Motivation model for improving productivity in a manufacturing unit – a success story

Rao, Y. Venkata

doi:10.1108/17410400610671453

Cited by 10 publications

(4 citation statements)

References 11 publications

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“…Rao (2006) in his research measures the production of urea and nitrogen. Then he implemented group's motivation in the organization and ultimately measures productivity again [19]. The results of his research show that production level increases by motivation increment.…”

Section: Research Literaturementioning

confidence: 78%

Ranking Motivational Factors of Teachers in Urmia Using SAW Method (2011)

Azizzadeh¹,

Shirvani²,

Sfestani³

2014

IJMVSC

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Section: Research Literaturementioning

confidence: 78%

Ranking Motivational Factors of Teachers in Urmia Using SAW Method (2011)

Azizzadeh¹,

Shirvani²,

Sfestani³

2014

IJMVSC

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“…Rao in his research measures the production of urea and nitrogen and then implemented group's motivation in the organization and ultimately measures productivity again (Rao, 2006). The results show that production level increases by motivation increment.…”

Section: International Journal Of Research Studies In Managementmentioning

confidence: 98%

Ranking motivational factors of Teachers in Urmia using AHP

Azizzadeh¹,

Soltani²,

Azizzadeh³

et al. 2014

IJRSM

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The aim of this study was to identify and rank the motivating factors of teachers work as free employees in schools district 1 in Urmia. This study was done in 2011 and its population included 33 and due to its small size, the sample equals the population. The study was analyzed through hierarchical AHP method by using statistical software. The study examined social interaction, organizational culture, skill factors, competition and personal and educational factors. Reliability coefficient of 97%.was estimated by using Cronbach's alpha. Findings show that, highest and lowest credit rating among social interactions factors relate to being approved by the director. The highest and lowest scores among the organizational factors related to teachers' good activity and students' interest. Working outside the home has the highest score among skill factors and experience has the minimum score. The degree of competition among teachers with different fields of study allocated higher score than teachers with same field of study. Group rate discover talents have been recognized as the main training factor and the least important factor, respectively. Also mental preoccupations, material rewards, work ethic and passion have been preferred among the individual factors.

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“…Behavioural scientists have found that effective motivation has positive effects on organisational performance in manufacturing enterprises (Rao, 2005). Organisational performance depends largely upon workers' commitment and engagement.…”

Section: Organisational Behaviourmentioning

confidence: 99%

What matters for organisational change? Evidence from DEPZ, Bangladesh

Islam

2013

SA j. hum. resour. manag.

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Orientation: The role of leadership and human resources (HRM) at the managerial level in the economic zones to implement organisational change have been well described in developing countries although they are often not well documented.Research purpose: The purpose of this article is to investigate the relationship between leadership, organisational behaviour and HRM in Dhaka export processing zone (DEPZ) enterprises.Motivation for the study: This study has given a direction for implementing organisational change in DEPZ organisations, where leadership, organisational behaviour and HRM have significant effects on organisational change.Research design, approach and method: The author completed a survey using a structured questionnaire on 53 enterprises in the DEPZ. The sample size was 216. The author tested the research hypotheses by using statistical tools like step-wise multiple regression analysis. The author also used Pearson correlations, a t-test, an ANOVA and a radar diagram in this study.Main findings: The results provide evidence that leadership behaviour, organisational behaviour factors and HRM practices have direct relationships with organisational change. In short, it requires high level of leadership ability, employee motivation and commitment, recruitment, performance appraisal and reward to bring about effective organisational change.Practical/managerial implications: The results show that organisational learning, transformational and transactional leadership, compensation and unionisation practices reinforce organisational change at DEPZ enterprises.Contribution/value-add: The results of this study show that organisational change requires integration with leadership ability, organisational behaviour and HRM practices, which are useful for developing companies, industries and the national economy

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Motivation model for improving productivity in a manufacturing unit – a success story

Cited by 10 publications

References 11 publications

Ranking Motivational Factors of Teachers in Urmia Using SAW Method (2011)

Ranking Motivational Factors of Teachers in Urmia Using SAW Method (2011)

Ranking motivational factors of Teachers in Urmia using AHP

What matters for organisational change? Evidence from DEPZ, Bangladesh

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