 EMPLOYEES' PERCEPTIONS REGARDING THE STRATEGIES FOR MOTIVATING HUMAN RESOURCES WITHIN A PRIVATE ORGANIZATION IN ORADEADelia Georgeta Bekesi () and
Lioara Coturbaş ()
Annals of Faculty of Economics, 2020, vol. 1, issue 2, 42-54 Abstract: The article aims at approaching in the first part some theoretical considerations, based on the premise that the manager’s use of appropriate strategies meant to increase work motivation will lead to an increased employee performance. Thus, the theoretical considerations take into account the aspects that define the positive and negative motivational climate within an organization, the theories of motivation grouped according to the thematic criterion, but also the pecuniary and non-pecuniary motivation strategies, among which we mention: basic salary, merit salary, various bonuses, special bonuses for important employees (with special contributions), job rotation, job expansion, increased job attractiveness, flexible work schedule, delegation, increase of employees' self-confidence in order to determine them to become more motivated to engage in complex activities. The second part of the article, with the highest degree of originality, is the part of concrete research, conducted within a private organization in Oradea, a qualitative research that is based on employees' perceptions regarding the motivational strategies within the organization. The research objectives consist in identifying the financial and non-financial motivation strategies that employees benefit from and in highlighting the implications of the type of management on employee satisfaction. The used research method is the interview-based sociological survey, and the research instrument is the interview guide. The interview guide contains 18 questions and is structured on two dimensions: Financial and non-financial motivation and Implications of the type of management on employee satisfaction. The research highlighted that the organization applies a policy of motivating its own personnel by granting various financial rewards, such as: merit salaries, financial incentives, 13th salary, bonuses etc. The criteria that employees must meet in order to benefit from all these financial rewards are known to employees and consist of the following: attendance without unjustified absences, fulfillment and respect for the work norms, punctuality, commitment, involvement, availability, planning and organizational skills, flexibility and ability to solve problems, appropriate behavior, interest in the workplace, exceptional results and achievement of the goals imposed by management. Along with financial rewards, the company also offers employees non-financial rewards, such as: the possibility of promotion, flexible work schedule, insurance, company telephone, hot meal, work laptop, the possibility of a day of working remotely, company car (for some employees), transport settlement and free ophthalmologic examinations, annually. The conclusions of the study emphasize that the management of the organization should contemplate realistically on the situation and intervene in the human resource management strategy, by focusing more on the application of policies meant to stimulate the need for the employees’ professional and human development, by maximizing commitment, involvement and creative potential, based on the acknowledgment and stimulation of performance, a climate based on trust and cooperation within work teams. Keywords: motivation; performance; motivation strategies; reward; attitudes; needs (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ora:journl:v:1:y:2020:i:2:p:42-54 Access Statistics for this article More articles in Annals of Faculty of Economics from University of Oradea, Faculty of Economics Contact information at EDIRC. |
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