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Background: Motivation is a significant concern for workforce management in healthcare organizations as it is linked to many important factors, such as performance, staff retention, and satisfaction. Aim: To assess motivation leve...
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Background: Motivation is a significant concern for workforce management in healthcare organizations as it is linked to many important factors, such as performance, staff retention, and satisfaction. Aim: To assess motivation level, assess sources of motivation, and identify the difference in motivation level in relation to nurses' characteristics. Setting: The study was carried out in one major tertiary hospital in Riyadh, Kingdom of Saudi Arabia. Participants: A total convenient sample of 550 nurses were recruited. All participants are working under the umbrella of executive nursing administration. Methods: Data were collected using a self-administered questionnaire, which consisted of 30 items that focused on assessing a nurse's motivation sources and level. Results: In general, 346 nurses (62%) fully completed the survey. The average motivation level of nurses is 3.6 ±0.5. Additionally, internal self-concept motivation was identified as the most predominant source of motivation (4.1 ±0.6). Instrumental and goal internalization motivations ranked second (3.7 ±0.6), whereas external self-concept (3.4 ±0.7) and intrinsic (3 ±0.7) motivations are the lowest sources of motivation. There is a significant difference in the motivation mean between males and females (P = 0.034). Another significant difference was revealed with different years of experience (P = 0.021). Conclusion: The high percentage of internal self-concept motivation among nurses signified that nurses needed more than enjoyment of their work atmosphere, social acknowledgment, higher salary, and good rationale to give maximum effort. Although these should be taken into consideration, more attention should be given to practices that improve a nurse's challenge, autonomy, internal value, and competency.
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Objectives: Addressing the issue of poor motivation of Medical Officers (MOs) to join and continue service in rural India is a major challenge faced by the health system. The present study aimed at assessing the driving factors of...
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Objectives: Addressing the issue of poor motivation of Medical Officers (MOs) to join and continue service in rural India is a major challenge faced by the health system. The present study aimed at assessing the driving factors of motivation for MOs working with rural government health centres in India. The study also aimed at finding out the differences in the preferred factors of motivation based on various job-related aspects of the respondents. Methods: The study participants included MOs from Gujarat, India. The study asked the participants to rank 20 factors of motivation (10 intrinsic and 10 extrinsic motivation factors) important for them to continue in their current job. The factors for the study were selected using Herzberg's two factor theory of motivation and the data was collected with the help of an instrument that has an established reliability and validity. Distribution of ranks of different motivating factors was studied using average ranks assigned by respondents based on different job-related aspects. Average scores were also calculated to see whether the respondents are motivated more by extrinsic factors or by intrinsic factors.
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The impact of Corporate Social Responsibility (CSR) on firm performance is an important issue in organizational research and has been discussed for decades. Only lately, scholars turned their attention towards aspects on an indivi...
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The impact of Corporate Social Responsibility (CSR) on firm performance is an important issue in organizational research and has been discussed for decades. Only lately, scholars turned their attention towards aspects on an individual level, like the relation between CSR and work satisfaction or work engagement. However, still our understanding of how CSR activities shape organizational outcomes by affecting employees' motivation remains piecemeal. The present paper adds to this stream by analyzing the impact of CSR activities on employees' intrinsic and extrinsic motivation. Findings indicate that CSR activities both on a firm and on a supra-organizational level have a positive impact on intrinsic motivation, while not affecting extrinsic motivation, i.e. CSR neither fosters nor impedes extrinsic motivation. As a consequence the commitment to CSR can be applied as an effective instrument to induce intrinsic motivation without compromising extrinsic motivation. Furthermore, results point to a non-additive impact of CSR engagement at both levels, which indicates a complex joint impact of CSR engagement on different organizational levels on employees' intrinsic motivation.
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The goal of this article was to provide a long-overdue clarification and upgrade to what has been called the intrinsic-extrinsic dichotomy in the realm of motivation. We argue that the concept of intrinsic motivation should be lim...
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The goal of this article was to provide a long-overdue clarification and upgrade to what has been called the intrinsic-extrinsic dichotomy in the realm of motivation. We argue that the concept of intrinsic motivation should be limited to referring to the pleasure gained from an activity, divorced from any further elements. It means liking the doing. The term has been confounded with a different type of motivation, which is properly labeled achievement motivation and which refers to competition against some standard of excellence (subconscious or conscious). Achievement motivation means wanting to do well. One can like doing something and not care about how well one does it. Conversely, one can strive to do well even if one does not like an activity. The 3rd type of motivation, known as extrinsic motivation, has been focused heavily on the effect of withdrawing a monetary incentive. We argue that this focus is far too narrow and that extrinsic motivation should be generally defined as doing something as a means to an end. It means doing something now in order to get something later. Nor should money be regarding as "controlling," because people routinely make many choices in the realm of money. We suggest a research program on the 3 types of motivation, their possible interrelationships, and their outcomes. We hope to spark a discussion and invite comments on this article.
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Regulators and investors remain concerned with earnings management and its effect on the reliability of accounting information. Agency literature suggests that a lack of compensation incentives (i.e., bonus payments) can decrease-...
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Regulators and investors remain concerned with earnings management and its effect on the reliability of accounting information. Agency literature suggests that a lack of compensation incentives (i.e., bonus payments) can decrease-but not completely eliminate-earnings management behavior, while theory from psychology suggests that individuals may be motivated to manage earnings, regardless of compensation. Consequently, we examine how compensation incentives and motivation (intrinsic versus extrinsic) affect earnings management behavior. We hypothesize and find that when compensation is linked to firm performance, managers make income increasing (decreasing) decisions when current earnings are below (above) analysts' forecasts. We find that in the absence of compensation incentives, managers make earnings increasing decisions when current earnings are below analysts' forecasts, but they do not make earnings decreasing decisions when current earnings are above analysts' forecasts. Finally and most importantly we show that managers who possess strong extrinsic motivation are more likely to manage earnings upwards to reach targets - in the absence of compensation -possibly because it helps satisfy their competitive spirit and need for recognition. However when current earnings are above the target (analysts 'forecasts), managers are not compelled to manage earnings as this drive has already been satisfied.
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Scholars have not examined public views of scientific motivations directly, despite scientific authority implications. A US representative sample rated 11 motivations both descriptively (they do motivate scientists' work) and norm...
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Scholars have not examined public views of scientific motivations directly, despite scientific authority implications. A US representative sample rated 11 motivations both descriptively (they do motivate scientists' work) and normatively (they should motivate scientists) for scientists employed by federal government agency, large business corporation, advocacy group (nonprofit seeking to influence policy), or university. Descriptive and normative ratings fell into extrinsic (money, fame, power, being liked, helping employer) and intrinsic (do good science, enjoy challenge, helping society and others) motivation factors; being independent and gaining respect were outliers. People saw intrinsic motivations as more common, but wanted intrinsic motivations to dominate extrinsic ones even more. Despite a few differences for extrinsic-motivation ratings, the lay public tended to see scientific work as similarly motivated regardless of the employer. Variance in perceived science motivations was explained by scientific beliefs (positivism, credibility) and knowledge (of facts and scientific reasoning), complemented by political ideology and religiosity.
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The author considers the methodology to control staff motivation abroad on example of the USA, Japan and Europe. The concept of work motivation is studied. The classification of motivation mechanisms into material and immaterial i...
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The author considers the methodology to control staff motivation abroad on example of the USA, Japan and Europe. The concept of work motivation is studied. The classification of motivation mechanisms into material and immaterial is given. General components of a modern universal approach to motivation are formulated. The native component of the motivation process is analysed. The ways to borrow foreign management practice are proposed.
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Given the significance of motivating employees to engage in change-oriented behavior and attitude, we seek to examine self-determined motivations relating to job crafting behavior and organizational change commitment. More specifi...
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Given the significance of motivating employees to engage in change-oriented behavior and attitude, we seek to examine self-determined motivations relating to job crafting behavior and organizational change commitment. More specifically, we expect these two constructs to be determined negatively by controlled extrinsic motivation but positively by autonomous extrinsic motivation and intrinsic motivation. Further, while intrinsic motivation is more likely to be related to job crafting behavior, autonomous extrinsic motivation is more likely to be associated with organizational change commitment. We collected data from 165 employees working for two manufacturing organizations in South Korea so as to test the hypotheses. The results of this study were largely consistent with our expectations. These findings contribute to the literature by extending the scope of self-determination theory and identifying the differential roles of self-determined motivations in describing job crafting behavior and organizational change commitment. Limitations of this research and directions of future research are discussed.
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We provide a rationale for open source project participation by studying the decision problems of the software programmers, whose types are different in terms of ability and intrinsic motivation. We find that motivations, both int...
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We provide a rationale for open source project participation by studying the decision problems of the software programmers, whose types are different in terms of ability and intrinsic motivation. We find that motivations, both intrinsic and extrinsic, and the ability level positively affect the optimal level of effort exerted by the programmers in the open source project. In the commercial project, the programmers with higher ability exert much effort although their high level of effort is not compensated properly. Thus, the open source project might be more likely to attract capable and motivated programmers than the commercial project.
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PURPOSE: Athletes occasionally follow pacing patterns that seem unreasonably aggressive compared with those of prerace performances, potentially because of the motivation provided by competition. This study evaluated the effect of...
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PURPOSE: Athletes occasionally follow pacing patterns that seem unreasonably aggressive compared with those of prerace performances, potentially because of the motivation provided by competition. This study evaluated the effect of extrinsic motivation on cyclists' time trial performance. METHODS: Well-trained recreational cyclists (N=7) completed four 1500-m laboratory time trials including a practice trial, two self-paced trials, and a trial where a monetary reward was offered. Time, total power output, power output attributable to aerobic and anaerobic metabolic sources, VO2, and HR were measured. RESULTS: The time required for the second, third, and last (extrinsically motivated) time trials was 133.1 +/- 2.1, 134.1 +/- 3.4, and 133.6 +/- 3.0 s, respectively, and was not different (P>0.05). There were no differences for total (396 +/- 19, 397 +/- 23, and 401 +/- 17 W), aerobic (253 +/- 12, 254 +/- 10, and 246 +/- 13 W), and anaerobic (143 +/- 14, 143 +/- 21, and 155 +/- 11 W) power output. The highest VO2 was not different over consecutive time trials (3.76 +/- 0.19, 3.73 +/- 0.16, and 3.71 +/- 0.22 L x min(-1)). When ranked by performance, without reference to the extrinsic motivation (131.9 +/- 2.4, 133.4 +/- 2.4, and 135.4 +/- 2.5 s), there was a significant difference for the first 100 m and from 100 to 300 m in power output, with a larger total power (560 +/- 102, 491 +/- 82, and 493 +/- 93; and 571 +/- 94, 513 +/- 41, and 484 +/- 88 W) and power attributable to anaerobic sources (446 +/- 100, 384 +/- 80, and 324 +/- 43; and 381 +/- 87, 383 +/- 90, and 289 +/- 91 W) for the fastest trial. CONCLUSION: Extrinsic motivation did not change the time trial performance, suggesting that 1500-m performance is extremely stable and not readily changeable with simple external motivation. The results suggest that spontaneous improvement in performance for time trials of this duration is attributable to greater early power output, which is primarily attributable to anaerobic metabolic sources.
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