BUS 612 Presentation FINAL 04122016

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Wingate University MBA BUS 612

How Intrinsic and Extrinsic MotivatorsImpact Employee Engagement

Janet C. Hart, APR, CFEE, Fellow PRSAMarcus J. McIntyreAnthony SumterMaryam Zangeneh

April 12, 2016

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AgendaResearch OverviewKey Research FindingsSurvey AnalysisRecommendationsConclusionsQuestions & Answers

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Research 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.3

Research 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 engagement4

Research MethodologyQuantitative researchSurveys online via Survey Monkey122 completed surveys

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INTRINSIC: Q8 - I am very satisfied with my job.

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INTRINSIC: Q15 - I find the work that I dofull of meaning and purpose.

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INTRINSIC: Q24 - I feel happy when I am working intensely.

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EXTRINSIC: Q9 I am financially well-compensated at my job.

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EXTRINSIC: Q11 I am highly satisfied with the incentives provided by the organization.

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EXTRINSIC: Q26 What kind of incentives motivate you?

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EXTRINSIC: Q27 Which of the following factors do you find most motivating?

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Demographics: Q30 What is your total compensation in your position?

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Demographics: Q31 How many years have you been at your job?

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Survey AnalysisIntrinsic Motivators:

89% devote a lot of attention to their jobs

75% like the work they do

75% feel their job has a purpose

60% find their job challenging

59% are satisfied with their job15

Research AnalysisExtrinsic Motivators:

66% are motivated most by a salary increase (46%) or by a promotion (20%)

53% are motivated by financial rewards

56% report that they are well-compensated at their jobs.

49% are making less than $50,000, 51% are making over $50,000

48% are satisfied with incentives provided by their company.16

RecommendationsAttention: 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), 617-635.17

Conclusions

Intrinsic 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.18

References

Geier, 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.19

How Intrinsic and Extrinsic MotivatorsImpact Employee Engagement

Questions & Answers

Janet C. Hart, APR, CFEE, Fellow PRSAMarcus J. McIntyreAnthony SumterMaryam Zangeneh

April 12, 2016

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