Motivating and the effect of remuneration on employees’ motivation for work – an empirical approach

Abstract

Remuneration policy has a special role in managing human resources at the operational and strategic levels. At the operational level, remuneration is important for acquiring, stabilizing and motivating workforce. At the strategic level, it should enable the integration of human resources and thereby implementation of organizational strategy, development of human capital and creation of corporate culture improving efficiency and ensuring ethical conduct. Motivating employees is more than just a sum of factors intended to create and keep their commitment at the desired level. It rather requires the synergy of variables that complement, strengthen and even correlate with each other. The group of employees to which a well-defined set of incentives is addressed is also important, as the role of particular incentives may vary depending on the situation of an employee. This is the context in which the article analyses (based on Herzberg’ two-factor work satisfaction theory) key determinants of motivation for work, such as the perception of one’s autonomy in the workplace, employee’s length of service, the opinion about internal communication and involvement in work, satisfaction with remuneration, company’s motivational system and motivators for work. The final section contains a summary of the discussion and major conclusions