scholarly journals Importance of Employee Motivation in Workplace

2019 ◽  
Vol 4 ◽  
Author(s):  
Julia Christy
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Extrinsic Motivation ◽  
Positive Impact ◽  
Employee Motivation ◽  
Job Dissatisfaction ◽  
Organizational Setting ◽  
Workplace Engagement ◽  
Organizational Settings ◽  
Organizational Issues

Introduction: Why do organization engage with an employee at work? Why do organization want the employees to work towards a common goal? The answer to these questions lies in motivation. Motivation is the key feature that drive employees to work hard and to devote more time. It is also known as the same force that encourages organizations to engage with their employees to attain a common organizational and employee goal. Employee engagement is a new construct to businesses, management, and human resources to adopt in an organizational setting. This report was based on the current organization that employed with - WSM– focused on the results of the previous Engagement Survey. The objective of the survey was to identify the employees’ workplace engagement through motivational theory and a necessary to promote their drive towards job satisfaction. Purpose: This study explored the relationship between job dissatisfaction and employee engagement in organizational settings. The study had been divided into two parts: The first part was to analyze the job satisfaction/dissatisfaction between two departments which had turnover issues in the previous year (the following departments has been identified based on the turnover issue from the previous year): Report 1: WSM Finance, Report 2: WSM Vessel Accounting The second part was to compare with another department which is Report 3: WSM Global Procurement Services - known for their high motivational level and the turnover rate was extremely low. The intention was to analyze what factors they have used to identify organizational issues within their department. The analysis was to identify the cause of job dissatisfaction and lack of motivation by assessing the work stressors through the WSM Engagement Survey results. Conclusion: The study had found concerns in the area of Working Conditions which was derived from the lack of motivation. Both intrinsic and extrinsic motivation has a strong positive impact on employee engagement. Based on the results, excellent Leadership was required to maintain the motivation level and stronger employee engagement.

scholarly journals Breaking Engagement Apart: The Role of Intrinsic and Extrinsic Motivation in Engagement Strategies

2017 ◽  
Vol 10 (1) ◽  
pp. 127-140 ◽  
Author(s):  
Molly L. Delaney ◽  
Mark A. Royal
Keyword(s):  
Human Capital ◽  
Intrinsic Motivation ◽  
Employee Engagement ◽  
Extrinsic Motivation ◽  
Employee Motivation ◽  
Core Element ◽  
High Performing ◽  
Engagement Strategies ◽  
Intrinsic And Extrinsic Motivation

Employee engagement has long been an instrumental component of human capital strategies and continues to dominate the conversation about how high-performing organizations attract and retain their best talent. Engagement is a construct of component parts, however, and we believe there is still much to be learned about engagement by taking an in-depth look at those components. This article examines employee motivation as a core element of engagement, including its antecedents and outcomes, the types of motivation and the dynamics between them, and the ways organizations can foster and harness motivation for improved engagement. Our research identifies a large and consistent motivation gap, such that employee intrinsic motivation is consistently higher than extrinsic motivation. This gap signals that investments in engagement can yield a higher return if strategically focused on motivation, and so we offer recommendations regarding how to close this gap via intrinsically and extrinsically motivating work structures and environments. The goal is to create a new dialogue around engagement and encourage organizations to break it down in order to understand it more fully.

scholarly journals THE EFFECT OF JOB SATISFACTION AND MOTIVATION ON EMPLOYEE ENGAGEMENT OF ADMINISTRATIVE STAFF OF BANDUNG STATE POLYTECHNIC

2014 ◽  
Vol 5 (1) ◽  
Author(s):  
Andi Kari
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Work Motivation ◽  
Sampling Technique ◽  
Employee Motivation ◽  
Coefficient Of Determination ◽  
Administrative Staff ◽  
Test Results ◽  
The Relationship ◽  
Very High

The research purposes to measure the level of job satisfaction and motivation and its influence on employee engagement PNS administrative staff of Bandung State Polytechnic, amounting to 293 employees spread across 15 units and work.Determination by cluster random sampling technique method and samples were taken at random (random) that required 168 samples. Methods of research done by the survey, the data obtained by distributing questionnaires to the pegawaits. While the research model depicted in the form of the relationship between variables: Variable Satisfaction (X1) and work motivation (X2) on Employee Engagement (Y).The results generally show that the effect of the level of employee satisfaction "high", the level of employee motivation "very high", and the level of employee engagement "very high". Anova test results showed a difference in strata on aspects of job satisfaction, work motivation, and engagement of employees, but not significantly. Regression Test Results and Test t, partially shows that three variables affect each other positively. F test results and the coefficient of determination shows that simultaneous job satisfaction and motivation influence employee engagement.

scholarly journals Determinants of Job Satisfaction in Higher Education Sector: Empirical Insights from Malaysia

2016 ◽  
Vol 6 (1) ◽  
pp. 129 ◽  
Author(s):  
Jalal Hanaysha
Keyword(s):  
Higher Education ◽  
Job Satisfaction ◽  
Organizational Learning ◽  
Work Environment ◽  
Employee Engagement ◽  
Employee Motivation ◽  
Education Sector ◽  
Significant Positive Effect ◽  
The Impact ◽  
Positive Effect

Job satisfaction is one of the most important topics in the field of management and it has received a noteworthy attention from both scholars as well as business practitioners. This is because employee job satisfaction is the main predictor of organizational success and long term performance. This paper examines the impact of four factors namely employee engagement, employee motivation, work environment, and organizational learning on job satisfaction in higher education sector. The data were collected using a survey instrument from 242 employees of public universities in northern area of Malaysia. The collected data was analysed using SPSS and structural equation modelling. Overall, the findings indicated that employee engagement has significant positive effect on job satisfaction. It was also found that employee motivation has significant positive effect on job satisfaction. Moreover, this study revealed that work environment and organizational learning have significant positive effects on job satisfaction. These results provide useful insights for the management in higher educational institutions and suggest that the selected human resource factors are very important for improving job satisfaction.

scholarly journals Transformational Leadership and Work Engagement on Turnover Intention of Employees in the MNCs in Vietnam: The Moderating Role of Job Satisfaction and Organizational Size

2021 ◽  
pp. 91-104
Author(s):  
Anantha Raj A. Arokiasamy ◽  
Tamah Alice
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Work Engagement ◽  
Turnover Intention ◽  
Positive Impact ◽  
Organizational Size ◽  
Organizational Settings ◽  
Transformational Leadership Style

Specifically, this research paper aims to provide a more detailed understanding of how transformational leadership can influence employee’s morale and attrition intentions, using the exploration of job satisfaction and organizational size as a moderator. The survey included 652 employees from sixteen MNCs operating in Ho Chi Minh City, Vietnam. Data was analyzed using AMOS software package version 24.0. The results have shown that transformational leadership has a positive impact on work engagement and work engagement has a mitigating effect on turnover. In addition, it suggests that job commitment influences the connection between transformational leadership and the employee’s desire to make a transition. This study’s result will benefit the managers who wish to reduce employee turnover by leveraging on the transformational leadership style of management. In larger organizational settings, empirical evidence supports this theory. Both theories were afforded empiric support. Discussions, conceptual and administrative consequences, shortcomings, and potential guidance are also presented.

When and why high performers feel job dissatisfaction: A resource flow approach

2017 ◽  
Vol 45 (4) ◽  
pp. 617-627 ◽  
Author(s):  
Jisung Park ◽  
Heesun Chae ◽  
Hyun Jung Kim
Keyword(s):  
Job Satisfaction ◽  
Employee Motivation ◽  
Job Dissatisfaction ◽  
Role Overload ◽  
Leader Member Exchange ◽  
Team Members ◽  
Resource Flow ◽  
High Performers ◽  
Member Exchange ◽  
Practical Implications

Our aim was to elucidate when and why high performers feel job dissatisfaction by taking a resource flow approach and focusing on team members' role overload (resource outflow) and relative leader–member exchange compared to other members (resource inflow). The sample comprised 136 supervisor–subordinate dyads, and we found that role overload decreased high performers' job satisfaction owing to the depletion of available resources, whereas leader–member exchange social comparison (LMXSC) increased high performers' job satisfaction because of the attainment of exclusive resources. Moreover, job satisfaction was lowest when resource outflow from role overload was not restored by resource inflow through LMXSC. We discuss theoretical and practical implications in relation to the literature on talent management, employee motivation, and leadership.

The effect of pay for performance on work attitudes in the private, public, and nonprofit sectors: A panel study from South Korea

2021 ◽  
pp. 002085232110273
Author(s):  
Kwang Bin Bae
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Public Sector ◽  
Extrinsic Motivation ◽  
Pay For Performance ◽  
Nonprofit Sector ◽  
Panel Study ◽  
Negative Relationship ◽  
Employee Motivation ◽  
The Public

The purpose of this study is to examine the differing effects of pay for performance on organizational commitment and job satisfaction in the public, private, and nonprofit sectors. Using data from the Korean Labor and Income Panel Study, this research found that pay for performance has a positive relationship with job satisfaction and organizational commitment in the private sector, a negative relationship with job satisfaction in the public sector, and a negative relationship with organizational commitment in the nonprofit sector. Points for practitioners When organizations in the public and nonprofit sectors begin adopting policies to increase extrinsic motivation, managers and scholars should carefully consider the negative effects of monetary incentives on job satisfaction and organizational commitment. The public sector emphasizes public values and public interests, which explains the significant effect of pay for performance on job satisfaction; meanwhile, the fact that the nonprofit sector focuses on organizational missions and goals, stakeholders, and employee motivation explains the positive effect of pay for performance on organizational commitment.

Employee Engagement Dan Stress Kerja Pengaruhnya Terhadap Kepuasan Kerja Dan Turnover Intention di Aman Villas Nusa Dua – Bali

2020 ◽  
Vol 2 (1) ◽  
pp. 60-79
Author(s):  
Wayan Arya Paramarta ◽  
Ni Putu Kurnia Darmayanti
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Work Stress ◽  
Turnover Intention ◽  
Secondary Data ◽  
Qualitative And Quantitative ◽  
Library Research ◽  
Analysis Technique ◽  
Negative Effect ◽  
Positive Effect

The aims of this study was to explain the effect of employee engagement and work stress on job satisfaction and turnover intention at Aman Villas Nusa Dua-Bali. The type of data used in this study is qualitative and quantitative data, with data sources namely primary and secondary data. Data collection method is interview, distributing questionnaires to respondents and library research, while the data analysis technique used Smart PLS 3.2.8. The results of this study showed that employee engagement had a positive effect and significant on job satisfaction, work stress had a negative effect but not significant on job satisfaction, employee engagement had a negative effect and significant on turnover intention, work stress had a positive effect and significant on turnover intention, job satisfaction had a negative effect but not significant on turnover intention, employee engagement had a positive effect but not significant on turnover intention trough job satisfaction, work stress had a positive effect but not significant on turnover intention trough job satisfaction at Aman Villas Nusa Dua-Bali.

PENGARUH KEPEMIMPINAN TRANSFORMASIONAL, KEPUASAN KERJA, KEPERCAYAAN KEPADA PEMIMPIN TERHADAP KETERIKATAN KERJA KARYAWAN PADA PT. BALI BIJAKSANA NUSA DUA – BALI

2019 ◽  
Vol 14 (4) ◽  
pp. 2455
Author(s):  
I Putu Dharmawan Pradhana ◽  
Putu Nova Kusuma Hendra
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Employee Engagement ◽  
Regression Coefficient ◽  
Linear Regression Analysis ◽  
Simple Random Sampling ◽  
Multiple Linear Regression Analysis ◽  
Coefficient Of Determination ◽  
Positive Effects ◽  
Trust In Leaders

The purpose of this study was to determine the effect of transformational leadership, job satisfaction, trust in leaders on employee engagement at PT.Bali Bijaksana Nusa Dua – Bali. The number of samples in this study were 75 employees with a simple random sampling method. Data collection used questionnaire. The data analysis technique used is the classical assumption test, multiple linear regression analysis, t-test, F-test and test coefficient of determination. The results of the study show that there are positive and partial positive effects of transformational leadership, job satisfaction, and trust in leaders in increasing employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. The results showed that the transformational leadership regression coefficient (X1) was 0.268 with a value that meant that each increase in transformational leadership variables could increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Job satisfaction regression coefficient (X2) is equal to 0.303, which means that every increase in job satisfaction variables can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. Regression coefficient value to leader (X3) is equal to 0.256, which means that every increase in the trust variable in the leader can increase employee engagement at PT. Bali Bijaksana Nusa Dua – Bali. As  the results of the determination coefficient of 0.657, its means that 65.7% can explain the model or influence of each variable on work engagement, while the rest (100% -65.7% = 34,3%) is explained by other reasons outside research model.

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