RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

136 RESPONSIBLE ENTREPRENEURSHIP
Organizations are interested to attract and keep skilled employees, leading companies to
high results (Danish & Usman, 2010). Moreover, motivated employees become one of the
critical factors that bring competitive advantages (Lockwood, 2007).
According to Ciorbagiu-Naon, (2010) there are small number of organizations that pay
attention to their human resources. However, until employees of any organizations are not
satisfied, encouraged and motivated none of them can achieve success and progress (Kuvaas
& Dysvik, 2009).
The purpose of the research is to examine the contribution of non-financial motivation
on employees performance in private sector, which according to Morrell (2011) became a
timely one during the current economic recession and lack of financial resources. Furthermore,
what motivational factors have greater impact in the context of an emerging country,
in our case the target population are emplyees from Republic of Moldova. There are differences
of managerial practices between emerging countries and developed countries. The reason
could be different, on the one hand managers in developing countries are not aware with
new managerial practices or they are not applicable. On the other hand, motivational factors
that have great impact in developed countries do not have the same value in emerging countries.
According to Chen and Huang (2009) managers that work in emerging countries are
not trained and familiar with new practices, or the economic environment do not allow them
to use these practices. In addition to this, employees have different values in countries with
diverse level of development. As result, the research finds out motivational factors that are
more suitable for private sector SMEs and employees perceive them as the most important.
The research is organized as follow: the second chapter discusses theoretical framework
and based on that are proposed the research hypotheses. The third chapter provides information
about methodological approach of the research and questionnaire design. In the fourth
chapter presents the findings and results. While last section includes final conclusion and
research limitations.
Theoretical framework and hypotheses
Generally, motivation pays a significant role in employees performance (Drake et al., 2007).
This area has been researched over the years, as result, has been adopted numerous definitions
and theories regarding employees motivation (Martin and Dowson, 2009). According
to Sheers (2014), employees motivation is something on what the company efficiency and
results depends on, therefore maintaining a high level of motivation is one of the most critical
and difficult task.
Motivation comes from the word “motivate”, which means to influence or push someone
to achieve a want (Manzoor, 2012). Kumar (2011) affirms that the term of motivation is one
commonly used but its meaning is poorly understood. It is quite important to know what motivation
is, because it explains how and why employees behave at the workplace (Kong, 2009).
Achakul and Yolles (2013) show that motivation is an individual phenomenon. Moreover,
according to Kong (2009) employees are not the same, and they have different needs, values
and of course different tasks, meaning that motivation process is individual one and may
differ according to the person.
The first approach regarding motivation makes distinction between two types of motivation,
intrinsic and extrinsic (Achakul and Yolles, 2013). The motivation that comes from inside,