Motivational Growth of Employees’ Performance

Hitka, Miloš; Sirotiaková, Mária

doi:10.15388/ekon.2009.0.1058

Cited by 5 publications

(4 citation statements)

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“…The analysis was attended by 45 workers, aged 45 to 60 years. To determine the level of motivation and to analyze the motivational factors of the company in the current time, we used a questionnaire consisting of 30 closed questions [25], which can be used to find information: on the characteristics of the working environment, working conditions, applied evaluation and remuneration system. the company, about the personnel work in the company itself, about the system of social care and employee benefits, as well as information about the satisfaction or dissatisfaction of the employee, his value orientation, relationship to work, colleagues and the company as a whole.…”

Section: Methodsmentioning

confidence: 99%

Proposal Creating Incentive Programs to Motivate Employees in the Railway Repair Company

Hitka¹,

Ližbětinová²,

Lorincová³

et al. 2021

Management Trends in the Context of Industry 4.0

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The aim of the paper is to propose the creation of incentive programs for employees in a railway repair company using cluster analysis. Using the Ward method, the Euclidean distance, we defined four groups of similarly motivationally oriented employees. The result of the analysis is a proposal for the creation of a group-individual motivational program, the content of which are common motivational factors for individual groups, which is specified by priority motivational factors for individual groups of employees. There are fundamental differences between different groups of employees.

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Section: Methodsmentioning

confidence: 99%

Proposal Creating Incentive Programs to Motivate Employees in the Railway Repair Company

Hitka¹,

Ližbětinová²,

Lorincová³

et al. 2021

Management Trends in the Context of Industry 4.0

Self Cite

View full text Add to dashboard Cite

show abstract

“…The factors used to motivate employees must be reduced to stopping generate additional costs for the organization during crisis (Závadský et al, 2015;STATSOFT, 2004). Therefore, managers are trying to introduce motivational factors which do not require them to invest additional costs (Hitka and Sirotiakova, 2011), such as changing internal communication, developing employees by involving "tacit" knowledge potential in the organization or improving processes as a trainer (Hitka and Sirotiakova, 2011), which may further influence the role, which work motivation has on the road to job performance.…”

Section: Work Motivation Job Satisfaction Work Engagement and Job Pmentioning

confidence: 99%

The Verification of Employees’ Dynamic Capabilities Based Model of Job Performance in Organizations Functioning in the Crisis Caused by COVID-19 Pandemic

Bieńkowska¹,

Koszela²,

Tworek³

2021

ERSJ

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The aim of the paper was to verify the Job Performance Model based on Employees' Dynamic Capabilities (EDC) and explain the mechanisms of shaping job performance based on EDC in initial phase of crisis occurring within the organization due to Black Swan phenomena, on the example is a COVID-19 pandemic, which touched whole world in 2020. Design/Methodology/Approach: Empirical research conducted on Italian organizations affected by the crisis shows that the model is significantly distorted under such conditions. To verify the internal structure of the Job Performance Model based on EDC under given critical conditions, the statistical analysis of correlation, linear regression analysis and the path analysis were executed using SPSS and SPSS AMOS. Findings: The research result of statistical analysis confirm that the new version of the Model obtained for organizations operating under Black Swan phenomenon is statistically significant without work motivation and job satisfaction. It was also proven that P-J fit still provides a bridge between EDC and job performance, trough strengthening work engagement. Practical Implications: The results of the research are offer implications for practice. They propose mechanisms that will potentially help the organization to survive the crisis through appropriate shaping of job performance, which indirectly determines the continuity of the organization. Originality/Value: In the context of COVID-19 pandemics, where the crisis is affecting practically every sector, it is extremely important to be clear about how to take care of the employees' job performance to keep the position in the dynamically changing market.

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“…Motivation is critical within any organization. Hitka and Sirotiakova (2009) identified a long list of factors that can have on the way motivation works internally in an organization. They included: 'the scope and type of employment', 'the job performance', 'working process', 'education and personal growth', 'good working team', 'the company's reputation', 'the opportunity to utilize one's own abilities', 'physical strain of a job', 'authority', 'recognition', 'atmosphere at working places', 'further financial remuneration', 'job stability', 'communication at work', 'knowledge concerning results of work', 'working hours', 'working environment', 'prestige', 'attitudes of supervisors', 'individual decision-making', 'self-realization', 'fringe benefits', 'fair assessment of employees', 'stress', 'psychological stress', 'company's vision', 'regional development', 'company's attitude to the environment' and the level of the 'basic pay'.…”

Section: Motivation and Employee Performancementioning

confidence: 99%

Lean manufacturing, leadership and employees: the case of UAE SME manufacturing companies

Alefari

Almanei

Salonitis

2020

Production & Manufacturing Research

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Successful lean implementation to SMEs poses great challenges. Although lean principles, tools and strategies for implementation are widely known and well documented, companies still struggle. In the present paper, the challenges for the SMEs in their lean journey are discussed, focusing on leadership styles and their impact on how employees perform during the lean transition. The aim of the paper is to determine the extent to which the main principles of lean manufacturing are understood and adopted in manufacturing companies in a developing country such as the United Arabic Emirates (UAE) through a structured questionnaire. The degree of implementing lean manufacturing is assessed and discussed against literature review findings. Furthermore, the impact of various leadership styles during the lean transition is investigated. A second survey is used for capturing the current state with regards the employee performance and the role of leadership in manufacturing SMEs in the UAE.

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Motivational Growth of Employees’ Performance

Cited by 5 publications

References 0 publications

Proposal Creating Incentive Programs to Motivate Employees in the Railway Repair Company

Proposal Creating Incentive Programs to Motivate Employees in the Railway Repair Company

The Verification of Employees’ Dynamic Capabilities Based Model of Job Performance in Organizations Functioning in the Crisis Caused by COVID-19 Pandemic

Lean manufacturing, leadership and employees: the case of UAE SME manufacturing companies

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