Παρακίνηση εργαζομένων σε περιόδους οικονομικής κρίσης: τρόποι, μέσα & αποτελέσματα
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Keywords
Παρακίνηση ; Αυτόνομοι στόχοι ; Ελεγχόμενοι στόχοι ; Απόδοση ; Κλίμακα αμοιβών και παροχώνAbstract
Facts of recent years on the economic situation in the country, culminating in the economic crisis, a sign of our time, have a direct impact on the employees' working conditions, whether they work in the private sector or the public sector. The labor relations and the structures of the organizations have been significantly affected by the professional insecurity, the uncertainty and the suffocating pressure that the workers feel in an effort to achieve "ambitious" goals, while staying productive. Within this framework, the workforce becomes volatile and shows signs of "fatigue" or "disappointment", thus administrations must immediately act providing apt motives to their employees in order to maintain their high spirit .In any case, what is of great value to businesses and organizations, perhaps now more than ever, is to discover what really motivates their employees and implement it when it is feasible. The above task becomes even more difficult due to the harsh times we live with businesses not being able to reward their staff due to a fall in turnover or a cost reduction. However, a rather satisfied workforce acting on the company's interests by feeling part of the "big picture", is a kind of guarantee for the company and the positive results it has set itself. This workforce has always been the “key" of success as it has embraced the company's strategy and goals while it is prepared to provide its full support to it. Engaging and commitment and self-motivation of employees is a very important tool for organizations in their efforts to cope with the terribly volatile environment in which they operate.
According to the above we attempt to approach the labor relations and examine their correlation with concepts such as motivation combined with factors (demographic or psychographic). In particular, we will deal with substantial concepts such as employee goals, payment, benefits, and the importance of these factors to the employees’ self-motivation and ultimately the way it benefits the company. We attempted to apply the views of modern bibliography for the banking sector through a quantitative survey conducted in autumn 2018 with the participation of 196 employees of various ages, organic positions, hierarchy and educational level. We concluded that general motivation is higher in middle and high-rank executives and is linked in the same way to the educational level of employees.