Influence of employee motivation structure on work performance
A new paradigm in motivation management
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Traditionally, it is believed that every employee needs to be motivated. This book represents a kind of opposition to traditional views. It is based on a new (emerging in the last 15-20 years) paradigm, according to which it is more advantageous for an organisation to select people with the 'right' motivation, rather than seeking all new ways to motivate those that are there. This paper presents the results of a unique study showing the relationship between employee motivation structure and performance. The uniqueness lies in the combination of an extensive empirical framework with an analysis...
Traditionally, it is believed that every employee needs to be motivated. This book represents a kind of opposition to traditional views. It is based on a new (emerging in the last 15-20 years) paradigm, according to which it is more advantageous for an organisation to select people with the 'right' motivation, rather than seeking all new ways to motivate those that are there. This paper presents the results of a unique study showing the relationship between employee motivation structure and performance. The uniqueness lies in the combination of an extensive empirical framework with an analysis of objective performance indicators. The paper provides recommendations on the selection and placement of personnel in blue-collar, commercial, and line manager positions under different conditions. The text includes the results of recent research showing how the desired structure of employee motivation can be shaped. Today this book is the first and only work that summarises such an extensive practice of applying V.I. Gerchikov's typological model and Motype test in human resource management.
Traditionally, it is believed that every employee needs to be motivated. This book represents a kind of opposition to traditional views. It is based on a new (emerging in the last 15-20 years) paradigm, according to which it is more advantageous for an organisation to select people with the 'right' motivation, rather than seeking all new ways to motivate those that are there. This paper presents the results of a unique study showing the relationship between employee motivation structure and performance. The uniqueness lies in the combination of an extensive empirical framework with an analysis of objective performance indicators. The paper provides recommendations on the selection and placement of personnel in blue-collar, commercial, and line manager positions under different conditions. The text includes the results of recent research showing how the desired structure of employee motivation can be shaped. Today this book is the first and only work that summarises such an extensive practice of applying V.I. Gerchikov's typological model and Motype test in human resource management.
Traditionally, it is believed that every employee needs to be motivated. This book represents a kind of opposition to traditional views. It is based on a new (emerging in the last 15-20 years) paradigm, according to which it is more advantageous for an organisation to select people with the 'right' motivation, rather than seeking all new ways to motivate those that are there. This paper presents the results of a unique study showing the relationship between employee motivation structure and performance. The uniqueness lies in the combination of an extensive empirical framework with an analysis of objective performance indicators. The paper provides recommendations on the selection and placement of personnel in blue-collar, commercial, and line manager positions under different conditions. The text includes the results of recent research showing how the desired structure of employee motivation can be shaped. Today this book is the first and only work that summarises such an extensive practice of applying V.I. Gerchikov's typological model and Motype test in human resource management.
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