Motivation Mechanism for Chinese Public Organizations

The main practical objective of this project is to evaluate the perceived conditions in the Chinese civil servant organizations with western theories of what comprises satisfying work conditions. An additional goal is to recommend normative hypotheses regarding how these theories could be utilized to improve work satisfaction in the civil servant organization.

The main issue is that there is not enough academically trustworthy motivation theory originating from public organizations. Nevertheless, you can find motivation theories which are already assessed on a number of organizations. The very fact that a lot of public organizations have overall performance concerns signifies that there’s a necessity for a motivation theory that is relevant to public organization.

To examine our proposed motivation mechanism we carried out a survey making use of questionnaire and interview. Our investigation area is Ningbo and our case is a Ningbo Personnel Department. The study confirmed that the altered motivation theories could possibly be employed in the Chinese public departments and the developed motivation mechanism could be utilized to enhance the working efficiency in Chinese public organizations at least in advanced areas.

Video on Motivation Basics


1 Introduction
1.1 Background
1.2 Problem
1.3 Purpose
1.4 Research Questions
1.5 Limitations
1.6 Outline
2 Method and Research Approach
2.1 Methodological Strategy
2.2 Research Design
2.2.1 Theoretical Framework
2.2.2 Empirical Research
2.3 Scientific Approach
2.4 Empirical Research Process
2.4.1 Introduction
2.4.2 Questionnaire
2.4.3 Interview
2.4.4 Response Rate
2.5 Validity and Reliability
2.5.1 Validity
2.5.2 Reliability
2.5.3 Generalisability
3 Theoretical Framework
3.1 Motivation, Job Satisfaction and Job Performance
3.1.1 Introduction
3.1.2 Motivation and Work Motivation
3.1.3 Job Satisfaction
3.1.4 Job Performance
3.1.5 The Relationship between Motivation, Job Satisfaction and Performance
3.1.6 Summary
3.2 Public Servant Management and Motivation Theories
3.2.1 Introductio
3.2.2 Public Servant and Public Department
3.2.3 Public Servant and Motivation Theory
3.2.4 Summary
3.3 Motivation Theories
3.3.1 Introduction
3.3.2 Herzberg’s Two-Factor Theory Hygiene Factors and Motivators Applying the Theory The Evaluation of the Theory The Application of the Theory in Our Research Work
3.3.3 Hackman and Oldham’s Job-Characteristic Model Five Core Job Dimensions and Three Specific Core Factors of Jobs The Evaluation of the Model The Application of the Model in Our Research Work
3.3.4 Adams’ Equity Theory The Main Ideas of Equity Theory The Evaluation of Equity Theory The Application of the Theory in Our Research Work
3.3.5 Goal-Setting Theory Four Tenets of Goal-Setting Theory The Evaluation of the Theory The Application of Goal-Setting Theory in Our Research Work
3.3.6 Summary
3.4 Creating a Motivation Mechanism for Chinese Public Department
3.4.1 Introduction
3.4.2 The Main Purpose of Our Motivation Mechanism
3.4.3 Creating a Motivation Mechanism for Chinese Public Department Hygiene Factors Motivators
3.4.4 Summary
4.Empirical Research
4.1 Introduction
4.2 The Characteristics of the Civil Servant System in Ningbo, China
4.2.1 Salary System
4.2.2 Security System
4.2.3 Working Environment
4.2.4 Evaluation and Feedback System
4.2.5 Promotion and Appointment System
4.2.6 Rotation and Rejuvenation System
4.2.7 Training and Developing System
4.2.8 Reward and Punishment System
4.3 Presentation of the Answers on Questions about Perceived
4.3.1 Some Additional Characteristics of the Civil Servant System in Ningbo
4.3.2 Presentation of Perceived Conditions about 8 Factors Salary System Security System Working Environment Evaluation and Feedback System Promotion and Appointment System Rotation and Rejuvenation System Training and Developing System Reward and Punishment System
5 The Analysis of Empirical Research Work
5.1 Introduction
5.2 The Hygiene Factors
5.2.1 Salary System
5.2.2 Security System
5.2.3 Working Environment
5.3 Motivators
5.3.1 Evaluation and Feedback System
5.3.2 Promotion and Appointment System
5.3.3 Rotation and Rejuvenation System………
6 The normative motivation mechanism
6.1 Introduction
6.2 Hygiene Factors
6.2.1 Salary System
6.2.2 Security System
6.2.3 Working Environment
6.3 Motivators
6.3.1 Evaluation and Feedback System
6.3.2 Promotion and Appointment System
6.3.3 Rotation and Rejuvenation System
6.3.4 Training and Developing System
6.3.5 Reward and Punishment System……

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Source: Kristianstad University

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