BUS 612 Presentation FINAL 04122016

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PowerPoint PresentationWingate University MBA BUS 612How Intrinsic and Extrinsic MotivatorsImpact Employee EngagementJanet C. Hart, APR, CFEE, Fellow PRSAMarcus J. McIntyreAnthony SumterMaryam ZangenehApril 12, 201611AgendaResearch OverviewKey Research FindingsSurvey AnalysisRecommendationsConclusionsQuestions & Answers2Research PurposeAccording to Robbins and Judge, 17 29% of employees are highly engaged with their jobs. Thus, 71 - 83% are not highly engaged with their jobs.Disengaged employees affect production, on the job accidents, employee turnover and profitability.Robbins, S., & Judge, T. (2012). Essentials of organizational behavior (12th ed.). Boston: Pearson.3Research FocusIntrinsic Motivators:MeaningfulnessPurposeProgressCompetenceExtrinsic Motivators:PayIncentivesBenefitsPromotionsEmployee engagement: The degree of involvement, satisfaction with, and enthusiasm for your job.Robbins, S., & Judge, T. (2012). Essentials of organizational behavior (12th ed.). Boston: Pearson.How intrinsic and extrinsic motivators impact employee engagement4Research MethodologyQuantitative researchSurveys online via Survey Monkey122 completed surveys5INTRINSIC: Q8 - I am very satisfied with my job.6INTRINSIC: Q15 - I find the work that I dofull of meaning and purpose.7INTRINSIC: Q24 - I feel happy when I am working intensely.8EXTRINSIC: Q9 I am financially well-compensated at my job.99EXTRINSIC: Q11 I am highly satisfied with the incentives provided by the organization.10EXTRINSIC: Q26 What kind of incentives motivate you?11EXTRINSIC: Q27 Which of the following factors do you find most motivating?12Demographics: Q30 What is your total compensation in your position?13Demographics: Q31 How many years have you been at your job?14Survey AnalysisIntrinsic Motivators:89% devote a lot of attention to their jobs75% like the work they do75% feel their job has a purpose60% find their job challenging59% are satisfied with their job15Research AnalysisExtrinsic Motivators:66% are motivated most by a salary increase (46%) or by a promotion (20%)53% are motivated by financial rewards56% report that they are well-compensated at their jobs.49% are making less than $50,000, 51% are making over $50,00048% are satisfied with incentives provided by their company.16RecommendationsAttention: Management should pay attention to employee job attitudes by finding out what motivators employees value most.Balance: Management should develop a balance of intrinsic and extrinsic rewards which will lead to higher employee engagement and lower negative employee actions.Inclusion: Management should develop a system in which employees have input in goals, job responsibilities, and incentives so they are invested and feel the system is fair.Changes: Management should adopt a policy that involves employees in changes so that they are part of the solution.Rich, B. L., LePine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.17ConclusionsIntrinsic and extrinsic motivators play an important role in employee engagement.Employee engagement is a critical component of job satisfaction.Nearly 2/3rds scored questions related to intrinsic motivators very highly and they had very positive feelings towards their job.Extrinsic motivators are also extremely important with 66% saying they are motivated by a salary increase or promotion over other types of incentives.18ReferencesGeier, M. (2016), Research model group 4 (revised).Rich, B. L., LePine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635.Robbins, S., & Judge, T. (2012). Essentials of organizational behavior (12th ed.). Boston: Pearson.19How Intrinsic and Extrinsic MotivatorsImpact Employee EngagementQuestions & AnswersJanet C. Hart, APR, CFEE, Fellow PRSAMarcus J. McIntyreAnthony SumterMaryam ZangenehApril 12, 201620