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The civilian level of motivation to defend Austria in case of an invasion is shown to be rather low compared to other European countries, where only 15-30 % of the Austrian population say they are willing to defend the country. The use of civilian support in war has been shown as an important factor during the Russo-Ukrainian war, where thousands of volunteers joined the armed forces to defend their country. Using civilians as a part of the civil defense is also shown to have a powerful deterrent effect for a foreign invasion.   This study contributes to an in-depth understanding how Austrian officers’ and cadets’ motivation is affected by the low civilian level of motivation to defend the nation. This was done by collecting qualitative data by doing semi-structured interviews with four officers and four cadets, seven men and one woman. The results from the interviews were later analysed with a textual analysis to identify common themes and patterns.   The study shows that the motivation among the military personnel was not affected by a low civilian will to defend the country. A majority of the respondents also saw several risks with having a low support from the civil society. This could create challenges regarding securing personnel and maintaining a high moral among the troops during wartime.

Hur påverkas projektdeltagarnas motivation i projekt som har en relativt lång tid avsatt för genomförandet och med förhållandevis stora resurser? För att få svar på frågan om motivation i långa projekt genomfördes en empirisk fallstudie via kvalitativa intervjuer av sex projektdeltagare och en projektledare, i ett företag inom tullbranschen. Dessa sju personer var allokerade till ett IT-utvecklingsprojekt. Herzbergs två-faktorteori användes för att beskriva vilka faktorer som påverkat respondenternas motivation. Av studien följer att det är främst tre slags händelser som påverkar projektdeltagarnas motivation. Det är händelser som går att koppla till projektets fasövergångar, händelser som berör projektets målsättning och händelser som handlar om projektets arbetssätt. Avslutningsvis kan konstateras att det är den kontextuella osäkerheten som främst påverkar projektdeltagarnas motivation i ett projekt som pågår under lång tid. Alltså de förändringar som sker i omvärlden mellan tidpunkten för planeringen av projektet och när projektmålet utvärderas. / What affect the project participants’ motivation in projects that have a relatively long period of time set aside for implementation and with relatively large resources? An empirical case study was conducted to answer the question about motivation in long projects by using qualitative interviews of six project participants and one project manager in a company in the customs sector. These seven people were allocated to an IT development project. Herzberg´s two-factor theory was used to describe the factors that influenced the respondents’ motivation. There are mainly three types of events that affects the project participants’ motivation. These are events that can be linked to the project phase transitions, events related to project objectives and events about the project’s methodology. Finally, it can be stated that it is the contextual uncertainty that primarily affect the project participants’ motivation in a project going on for a long time. Thus the changes in the business environment between the time of the planning of the project and when the project objectives are evaluated.

Job dissatisfaction among bank employees may adversely influence the financial performance of banks due to employee turnover, decreased productivity, poor service quality, decreased customer satisfaction, and negative employee attitudes in the workplace. The purpose of this correlational study was to examine how work on the present job, pay, opportunities for promotion, supervision, and coworker relationships predict job satisfaction among bank employees in Nigeria. The population of the study was 167 bank employees in 3 commercial banks in Nigeria. The 2-factor theory (TFT) served as the theoretical foundation in this study. Data collection was through a survey instrument called the job descriptive index. The results of the multiple linear regression analysis showed that the regression model significantly predicted job satisfaction, F (5, 95) = 10.806, p < .05, R2 = .363. Both supervision and coworker relationships were statistically significant predictors of job satisfaction among bank employees in Nigeria, while there were no statistically significant relationships between the predictors' work on the present job, pay, and opportunities for promotion, and the dependent variable, job satisfaction. The implications of this study for positive social change include the potential to provide senior bank executives with an understanding of factors that relate to job satisfaction among bank employees, including creating a desirable work environment, improving the quality of supervision in the organization, increasing job satisfaction, and making the organization more desirable for employees.

Employee turnover affects the profitability, performance, and customer service of an organization. The purpose of this multiple case study was to explore strategies that leaders in the hotel industry used to maintain a low rate of employee turnover. Motivation-hygiene theory was the conceptual framework for the study. The study population included 9 hotel leaders from 2 international hotels operating in Jamaica. Methodological triangulation involved the comparison of data from observation of hotel facilities and leaders' interactions with employees, review of company documents, and semistructured interviews. Data were analyzed into emerging themes using a Gadamerian hermeneutics framework of interpretation. Four major themes emerged from the data analysis: effective leadership strategies, favorable human resource management practices, good working conditions, and a family-oriented organizational culture. Analysis of the data showed that hotel industry leaders used a combination of these strategies to maintain low rates of employee turnover. The findings and recommendations may contribute to positive social change by providing hotel leaders with effective retention strategies, resulting in increased profitability and potential income continuity, thereby decreasing unemployment and moderating poverty.

The purpose of this study is to investigate the managers’ perspective on leadership in relation to the motivation of the employees by an example of a manning and recruitment agencies. This is implemented by framing of two questions; What kind of leadership can be identified by middle managers to motivate their employees? Which motivation factors are relevant to employees based on the perspective of the managers? To answer the question and identify leadership strategies and motivational factors and the relationship in between, we have conducted eight interviews with persons who hold a middle management position. Through a qualitative investigation we have been able to go into depth and had access to these managers reflections, thoughts and experiences. The study is deductive and based on two theories; Two Factor Theory (Herzberg, 1959) and internal and external motivation (Deci &amp; Ryan, 2000). The study also takes into account previous research on motivation and leadership such as adults' motivation for learning and training (Ahl, 2006), the transformative leadership (Guthenberg, 2011), recognition of motivation (Hansen and Hermansson, 2013), and indications of what creates a good workplace (Lindberg and Vineyard, 2012). We have, using empirical data, developed and identified categories based on two themes, leadership and motivation, to answer our question. Empirical evidence shows that the developed categories commitment and presence, leadership coaching, individual and situational leadership, reward, daily work and corporate culture/relationships go hand in hand and are necessary to achieve good leadership to increase motivation. By this we mean that the involvement and presence, coaching, personalised and situational leadership are central to achieve what we have distinguished to be good leadership. While the reward, the daily work and the corporate culture and the relationships within the organisation are essential parameters to get motivated employees based on the manager's approach. We can also see that these two themes are related and interdependent. Based on empirical data, we perceive that the organisation we studied the good leadership is resulting in better conditions for motivated employees.

Syftet med denna studie var att undersöka vad som ger medarbetare välbefinnande och positiva känslor på arbetsplatsen. Studien genomfördes genom kvalitativa intervjuer med sex medarbetare på fyra bank- och försäkringskontor i mellersta Sverige. Resultatet analyserades med hjälp av tidigare forskning samt teorier. Resultatet visar att det som skapar positiva känslor och välbefinnande i stor grad är relationer, dels med kollegor men också med kunder. Positiva känslor kan ha en väldigt hög spridningsförmåga bland kollegor, kunder och i organisationen. Det visade också att det är viktigt att det finns en balans mellan arbetsliv och privatliv samt mellan krav och kontroll. Att se på välbefinnande på arbetet ur ett samspelsperspektiv, där man integrerar både individ och organisation, visade sig också vara viktigt för att framgångsrikt kunna arbeta med dessa frågor. / The purpose of this study was to examine what gives employees wellbeing and positive emotions at work. The study was conducted through interviews with six employees, at four banking- and insurance offices in the middle of Sweden. The results were analyzed with the help of previous research and theories. The result shows that what creates positive emotions and well-being to a large degree are relationships, both with colleagues and customers. Positive emotions can have a very high ability to spread among colleagues, customers and the organization. It also showed that it is important that there is a balance between work life and private life and the demands and control at work. Being able to study wellbeing at work from an interaction perspective, which integrates both the individual and the organization also proved to be important to work with these issues.

Diploma thesis analyzes the current way of benefit distribution in Motorola company. First part of the thesis describes general motivation and stimulation factors. Second part describes the company's internal background. Third part analyzes the motivation factors within the company and consideres implementation of the cafeteria system.

Denna studie syftade till att skapa förståelse för ledarnas föreställningar om vad de anser påverkar medarbetarnas motivation inom den offentliga sektorn utifrån frågeställningarna “Vilka föreställningar har cheferna om vilka faktorer som påverkar medarbetarnas motivation?” samt “Hur anser ledare att de kan motivera sina medarbetare?”. Metoden i studien grundar sig på en kvalitativ metodansats med semistrukturerade intervjuer. För empiriinsamling genomfördes sex intervjuer med personer som har eller haft en ledarbefattning inom offentlig sektor. Studiens teoretiska referensram utgörs av tidigare studier om arbetsmotivation samt klassiskt etablerade teorier i form av Självbestämmandeteorin, Herzbergs tvåfaktorsteori samt Hackman &amp; Oldhams arbetsdesignteori.    Resultatet visade att det främst är den inre motivationen cheferna anser vara motivationsskapande. För att motivera medarbetarna fokuserar de således på att stimulera inre motivationsfaktorer hos medarbetarna. Beroende på vilka föreställningar de hade kring vilka faktorer som var mest motiverande kunde det variera vilka motivationsverktyg de fokuserade mest på. De mest framträdande motivationsverktygen cheferna använde sig av var bekräftelse/beröm samt en ständig dialog med sina medarbetare. / This study aimed to create an understanding of leaders perception of what they believe affects the employees motivation in the public sector based on the questions “what ideas do managers have about what factors affect their employees motivation?” and “how does the leaders think that they can motivate their employees?”. The method on this study is based on a qualitative method with an approach of semi-structured interviews. For the empirical data collection, six interviews were made with people who have or had a leader position in the public sector. The theoretical frame for this study was based on the Self-determination theory, Herzberg's two-factor theory and Hackman &amp; Oldham's job characteristics model.    The result showed that it is primarily the internal motivation that managers consider to be motivational. To motivate employees, they focus on stimulating internal motivational factors among employees. Depending on their perceptions of which factors were most motivating, it could vary which motivational tools they focused most on. The most prominent motivational tools that the managers used were affirmation, praise and as well as constant dialogue with their employees.

Purpose: The purpose of this paper is to study the interplay between agile and mechanistic management control and the motivation of the employees affected by them, and thereby contribute to the understanding of how management control interplays with motivation. Research question: How does agile and mechanistic management control interplay with employees’ motivation in the management consulting profession? Methodology: Qualitative research with Semi-structured interviews. Seven management consultants from different firms were interviewed. Findings: Agile management control was found to be somewhat more commonly occurring than mechanistic management control among the respondents. Agile management control was seen as more motivating than mechanistic. Personal development was found to be the most prevalent part of intrinsic motivation in this study. Contributions: This paper contributes to the existing literature by offering a perspective of management control’s interplay with motivation specifically for management consultants. This interplay can be seen as being focused on personal development, possibly due to the employees’ motivation to choose this field.