Employee Job Search Motivation Factors: An evidence from Electricity Provider Company in Malaysia

Muslim, Noor Awanis; Dean, David L.; Cohen, David A.

doi:10.1016/s2212-5671(16)00066-6

Cited by 14 publications

(10 citation statements)

References 24 publications

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“…This finding has its roots in positive psychology and theories of motivation (Herzberg et al ., ; Moynihan & Pandey, ). Motivation literature here suggests job satisfaction is a positive state of mind and an expression of positive mood and overall happiness with the profession resulting in the willingness to exert more (Muslim et al ., ). Even if the results reported an insignificant relationship between EDP and organizational commitment but when mediated by job satisfaction the relationship became significant (see Table ).…”

Section: Resultssupporting

confidence: 93%

Impact of employee development on job satisfaction and organizational commitment: person–organization fit as moderator

Jehanzeb

Mohanty

2018

Int J Training Development

102

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Researchers have begun to focus on emerging markets, particularly those in Asia, because of the phenomenal growth in the size of their business sectors and a remarkable increase in their share of global business. Businesses in the developing world are now grappling with people management issues that formerly were the preserve of businesses in the West. This study aims at exploring the role of employee development in job satisfaction and organizational commitment and in particular its moderation by person–organization fit. The context is the telecommunications sector in Pakistan. The results reported show a positive impact of employee development initiatives on employee job satisfaction and later the job satisfaction has significant impact on organizational commitment. The results also revealed, however, an unfavourable relationship between employee development and organizational commitment. The relationship between job satisfaction and organizational commitment was significantly moderated by person–organization fit.

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Section: Resultssupporting

confidence: 93%

Impact of employee development on job satisfaction and organizational commitment: person–organization fit as moderator

Jehanzeb

Mohanty

2018

Int J Training Development

102

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“…Halepota (2005) defines motivation as "a person's active participation and commitment to achieve the prescribed results." Without motivation, employees cannot offer their best performance, resulting in the company's performance being less efficient (Muslim et al 2016). Motivated employees help businesses to succeed, as they are more productive (Almacik et al 2012).…”

Section: Introductionmentioning

confidence: 99%

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

et al. 2016

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Senior managers in the forestry and wood-processing sectors in the Slovak Republic were asked to complete questionnaires. The aim of the research was to identify the importance of certain factors that affect the process of their motivation. A total of 493 senior managers were surveyed. The respondents used a five-point rating scale to rate the significance of each motivation factor, where 5 was very important and 1 was unimportant. The importance of 36 motivation factors was studied for senior managers through the use of statistical methods. Based on the study, it was concluded that the base salary is the most important factor of motivation, followed by job security as the second most important motivation factor, and the third most important factor was the fair appraisal system. Keywords INTRODUCTIONOrganizations focus on their employees to gain a competitive edge. Technology, processes, and organizational structure can be copied, but the value that competent and dedicated employees can bring to companies cannot be easily taken away (Ahmad et al. 2012). Managers in companies strive to build a functioning process within their enterprises (Vaňová et al. 2009). This is why companies have to cooperate with their employees. Companies must motivate and stimulate employees to make them feel satisfied with the organization and to prevent them from leaving. Halepota (2005) defines motivation as "a person's active participation and commitment to achieve the prescribed results." Without motivation, employees cannot offer their best performance, resulting in the company's performance being less efficient (Muslim et al. 2016). Motivated employees help businesses to succeed, as they are more productive (Almacik et al. 2012). Hence, motivated employees can contribute to making an organization more valuable and profitable (McKenzie-Mohr and Schultz 2014).To have a comprehensive understanding of employee motivation, one must examine its history, as well as further development, because employee motivation and engagement has long been a major concern for research (Sanyal and Biswas 2014). When Frederick Herzberg researched the sources of employee motivation during the 1950s and 1960s, he discovered a dichotomy: the things that make people satisfied and motivated on the job are different, in kind, from the things that make them dissatisfied. The renowned two-factor theory of established hygiene factors and motivators influenced better employee Fakhrutdinova et al. (2013), there are several means of employee motivation, such as bonuses, career growth, or obtaining the right to purchase shares of the company at a discounted price. During the economic crisis, motivation platforms are focused not only on financial incentives but very often on non-financial incentives, such as rebuilding teams, providing education and training within the company, offering qualifying training courses, language courses, managerial and IT courses, seminars, or using different outsourcing market tools (Wu et al. 2008;Kampf and Ližbetinová 2015). Kamasheva...

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“…towards its employees). Employees have different motivations for finding and keeping jobs [3]. This opinion is shared by [4], who claim that managers should know what motivational tool to apply towards employees because each employee is motivated by a different motivational factor.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Evaluation of the Level of Use of Motivational Factors in SMEs According to Selected Criteria

Kmecová

Tlustý

2021

SHS Web of Conf.

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The research presented in this contribution is an analysis of the level of use of motivational factors in small and medium-sized enterprises (SME) in terms of three criteria, as selected by the authors. The primary goal was to draw conclusions on the basis of the formulated hypotheses concerning the degree of use of motivational factors by SMEs. The literature review outlines the issue of work motivation and motivational factors. The practical part of the contribution presents the course of the specific calculations and the evaluation of the hypotheses. The primary data were obtained using the SAAPM questionnaire, which was created as part of a project by the Slovak Academic Association for Personnel Management (SAAPM). The data are evaluated using the one-sample t-test statistical method. The research sample consists of a total of 610 small and medium-sized enterprises (SMEs) in the Czech Republic.

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Employee Job Search Motivation Factors: An evidence from Electricity Provider Company in Malaysia

Cited by 14 publications

References 24 publications

Impact of employee development on job satisfaction and organizational commitment: person–organization fit as moderator

Impact of employee development on job satisfaction and organizational commitment: person–organization fit as moderator

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

Evaluation of the Level of Use of Motivational Factors in SMEs According to Selected Criteria

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