Motivating Employees in a Wood Processing Company before and after Restructuring

Faletar, Josip; Jelačić, Denis; Sedliačiková, Mariana; Jazbec, Anamarija; Hajdúchová, Iveta

doi:10.15376/biores.11.1.2504-2515

Cited by 19 publications

(19 citation statements)

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“…According to the Slovak Bureau of Statistics (https://slovak.statistics.sk), average monthly salary in forestry industry was 670 Euro in 2015; in wood-processing industry average monthly salary was almost 800 Euro, which is under the average salary in general industry -877 Euro in 2015. Similar outcomes were confirmed by Faletar et al (2016), who discovered that employees were more afraid of their salaries during crisis. This result is understandable, as the number of unemployed people in Croatia during crisis was high, and it was very hard to find another job.…”

Section: Resultssupporting

confidence: 67%

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

et al. 2016

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Senior managers in the forestry and wood-processing sectors in the Slovak Republic were asked to complete questionnaires. The aim of the research was to identify the importance of certain factors that affect the process of their motivation. A total of 493 senior managers were surveyed. The respondents used a five-point rating scale to rate the significance of each motivation factor, where 5 was very important and 1 was unimportant. The importance of 36 motivation factors was studied for senior managers through the use of statistical methods. Based on the study, it was concluded that the base salary is the most important factor of motivation, followed by job security as the second most important motivation factor, and the third most important factor was the fair appraisal system. Keywords INTRODUCTIONOrganizations focus on their employees to gain a competitive edge. Technology, processes, and organizational structure can be copied, but the value that competent and dedicated employees can bring to companies cannot be easily taken away (Ahmad et al. 2012). Managers in companies strive to build a functioning process within their enterprises (Vaňová et al. 2009). This is why companies have to cooperate with their employees. Companies must motivate and stimulate employees to make them feel satisfied with the organization and to prevent them from leaving. Halepota (2005) defines motivation as "a person's active participation and commitment to achieve the prescribed results." Without motivation, employees cannot offer their best performance, resulting in the company's performance being less efficient (Muslim et al. 2016). Motivated employees help businesses to succeed, as they are more productive (Almacik et al. 2012). Hence, motivated employees can contribute to making an organization more valuable and profitable (McKenzie-Mohr and Schultz 2014).To have a comprehensive understanding of employee motivation, one must examine its history, as well as further development, because employee motivation and engagement has long been a major concern for research (Sanyal and Biswas 2014). When Frederick Herzberg researched the sources of employee motivation during the 1950s and 1960s, he discovered a dichotomy: the things that make people satisfied and motivated on the job are different, in kind, from the things that make them dissatisfied. The renowned two-factor theory of established hygiene factors and motivators influenced better employee Fakhrutdinova et al. (2013), there are several means of employee motivation, such as bonuses, career growth, or obtaining the right to purchase shares of the company at a discounted price. During the economic crisis, motivation platforms are focused not only on financial incentives but very often on non-financial incentives, such as rebuilding teams, providing education and training within the company, offering qualifying training courses, language courses, managerial and IT courses, seminars, or using different outsourcing market tools (Wu et al. 2008;Kampf and Ližbetinová 2015). Kamasheva...

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Section: Resultssupporting

confidence: 67%

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

et al. 2016

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“…Furthermore, the usage of approaches to measure JS can also be examined in other areas of work, which has been shown in other studies [76,77]. In practice, it is recommended to define at first the goals of measuring JS.…”

Section: Discussionmentioning

confidence: 98%

The Efficient Measurement of Job Satisfaction: Facet-Items versus Facet Scales

Lepold

Tanzer

Bregenzer

et al. 2018

IJERPH

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The measurement of job satisfaction as a central dimension for workplace health and well-being is crucial to set suitable health- and performance-enhancing management decisions. Measuring different facets of job satisfaction leads to a more precise understanding about job satisfaction in research as well as to more specific interventions in companies. This study examines the measurement of job satisfaction with facet scales (multiple-items for one facet) and facet-items (one item for one facet). Facet-items are a cost-effective and fast way to measure job satisfaction in facets, whereas facet scales are more detailed and provide further information. Results from 788 bank employees showed that facet-items of job satisfaction were significantly correlated with the corresponding facet scales and had high factor loadings within the appropriate factor. Furthermore, the same correlational pattern between facet scales and external criteria was found for facet-items and external criteria (identification with the company, work engagement, stress, resources). The findings support the usage of facet-items in companies and in research where cost- and time-effectiveness is imperative and the usage of facet scales where an even deeper understanding of job satisfaction is needed. In practice, the usage of efficient measurements is evident, especially in the upcoming field of eHealth tools.

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“…It has shown that human activities are motivated by one or many known and sometimes unknown complex factors (Možina, 2002). There are individual factors that infl uence human acitivities, and they are very often part of the human social life (Faletar et al, 2015). According to Závadský et al (2015), the most commonly used tools of motivation are various incentives, extra holidays, corporate entertaining and rewards.…”

Section: Rezultati I Raspravamentioning

confidence: 99%

Employee Job Satisfaction in Furniture Manufacturing Companies in the Slovak Republic

2017

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Motivating Employees in a Wood Processing Company before and after Restructuring

Cited by 19 publications

References 3 publications

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

Motivation Factors Influencing Senior Managers in the Forestry and Wood-Processing Sector in Slovakia

The Efficient Measurement of Job Satisfaction: Facet-Items versus Facet Scales

Employee Job Satisfaction in Furniture Manufacturing Companies in the Slovak Republic

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