Cette e tude se demande si la correspondance des politiques de G.R.H. avec les attentes des salarie s dans les pays en voie de de veloppement de l'Afrique sub-saharienne, en particulier au Kenya, rejaillit sur l'implication professionnelle. Nous pensons que les variables contextuelles dans ces pays sont aÁ ce point complexes et diversifie es que les organisations qui interviennent dans cet environnement pourrait estimer que l'``ade quation'' telle qu'elle est pre sente e dans la litte rature concernant les e conomies de veloppe es est sans inte reà t. Nous examinons aussi le roà le de la correspondance entre les valeurs organisationnelles et les valeurs individuelles aÁ la recherche d'un lien avec l'implication professionnelle. Il semble que l'utilisation de simples scores de diffe rences pour mesurer l'ade quation soit inapproprie e et nous avons retenu la technique de la re gression d'Edwards (1994). Globalement, les re sultats indiquent que le modeÁ le de l'ade quation personne-environnement (les attentes en G.R.H. rap-porte es aÁ la politique re ellement mene e) peut partiellement pre dire l'implication au travail dans le contexte d'un pays en de veloppement, mais d'une facË on qui contredit la the orie. L'implication au travail n'est relie e fortement ni aÁ la convergence des valeurs d'un individu avec celles des autres dans l'organisation, ni aÁ la convergence des politiques de G.R.H. avec les souhaits individuels. Ce sont les valeurs elles-meà mes et non leur ade quation qui pre disent le mieux l'implication au travail.The study investigates whether fit of human resources management (HRM) policies with employees' preferences in developing countries of sub-Saharan Africa, with specific reference to Kenya, impacts on levels of job involvement. We argue that the contextual variables in developing countries are varied and complex to the extent that organisations operating in these milieux might find that`fit' as presented in the literature from developed economies does not matter. Further, we examine the role of individual value orientations and organisation value fit to look for a link with job involvement. The study We are very grateful to Jeffrey Edwards of the University of Virginia, USA for his helpful comments on polynomial hierarchical regression difference scores and the resulting 3-D surfaces.{ These values are for HRM preferences. For HRM policies, the alpha coefficients of reliability are: Human Resource Involvement a = 0.89; Predictability of rewards a = 0.70; Performance-related practices a = 0.71; Human resource empowerment a = 0.71.
The purpose of the study was to determine the factors that influence employee motivation in Kenyan Organizations. The study was guided by the following research questions: (i) what are the extrinsic factors that influence employee motivation in AMREF Health Africa in Kenya? (ii) what intrinsic factors influence employee motivation in AMREF Health Africa in Kenya? A descriptive research design was adopted. Stratified random sampling technique was used to draw a sample size of 96 respondents. The data collection instrument was a structured questionnaire developed by the researchers. A set of descriptive and correlation statistics were adopted for analysis. The study identified several intrinsic factors that influence employee motivation. These included employee achievements, recognition, work itself, responsibility and advancement, salary structure, the level to which the employees feel appreciated, and the employee perception of their jobs among other factors. The study further, established that the intrinsic factors that influence employee motivation include empowerment and autonomy, employees' view of their work, organization trust, skill variety requirements among others. The study recommends that the organization should acknowledge and make use of a proper mix of extrinsic and intrinsic factors in their human resource management practices to ensure that employees are well motivated to perform their tasks.
INTRODUCTIONMudor and Tookson (2011) contend that every organization desires to be successful as much as the current environment is very competitive. Organizations irrespective of size and market strive to retain the best employees, acknowledging their important role and influence on organizational effectiveness (Armstrong, 2011). In order to overcome challenges, organizations should create a strong and positive relationship with its employees, direct them towards task fulfilment and ensure they have job satisfaction (Fisher, 2012). In order to achieve their goals and objectives, organizations develop strategies to compete in highly competitive markets and to increase their performance. Nevertheless, just a few organizations consider human capital as being their main asset, capable of leading them to success or if not managed properly can lead to failure of the organization and high staff turnover (Fisher, 2012).According to Ran (2009), employers are faced with the task of motivating employees and creating high job satisfaction among their staff. Developing programs and policies that embrace job satisfaction and serve to motivate employees takes time and money. When the employer understands the benefits of motivation in the workplace, then the investment in employee-related policies can be easily justified. If the employees are not satisfied with their jobs and not motivated to fulfil their tasks and achieve their goals, the organization cannot attain success. People have different needs that are continuously competing with each other and vary with an individual. Each person has a different mixtur...
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