Work motivation and job satisfaction in the Nordic countries

Eskildsen, Jacob; Kristensen, Kai; Westlund, Anders

doi:10.1108/01425450410511043

Cited by 99 publications

(106 citation statements)

References 24 publications

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“…They also describe the measures taken by the government to address the issue. Eskildsen, Kristensen and Westlund (2004) studied the differences in intrinsic work motivation and job satisfaction among employees with different characteristics working in Nordic countries. The authors found that job satisfaction and intrinsic work motivation have a nearly linear relationship with age and that the employees with higher education reported higher level of intrinsic work motivation.…”

Section: 4mentioning

confidence: 99%

Employee motivation: a Malaysian perspective

Islam

Ismail

2008

International Journal of Commerce and Management

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Purpose -The purpose of this paper is to identify the motivating factors of employees working in various Malaysian organizations. Design/methodology/approach -A survey method was adopted. The survey questionnaire consisted of two parts: respondents' personal information were obtained through Part A and in Part B, they were asked to rank the ten motivating factors in terms of their effectiveness. The motivating factors were compiled from the existing literature and refined through consultation with human resource professionals. Findings -An ordered set of motivating factors for employees working in Malaysian organizations. Demographic factors like gender, race, education, etc. were found to have impact on the ranking of the factors. Originality/value -The findings are expected to provide useful guidelines to managers while developing employee motivation programs.

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Section: 4mentioning

confidence: 99%

Employee motivation: a Malaysian perspective

Islam

Ismail

2008

International Journal of Commerce and Management

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“…Therefore, managers shouldn"t think that what will motivate them will also motivate the employees. Eskildsen et al (2003) studied the differences in intrinsic work motivation and job satisfaction among employees with different characteristics working in Nordic countries. The authors found that job satisfaction and intrinsic work 1884 motivation have a nearly linear relationship with age and that the employees with higher education reported higher level of intrinsic work motivation.…”

Section: Gender and E-leadership:-mentioning

confidence: 99%

Do They Have What It Takes to Be a Successful E-Leader in the Lebanese Smes?

barbar¹

2017

IJAR

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This research in this research grant is going to discover the competencies of successful e-leaders in the Lebanese SMEs. The focus will be on discovering how employees look at the the skills (know how), the knowledge (understanding content) and the attribute (personal traits) of E-Leaders in the Lebanese SMEs. The researcher in this study is interested in finding out to what extent do employees look at the leaders in the Lebanese SMEs to posses properties such as: Knowing the technology, Fast decision making, SWOT analysis, Making sense of the future, strategic planning and Attracting and retaining talent. The purpose of this research is to find out what are the new skills and competencies that managers need? How can you assess whether a manager has (or can develop) the right skills to thrive in e-business in Lebanon? To answer these questions, the researcher in this study interviewed over 479 employees in different Lebanese SMEs via well-constructed questionnaire, focusing on those who set strategic direction for e-business ventures as well as functional and business unit leaders responsible for implementing Web initiatives. Furthermore, Based on review of literature , it is found that managers must be able to communicate clearly, create effective processes, set performance goals, manage cross-functional teams and understand financial reports. The aim of this research is to find out if e-managers in the Lebanese SMEs need to develop new or stronger competencies! Somehow e-managers must develop new competencies . Working in the e-environment is challenging and managing there is even more so! It is very important to know that the goals of leadership have not changed, but the new e-leader needs to implement those goals electronically on computer-mediated virtual teams that are dispersed over space and time.What is very different is that the e-leader may never physically meet one or more of the followers, and that the main communication medium is the computer. The new paradigm provides a range of new opportunities: the ability to instantly communicate one-on-one with employees, customers, and suppliers; the capability to use talent wherever it exists; the opportunity to enhance organizational performance by assembling better multi-functional teams, improve better customer satisfaction; the ability to cut costs; and, scope for better knowledge management. These can positively impact an organization"s competitive advantage.However, e-leaders also have new challenges: how to bridge the physical distance from the followers; how to communicate effectively with far-flung team members; how to convey enthusiasm and inspire followers electronically; how to build trust with someone who may never see the leader; and so on.Corresponding Author:-Kamel Barbar. Address:-Dean of Business School Jinan University-Lebanon. ISSN: 2320-5407Int. J. Adv. Res. 5(12), 1876 At a time when companies are increasingly relying on information and communication technology (ICT) to come up with innovations both on the management side and in produ...

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“…Motivation can be effected by factors like job satisfaction, which has been found to have correlations with age [36].…”

Section: Project Relocationmentioning

confidence: 99%

Challenges and Solutions in Test Staff Relocations within a Software Consultancy Company

Larsson¹,

Bertilsson²,

Feldt

2008

2008 1st International Conference on Software Testing, Verification, and Validation

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Test staff working in modern software consultancy companies often have to work in multiple customer projects that differ not only technically, but also regarding organisational, management and social aspects. The ease and speed with which the staff can adapt to new projects and environments is crucial for the success and profitability of the consultancy company. This paper presents the results of a study on how management in a Swedish software company can facilitate test staff relocation. Interviews with consultants in the testing department were conducted to elicit the differences between testing projects they have and are involved in and their views on the challenges of and learning needed when relocating between projects. Based on this we present an approach to better support such staff relocations in the future. The approach is based on a knowledge sharing structure and process and the introduction of specific templates to capture and document testing experience. An initial, static validation in the test consultancy show that the approach has merit and should be further evaluated. Keywords: Project staff relocation, test consultancy, test experience template ii ACKNOWLEDGEMENTSI would like to thank Dr. Robert Feldt most sincerely for the many constructive ideas given during this work. I am also grateful to Cybercom, more specifically to my advisor and to TestCenter management for believing in this work and for providing the best imaginable work environment.Finally my special gratitude is given to my beloved parents for their inexhaustible moral support, which has contributed more than they think. literature .................................................................................................... 67 D.1.3.2 Semi-static .................................................................................................................. 67 D.1.3.3 Dynamic ................................................................................................................ ..... 67 D.1.3.4 Best practices ............................................................................................................. Another was that the institute strived to promote the possibility to publish material from student thesis projects. Therefore the HMT format was outlined to contain two main parts; Part 1 is a paper written in IEEE/ACM format and covers the crucial thesis project contents and is also adapted towards publication. Part 2 is a series of appendixes which present and separate detailed methodology from specific results and other parts.This Master Thesis project is presented as a prototype version of the HMT format, and thus follows the previously described structure. The paper has been written in IEEE format since it was targeted for submission to the ICST 2008 conference ( http://www.cs.colostate.edu/icst2008/index.html). The function of this paper has been to summarize and connect the different parts of the thesis project work. It also contains an additional discussion about validity thr...

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Work motivation and job satisfaction in the Nordic countries

Cited by 99 publications

References 24 publications

Employee motivation: a Malaysian perspective

Employee motivation: a Malaysian perspective

Do They Have What It Takes to Be a Successful E-Leader in the Lebanese Smes?

Challenges and Solutions in Test Staff Relocations within a Software Consultancy Company

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