Work motivation

Wages

Building Performance and Work Motivation

Every company has a purpose,  the establishment of a company has a clear purpose. There are several things that suggest about the purpose of establishing a company. The company's first goal is to achieve maximum profit or profit as much as possible. The second goal of the company is to prosper the company owner or shareholders. The purpose of this research are: 1). to test and analyze the effect of training on employee performance at Sales Department PT. X. 2). to test and analyze the effect of incentives on employee performance at Sales Department PT. X. 3). to test and analyze the effect of supervision on employee performance at Sales Department PT. X. 4). to test and analyze the effect of training on motivation at Sales Department PT. X. 5). to test and analyze the influence of incentives on motivation at the Sales Department of PT. X. 6). to test and analyze the influence of supervision on motivation at the Sales Department of PT. X. 7). to test and analyze the effect of employee performance on motivation at Sales Department PT. X. The results of this study are: 1). there is influence of training  on employee performance , with path coefficient 0,167 and tcount 2,015 with probability equal to 0,046 (0,046 <0.05). 2). there is influence of incentive  on employee performance , with path  coefficient 0,187 and tcount 2,293 with probability equal to 024 (0.024 <0.05). 3). there is an influence of supervision  on employee performance , with path coefficient of 0403 and tcount of 5.004 with probability of 0.000 (0.000 <0.05). 4). there is influence of training  on motivation , with path coefficient of 0.156 and tcount of 2,185 with probability of 0.031 (0.031 <0.05). 5). There is influence of incentive  to motivation , with path coefficient 0,161 and tcount 2,260 with probability equal to 0.026 (0.026 <0.05). 6). there is influence of supervision  to motivation , with path coefficient 0,350 and tcount 4,636 with probability equal to 0.000 (0.000 <0.05). 7). there is influence of employee performance  to motivation , with path coefficient 0,314 and tcount 3,978 with probability 0,000 (0.000 <0.05

Work motivation, commentary

Wages

MOTIVATION IN WORK

Studying motivation and the motives that make people act in a certain way has a fundamental importance in the management of human resources. The whole human behaviour has a cause, which is a consequence of hereditary combination and development. At the basis of human behaviour there are the needs, wishes and motives. People try to fulfil certain objectives or purposes, which when reached will satisfy their needs. Of course, all the people in the organization participate in fulfilling them, each person with a different intensity. If we were to arrange the employees after their intensity with which they participate in fulfilling the companies’ objectives, then at the peak of the pyramid would be those who act with the most intensity to realize the objectives and at the bottom of the pyramid would be those who act with very little intensity. That is why managers of a company must identify motivational factors which make individuals who are at the bottom of the pyramid want to take more initiative to reach a higher performance level.motivation, behavior, human resources, performance, objectives

The Moderating Effects of Praise on the Relationship between Autonomy and Work Motivation

This study applied self-determination theory principals and the already existing links to work motivation to examine how praise would moderate the relationship between work motivation and autonomy. Previous literature has already stated that there is a positive relationship between autonomy and work motivation and also a positive relationship between praise and work motivation. A sample of 54 participants was used in a 37 question survey highlighting questions on work motivation, autonomy and praise. Our results yielded that there was in fact a significant relationship between praise moderating the effects of autonomy on work motivation. From this research it is evident that praise plays a much greater role in the level of work motivation that employees have. This is something that managers should pay attention to when creating higher levels of motivation in their company

Outcome-based theory of work motivation

This paper introduces an outcome-based theory of work motivation. This theory focuses on the individual's expected consequences of his or her action. We identify four different types of expected consequences, or motives. These motives lead to four types of motivation: extrinsic, intrinsic, contributive, and relational. We categorize these outcomes using two criteria: the perceived locus of causality, which defines the origin of the motivation, and the perceived locus of consequence, which defines who receives the consequences of the action. Individuals generally act based on a combination of extrinsic, intrinsic, contributive, and relational motivations, each one having a particular weight. We use the term motivational profile to refer to the particular combination of an individual's motivations in a certain context. Individuals may experience conflict when different alternatives convey different expected consequences (or motives). Resolution of conflicts among motives results in motivational learning. Specifically, the resolution of conflicts among motives of the same type results in calculative learning. On the other hand, the resolution of conflicts among motives of different types results in evaluative learning. Evaluative learning implies a change in the individual's motivational profile.work motivation; locus causality; motivational profile; extrinsic motivation; intrinsic motivation; contributive motivation; relational motivation;

Intrinsic work motivation and pension reform acceptance

Although demographic change leaves pay-as-you-go pension systems unsustainable, reforms, such as a higher pension age, are highly unpopular. This contribution looks into the role of intrinsic motivation as a driver for pension reform acceptance. Theoretical reasoning suggests that this driver should be relevant: The choice among different pension reform options (increasing pension age, increasing contributions, cutting pensions) can be analyzed within the framework of an optimal job separation decision. In this optimization, intrinsic job satisfaction matters as it decreases the subjective costs of a higher pension age. We test this key hypothesis on the basis of the German General Social Survey (ALLBUS). The results are unambiguous: In addition to factors such as age or education, the inclusion of intrinsic work motivation helps to improve our prediction of an individual's reform orientation. Our results are of importance for reform acceptance beyond the specific topic of pension reform. They point to the fact that the support for welfare state reform is also decided at the workplace. --Pension system,reforms,pension age,ALLBUS

PENGARUH MOTIVASI DAN LINGKUNGAN KERJA TERHADAP KINERJA KARYAWAN PADA PT BANK RAKYAT INDONESIA TBK LAMONGAN

This research aims to determine and analyze the influence of work motivation and work environment on the performance of PT Bank Rakyat Indonesia Tbk employees. The population in this study was 31 employees. The sampling technique uses the census and time during the survey period. The data collection technique uses a questionnaire. The analytical tool used is multiple linear regression analysis and a range of scales. The results of the analysis show that work motivation is in the good category, the work environment is in the adequate category, and performance is in the high category. The regression results show that there is a significant influence of work motivation on performance and there is no significant influence of the work environment on performance. Work motivation variables have a dominant influence on employee performance variables

Understanding workaholics' motivations: a self-determination perspective

In order to explain the diverging well-being outcomes of workaholism, this study aimed to examine the motivational orientations that may fuel the two main components of workaholism (i.e. working excessively and working compulsively). Drawing on Self-Determination Theory, both autonomous and controlled motivation were suggested to drive excessive work, which therefore was expected to relate positively to both well-being (i.e. vigor) and ill-health (i.e. exhaustion). Compulsive work, in contrast, was hypothesized to originate exclusively out of controlled motivation and therefore to only associate positively with ill-being. Structural equation modeling in a heterogeneous sample of Belgian white-collar workers (N=370) confirmed that autonomous motivation associated positively with excessive work, which then related positively to vigor. Controlled motivation correlated positively with compulsive work, which therefore related positively with exhaustion. The hypothesized path from controlled motivation to exhaustion through excessive work was not corroborated. In general, the findings suggest that primarily compulsive work yields associations with ill-being, since it may stem from a qualitatively inferior type of motivation