Managerial Motivation Dynamics and Incentives

Kocabıyıkoğlu, Ayşe; Popescu, Ioana

doi:10.1287/mnsc.1060.0640

Cited by 19 publications

(8 citation statements)

References 30 publications

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“…In emerging markets it is especially important for a company to keep up the staff's motivation and maintain a positive set of attitudes (Du & Choi, 2010). Even though money is not necessarily qualified as a motivational factor (Kocabiyikoglu & Popescu, 2007), it can help to show the company's appreciation of the employee accepting the job and the employee's willingness to take personal risk for the company's sake. Employees perceiving their efforts being rewarded are more likely to develop positive attitudes (Chênevert & Tremblay, 2009).…”

Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

The power of support in high-risk countries: compensation and social support as antecedents of expatriate work attitudes

Bader

2014

The International Journal of Human Resource Management

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This study analyzes the antecedents of expatriate work attitudes in terrorism-endangered countries. Applying a social exchange perspective, the study empirically analyzes which measures are qualified to achieve and maintain positive work attitudes among expatriates. Hierarchical regression analysis is applied to investigate this relationship, using data from 143 expatriates in high-risk countries. Data show that social support from co-workers as well as from the organization itself is essential. Moreover, the study investigates the expatriate's sensitivity to terrorism as a moderator and finds that companies should incorporate the sensitivity in their considerations for corporate measures.

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Section: Conceptual Framework and Hypothesesmentioning

confidence: 99%

The power of support in high-risk countries: compensation and social support as antecedents of expatriate work attitudes

Bader

2014

The International Journal of Human Resource Management

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“…We can link this to the research of Nientied & Toska (2019), who found that monetary valuation and career opportunities are not the most critical motivational factors and do not have such motivational strength. Conversely, research by Kocabiyikoglu & Popescu (2007) showed that salary is considered a necessary motivating factor. Diskiene et al (2019) also focused on the sub-issue of the influence of managerial decision-making on employee in terms of motivation.…”

Section: Discussionmentioning

confidence: 98%

“…Other factors included potential productivity gains, alomng with genuine interest in the employees and their health. Kocabiyikoglu & Popescu (2007) explored the driving forces of managerial motivation, suggesting how organizations can use performance salary to change motivational patterns. Research has found that increased salary is not necessarily a motivating factor.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The Impact of Managerial Decision-Making on Employee Motivation in Manufacturing Companies

Habánik¹,

Martosova²,

Letkova³

2020

JOC

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In terms of competition, manufacturing companies are focusing more and more on employee performance as well as motivation, the latter of which seems to be a prerequisite for the long-term performance of employees and thus the sustainable success of the company. Managerial decision-making, another phenomenon gaining scientific attention, can be considered a challenging function and the most important activity of a manager. But what is the impact of managerial decision-making on the motivation of employees? Can managerial decision-making influence employee motivation? The aim of this paper is to investigate the impact of managerial decision-making on the motivation of employees in manufacturing companies. As the main method of data acquisition, a questionnaire survey among employees was conducted. For further processing and evaluation of the survey results, a contingency table and Chi-square test were used, followed by Student's T-test and F-test for calculating testability and verifying hypotheses. The results brought answers to the questions regarding the relationship between managerial decision-making and motivation of employees in the selected production companies. Factors and benefits affecting the motivation of employees and leading to their higher work performance was also determined, as well as to what extent a manager is able to influence performance.

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“…A closely related research area is the application of PA models (Holmstrom, ; Shavell, ; Holmstrom and Milgrom, ) in salesperson compensation design (for a comprehensive review of the theoretical results, see Salanié, ). Recently, Kocabıyıkoğlu and Popescu () studied agents' motivation with respect to productivity and past performance, time to evaluation, firm's capabilities, and market factors. These studies, in general, do not focus on CS.…”

Section: Literature Reviewmentioning

confidence: 99%

Customer satisfaction incentives with budget constraints

Deng

Wang

Chang

2016

Int Trans Operational Res

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We study the design of incentive contracts based on customer satisfaction (CS) surveys with reward budget limits. We extend principal-agent models to consider budget constraints, survey response rates, and correlation between CS measure and demand. We derive the optimal incentive contract and study the impacts of these factors on contract performance. In contrast to the common belief that customer future values are the drivers of CS incentives, we show that CS incentives can benefit principals even in a single-period setting where customers bring no future value. Improvements can be achieved without increasing total reward, because the CS incentive program reveals additional information about agents' service effort and diversifies their risk. Such effects are overlooked in existing CS research. With consideration of correlation between sales and CS measures, we provide a metrics selection rule regarding which reward(s)-CS, sales commission, or bothshould be included in an incentive plan. We also study cumulative incentive schemes based on commonly used average CS measures and show that such incentive schemes may fail to motivate agents to increase service effort. Therefore, designing proper reward schemes is a critical issue for effective CS management and deserves future research.

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Managerial Motivation Dynamics and Incentives

Cited by 19 publications

References 30 publications

The power of support in high-risk countries: compensation and social support as antecedents of expatriate work attitudes

The power of support in high-risk countries: compensation and social support as antecedents of expatriate work attitudes

The Impact of Managerial Decision-Making on Employee Motivation in Manufacturing Companies

Customer satisfaction incentives with budget constraints

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