Browsing by Subject "Employee motivation"
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ItemAction research of goal-setting as ODI to improve employee motivation, engagement in Thai CCTV, ThailandThis study intended to answer the question of how to make Thai Central Chinese Television Group (Thai CCTV) profitable while improving customer satisfaction? The study investigations were through observations, interviews, and analysis of primary data from employees, suppliers, cable TV owners with total of thirty-three participants. In particular, the main research questions encompass as: 1) What is Thai CCTV’s current situation on employee motivation, employee engagement, operational excellence and customer satisfaction? 2) What ODI techniques can be implemented/ applied to increase the level of employee motivation and to increase the level of employee engagement? 3) Are there any differences between pre and post OD intervention on the level of employee motivation and employee engagement? 4) Are there any differences between pre and post OD intervention on the level of operational excellence? 5) Are there any differences between pre and post OD intervention on the level of customer satisfaction? The study used open-ended interview questions and qualitative approaches to conduct interviews during diagnosis, pre- and post-intervention and compare the results before and after the intervention. The findings reveal that the participants were unanimous in belief that goal setting plays a significant role which influenced employee motivation, employee engagement, operational efficiency and customer satisfaction.
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ItemDesigning a framework and strategies to enhance individual innovative work behavior: a case of a non-profit in Phnom Penh, Cambodia( 2021) Seng, Sonika ; Fernando, Maria Socorro C. L.Innovation has become such a big part of our everyday life that everywhere we go, whatever we do, we tend to seek something new, whether these are new ideas, new experiences, new products, new places, or new technologies. For organizations in highly competitive environments, innovation ensures sustainability and competitive advantage. However, innovativeness comes from the organization's people, so innovative work behavior has rapidly become a significant factor for organizations to explore and establish. This research assesses the needs of five factors that enhance individual innovative work behavior in Pact Cambodia: job resourcefulness, work empowerment, employee motivation, leader-member exchange (LMX), and work engagement. A mixed research methodology was used, and the respondents included the population in the non-profit organization. All 25 employees responded to the survey questionnaire for quantitative research, whereas eight key employees were selected to participate in a focus group discussion. The quantitative data were analyzed using Cronbach's Alpha testing, descriptive analysis, and Priority needs index modified (PNImod). The qualitative data were analyzed using the inter-coding method. The results from PNIMod show that work empowerment, employee motivation, leader-member exchange, and innovative work behavior are the four factors that must be prioritized. The interview questionnaire used appreciative inquiry (AI) questions to further explore work engagement and innovative work behavior. Based on the overall results, the current situation of innovative work behavior is favorable, but PNIModified suggested that some factors should be prioritized to enhance individual innovative work behavior. Therefore, a framework and strategies are presented based on all data results.
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ItemEmotional intelligence for employees' motivation(Assumption University, 2005) Krisda Tanchaisak ; Assumption University. Martin de Tours School of Management and EconomicsThis article adopts a system approach to analyze the Porter-Lawler model. This model synthe- sizes two important motivational models: the expectancy and the equity models. The expectancy model describes the influence of worker's expectation about the jobs and the rewards gained via the motiva- tion process. The equity model describes workers I comparison of rewards and effort ratios with others. The Porter-Lawler model suggests workers are motivated if they believe their effort will result in re- wards they deem important and that the effort-reward ratio must be equivalent to their referents. This model implies workers operate solely on economic rationale. The researcher describes emotion as a significant determinant of worker's judgement about referents, rewards, and equity. Emotional intelli- gence (EI) is proposed as an influential intervening variable in the Porter-Lawler motivation process model.
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