An Empirical Study on Motivational Factors for Knowledge Workers

2011 ◽  
Author(s):  
Xinbo Sun ◽  
Neng Luo
Keyword(s):  
Empirical Study ◽  
Knowledge Workers ◽  
Motivational Factors

Entrepreneur’s Motivational Factors : An Empirical Study

2012 ◽  
Vol 3 (3) ◽  
pp. 106-107
Author(s):  
M. Giridhar Kumar ◽  
◽  
Kolla.Nagaraju Kolla.Nagaraju
Keyword(s):  
Empirical Study ◽  
Motivational Factors

Identity Theft and E-Fraud as Critical CRM Concerns

2008 ◽  
pp. 3094-3111
Author(s):  
Alan D. Smith ◽  
Allen R. Lias
Keyword(s):  
Empirical Study ◽  
Personal Identity ◽  
Knowledge Workers ◽  
Identity Theft ◽  
Model Construction ◽  
Out Of Pocket Expenses ◽  
The Many ◽  
Managerial Employees ◽  
The U.S

Fraud and identity theft have been increasing with the use of e-commerce. In the U.S. alone, it has been estimated that victims may spend on average $1,500 in out-of-pocket expenses and an average of 175 hours in order to resolve the many problems caused by such identity thieves. Organizations that engage in e-commerce as a large part of their business need to protect their customers against these crimes. An empirical study of 75 managerial employees and/or knowledge workers in five large organizations in Pittsburgh, Pennsylvania, revealed a number of interesting facts about how much information they share with others, what the likelihood is that they will conduct business online, and whether or not they take steps to protect their personal identity and credit. Model construction and implications were generated concerning steps that employees and customers may take to avoid identity theft.

Knowledge Workers' Interpersonal Skills and Innovation Performance: An Empirical Study of Taiwanese High-Tech Industrial Workers

2010 ◽  
Vol 38 (1) ◽  
pp. 115-126 ◽  
Author(s):  
Ming-Tien Tsai ◽  
Cheng-Chung Chen ◽  
Chao-Wei Chin
Keyword(s):  
Empirical Study ◽  
Multiple Regression ◽  
Interpersonal Skills ◽  
Customer Orientation ◽  
Knowledge Workers ◽  
High Tech ◽  
Industrial Workers ◽  
Regression Analyses ◽  
Hierarchical Multiple Regression ◽  
Technology Orientation

The main way in which knowledge workers' interpersonal skills affect their innovation performances during collaborations was investigated including the relationships among the orientation of the collaborations of which the knowledge workers were part, their interpersonal skills, and their innovation performances. Hierarchical multiple regression analyses were conducted on data gathered from a sample of 130 usable dyadic questionnaires completed by R&D engineers and their managers in Taiwanese high-tech industries. The 2 main empirical results are: first, both customer orientation and technology orientation of collaborations make significant contributions to engineers' innovation performances; second, engineers' interpersonal skills significantly moderate the influences of customer orientation of collaborations on their innovation performances, but do not significantly moderate the influences from the technology orientation of collaborations.

scholarly journals Motivation of Knowledge Workers – the Case of Albania

Organizacija ◽  
2019 ◽  
Vol 52 (1) ◽  
pp. 33-44
Author(s):  
Peter Nientied ◽  
Merita Toska
Keyword(s):  
Organizational Commitment ◽  
Intrinsic Motivation ◽  
Extrinsic Motivation ◽  
Affective Commitment ◽  
Work Motivation ◽  
Knowledge Workers ◽  
Motivational Factors ◽  
Western Balkans ◽  
Career Opportunities ◽  
Widespread Belief

Abstract Background and Purpose: Very little is known about motivation of knowledge workers in the Western Balkans. There is a widespread belief that money and career opportunities are the most critical motivational factors, but from a pre-study more intrinsic motivational factors also appeared to be important. To develop a better understanding of work motivation, a study was conducted among knowledge workers in Albania, with a special interest in the themes of extrinsic / extrinsic motivation and organizational commitment. Methodology: After a pre-study and a review of theory, two motivation theories (self-determination theory and organizational commitment) and corresponding instruments (Work Extrinsic and Intrinsic Motivation Scale, respectively Organizational Commitment Questionnaire) were selected. A survey based on purposive homogeneous sampling was applied, resulting in 252 valid questionnaires. The internal consistency of the survey data was tested and resulted in acceptable to good levels. Results: The findings show that, when knowledge workers are asked about their motivation, they give answers showing that intrinsic motivational factors are more important than extrinsic motivational factors. The study shows that affective commitment - the core factor of organizational commitment - of the respondents is quite high. Correlation analysis of the data shows that across age, gender and number of years of employment, knowledge workers report intrinsic and introjected motivation and affective organizational commitment. Respondents’ work positions – professional or leadership – also do not significantly correlate with motivation and organizational commitment. Conclusion: Given the results on motivational factors and organizational commitment, organizations need to pay attention to the relationship between enhanced motivation and enhanced productivity. Current transactional leadership styles do stimulate employees on the basis of their intrinsic motivation to enhance their productivity, and should be considered too.

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