Managing Motivation and Job Satisfaction of Scientists
Impact of organisational change and transitions at a research institute
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This book, based on research conducted at a government research institute in the UK, looks at what motivates research scientists and leads to high levels of job satisfaction and performance, especially during organisational change and transition. Two types of scientists were identified, those who were loyal to their organisation and were driven by the application of their science and those who were driven by curiosity and were more cosmopolitan in their outlook. Levels of job satisfaction and motivation varied considerably between individuals but could not be correlated with age, length of ser...
This book, based on research conducted at a
government research institute in the UK, looks at
what motivates research scientists and leads to
high levels of job satisfaction and performance,
especially during organisational change and
transition. Two types of scientists were identified,
those who were loyal to their organisation and were
driven by the application of their science and those
who were driven by curiosity and were more
cosmopolitan in their outlook. Levels of job
satisfaction and motivation varied considerably
between individuals but could not be correlated with
age, length of service, gender, department or job
grade. Formal incentive schemes appeared to be
ineffective but management styles and appraisal
systems were identified as being very important in
motivating scientists. Local quality of life and
flexible employment conditions were important
factors in increasing job satisfaction and retaining
staff. This book should be useful to managers,
policy makers and academics interested in
understanding the impact of organisational change
and transition on motivation and job satisfaction.
government research institute in the UK, looks at
what motivates research scientists and leads to
high levels of job satisfaction and performance,
especially during organisational change and
transition. Two types of scientists were identified,
those who were loyal to their organisation and were
driven by the application of their science and those
who were driven by curiosity and were more
cosmopolitan in their outlook. Levels of job
satisfaction and motivation varied considerably
between individuals but could not be correlated with
age, length of service, gender, department or job
grade. Formal incentive schemes appeared to be
ineffective but management styles and appraisal
systems were identified as being very important in
motivating scientists. Local quality of life and
flexible employment conditions were important
factors in increasing job satisfaction and retaining
staff. This book should be useful to managers,
policy makers and academics interested in
understanding the impact of organisational change
and transition on motivation and job satisfaction.
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