Project Manager Motivation: Job Motivators And Maintenance Factors

Abstract

The present study explored the applicable motivation factors that contribute to job satisfaction in terms of job motivators and maintenance factors when working on projects. The researchers asked students enrolled in a university advanced project management leadership course to respond to a job motivators and maintenance factors factor self- assessment. This tool is useful in determining the factors that contribute to motivation when working on projects (Lusser & Achua, 2016). The researchers then conducted a chi-square test to determine whether the observed values were significantly different from an expected value of 18, which is the midpoint. The chi-square goodness of fit test led to the rejection of H10 and the acceptance of H1a. with a p<.001. Additionally, the chi-square goodness of fit test led to the acceptance of H20 and the rejection of H2a. with a p=.994. The self-assessment revealed that the students tended to exhibit higher motivator scores and lower maintenance scores. The findings of this study have significant implications for leadership behavior when leading project teams. These findings can also contribute to a better understanding of the motivation factors that characterize team members for the completion of successful projects.

Integrating Cultural Diversity in Organizations: Recruitment and Selection

“…We may finally conclude that, even though there is not yet enough work regarding the need for Integration Cultural Diversity in Organizations a change of Paradigm may now be very well welcome ( Amaran, 2006) since global crises like the one we are living now with the Pandemia may open new alternatives for dealing with new challenges with the help of more powerful diversity teams that may help to improve Organizational Performance as a whole once they deal with appropriate motivation ( Henkel, T., Marion, J, Bourdeau, D. 2019).…”

Impact of diversity management on innovative work behavior: mediating role of human resource management and affective commitment

“…In such a fiercely competitive business landscape, employees are considered the most prominent source of innovation and creativity in business firms (e.g. Henkel et al. , 2019; Manoharan et al.…”

“…In such a fiercely competitive business landscape, employees are considered the most prominent source of innovation and creativity in business firms (e.g. Henkel et al, 2019;Manoharan et al, 2021). Prior research indicates that most mature organizations have received novel and innovative ideas from a diverse and multi-talented workforce coming from different cultural backgrounds (e.g.…”

“…Effective diversity management (DM) can enhance cross-cultural learning and knowledge sharing among the workforce while simultaneously fostering IWB within business firms (Matoufi and Tajeddini, 2015;Kaiser and M€ uller, 2013). However, if workforce diversity is not managed correctly, it may create misunderstanding and fear among the employees, hindering the firm innovativeness (Henkel et al, 2019;Manoharan et al, 2021). Accordingly, to gain the maximum potential of workforce diversity, firms need to foster IWB by increasing positive perceptions of a diverse workforce.…”

“…Rapid environmental changes and intense competition have driven businesses worldwide to pursue innovation and creativity to survive and succeed (Kitsios & Grigoroudis, 2020;Kyrgidou & Spyropoulou, 2013;Yang et al, 2022). In such a fiercely competitive business landscape, employees are considered the most prominent source of innovation and creativity in business firms (e.g., Henkel et al, 2019;Manoharan et al, 2021). Prior research indicates that most mature organizations have received novel and innovative ideas from a diverse and multi-talented workforce coming from different cultural backgrounds (e.g., Azadegan et al, 2020;Gamage, & Tajeddini, 2022).…”