach physical sciences and mathematics. In spite of many in-service training opportunities for teachers, the achievements of learners are still not satisfactory. From interviews with teachers in the Sediba Mathematics Programme the problem of unmotivated learners became apparent. From the literature it appeared that the motivation of teachers has an effect on the motivation of their learners. This study was undertaken as a result of those findings to determine whether the Sediba Mathematics Programme has an effect on the intrinsic motivation of the teachers in the programme. To understand the nature of motivation better, the motivation theories of Maslow, Herzberg, Adams and Vroom were investigated. This investigation made valuable contributions to the study and gave insight into the behaviour patterns of the teachers in certain situations. By means of the literature study a profile of a motivated mathematics teacher could be compiled. It was found that self-concept, self-efficacy, task value and the effect that change has on teachers, could be regarded as determinants of intrinsic motivation. Aided by a questionnaire, an empirical study was done to test the degree to which these determinants were present in the teachers. To bring about triangulation this was followed up by conducting interviews with a sample of the teachers. Furthermore, a mathematics competence test was done. Several models of in-service training were further investigated and the Sediba Mathematics Programme was evaluated on the basis of a set of essential elements for an ideal programme. It was found that the Sediba Programme fulfilled these requirements to a large degree. The empirical investigation, the mathematics competence test and the interviews that were held with teachers delivered the following results. It was found that the Sediba Mathematics Programme did have an effect on the intrinsic motivation of the teachers in the programme. The subject knowledge of the teachers improved significantly after only one year of study. The teachers' self-concept and self-efficacy improved, they regarded their task as important and endeavoured to implement change meaningfully in spite of existing uncertainties. Negative conditions such as overcrowded class-rooms, no/little aids, lack of safety and discipline at many schools that made it difficult for teachers to deliver quality teaching, could affect motivation negatively. Keywords for indexing: motivation, mathematics teacher, professional development, Sediba-program, in-service training and motivation, intrinsic motivation, extrinsic motivation, in-service training for mathematics teachers. / Thesis (M.Ed.)--North-West University, Potchefstroom Campus, 2008.