RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

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Exploring the factors that affect employees non-financial motivation in Moldova’s private sector 149 Table 6: Coefficients Model Unstandardized Coefficients Standardized Coefficients B Std. Error Beta (Constant) 1,523 ,583 2,611 ,010 Promotion ,149 ,077 ,193 1,918 ,058 Teamwork ,168 ,114 ,129 1,476 ,143 Sense of Achievement ,196 ,123 ,162 1,596 ,113 Empowerment ,246 ,095 ,335 2,582 ,011 Engagement ,165 ,103 ,192 1,594 ,114 Dependent variable: Employees performance. **p
150 <strong>RESPONSIBLE</strong> <strong>ENTREPRENEURSHIP</strong> The purpose of the research was to explore what motivational factors have the greatest contribution on employees performance. Using SPSS linear regression analysis has been observed five non-financial motivators that might explain employees performance. The research results show that promotion opportunity, teamwork, sense of achievement, employees empowerment, and job engagement are more appropriate motivation factors that predict employees performance. As result, it can be said that improvement in these factors could probably increase overall organizational performance. Practical implication for the managers derived from the research suggest that employees should be fairly treated, and have professional growth according to their achievements. Moreover, being part of the team employees tend to get new information and experience which enhance their performance. Additionally, company performance could increase when managers empower their employees, and those are engaged to the work. Research limitations One of the most important limitation is a small sample size, however was covered three biggest cities of Moldova, the results are non-representative for a whole country. This limitation appears as the result of limited time of the primary data collecting, being five weeks. Further, other limitation of this study is the questionnaire language. The data was collected through employees that know English. As result, some of items were unclear for participants, but they showed unwillingness to ask for explanation. In order to diminish this issue, was prepared a small introduction for participants that explain critical questions, however this remain to be a significant limitation of the study. This study was done in Republic of Moldova, the sample was chosen randomly from three biggest cities from Moldova. Taking into consideration, the small sample size that participated in the study was tried to cover main cities, the future studies could explore in deep motivational factors based on organizational industry. Furthermore, might be investigated the demographic differences such as, gender, age, educational level, and work experience. References Aarabi, M. S., Subramaniam, I. D., & Akeel, A. B. A. A. B. (2013). Relationship between motivational factors and job performance of employees in Malaysian service industry. Asian Social Science. 9(9), 301. Abdullah, A. A., & Wan, H. L. (2013). Relationships of non-monetary incentives, job satisfaction and employee job performance. International Review of Management and Business Research. 2(4), 1085. Achakul, C., & Yolles, M. (2013). Intrinsic and Extrinsic Motivation in Personality: Assessing Knowledge Profiling and the Work Preference Inventory in a Thai Population. Journal of Organisational Transformation & Social Change. 10(3), 196-217. Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied psychology. 90(5), 945. Allen, T. D., Shockley, K. M., & Poteat, L. (2010). Protégé anxiety attachment and feedback in mentoring relationships. Journal of Vocational Behavior. 77(1), 73-80.
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National University of Political St
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Copyright ©2016, Comunicare.ro All
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Scientific Committee • Laurenþiu
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Efi VASILEIOU, Iordanis KOTZAIVAZOG
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Preface The present volume comprise
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The Tri-Anthropo-Type Paschalidis b
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Behavior of entrepreneurs and volit
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Digital social media marketing for
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Older people in digital creation co
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Sustaining social and rural entrepr
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Exploring the role of entrepreneurs
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Strategic management for SMEs in a
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Page 121 and 122: Effect of core competence on sustai
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Social entrepreneur: Does literatur
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Networked social enterprises 211 Li
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Networked social enterprises 213 Th
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Networked social enterprises 215 Th
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Networked social enterprises 217 Wr
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How to create a social enterprise:
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Social entrepreneurship and co-crea
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Social enterprise as the initiator
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Rediscovering ethics and the import
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Ethical aspects of accountancy and
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Matrix-based model for promoting th
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Networks and open innovation
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A methodology for collaborative per
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Quintuple Helix co-creation as a pi
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Triple Helix principles and cultura
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New perspectives in developing the
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Business environment and entreprene
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Proceedings of the 9 th Internation
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