Motivation

This chapter explores a management framework created primarily by Gary P. Latham's Work Motivation: History, Theory, Research, and Practice (2012). Several other important works are examined to enhance the value of the analysis. One benefit of teleworking consistently expressed by teleworkers is increased employee happiness, so the authors explore the reasonable connection to motivation. The chapter examines the history and background in the field to trace the development of workplace motivation theories and offers a framework that provides insights for the analyses in this book. They study motivation before they move on to issues of productivity in the next chapter. The framework presented sheds light on the human elements of motivation and leads to reference points necessary to develop effective trustworthiness and improved performance studied throughout the book. Through a detailed examination of the role of motivation in the management framework presented, leaders will understand that many theorists argue that current theories of motivation focus on different aspects of the process.

A Generations' Perspective on Employer Branding in Tourism

The tourism industry is facing tremendous challenges from labor shortages and a resulting loss of competitiveness. Changing digital environments as well as young people's communication habits and ideas regarding work-life balance are raising human resources related questions, to which currently no answers exist. In light of this issue, this chapter focusses on employer branding as a way to motivate present employees and attract new ones. It includes a discussion of different theories of workplace motivation, followed by a look at payment and further education issues. The so-called Generations Y and Z are investigated in the context of the labor shortage, and the generation concept itself is critically reflected. Furthermore, labor force aspects and working conditions in tourism are examined, with specific evidence from Austria. Finally, the discussion outlines an employer branding strategy as a way to address this problem.

Possible causes of the lowest labor productivity in the European Union

Research background: Numbery of researches of the world markets, directed the attention to the link between the low labor productivity and the competitiveness of the enterprise. Consequently, low competitiveness on microlevel, leads to similar levels of competitiveness on macrolevel. In particular labor is the main source for added value in different industries. Therefore, everything linked to the effectiveness of the labor is crucial. Workplace motivation is one of the most important aspects of the economic system of enterprises in the global economy. The motivators used on the workplace, could be, and often are, very important in the aspect of effectiveness of the labor. Therefore, examining the mostly used motivators on a workplace, could give very valuable information to theorist and practitioners. Purpose of the study: Showing the ever-worsening problem of, and finding the causes of the low labor productivity in Bulgaria, as a main cause for the low competitiveness on the global markets. Finding the most important motivators according to workers in governmentally owned enterprise. Methods: The methods used in the current research are metanalytical for attestation the labor productivity on national level. Survey among workers, using 5-point Likert scale. Findings & Value added: We describe the most important motivators in a Bulgarian governmentally owned enterprise. Our main finding is related to the link between human motivation and the productivity of the labor.

Influence of Social Interaction on Workplace Motivation and Efficiency of Instructors: An Exploratory Case Study about an Online University in Pakistan

This study investigates the level of social interaction, its determinants and influence on the instructors’ motivation and work efficiency in an online university in Pakistan. Exploratory case study design has been used for this purpose. Data was gathered through participant observations and one-to-one interviews. Ten interviews were conducted from instructors belonging to four different departments. Observations were carried out for a period of one month. The study revealed that in the online university, level of social interaction was lower than a traditional one. Instructors pointed out various reasons behind it including high workload, seating arrangements, and attitude of some of the heads. Even when they had free time and opportunities, most of the them preferred browsing through the internet or chatting with their fellows through computers. It appeared that the online culture and intense human-computer interaction had made them addicted to machines. Almost all the instructors agreed that higher and better level of social interaction would improve their job motivation, work efficiency and institutional attachment. They suggested more relaxed environment, trips and social gathering, workshops and conferences involving all the departments, sports week for the faculty members, and facilities like canteen and staffroom for improved social interaction and work experience.

“We aren't your reincarnation!” workplace motivation across X, Y and Z generations

PurposeThe primary purpose of this research is to examine generational differences in valuing the sources of employees' overall motivation in the workplace across Generation X, Generation Y and Generation Z with a view of assisting managers in making employment decisions and maintaining multigenerational staff.Design/methodology/approachThe respondents in the study live and work in Canada and provided answers to self-administered online surveys between the fourth quarter of 2017 and the end of January 2020. To assess subjects' work motivation, the study employed Gagné et al.'s (2014) multidimensional work motivation scale (MWMS) alongside a three-item measure of employees' overall motivation (designed for this study). The authors assessed measures of validity and reliability and tested the hypothesis about generational differences in work motivation using structural equation modelling (SEM).FindingsThe six motivators regress differently to employees' overall motivation. Generation Z is more sensitive to amotivation than Generation X and Generation Y. Extrinsic regulation-material is a valid source of overall work motivation for Generation Z only. Only Generation X values extrinsic regulation-social as a source of employees' overall motivation. So is introjected regulation by Generation Y. Unlike Generation Z, both Generation X and Generation Y employees value identified regulation as a source of overall work motivation. Finally, intrinsic motivation contributes more to Generation Z employees' overall work motivation than it does for Generation X and Generation Y.Research limitations/implicationsFurther work needs to be done to establish whether variations in valuing the sources of motivation may also be spawned by age or status of the respective groups. Future investigations can expand the authors’ focal theme to include additional organisational outcomes, alternative geographical settings and/or include country's economic development as an additional variable. Moreover, further research can address the implications of national culture on shaping generational differences in employee's motivation as well as aiding companies to redesign work tasks considering today's uncertainty as well as increasingly competitive, global environment (e.g. the rise of artificial intelligence).Practical implicationsIt is vital to offer motivators that are valued by each of the three generations, i.e. X, Y and Z, before being able to attract the best candidates of each generation. Organisations should not only create an inclusive and understanding multigenerational working environment but also be able to communicate strong branding via new communication channels successfully (e.g. social media networks), which Generation Yers and Generation Zers utilise better than any other generation in employment. Finally, the authors suggest that service organisations with diverse generational composition should adopt new measures of workplace agility to survive interminable disruptions (e.g. the coronavirus disease 2019 [COVID-19] pandemic).Originality/valueThis is the first study of its kind to examine generational differences between Generation X, Generation Y and Generation Z in valuing workplace motivation from a western cultural perspective.

What gets you up on a Monday?

Bupa dental nurses share their secrets to great workplace motivation

Do Athletic Experiences Lead to Desirable Workplace Motivation? A Proposed Exploratory Framework

With an increasing level of attention given to the concept of motivation in the workforce, anecdotal evidence suggests that many employers have a preference towards hiring individuals with athletic backgrounds. While only limited research, at best, has studied this phenomenon to demonstrate any empirically supported framework of why former high school or college athletes may be perceived as more ideal employees, the following proposes a logical path forward to begin to empirically test the accuracy of the belief that sport participants and athletes could make better employees by specifically studying the transfer of a person’s motivational outlook from the athletic experience to the workplace.