What Really Motivates You? A Data-Driven Exercise and Discussion

2021 ◽  
pp. 237929812110410
Author(s):  
Jennifer Tosti-Kharas ◽  
Eric Lamm
Keyword(s):  
Organizational Behavior ◽  
Extrinsic Motivation ◽  
Data Driven ◽  
Archival Data ◽  
Face To Face ◽  
Job Level ◽  
Self And Other ◽  
Intrinsic And Extrinsic Motivation ◽  
Age Cohort

Why do I work? Despite instructors’ best efforts, students struggle to understand how different people answer this question differently. This exercise enables students to explore what motivates them in comparison to their peers and previous generations while reinforcing the distinction between intrinsic and extrinsic motivation. Students prioritize job reward factors, share their rankings to appreciate that people are motivated differently, and are given archival data to appreciate changes in workplace dynamics. This simple but thought-provoking exercise fosters rich discussions of intrinsic and extrinsic motivation, self- and other-awareness, changes to the nature of the workplace, and differences in demographics, including generational age cohort, gender, and job level. This exercise is suitable for management or organizational behavior courses at both the undergraduate and graduate levels, using face-to-face and online formats, and synchronous and asynchronous modalities.

The historic Hawthorne hotel: improving customer service

2016 ◽  
Vol 12 (1) ◽  
pp. 49-70
Author(s):  
Jacqueline C. Landau ◽  
Lillian Little ◽  
Myunghee Mindy Jeon
Keyword(s):  
Organizational Behavior ◽  
Customer Service ◽  
Qualitative Interview ◽  
Hospitality Management ◽  
Archival Data ◽  
Content Type ◽  
Face To Face ◽  
Hospitality Students ◽  
A Company

Synopsis This case focusses on management and customer service issues at a historic hotel, the Hawthorne, in Salem, Massachusetts. By 1999, when Juli Lederhaus was hired as the new general manager, the Hawthorne had a reputation of being well past its prime and customers were dissatisfied with the quality of service and outdated physical facilities. This case describes the actions she took, up to 2012, to improve service. The case ends with Lederhaus contemplating whether more changes are needed given that she had just heard a rumor that a company was considering building a new hotel just a few blocks away. The case gives students the opportunity to analyze the strengths and weaknesses of the Hotel in relation to customer service, and propose recommendations for future improvements. Research methodology A qualitative, interview based, methodology was used. The researchers held numerous, face-to-face interviews with the owner and employees of various ranks. Information was also gathered from archival data and traveler review sites such as TripAdvisor.com and Yelp.com. Relevant courses and levels The case is targeted to undergraduate business and hospitality students at a sophomore or junior level. Classes in which this case could be used include: Organizational Behavior, Human Resource Management, and Hospitality Management.

scholarly journals The Effect of Training Results Perception on Individual Work Performance of Employee Moderated by Intrinsic and Extrinsic Motivation

2021 ◽  
Vol 21 (3) ◽  
pp. 208
Author(s):  
Hidayah Turachma ◽  
Hidajat Hendarsjah
Keyword(s):  
Quantitative Research ◽  
Work Performance ◽  
Extrinsic Motivation ◽  
Hierarchical Regression ◽  
Intrinsic And Extrinsic Motivation ◽  
Individual Work ◽  
Study Results ◽  
The Individual ◽  
Executive Position

This study aims at examining the effect of training results perceptions on individual work performance of employee, and intrinsic and extrinsic motivation serving as moderation strengthening that effect. T his study was quantitative research selecting 453 samples out of 1.311 population from PT KAI’s employees in which they are executive officer. The data collection was done using a close questionnaire with Likert scale 1-5. All valid and reliable instruments were assessed through Factor Analysis and Cronbach's Alpha Analysis. Hypothesis testing is carried out using Hierarchical Regression Analysis by including the Multicollinearity test as a prerequisite for analysis. The study results showed that training result perceptions and extrinsic motivation simultaneously or partially have a positive and significant effect on individual work performance of employee, but intrinsic motivation have no significant effect. Intrinsic or extrinsic motivation does not moderate or strengthen the relationship between training result perceptions and individual work performance of employee. The three independent variables are not related to each other. PT KAI’s employees, especially those in executive position, are more oriented towards extrinsic results than intrinsic ones. The implication for PT KAI is that to improve the individual work performance of its employees, the organization can focus on improving training, external motivation or both. It depends on the vision, long-term goals, and resources of PT KAI.

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