Employee motivation strategies and creation of supportive work environment in societies of post-socialist transformation

• Autorzy: Ristic M. R. , Selakovic M. , Qureshi T. M.

Identyfikatory

DOI

10.17512/pjms.2017.15.2.19

Warianty tytułu

PL

Strategie motywacyjne pracodawców i tworzenie wspierającego środowiska pracy w społeczeństwach post-socjalistycznej transformacji

• Języki publikacji: EN

Abstrakty

EN

The goal of this study is to identify what motivates employees working in the public sector in a society of post-socialist transformation. The research participants included 455 employees of different educational and professional backgrounds in Serbia, a country which is going through the process of the post-socialist transformation. A survey method was used. According to the findings, employees working in the public sector in the society of post-socialist transformation are mostly motivated by extrinsic rewards. Among 15 motivators, the majority of respondents said that the most important motivator if high salary. In the second position, they placed promotion and in the third they placed “better health insurance”. The study also indicated that demographic characteristics like gender, educational level, managerial level, etc. influence work motivation of Serbian employees. The results of this study should provide useful guidelines to managers while creating motivation strategies for employees in public sector in the society of post-socialist transformation.

PL

Celem tego badania jest określenie, co motywuje pracowników pracujących w sektorze publicznym w społeczeństwie post-socjalistycznej transformacji. Uczestnikami badania było 455 pracowników różnego pochodzenia edukacyjnego i zawodowego w Serbii, kraju, który przechodzi proces post-socjalistycznej transformacji. Do badań wykorzystano metodę ankietową. Według ustaleń pracownicy sektora publicznego w społeczeństwie pot-socjalistycznej transformacji są głównie motywowani dodatkowymi nagrodami. Wśród 15 motywatorów większość respondentów stwierdziła, że najważniejszym motywatorem jest wysoki poziom wynagrodzenia. Na drugiej pozycji umieścili promocję, a na trzeciej umieścili "lepsze ubezpieczenie zdrowotne". Badanie wykazało również, że cechy demograficzne, takie jak płeć, poziom wykształcenia, poziom zarządzania etc. wpływają na motywację serbskich pracowników. Wyniki niniejszego opracowania powinny dostarczyć wskazówek dla menedżerów podczas tworzenia strategii motywacyjnych dla pracowników sektora publicznego w społeczeństwie post-socjalistycznej transformacji.

Słowa kluczowe

EN

strategies of motivation; post-socialist transformation society; intrinsic motivation; extrinsic motivation; public sector

PL

strategie motywacyjne; społeczeństwo post-socjalistycznej transformacji; motywacja wewnętrzna; motywacja zewnętrzna; sektor publiczny

• Wydawca: Czestochowa University of Technology
• Czasopismo: Polish Journal of Management Studies
• Rocznik: 2017
• Tom: Vol. 15, No. 2
• Strony: 205--216
• Opis fizyczny: Bibliogr. 34 poz., tab.

Twórcy

autor

Ristic M. R.

• College of Business Administration, American University in the Emirates, Dubai, UAE

autor

Selakovic M.

• DOBA Faculty of Applied Business and Social Studies, Maribor, Slovenia

autor

Qureshi T. M.

• College of Business Administration, American University in the Emirates, Dubai, UAE

Bibliografia

• 1. Ambrose M.L., Kulik T.C., 1999, Old Friends, New Faces: Motivation Research in the 1990s, “Journal of Management”, 25(3).
• 2. Arandarenko M., 2011, Supporting strategies to recover from the crisis in South Eastern Europe: country assessment: Serbia, (1 ed.), Budapest, ILO.
• 3. Buelens M., Van den Broeck H., 2007, An Analysis of Differences in Work Motivation between Public and Private Sector Organizations, “Public Administration Review”, 67(1).
• 4. Crewson P.E., 1997, Public Service Motivation: Building Empirical Evidence of Incidence and Effect, “Journal of Public Administration Research and Theory”, 7(4).
• 5. Dixit A., 2002, Incentives and organizations in the public sector: an interpretative review, “Journal of Human Resource”, 37(4).
• 6. Eskildsen J.K., Kristensen K., Westlund A.H., 2004, Work motivation and job satisfaction in the Nordic countries, “Employee Relations”, 26.
• 7. Griffin R., Phillips J., Gully S., 2017, Organizational Behavior: Managing People and Organizations, (12 ed.), Boston, Cengage Learning.
• 8. Houston D.J., 2000, Public Service Motivation: A Multivariate Test, “Journal of Public Administration Research and Theory”, 10(4).
• 9. Ismail R., 2008, Employee motivation: a Malaysian perspective, “International Journal of Commerce and Management”, 18(4).
• 10. Karl K.A., Sutton L.C., 1998, Job Values in Today’s Workforce: A Comparison of Public and Private Sector Employees, “Public Personnel Management”, 27(4).
• 11. Lazić M., 2005, Changes and resistance, (1 ed.), Beograd, Filip Višnjić.
• 12. Lewis G.B., Frank A.S., 2002, Who Wants to Work for the Government?, “Public Administration Review”, 62(4).
• 13. Maidani E.A., 1991, Comparative Study of Herzberg’s Two-Factor Theory of Job Satisfaction among Public and Private Sectors, “Public Personnel Management”, 20(4).
• 14. Manolopoulos D., 2007, An evaluation of employee motivation in the extended public sector in Greece, “Employee Relations”, 30(1).
• 15. Mishra U.S., Patnaik S., Mishra B.B., 2016, Augmenting Human Potential at Work: an Investigation on the Role of Self-Efficacy in Workforce Commitment and Job Satisfaction, “Polish Journal of Management Studies”, 13(1).
• 16. Naff K.C., Crum J., 1999, Working for America: Does Public Service Motivation Make a Difference?, “Review of Public Personnel Administration”, 19(4).
• 17. Newstrom J.W., Reif E.W., Monczka R.M., 1976, Motivating the Public Employee: Fact vs Fiction, “Public Personnel Management”, 5(1).
• 18. Osterloh M., Frey B., Frost J., 2002, The dynamics of motivation of new organizational forms, “International Journal of Economics and Business”, 9(1).
• 19. Perry J.L., 1996, Measuring Public Service Motivation: An Assessment of Construct Reliability and Validity, “Journal of Public Administration Research and Theory”, 6(1).
• 20. Perry J.L., Porter L.W., 1982, Factors affecting the context of motivation in public organizations, “Academy of Management Review”, 7(1).
• 21. Perry J.L., Wise R.L., 1990, The Motivational Bases of Public Service, “Public Administration Review”, 50(3).
• 22. Rainey H.G., 1982, Reward Preferences among Public and Private Managers: In Search of the Service Ethic, “American Review of Public Administration”, 16(4).
• 23. Rainey H.G., Bozeman B., 2000, Comparing Public and Private Organizations: Empirical Research and the Power of the A Priori, “Journal of Public Administration Research and Theory”, 10(2).
• 24. Ryan R.M., Deci E.L., 2000, Intrinsic and extrinsic motivations: classic definitions and new directions, “Contemporary Educational Psychology”, 25(1).
• 25. Sarri K., Trihopoulou A., 2005, Female entrepreneurs personal characteristics and motivation: a review of the Greek situations, “Women in Management Review”, 20.
• 26. Sojic M.S., 2014, Serbian Industry, [In:] Ocic C. (Ed.), Possible strategies for Serbian economic development, Beograd, Serbian Academy of Sciences and Arts.
• 27. Solomon E.E., 1986, Private and Public Sector Managers: An Empirical Investigation of Job Characteristics and Organizational Climate, “Journal of Applied Psychology”, 71(2).
• 28. Statistical Office of the Republic of Serbia, 2014, Poverty and Social Inequality in Republic of Serbia 2014., Belgrade, Statistical Office of the Republic of Serbia.
• 29. Statistical Office of the Republic of Serbia, 2017, Survey on Income and Living Conditions 2016., Belgrade, Statistical Office of the Republic of Serbia.
• 30. Tobing D.S.K., 2016, The Effect of Compensation, Career Development, Work-Family Support on Job Satisfaction, “Polish Journal of Management Studies”, 14(1).
• 31. Transparency International, 2016, Corruption perceptions index 2016, Berlin, Transparency International.
• 32. Wiley C., 1997, What motivates employees according to over 40 years of motivation surveys, “International Journal of Manpower”, 18.
• 33. Wittmer D., 1991, Serving the People or Serving for Pay: Reward Preferences among Government, Hybrid Sector, and Business Managers, “Public Productivity and Management Review”, 14(4).
• 34. Wright B.E., 2001, Public sector work motivation: a review of the current literature and a revised conceptual model, “Journal of Public Administration Research and Theory”, 4.

Uwagi

Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2018).