1.1 Background of the study
Human capital has emerged as the most critical firm asset, and the ability to attract motivate and retain capable employees is essential in organization’s innovation and quality improvement (Frye, 2004). These sentiments are supported by Jung and Hartog, (2007) who suggest that, one way for organizations to become more innovative is to capitalize on their employees’ ability to innovate. Jung and Hartog, continue to argue that employees can help to improve business performance through their ability to generate ideas and use these as building blocks for new and better products, services and work processes. Therefore, under new work conditions, to create value, every organization has to seek, generate, distribute and apply knowledge, a function that instead of being driven by capital, emerges from an environment in which the human spirit is enthused (Amar, 2004). Amar goes on to add that, only those organizations that develop a work environment that motivates their employees to engage in a behaviour consistent with this goal will succeed.
Motivation is fundamental to human behaviour (Cesare and Sandri, 2003). Staff motivation is the basis for organizational survival; in fact it argued that employees are the greatest asset of a company, and that satisfied customers must satisfy employee requirements (Nebeker, Busso, Werefels, Diallo, Czekajewski and Ferman, 2001). Non-profit organizations might only have to spend resources to carefully select intrinsically motivated employees, but also find ways to continuously direct and support their motivation; they can be expected to rely more on organizational practices and procedures that strengthen intrinsic a motivation to work towards the organization’s goal (Benz, 2005). For motivational problems, the best source of information is the employee. Exploring the attitudes that employees hold concerning factors that motivate them to work is important to... [continues]
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