Literature review on employee motivation and job performance
Chapter 2 — Literature Review: This chapter presents the findings of other research on the subject matter along with related definitions from a review of different kinds of literature Creswell, J.
Social opportunities InHarvey indicated that an employee is accepted as part of the social group or team. Baldwin et al.
Also, a great correspondence between the workforce and the manager can invigorate motivation as the number of uncertainty decreases Graves et al.
Job security As per Yamamoto if an employee perceives they will be getting rewards for good work and their job is a secured one, the performance will automatically be better.
Literature review on employee motivation and productivity
Individuals can be either extrinsically or intrinsically motivated or both Amabile, And there is no sign of improving either. Both motivation concepts strengthen each other, but sometimes intrinsic motivation is diminished by extrinsic motivator Deci1, It is more essential for younger employee during different career stages of life job because it arises from the terms of contract of employment, labor legislation that results in prevention of arbitrary termination, layoffs, and lockout. A Brief Literature Review on Employee Motivation Posted on by John Dudovskiy Bruce and Pepitone propose an interesting viewpoint according to which managers cannot motivate employees; managers can only influence what employees are motivated to do. Chapter 4 - Data Analysis and Findings: The presentation of data collected from different sources and its in-depth analysis of result obtained are studied in this chapter. Variables relating to ecology are uncontainable. Journal of Economic Behavior and Organization, 56, — International Journal of Selection and Assessment, 20 4 , —
I would specially thank the Head of the school where this research work was conducted. Age discrimination in simulated employment contexts: An integrative analysis. It encourages heightened ownership at work.
Similarly, Pantouvakis and Bouranta 3 indicated job satisfaction as a consequence of physical features and as an antecedent of interactive features.
based on 45 review