پروفایل انگیزش کار از کارگران پروژه

The purpose of this study is to understand the constructs of work motivation in project-based organizations. We first juxtapose work motivation in traditional and project-based organizations to put forward an operational definition of work motivation for our study. We then present the research methodology where we profile work motivation as perceived by project workers using principal component analysis. We obtain a five factor structure of work motivation. Finally, we discuss these results by putting them within the project management perspective and suggest managerial implications.

Work motivation is a driver to organization’s performance. As organizations are increasingly becoming project-oriented, juxtaposing work motivation in traditional and project-based organizations is of primary interest. Though work motivation has been well-researched in organization behavior literature, its understanding has been limited in project management research. Further, a non-managerial perspective of this issue has been ignored. We address this lacuna in research. Thus, we set forth the following objectives of this study: • What is work motivation and how is it different in traditional and project-based organizations? • What are the constructs that constitute work motivation in project-based organizations? In this paper, we will first bring forward the dimensions of work motivation by reviewing content and process based-theories of motivation. Then, we will juxtapose work motivation in traditional and project-based environments. Having established a context and framework for work motivation in projects, we will describe our research methodology to investigate the dimensions of work motivation. This will be followed by a discussion of results, conclusion, and the managerial implications of this study.

Our objectives for this study to know how project workers perceive work motivation. Our first step was to see how work motivation is positioned in project management vis-à-vis traditional operations environment. The concept of work motivation may not be very different in these two environments; however the source of work motivation may be different. This is primarily attributed to the structure and nature of projects. Further, we observe that the concept of work motivation has become more inclusive in the recent years. Variables such as alignment of the individual–organizational goals, employee empowerment, and communication have come to define work motivation along with nature of work itself. These trends are reflected in our analysis of the project workers. The multidimensional nature of work motivation reveal that initiatives directed towards empowering the employee, providing a motivating work environment, challenging and interesting nature of work, formal and informal communication, and job security significantly explain work motivation in a project context. The application of these practices in the industry is also discussed through examples which are to say that our recommendations are actionable. Thus, we expect that our findings will significantly contribute to an understanding of work motivation theory and practice in the context of project management.