...com/essays/Drainflow-Repairing-Jobs-That-Fail-To-1346002.html Drainflow Repairing Jobs That Fail to Satisfy Potential effectiveness of a Cash Reward System and Structured Interview Program for DrainFlow Report for the Manager William Assemiah, 12021643 Irene Aidoo, 12021610 Sroda Adzo Apam, 12021626 Asare Ohenedwira Thomas, 12021639 Dorothy Dede Aklerh Asamoah, 12021634 Sampson Abbey Armah, 12021630 Arthur Sherifa, 12021631 Amadu Waliu, 12021617 Report Summary 1. Executive Summary DrainFlow, a plumbing maintenance firm in the USA, has been losing its customers to competitors due to poor services. Job motivation and satisfaction among employees is declining across various job categories within the firm. This dissatisfaction has been attributed to the overspecialization of some job functions in the company. The report attempts to assist DrainFlow improve in three key areas: job structure and design, incentive policies, and recruitment practices. It will go further to analyze the causes of the woes being faced by DrainFlow and provide a constructive recommendation on how to overcome them The main contents include an introduction to the problems DrainFlow is encountering, analyses of the current business, and recommendations on how DrainFlow can overcome these issues to foster a long-term competitive advantage. 2. Introduction Research shows that a happy worker is a productive employee. Satisfied employees tend to be better at their workplaces. Many of the individual behaviors...
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...Acta Psychologica 141 (2012) 243–249 Contents lists available at SciVerse ScienceDirect Acta Psychologica journal homepage: www.elsevier.com/ locate/actpsy Effects of intrinsic and extrinsic motivation on attention and memory Lucy J. Robinson, Lucy H. Stevens, Christopher J.D. Threapleton, Jurgita Vainiute, R. Hamish McAllister-Williams, Peter Gallagher ⁎ Institute of Neuroscience, Newcastle University, UK a r t i c l e i n f o Article history: Received 21 February 2012 Received in revised form 22 May 2012 Accepted 31 May 2012 Available online 26 June 2012 PsycINFO classification: 2300 Human Experimental Psychology 2360 Motivation and Emotion 2346 Attention a b s t r a c t It is well recognised that motivational factors can influence neuropsychological performance. The aim of this study was to explore individual differences in intrinsic motivation and reward-seeking and the effect of these on attentional and mnemonic processes, in the presence or absence of financial incentives. Forty participants (18–35 years) completed two testing sessions where the Attentional Network Test (ANT) and the Newcastle Spatial Memory Test (NSMT) were administered. After a baseline assessment, participants were re-tested after randomisation to a non-motivated (control) group or to a motivated group, where payment was contingent upon performance. Performance in the motivated group was significantly improved compared to the control group on the NSMT (condition by...
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...content an individual is with his or her job. The happier people are within their job, the more satisfied they are said to be. Job satisfaction is not the same as motivation, although it is clearly linked. Job design aims to enhance job satisfaction and performance, methods include job rotation, job enlargement and job enrichment. Other influences on satisfaction include the management style and culture, employee involvement, empowerment and autonomous work position . Job satisfaction is a very important attribute which is frequently measured by organizations. The most common way of measurement is the use of rating scales where employees report their reactions to their jobs. Questions related to rate of pay, work responsibilities, variety of tasks, promotional opportunities, the work itself and co-workers. Job satisfaction4 has been defined as a pleasurable emotional state resulting from the appraisal of one’s job; an affective reaction to one’s job; and an attitude towards one’s job. Weiss has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation which are affect (emotion),...
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...requires predictable performances of a given level (quantity and quality) from every organizational member. Theorists of both cognitive and a cognitive orientations agree that managers should give considerable emphasis to tying organizational rewards to performance on the job Hamner, 1974; Porter & Lawler, 1968). The assumption (often implicit) in these attempts to encourage increased performance is that there is an additive relationship between externally mediated rewards and rewards which arise out of task performance itself. Therefore, if either one or both types of reward outcomes can be increased, total motivation or performance behaviors can be increased. In the late 1940’s a psychology professor called Harry F. Harlow (Harlow, Harlow & Meyer 1950) conducted one of the first true intrinsic motivational experiments ever performed, using a simple puzzle where a rhesus monkey needed to perform 3 simple tasks in a specific row to complete it. A simple task for a human, but a much more complex task for a little monkey. The experiment was performed on 12 primates over a 3-week period. Almost immediately the monkeys were able to solve the puzzle and they continued to solve it every time they were near it, without receiving any kind of rewards or recognition from doing so. Nobody showed the rhesus monkeys how to solve the puzzle or taught them that they even could solve it, but they still did it. Harlow concluded that it must have been due to an internal biological motivator...
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...92-332-537-1941 Abstract Study Objectives: The purpose of this investigation was to determine the impact of work motivation on job satisfaction in mobile telecommunication service organizations in Pakistan. In addition, the study aimed at exploring to what extent the employees are satisfied with different dimensions of their job. Research Design/Methodology: A survey-based descriptive research design was used. The study was carried on employees working in two service provider organizations of Pakistan. About 60 survey questionnaires were distributed in October, 2009 by using in person and email modes of communication. Stepwise regression analysis, correlation and p-value were used to confirming the research hypotheses. Results: As p-value is less then .05 so it can be said that the variables chosen for the study are not highly significant. The value of R square is too low that can be used for the relationship analysis of the variables. The value of beta is showing the positive relationship between the dependent and independent variables but not a strong relationship. The employees in the telecom organizations are quite satisfied by their jobs. Research limitations: The focus of the study was employees working at telecom sector in Pakistan only. Questionnaire survey was used to measure job satisfaction...
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...Employee's rewards ukessays.com /dissertations/management/employees-rewards.php CHAPTER 1 INTRODUCTION 1.0 Overview In any organization, employee's rewards usually given to attract, motivate and retain the employees to stay longer and contribute a good quality services to ensure the successful of the organization; in other words, rewards play an important role in creating, building and maintaining the commitment among employees with the purpose to ensure high standard of performances and workforce stability. According to the individual - organizational exchange theme, individuals enter the organization with special qualification and skill, desire and goals, and expect in return a work setting where they can use their skill, satisfy their desire, and achieve their goals (Mottaz, 1988). At the minimum, employees expect their organization to provide fair pay, safe working condition, and fair treatment. (Beer, Spector, Lawrence, Mills, & Walton, 1984). It simply implies that employees offer or increase their commitment when organization meets employees' expectation regarding fulfillment of their important needs. Thus, the exchange perspective explains organizational commitment as a function of work rewards and work values (Lambert, 2000; Mottazz, 1988), and suggests the importance of work rewards for continuously encouraging employees. According to exchange theory and reciprocity norm, employees repay the rewards received from organization through increase commitment to the organization...
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...Submitted by:- Prashant Sindhav | 11/26/2014 | Theories and models relating to ability, motivation and reward systems in a diverse range of business settings. | Table of Contents Part 1 Job Ability 4 1.1 Store managers job description 4 Scope 4 Roles and Responsibilities: 4 Knowledge 4 Skills 5 Personal attributes 5 1.2 Why is it practical to specify standards and procedure in the body of job description? 5 1.3 How should Jennifer go about collecting the information required for the standard procedures and job description? 5 1.4 What in your opinion, should the store manager’s job description look like and contain? 6 Skills 6 Knowledge 6 Title 6 Job Summary 7 Working conditions 7 Department 7 Part 2- Motivation 7 2.1 Three theories of motivation which can be used to motivate employees at the cleaning company. 7 Needs 7 Behavior 7 Satisfaction 7 a) Two factor theory 8 Hygiene factor 8 Motivators 8 b) Cognitive Evaluation Theory 8 Extrinsic motivation 8 Intrinsic motivation 8 c) Equity theory 8 2.3 Causes of De-motivation amongst employees in the company 9 Micromanagement 9 Lack of Progress or not sufficient training 9 Not explaining your actions 9 PArt 3 Rewards System 10 3.1 Should this plan be extended to other pressers in the stores? 10 3.2 Should other employees be put on the same plan? 10 3.3 Another incentive plan for Presser 10 Part 1 Job Ability 1.1 Store managers job description Scope The...
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...certain manner. These inner conditions such as wishes, desires and goals, activate to move in a particular direction in behavior. Contents 1 Types of theories and models 1.1 Motivational theories 1.2 Conscious and unconscious motivations 2 Psychological theories and models 2.1 Rational motivations 2.2 Intrinsic and extrinsic motivation 2.3 Push and pull 2.4 Self-control 2.5 Drives 2.6 Incentive theory 2.7 Escape-seeking dichotomy model 2.8 Drive-reduction theory 2.9 Cognitive dissonance theory 2.10 Content theories 2.10.1 Maslow's hierarchy of needs 2.10.2 Herzberg's two-factor theory 2.10.3 Alderfer's ERG theory 2.10.4 Self-determination theory 2.11 Temporal motivation theory 2.12 Achievement motivation 2.13 Cognitive theories 2.13.1 Goal-setting theory 2.14 Models of behavior change 2.15 Conscious motivation 2.16 Unconscious motivation 2.17 Thematic Appreception Test 2.18 Intrinsic motivation and the 16 basic desires theory 2.19 Attribution theory 2.20 Approach versus avoidance 3 Practical applications 3.1 Employee motivation 3.1.1 Job Characteristics Model...
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...Background of the Study 7 1.2. Rationale for the Study 9 1.3. Problem Statement 10 1.4. Research Objectives 10 1.5. Summary 10 CHAPTER TWO 11 LITERATURE REVIEW 11 2.1. Introduction 11 2.2. How Motivation can Enhance Performance 12 2.3. Factors Affecting Employee Motivation 12 2.4. Motivating Employees at the Workplace 13 2.5. Theories of Motivation 14 2.5.1. Maslow’s Hierarchy of Needs Theory 14 2.5.2. Herzberg’s Two Factor Theory 15 2.5.3. PERMA model 17 2.5.4. Financial 18 2.5.5. Non-financial 19 CHAPTER 3 21 METHODOLOGY 21 3.1. Introduction 21 3.2. Research Design 21 3.3. Population of the Study 21 3.4. Sample Frame 22 3.4.1. Questionnaire Instrument 22 3.4.2. Data Collection 24 3.5. Validity and Reliability 25 3.7. Data Analysis 25 CHAPTER FOUR 26 DATA PRESENTATION AND ANALYSIS 26 4.1. Introduction 26 3.2. Report on Findings of Specific Objectives 27 3.3. Report on Findings of General Objectives 29 CHAPTER 5 31 CONCLUSION 31 REFERENCES 33 CHAPTER 1 INTRODUCTION 1.1. Background of the Study Several studies have explored the link between work motivation and job satisfaction; however, different papers continue to confirm conflicting results between the two items. Certain research results have confirmed that job satisfaction and work motivation have a direct and positive correlation, while other research results points out that the two have negative correlation. The present...
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...THE RELATIONSHIP BETWEEN REWARDS, RECOGNITION AND MOTIVATION AT AN INSURANCE COMPANY IN THE WESTERN CAPE by ROSHAN LEVINA ROBERTS Submitted in partial fulfilment of the requirements for the degree of MAGISTER COMMERCI in the DEPARTMENT OF INDUSTRIAL PSYCHOLOGY at the UNIVERSITY OF THE WESTERN CAPE SUPERVISOR: KARL HESLOP NOVEMBER 2005 ABSTRACT Increasingly, organisations are realising that they have to establish an equitable balance between the employee’s contribution to the organisation and the organisation’s contribution to the employee. Establishing this balance is one of the main reasons to reward and recognise employees. Organisations that follow a strategic approach to creating this balance focus on the three main components of a reward system, which includes, compensation, benefits and recognition (Deeprose, 1994). Studies that have been conducted on the topic indicates that the most common problem in organisations today is that they miss the important component of recognition, which is the low-cost, high-return ingredient to a well-balanced reward system. A key focus of recognition is to make employees feel appreciated and valued (Sarvadi, 2005). Research has proven that employees who get recognised tend to have higher self-esteem, more confidence, more willingness to take on new challenges and more eagerness to be innovative (Mason, 2001). The aim of this study is to investigate whether rewards and recognition has an impact on employee...
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...the challenge to work with transnational teams. International project teams are where most of the boundary spanning works in international enterprise goes on, making them a key factor in organizational success and an important catalyst for individual and organizational development. However, little is known about the management strategies on motivation of diversity, and existing information is scattered. Motivation is a key driver of performance, therefore it is important for management to know how they can influence motivation of transnational teams. This thesis will provide an overview of the effect of culture on the motivational strategy of management on transnational team motivation. This will be guided by the following research questions: RQ 1: How is management related to team motivation? RQ 2: What is the influence of team members’ cultural background on team motivation? RQ 3: How is the relation between motivational strategy of management and team motivation moderated by culture? Different motivational theories are discussed. The most applicable motivational theory with respect to management motivational strategy is the goal-setting...
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...the extremely rare event that phone contact must occur, the best way is to schedule an appointment in advance. The University discourages the use of email during class times, preferring us to use the Individual folders. For emergencies, when you are not able to gain access to messages on the Online Learning System (OLS), please send a message to my personal email address. General Course Description This course seeks to synthesize the many theories of human motivation with the practical application of motivating employees. To this end, the course will examine historical theories as well as recent developments in the field of motivation and their relationship to management practices. The primary concepts of goals, quality of work, and rewards will be examined and applied to the workplace. It is important to write well. We will be using APA format for all written...
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...aims to explore the complex relationships between intrinsic and extrinsic motivation, pay satisfaction and job satisfaction at the retailer that uses a pay-for-performance plan for front-line employees. Design/methodology/approach – This paper draws on a single organization case study across seven stores, and uses a survey, archival documents, open-ended questions and researcher interaction with employees and managers. Findings – The results provide some support for the complementary nature of intrinsic and extrinsic motivation. Intrinsic motivation was positively associated with pay and job satisfactions, whereas extrinsic motivation was negatively associated with job satisfaction, and not associated with pay satisfaction. The qualitative insights indicate that pay fairness is important, and those who perceived pay was not fair generally made comparisons with others or felt that pay did not reflect their effort. It is also found that the majority of employees perceived that goals were clear. Research limitations/implications – The dominance of extrinsic motivation without including behavioural, social, and psychological factors in agency theory research is questioned. The research finds no support for “crowding out”, but rather finds some evidence of “crowding in” where intrinsic motivation is enhanced, to the detriment of extrinsic motivation. Practical implications – The findings highlight that managers should enhance both intrinsic and extrinsic motivation, and pay employees well...
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...CHAPTER ONE INTRODUCTION 1.1 BACKGROUND INTO THE STUDY In light of today’s business conditions, motivating people to give their best has become more crucial than ever, because of stiff competition and economic uncertainties. The factor that can set apart an organization in this turbulent environment be it in the public or private sectors is its people, therefore establishing and maintaining a stable workforce is a major concern of management. Motivation in the work context is defined as„‟an individual’s degree of willingness to exert high level of effort to reach organizational goals” (Robin and Decenzo, 1995). Any successful business knows much of its success is due to diligent workers with excellent productivity. Employees who put forth extra effort often make a big difference in company profits. The employees who do only what the job duties require, and no more, can stymie the progress of a company. Increasing productivity is one of the most critical goals in business and this can only be if the workforce of the organization is maintained. Naturally, organizations seek out individuals who are motivated to perform well in the workplace. In addition, they hope to employ people who have the ability to motivate others with whom they work; subordinates, peers, and superiors to work harder towards the accomplishment of goals assigned to them. “If organizations can motivate employees to become effective problem solvers and to meet or exceed customer expectations, then the...
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...CHAPTER 1 – INTRODUCTION 1.1 BACKGROUND OF THE STUDY The issue of teachers’ motivation and the standard of education has become a matter of debate and concern in educational systems and standards. In most developing countries of the world including Ghana, there has been a growing awareness about teacher motivation which is a key to quality assurance, quality outcomes/delivery and high standards in the educational system. It is acknowledged that any nation that is aspiring to maintain high and quality standards or achieve quality assurance in its educational system must take teachers and their motivational needs with utmost high level of seriousness. Teachers are important instrument in education. They are also the pivot on which the educational process hang. Teachers play a major role in the whims and caprices of the educational system. They can influence the teaching – learning outcomes either positively or negatively because they determine the quality of instructional delivery and also influence quality education when it comes to implementation of the curriculum and educational policies. They are to be considered when addressing issues such as: quality assurance; quality delivery (teaching), quality context and quality learning outcomes (Onucha, 2002). However, they are the custodians of the educational and school systems. Since teaching can be regarded as a systematic, rational and organized process of transmitting knowledge, skills, attitudes, values and what is worthwhile...
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