Purpose: As learning at the workplace is predominantly self-motivated, this study is aimed to identify and categorize the motivational drivers for working professionals to pursue self-directed learning (SDL) at the workplace. Design/methodology/approach: A total of 23 variables were identified as drivers for working professionals to initiate,…

This qualitative, phenomenological study explored the attitudes of civilian (non-military) U.S. Air Force supply chain managers regarding the use of the five elements of the ADKAR Model ("awareness," "desire," "knowledge," "ability," and "reinforcement") as critical success factors (CSFs) to…

Paraeducators support students in schools throughout the United States by fulfilling duties such as providing instructional reinforcement, assisting with clerical tasks, supervising students, and supporting the mobility and/or hygiene of students with physical disabilities. However, although data show that approximately 91% of schools in the…

This study examines the three generations comprising today's IT organizations to determine whether the Situational Leadership approach is effective in motivating this diverse work force to perform project-related tasks. Baby Boomer employees, Generation X employees, and Generation Y employees are the three generations actively employed in IT…

Previous research on performance evaluation systems has failed to take into account user acceptance. Employee acceptance of a behaviorally-based performance appraisal system was assessed in a field experiment contrasting user preference for Behavioral Expectations Scales (BES) versus Behavioral Observation Scales (BOS). Non-union sales associates…

Operation Pathfinder was a special manpower project designed to retrain behaviors of the disadvantaged and to establish positive motivations to work for a living through application of social reinforcement methodology. The project demonstrated that a positive reinforcing environment and properly structured work situation will provide a means of…

Presents theories of motivation classified as those dealing either with exogenous causes or with endogenous processes. The following strategies for improving work motivation are discussed: (1) personal motives; (2) incentives and rewards; (3) reinforcement; (4) goal-setting techniques; (5) personal and material resources; (6) social and group…

The purpose of the current study was to compare the delivery of varied versus constant high-, medium-, and low-preference stimuli on performance of 2 adults on a computer-based task in an analogue employment setting. For both participants, constant delivery of the high-preference stimulus produced the greatest increases in performance over…

Explains the CAM (Clarity, Awareness, Merit Recognition) process for performance reviews in which supervisors declare personal values, expectations, and operational methods; select employee skills for enhancement and define results; provide feedback, recognition and reinforcement; and distribute merit rewards and build deeper mutual commitments to…

The literature on motivation theory is growing rapidly due to increased interest by leaders in all types of organizations in social-psychology variables such as internal commitment and motivation to work. This paper presents an overview of motivational research, covering early behavior theories such as scientific management and human relations,…

Summarizes and discusses findings on two hypotheses predicting interaction between intrinsic and extrinsic motivation: extrinsic rewards are those which provide satisfaction independent of the actual activity itself and are controlled by someone other than the employee, whereas intrinsic rewards are those over which the employee has a high degree…

The primary purpose of the present research was to explore the relationship of ability and intrinsic motivation in the prediction of job performance. Intrinsic motivation was traced to two primary determinants. One, an organizational factor, is the extent to which an employee's job is "enriched," or incorporates challenging elements such as…

When faced with a discrepancy between the actual and the desired performance of a student, employee, or acquaintance, the usual course of action is to "train, transfer, or terminate" the individual. The authors believe that while these may sometimes be appropriate solutions appropriately applied, more often they are not. They offer a procedure for…

The use of incentives by businesses is a well-accepted pattern of management-employee collaboration. Increasingly, U.S. businesses are using incentives to encourage employees to stay healthy. Research in the field of behavior modification indicates that positive reinforcement, negative consequences and restrictions, and feedback have great…

Two dominant motivational theories are reviewed--valence-instrumentality-expectancy theory and reinforcement theory--and discussed in terms of management, motivation of professional staff, rewards for achievement, and needs consistent with both theories (affiliation, power, achievement, competence). A 17-item annotated list of references is…