This qualitative research study examined managerial perceptions of employee motivation. A widely studied yet complex topic, motivation continues to allude managers, leading to managerial assumptions about what is motivating to employees. The purpose of this study was to explore employee motivation through the co-participation of managers and subordinates in a job crafting intervention. A 1-hour version of the Job Crafting Exercise was conducted for eight managers and eight subordinates for a total of 16 research participants. Three weeks following the job crafting intervention, an open-ended survey was distributed separately to managers and subordinates. Findings indicated changes in the task, relational, and cognitive boundaries of subordinate’s jobs, and an increase in motivation as a result of co-participation in a job crafting intervention. Managers also gained greater insight about subordinates through participating in the Job Crafting Exercise and made actionable next steps with employees at the conclusion of the intervention.
|Commitee:||Lacey, Miriam Y.|
|School Location:||United States -- California|
|Source:||MAI 58/01M(E), Masters Abstracts International|
|Keywords:||Job-crafting, Manager, Motivation, Perception|
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