Motivation in the Workplace: Employee Perceptions
Because only fulfilled, well-satisfied and motivated people can deliver in a competitive business environment, organisations must have due regard for understanding the psychology of their human resources in order to maintain a motivated workforce. …
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24 2.9 Drive Theory, Herzberg’s Two Factor Theory of Motivation and the ERG Theory 26 2.10 Equity Theory 28 2.11 Cognitive Theories of Motivation 28 2.12 McGregor’s Theories of Motivation 29 2.13 Self-Efficacy and Motivation 31 2.14 Motivation and Social Interactions at Work 32 2.15 Goal Setting 33 2.16 The Impact of Culture on Motivation at Work 35 2.17 Practical Application of Theories of Motivation 37 2.18 Work Motivation in the Creative Industries 39 2.19 Group Efficacy in Organisations 44 2.20 The Impact of Organisational Politics and Extrinsic / Intrinsic Factors on Work Motivation 46 2.21 High Performance Workplace Models 50 2.22 Work Motivation and Commitment 53 2.23 The Impact of Group Climate Orientation 58 2.24 Social Loafing 60 2.23 The Integrative Taxonomy of Motivation at Work 61 2.24 The Design and Culture of Dynamic Workplaces 63 Chapter 3 Research Design and Methodology 65 3.1 Considerations Involved in the Design of Questionnaire 71 3.2 Ethical Considerations 76 3.3 Considerations Involved in the Analysis of Questionnaire 77 Chapter 4 Findings 80 4.1 Individual Motivation among Marks & Spencer UK Employees 85 4.2 Perceptions about the Level of Motivation among Marks & Spencer UK Employees 85 4.3 Individual Perceptions about the Level of Productivity at Marks & Spencer UK 87 4.4 Employee Perceptions about Outstanding Motivators for Enhancing Work Motivation at Marks & Spencer UK 88 4.5 Employee Perceptions about What Demotivates Employees at Marks & Spencer UK 90 4.6 Perceptions about How Marks & Spencer UK Encourages, Motivates and Enhances the Flare for Merchandising and Retailing of Quality 92 4.7 Employee Perceptions for the Best Ways for Marks & Spencer UK to Further Enhance Employee Motivation 94 4.8 Employee Perceptions about Whether Marks...
Employee perceptions about motivation in the workplace are valuable because these perceptions decide about efforts directed towards enhancing work-motivation for higher productivity, organisational performance and an enhanced capacity of employees to handle complex challenges that decide about the future. Human resource policies and policies that impinge on the workplace must act to optimise employee motivation. This dissertation presents a discussion about motivation in the workplace and employee perceptions about work-motivation at Marks & Spencer United Kingdom, a leading international retailer with more than 600 stores in the United Kingdom and operations in 40 countries around the world. A literature review presents relevant themes about work-motivation, and a survey presents useful insights about work motivation at Marks & Spencer UK. The dissertation concludes that the golden rule about treating others, as you want to be treated makes sense for motivation in the workplace.
Although capital and technology are important assets for any business in an evolving global economy that presents a faster pace of change than ever before, people are also an important asset for any firm (Haasen, 1997, Pp. vi – ix). However, not all types of people are assets because useful people must possess the skills necessary to do that which contributes to the mission of an organisation. Employees who benefit an organisation should be motivated to perform, to bring about constant improvement to maintain firm competitiveness and to benefit the firm from a strategic perspective.
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The best means of staff appraisal: management and employee perceptions. Objectives: The objective of this study is to take an investigative approach to research the various staff appraisal systems available and implemented within the business arena.
Anticipated timeline 16 Title: Motivation in the workplace: employee perceptions. 1. Background Within the realm of economics, the notion that employer incentives or rewards based on employee performance and effort are a major means of obtaining and ensuring staff motivation and output, is widespread and unbridled.
Performance appraisal systems are effective means by which standards of staff performance are evaluated, salaries and advancements are determined and identifying factors that are detrimental to the effectiveness of the entire staff.
The Impact 14 2.3. Some Observations 17 Summary 18 Chapter 3 Research Methodology 19 3.0 Introduction 20 3.1. Research Approach 20 3.2. Research Design 21 3.3. Data Collection 21 3.3.1. Secondary Data 21 3.3.2. Primary Data 21 3.4. Validity and Reliability 24 Chapter 4 Findings and Discussions 26 4.0.
While organizations recognize the value of human capital, applying the right motivation tools and techniques remain a challenge for most organizations. Motivation is a psychological force that arouses the interest to work and different people are moved to act by different factors.
Motivation plays a key role in giving shape to the way organisations function today. It accounts for an important component of the human resource functions practiced in companies. Human resource is considered to be the most important asset of any company.
This research examined the impact of employee motivation on organisational performance by assessing employee motivation in an organisation in the United Kingdom. Employee motivation was assessed by conducting qualitative and quantitative researches through semi-structured interviews and survey questionnaires, respectively.
The researcher is determined to understand the contribution of employees’ motivational levels on individual and organizational performance; to increase the effect of employee motivation on individual performance and to clarify the differences/similarities in the effects of financial and non-financial rewards on organizational performance, so that an improved incentive system can be generated.
2. Why the particular problem/issue or topic was chosen The above topic was chosen because of the following reasons: a) the specific problem is rather common in firms operating in various industries; in fact, in many cases, employees seem unwilling to participate in such initiatives, a trend which should be appropriately evaluated in order to prevent potential turbulences within the organizations involved, b) in Lloyds TSB significant efforts are made for the update of the firm’s existing strategies – aiming to stabilize the organizational performance; the avoidance of employees to participate in the particular survey indicates low job satisfaction or lack of effective communication acro
7 Pages(1750 words)Dissertation
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