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Employee motivation is an intrinsic and internal drive to put forth the necessary effort and action towards work-related activities. It has been broadly defined as the "psychological forces that determine the direction of a person's behavior in an organisation, a person's level of effort and a person's level of persistence ". [ 1 ]
Results from a 2012 study, which examined age-related differences in work motivation, suggest a "shift in people's motives" rather than a general decline in motivation with age. That is, it seemed that older employees were less motivated by extrinsically related features of a job, but more by intrinsically rewarding job features. [2]
It's next to impossible to ascend the corporate ladder if you can't inspire colleagues and direct reports to champion your vision, which is why managers aren't necessarily good leaders.
In 1968 Herzberg stated that his two-factor theory study had already been replicated 16 times in a wide variety of populations including some in Communist countries, and corroborated with studies using different procedures that agreed with his original findings regarding intrinsic employee motivation making it one of the most widely replicated ...
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Another key aspect is how managers communicate and provide feedback. [152] Understanding and managing employee motivation is essential for managers to ensure effective leadership, employee performance, and business success. [153] Cultural differences can have a significant impact on how to motivate workers.
Frederick Herzberg, an American psychologist, originally developed the concept of 'job enrichment' in 1968, in an article that he published on pioneering studies at AT&T. [1] The concept stemmed from Herzberg's motivator-hygiene theory , which is based on the premise that job attitude is a construct of two independent factors, namely job ...
A study conducted by Hulpia et al. focused on the impact of the distribution of leadership and leadership support among teachers and how that affected job satisfaction and commitment. The study found that there was a strong relationship between organizational commitment and the cohesion of the leadership team and the amount of leadership support.
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