Responsible Decision making for Sustainable Motivation
Abstract
:1. Introduction
1.1. Decision Making and Human Potential Motivation
- Decision making performed in other organizational areas that indirectly affects (positively or negatively) work motivation, such as decisional processes, which result in indirect consequence-orientated decisions touching motivation;
- Decision making that intentionally and sustainably improves motivation, like a decision process which results in direct, procedurally satisfied, motivational decisions.
1.1.1. Consequentially Orientated Decisions Affecting Motivation
1.1.2. Procedurally Contented Decision Making Improving Motivation
1.2. Sustainably Responsible Motivation
2. Material and Methods
2.1. Study Design and Instruments
2.2. Sample
2.3. Participants
2.4. Procedure—Test of Reliance
3. Data Analysis and Results
3.1. Data Analysis
3.2. Results
3.2.1. Indications from Data Analysis
3.2.2. Model of Decision Making for Sustainably Responsible Motivation
Components of Decision-Making in Building Sustainable Motivation
- Goal (to build sustainable motivation), subjects (participants in the process, such as managers, HR experts, employees, partners, etc.), and the object of decision-making (motivation);
- Focus of decision making on solving four key problems, like setting motivational objectives, working out a motivational strategy, creating motivational programs, and performing motivational processes;
- Process and time prospects of building sustainable motivation, such as mutual and accelerative relations between and among the past, present and future decision making in the area of motivation; and the past, present and future motivations and processes of motivating;
- Methods of decision making potentially usable when deciding a process of motivating individuals and groups, like a quantitative (questionnaire, experiment, t-test, …), qualitative (Delphi method, interview, brainstorming, brainwriting, etcetera.) and heuristic classes (decision analysis, decision trees, decisions tables, and more).
Decisional Principles and Mechanisms in Building Sustainable Motivation
- Application of crucial principles such as the three Rs (recursion, recognition, and responsibility), systematism and permanent situational adaptation to changed conditions, partner approach, open cooperation, sensitive application of taken motivational decisions and measures;
- Achieving the functionality of/for advanced processes of decision making and motivating, such as harmonization of all the motivations, progressing the motivation to a transcendent level, creating and implementing innovativeness in motivating, evaluation of all positive and negative impacts, development of accelerative mechanisms and mechanisms for constructive feedback;
- Building the conditions and overall possibilities for functionality of the proposed model, like training in the area of building responsible motivation, cooperative behavior, willingness and readiness of persons who affect the motivation as well as processes for advancing the individual egoism for the ‘good’ of the organization.
4. Discussion
5. Conclusions
Supplementary Materials
Author Contributions
Funding
Conflicts of Interest
References
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Characteristic | Details | Slovakia | Lithuania | Poland |
---|---|---|---|---|
Median age | Male | 38.8 | 39.7 | 39.0 |
Female | 42.3 | 47.1 | 42.4 | |
Total | 40.5 | 43.7 | 40.7 | |
Birth rate | Births/1000 pop. | 9.7 | 9.9 | 9.5 |
Life expectancy at birth | Male | 73.7 | 69.7 | 73.9 |
Female | 81.1 | 80.7 | 81.8 | |
Total | 77.3 | 75.0 | 77.8 | |
GDP—per capita (PPP) | $ | 32.9 | 31.9 | 29.3 |
Production growth rate | % | 3.5 | 2.8 | 4.2 |
Unemployment rate | % | 7.7 | 6.7 | 4.5 |
Age | Slovakia (n = 500) | Poland (n = 390) | Lithuania (n = 226) | |||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Employees 80% | Managers 20% | Employees 88% | Managers 12% | Employees 73% | Managers 27% | |||||||
Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | Male | Female | |
18–28 | 39 | 132 | 12 | 11 | 34 | 172 | 4 | 5 | 5 | 13 | 0 | 1 |
29–39 | 47 | 72 | 9 | 16 | 21 | 75 | 7 | 12 | 9 | 34 | 1 | 4 |
40–50 | 27 | 44 | 27 | 19 | 7 | 27 | 5 | 10 | 10 | 38 | 6 | 20 |
51–61 | 16 | 19 | 3 | 2 | 0 | 5 | 2 | 2 | 8 | 38 | 5 | 18 |
61> | 4 | 0 | 1 | 0 | 0 | 1 | 0 | 1 | 6 | 5 | 2 | 3 |
Total | 133 | 267 | 52 | 48 | 62 | 280 | 18 | 30 | 38 | 128 | 14 | 46 |
Characteristics | Processes/Motivational Focuses | Corrected Item-Total Correlation | Cronbach’s Alpha If Item Deleted | Cronbach’s Alpha | n of Items |
---|---|---|---|---|---|
Group—Processes | Awareness | 0.568 | 0.835 | - | - |
Appraisal | 0.712 | 0.795 | - | - | |
Communication | 0.742 | 0.779 | - | - | |
Atmosphere | 0.724 | 0.786 | - | - | |
Total | 0.846 | 4 | |||
Group—Motivation orientation | Quality work | 0.730 | 0.879 | - | - |
Improve of skills | 0.761 | 0.867 | - | - | |
New ideas | 0.796 | 0.854 | - | - | |
Cooperation with superior | 0.788 | 0.857 | - | - | |
Total | 0.895 | 4 |
Slovakia | Poland | Lithuania | |||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Motivation Focus | Degree of Motivation | Employees n = 400 | Managers n = 100 | Employees n = 342 | Managers n = 48 | Employees n = 166 | Managers n = 60 | ||||||
Freq. | % | Freq. | % | Freq. | % | Freq. | % | Freq. | % | Freq. | % | ||
Motivation to quality work | High | 167 | 41.75 | 61 | 61.00 | 116 | 33.92 | 28 | 58.33 | 48 | 28.92 | 30 | 50.00 |
Rather high | 156 | 39.00 | 30 | 30.00 | 154 | 45.03 | 17 | 35.42 | 70 | 42.17 | 23 | 38.33 | |
Average | 47 | 11.75 | 9 | 9.00 | 59 | 17.25 | 3 | 6.25 | 39 | 23.49 | 6 | 10.00 | |
Rather low | 21 | 5.25 | 0 | 0.00 | 4 | 1.17 | 0 | 0.00 | 3 | 1.81 | 0 | 0.00 | |
Low | 9 | 2.25 | 0 | 0.00 | 9 | 2.63 | 0 | 0.00 | 6 | 3.61 | 1 | 1.67 | |
Mean | 1.87 | 1.48 | 1.94 | 1.49 | 2.09 | 1.65 | |||||||
Standard deviation | 0.97 | 0.66 | 0.89 | 0.62 | 0.96 | 0.80 | |||||||
Motivation to improve knowledge and skills | High | 130 | 32.50 | 53 | 53.00 | 138 | 40.35 | 30 | 62.50 | 39 | 23.49 | 18 | 30.00 |
Rather high | 165 | 41.25 | 31 | 31.00 | 128 | 37.43 | 12 | 25.00 | 73 | 43.98 | 30 | 50.00 | |
Average | 66 | 16.50 | 14 | 14.00 | 61 | 17.84 | 6 | 12.50 | 39 | 23.49 | 9 | 15.00 | |
Rather low | 23 | 5.75 | 2 | 2.00 | 5 | 1.46 | 0 | 0.00 | 8 | 4.82 | 2 | 3.33 | |
Low | 16 | 4.00 | 0 | 0.00 | 10 | 2.92 | 0 | 0.00 | 7 | 4.22 | 1 | 1.67 | |
Mean | 2.08 | 1.65 | 1.90 | 1.53 | 2.22 | 1.97 | |||||||
Standard deviation | 1.04 | 0.80 | 0.95 | 0.73 | 1.00 | 0.86 | |||||||
Motivation to new ideas | High | 64 | 16.00 | 30 | 30.00 | 80 | 23.39 | 17 | 35.42 | 22 | 13.25 | 21 | 35.00 |
Rather high | 161 | 40.25 | 51 | 51.00 | 157 | 45.91 | 28 | 58.33 | 63 | 37.95 | 24 | 40.00 | |
Average | 122 | 30.50 | 14 | 14.00 | 77 | 22.51 | 2 | 4.17 | 56 | 33.73 | 13 | 21.67 | |
Rather low | 30 | 7.50 | 3 | 3.00 | 16 | 4.68 | 1 | 2.08 | 16 | 9.64 | 1 | 1.67 | |
Low | 23 | 5.75 | 2 | 2.00 | 12 | 3.51 | 0 | 0.00 | 9 | 5.42 | 1 | 1.67 | |
Mean | 2.47 | 1.96 | 2.21 | 1.78 | 2.56 | 1.95 | |||||||
Standard deviation | 1.03 | 0.86 | 0.96 | 0.64 | 1.02 | 0.89 | |||||||
Motivation to cooperate with superior | High | 79 | 19.75 | 45 | 45.00 | 86 | 25.15 | 18 | 37.50 | 25 | 15.06 | 17 | 28.33 |
Rather high | 162 | 40.50 | 41 | 41.00 | 143 | 41.81 | 21 | 43.75 | 53 | 31.93 | 27 | 45.00 | |
Average | 103 | 25.75 | 10 | 10.00 | 87 | 25.44 | 9 | 18.75 | 60 | 36.14 | 13 | 21.67 | |
Rather low | 39 | 9.75 | 3 | 3.00 | 11 | 3.22 | 0 | 0.00 | 16 | 9.64 | 2 | 3.33 | |
Low | 17 | 4.25 | 1 | 1.00 | 15 | 4.39 | 0 | 0.00 | 12 | 7.23 | 1 | 1.67 | |
Mean | 2.38 | 1.74 | 2.21 | 1.80 | 2.62 | 2.05 | |||||||
Standard deviation | 1.04 | 0.84 | 0.99 | 0.75 | 1.08 | 0.89 |
Motivation Focus | Tested Characteristics | Leadership | Appraisal | Communication | Trust | ||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
SK | PL | LT | SK | PL | LT | SK | PL | LT | SK | PL | LT | ||
Degree of freedom (table chi-square coefficient at significant level 0.05) | 8 (15.507) | 16 (26.296) | 16 (26.296) | 16 (26.296) | |||||||||
Asymp. Sig. (2-sided) | 0.000 | 0.000 | 0.000 | 0.000 | |||||||||
Motivation to quality work | Pearson Chi-Square | 76.502 | 49.277 | 27.259 | 227.841 | 93.941 | 113.114 | 132.999 | 108.679 | 100.760 | 192.656 | 105.196 | 67.341 |
Likelihood Ratio | 77.817 | 49.864 | 29.724 | 150.494 | 75.214 | 68.634 | 104.557 | 86.610 | 64.676 | 156.734 | 91.155 | 56.149 | |
Linear-by-Linear Association | 62.014 | 31.959 | 23.986 | 117.342 | 52.218 | 51.544 | 77.966 | 63.040 | 44.559 | 121.982 | 75.168 | 39.608 | |
n of Valid Cases (value) | 500 | 383 | 211 | 500 | 381 | 214 | 500 | 380 | 213 | 500 | 385 | 215 | |
Motivation to improve knowledge and skills | Pearson Chi-Square | 70.414 | 44.438 | 26.160 | 182.444 | 47.528 | 130.988 | 147.951 | 78.157 | 123.583 | 134.709 | 62.804 | 75.270 |
Likelihood Ratio | 76.053 | 43.355 | 26.358 | 141.683 | 41.139 | 85.350 | 110.797 | 60.815 | 92.932 | 122.861 | 51.258 | 62.839 | |
Linear-by-Linear Association | 57.202 | 34.573 | 21.281 | 97.868 | 27.876 | 50.692 | 80.198 | 36.939 | 55.466 | 90.640 | 35.138 | 41.292 | |
n of Valid Cases (value) | 500 | 380 | 211 | 500 | 378 | 214 | 500 | 377 | 213 | 500 | 382 | 215 | |
Motivation to new suggestions | Pearson Chi-Square | 107.518 | 64.072 | 33.297 | 218.369 | 81.665 | 114.600 | 193.217 | 101.609 | 124.140 | 198.136 | 107.724 | 72.654 |
Likelihood Ratio | 117.239 | 64.998 | 32.768 | 159.314 | 66.133 | 81.884 | 147.854 | 76.117 | 98.017 | 167.868 | 92.705 | 67.446 | |
Linear-by-Linear Association | 95.708 | 58.313 | 28.099 | 109.434 | 53.111 | 52.873 | 100.283 | 56.843 | 62.208 | 119.342 | 75.298 | 51.942 | |
n of Valid Cases (value) | 500 | 379 | 207 | 500 | 377 | 210 | 500 | 376 | 209 | 500 | 381 | 211 | |
Motivation to cooperate with superior | Pearson Chi-Square | 133.091 | 76.258 | 53.207 | 291.071 | 132.533 | 131.040 | 174.370 | 189.949 | 144.366 | 274.270 | 135.398 | 124.884 |
Likelihood Ratio | 142.405 | 76.230 | 49.161 | 201.736 | 91.280 | 100.348 | 134.894 | 119.407 | 113.727 | 231.467 | 117.453 | 107.303 | |
Linear-by-Linear Association | 114.184 | 68.414 | 39.229 | 148.862 | 81.020 | 73.449 | 104.392 | 91.098 | 65.955 | 174.604 | 103.385 | 73.152 | |
n of Valid Cases (value) * | 500 | 381 | 210 | 500 | 379 | 213 | 500 | 378 | 212 | 500 | 383 | 214 |
Factor of Change | Mean of ALL | Mean of SK | Mean of PL | Mean of LT |
---|---|---|---|---|
Significant success in the work area | 29.40% | 34.60% | 31.03% | 22.57% |
Big failure in work | 6.03% | 5.00% | 10.00% | 3.10% |
Experience of joyful, pursuing event | 9.15% | 6.40% | 8.21% | 12.83% |
The success and happiness of a child | 9.03% | 4.20% | 10.51% | 12.39% |
Slow maturation and own development | 20.54% | 11.20% | 43.33% | 7.08% |
Satisfaction in partner life | 15.00% | 19.60% | 12.56% | 12.83% |
Meeting recognized, respected man | 11.07% | 12.40% | 9.74% | 11.06% |
Achieving a long-desired goal | 26.76% | 32.20% | 26.41% | 21.68% |
Starting a family | 22.44% | 44.40% | 17.18% | 5.75% |
Death of a loved one or friend | 8.84% | 18.00% | 7.18% | 1.33% |
Arising the hidden, latent need | 11.68% | 25.40% | 7.44% | 2.21% |
Long-term fatigue, stress, burn-out | 17.71% | 1.40% | 28.72% | 23.01% |
Awareness of own qualities | 27.66% | 11.20% | 44.36% | 27.43% |
Demotivating influence of superior | 12.36% | 4.00% | 15.38% | 17.70% |
Failure, unfortunate of the child | 11.76% | 31.40% | 2.56% | 1.33% |
Disappointment in partner life | 13.07% | 30.60% | 4.62% | 3.98% |
Change of job or employment | 21.46% | 14.80% | 29.23% | 20.35% |
Health and state of health | 25.16% | 25.40% | 23.08% | 26.99% |
Characteristics | SK vs. PL | SK vs. LT | SK vs. All | PL vs. LT | PL vs. All | LT vs. All |
---|---|---|---|---|---|---|
Positive sum | 87 | 113 | 140 | 99 | 92 | 40 |
Negative sum | −84 | −58 | −31 | −72 | −79 | −131 |
Test statistics | 84 | 58 | 31 | 72 | 79 | 40 |
Confirmed hypothesis | H1 | H1 | H0 | H1 | H1 | H0 |
Suggestions | Slovakia | Poland | Lithuania | |||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|
Employees | Managers | Employees | Managers | Employees | Managers | |||||||
Freq. | % | Freq. | % | Freq. | % | Freq. | % | Freq. | % | Freq. | % | |
Greater interest in employees | 184 | 46.00 | 38 | 38.00 | 157 | 45.91 | 24 | 50.00 | 65 | 39.16 | 22 | 36.67 |
Training activities and skills development | 131 | 32.75 | 25 | 25.00 | 147 | 42.98 | 15 | 31.25 | 13 | 7.83 | 4 | 6.67 |
Creating good relationship | 121 | 30.25 | 33 | 33.00 | 165 | 48.25 | 20 | 41.67 | 90 | 54.22 | 29 | 48.33 |
Higher remuneration and rewards | 160 | 40.00 | 40 | 40.00 | 251 | 73.39 | 26 | 54.17 | 97 | 58.43 | 26 | 43.33 |
Career growth and job prospects | 176 | 44.00 | 32 | 32.00 | 157 | 45.91 | 18 | 37.50 | 60 | 36.14 | 21 | 35.00 |
Participation in decisions | 76 | 19.00 | 20 | 20.00 | 56 | 16.37 | 11 | 22.92 | 30 | 18.07 | 11 | 18.33 |
Fairness, justice and humanity of superior | 310 | 77.50 | 66 | 66.00 | 168 | 49.12 | 22 | 45.83 | 76 | 45.78 | 23 | 38.33 |
Providing the necessary information | 137 | 34.25 | 23 | 23.00 | 86 | 25.15 | 5 | 10.42 | 41 | 24.70 | 11 | 18.33 |
Mutual and open cooperation | 191 | 47.75 | 40 | 40.00 | 156 | 45.61 | 18 | 37.50 | 70 | 42.17 | 27 | 45.00 |
Space for autonomy and self-realization | 166 | 41.50 | 36 | 36.00 | 77 | 22.51 | 12 | 25.00 | 35 | 21.08 | 12 | 20.00 |
Better work conditions | 56 | 14.00 | 23 | 23.00 | 137 | 40.06 | 13 | 27.08 | 40 | 24.10 | 11 | 18.33 |
Recognition for quality work | 225 | 56.25 | 43 | 43.00 | 122 | 35.67 | 13 | 27.08 | 35 | 21.08 | 15 | 25.00 |
Employee bonuses and benefits | 191 | 47.75 | 34 | 34.00 | 126 | 36.84 | 7 | 14.58 | 67 | 40.36 | 22 | 36.67 |
Improving mutual communication | 135 | 33.75 | 27 | 27.00 | 111 | 32.46 | 18 | 37.50 | 45 | 27.11 | 17 | 28.33 |
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Blašková, M.; Figurska, I.; Adamoniene, R.; Poláčková, K.; Blaško, R. Responsible Decision making for Sustainable Motivation. Sustainability 2018, 10, 3393. https://doi.org/10.3390/su10103393
Blašková M, Figurska I, Adamoniene R, Poláčková K, Blaško R. Responsible Decision making for Sustainable Motivation. Sustainability. 2018; 10(10):3393. https://doi.org/10.3390/su10103393
Chicago/Turabian StyleBlašková, Martina, Irena Figurska, Ruta Adamoniene, Kristína Poláčková, and Rudolf Blaško. 2018. "Responsible Decision making for Sustainable Motivation" Sustainability 10, no. 10: 3393. https://doi.org/10.3390/su10103393