motivating employees of the public organization: …

Management Theory and Studies for Rural Business and Infrastructure Development

ISSN 1822-6760 / eISSN 2345-0355. DOI: 10.15544/mts.2017.08

2017. Vol. 39. No. 1: 100–111.

100

MOTIVATING EMPLOYEES OF THE PUBLIC ORGANIZATION: CASE

STUDY OF THE HIGHER EDUCATION INSTITUTION

Sylwia Stachowska1, Iwona Zofia Czaplicka-Kozłowska2

1 Researcher, PhD, University of Warmia and Mazury in Olsztyn, Department of Organization and

Management. E-mail [email protected] 2 Researcher, PhD, University of Warmia and Mazury in Olsztyn, Department of Organization and

Management. E-mail [email protected]

Received 21 02 2017; accepted 21 03 2017

One of the most significant managerial functions is motivating which leads to the implemen-

tation of the particular organizational objectives, to shaping of engagement and loyalty of its mem-

bers and, consequently, to the raising effectiveness of their actions. The properly constructed solu-

tions in the area of employee motivating process may result in the several benefits for the organiza-

tion, which is true also for the public institutions including the academic ones. The aim of the herein

study was the identification of the factors which have an impact on the motivation of employees of

the higher education institution. The research was conducted with the questionnaire survey among

the non-academic employees of the University of Warmia and Mazury in Olsztyn, Poland. The con-

ducted survey concludes that the motivation of employees is affected by various factors, mostly

concerning the remuneration for work and also with the self-development possibilitities, interper-

sonal relations, and effective communication. It is vital and worth to use the knowledge about them

for improving the quality and efficiency of the organization.

Keywords: human resources management, employee motivation, public organization, higher

education institution JEL Codes: H83, J24, M12

1. Introduction

Motivating employees has a special role within an organization. All the em-

ployees require the organizational attention and care so that their needs and expecta-

tions could be noticed by the management and met to a possible extent. The motivat-

ing process is one of the most significant areas of the human resources management.

The highly motivated employees bring the permanent benefits for the organization,

contribute to the implementation of its strategy and strenghten its market position,

stabilization and development.

The issue of motivating is vital, judging from the perspective of each organiza-

tion’s functioning and concerns also the public organizations including the higher ed-

ucation institutions.

Copyright © 2017 The Authors. Published by Aleksandras Stulginskis University, Lithuanian Insti-

tute of Agrarian Economics. This is an open-access article distributed under the terms of the Creati-

ve Commons Attribution-NonCommercial 4.0 (CC BY-NC 4.0) license, which permits unrestricted

use, distribution, and reproduction in any medium, provided the original author and source are cre-

dited. The material cannot be used for commercial purposes.

https://doi.org/10.15544/mts.2017.08

Sylwia Stachowska, Iwona Zofia Czaplicka-Kozłowska. Motivating employees of the public

organization: case study of the higher education institution

101

Within this type of organizations, in which the labour quality is dependent to a

large extent on the engagement of the employed staff, achieving the proper motivation

level of employees is becoming a key challenge (Długosz, 2006). The engagement is a

determining factor for the employee potential to influence the labour effectiveness. The

source of the commitment stems not only from the financial gratification adequate to

the effort, but also from a positive attitude towards the organization, coworkers and su-

periors, perception of organizational development adequate to the individual expecta-

tions.

The actions aiming to improve the quality of human resources management, to

increase the degree of identification with the organization and commitment, job satis-

faction and motivation, are necessary for elevating the quality of operation of those

organizations, the increase of effectiveness, creativity and employee initiative. From

the point of view of the effectiveness of these measures it is important to understand

the factors that determine the motivation of employess in the job environment.

The aim of the herein study was to identify the factors with an impact on moti-

vating the employees of the higher education institution. The research implementing the

set objectives was conducted by the questionnaire method among the group of employ-

ees (excluding academic ones) of the University of Warmia and Mazury in Olsztyn.

2. The essence and tools of motivating employees in the organization

Motivating is one of the most important functions of the organization's man-

agement and the ability to motivate is considered one of the most significant manage-

rial skills. Achieving the satisfying results at work and other activities depends above

all on the motivation to take action, and the proper corresponding impact on the em-

ployee motivation leads to the achievement of the organization's specific objectives,

contributes to shaping the loyalty of its members, as well as to raising their level of

performance and commitment (Stachowska, 2013). The notion of motivating is un-

derstood as "the process of conscious and deliberate influence on the behavior of

people in the work process by creating conditions to enable them to meet the needs as

a result of their contribution to the specific objectives of the organization" (Pocztowski,

2007). Broadly speaking, it encompasses "a group of various interactions, aiming to re-

sult in the achievement of the intended objectives and effects and adopting the ex-

pected attitudes and behaviors of people in the whole organization or its components"

(Oleksyn, 2001). In other words, "motivation to work is a process of deliberate and in-

tentional impact on employee motivation by providing resources and opportunities to

meet their expectations and develop values to achieve the objectives assumed by the

motivating subject, taking into account the environment of both sides of the process"

(Borkowska, 2006).

Motivating involves associating goals (expectations and values) of the employ-

ee and the organization. Therefore, it should enable the employees to participate in

the activities of the organization and provide them with the commitment to work us-

ing the professional potential to achieve the objectives of the organization. The pri-

mary objective of motivating is to influence others to heading in a certain direction,



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and thus to achieve a particular purpose. As indicated by S. Borkowska (2006), the

achievement of the objectives of the motivator is possible through the creation of re-

sources and the feasibility of values and expectations of the motivated. The employee

is motivated by meeting their needs. Therefore, it is necessary to identify the needs

and expectations of employees and individualized approach to them for the effective-

ness of the motivating incentives. The impact of motivational stimulus may be more

effective when there is a deep understanding thereof and adaptation to the specific

situations (Sekuła, 2008). The difficulty and complexity of motivation has its root in,

inter alia, the fact that every person has their own individual views, holds particular

beliefs and certain values, perceives and evaluates the surrounding reality in a vary-

ing and distinct way. Motivation is not a constant and perpetual factor and it changes

depending on the hierarchy of the needs and their level of satisfaction, age and expe-

rience acquired, health or life situation of the employee. Therefore, the motivation to

work must be regarded as a dynamic process.

Stimulating motivation is a complex and multi-faceted process. This is due to

the fact that every human being has a value system that contains both the universal

values – held generally by the humanity, as well as personal values which are de-

pendent on the individual needs and aspirations in life. Many of these values are di-

rectly linked with the work in the organization, which is a relation with a double-

sided effects: values define the expectations of employees towards the organization

and, on the other hand, its functioning affects the degree of realization of these values

and, consequently, the attitudes and behavior of employees (Penc, 1996). The manag-

er that wishes to effectively improve the efficiency of his or her subordinates, should

know what motives dominate in them, find out what they expect from the job and

through work so as to cater to their needs. After analyzing the motives guiding the

employees, the manager should choose incentives appropriate to these motifs.

The motivating process is a management function undoubtedly difficult for the

effective implementation and requires a systemic approach, i.e. the company estab-

lishes a system that is logically coherent and mutually supportive of the means of mo-

tivation (motivators) that results in the synergy effect. The intentionally established

system in the organization, being a composition of different instruments of stimula-

tion is called a motivational system. It is a set of ordered elements connected with

each other and forming an entity with the aim of creating conditions and encouraging

employees to perform tasks of the organization by the competent awakening of moti-

vation, enabling employees to meet different needs, encouraging employees to en-

gage in their work and responsibilities in a most beneficial way for the organization

and giving them a sense of personal satisfaction (Kozioł, 2006).

Factors stimulating and preserving motivation correspond to a variety of tools

to motivate, which can be divided into:

remuneration and financial gratification (e.g. the bonuses, financial prizes,

rules of pay rise of the basic salary);

benefits (e.g. the additional medical coverage, recreational facilities, insur-

ance services, using a company car or mobile phone, possibility to purchase company

products at the preferential prices);

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103

intangible motivational factors:

˗ the organizational factors: promotion policy, self-reliance implementation,

access to information, flexible working hours, work organization;

˗ the technical factors: comfort, the ability to work with the use of modern

techniques and technology, work safety conditions / labor standards;

˗ the psychological factors: work in a company with high prestige, positive re-

lationships, effective communication, the possibility of development and self-

fulfillment, a sense of meaning and purpose of work, praise, awards, recognition from

management.

Therefore, each manager has many opportunities to stimulate and reinforce the

motivation of their subordinates. The management can operate with a variety of dif-

ferent motivators and, consequently, is able to induce higher motivation through not

only creation of higher wages, but also the interest in the professional duties by creat-

ing the prospects for promotion, more favorable non-salary benefits, better working

conditions, more opportunities to participate in the management of company, greater

freedom of action by expanding selection opportunities, etc. The tools of motivation

always have a big impact on the behavior of people in the organization - they shape

employees’ awareness, attitudes to work and towards the superiors, as well as mutual

relations. The motivating factors encourage people to take more ambitious tasks, im-

prove the quality of the performer taska and qualifications, omission of passive atti-

tude and accepting the commitment and willingness to cooperate (Penc, 1996).

It should be remembered that the motivating process within the organization oc-

curs in close association with its environment (socio-economic system of the country,

legal norms, conditions of political and socio-cultural nature), but above all in close re-

lations to the internal factors such as the size of the organization, type and nature of its

business, organizational structure, organization of work, the level of technology used,

market position, physical working conditions and organizational climate.

3. The specificity of motivating employees of public organizations

The significance of effective employee motivating for the achievement of the

organizational objectives, building its competitive advantage and its development or

survival, is emphasized mainly in the context of changes in the organizational envi-

ronment. The public organizations have to adapt, just as the business organizations

operating on the market, to the changing environmental conditions associated with

the increased competitiveness, globalization or development of advanced technolo-

gies. The emergence of the concept of New Public Management was an important

step leading to use of the solutions applicable in business in the case of public organi-

zations, the notion which implies changing the orientation of the management of pub-

lic organizations from the costs and procedures to the achievement of assumed re-

sults, the adoption of the strategic orientation and the use of market mechanisms and

instruments (Zalewski, 2006). The New Public Management focuses on seven key

postulates: (1) implementation of professional management, (2) introduction of trans-



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parent efficiency measures, (3) focus on outcomes, 4) simplification of structures, (5)

innovation, (6) learning from the experience to constitute a sense of responsibility

towards the customers, (7) optimization of the resources use (Hood, 1991).

The currently implemented tasks in the public organizations which are requir-

ing creativity and involvement of employees (Czajka, 2012) confirm, in line with the

postulates of New Public Management, the importance of human capital for the effec-

tive functioning of such organizations. The increase in efficiency and effectiveness

can be achieved by creating a greater sense of responsibility of the employed towards

work, rewarding those whose attitude and level of implementation of tasks are bene-

ficial for the organization, as well as through the improvement of procedures to moti-

vate (Ściborek, 2014).

The internal employee’s assessment of the obtained benefits is a key factor de-

terming the emergence of the attitudes of commitment and engagement. The factors

such as remuneration, performed tasks or the formation of the organizational activi-

ties, affect the employee perception whether the institution appreciates their contri-

butions and provides support. Additionally, in the case of employees of public organ-

izations, it is crucial to assess the degree of compliance of the organization with their

values and individual aspirations. The management’s involvement in such organiza-

tions should include comprehensive measures based on the common objectives and

values of the staff and organization, the proper system of reward with an additional

emphasis on the expectations of the social partners (Juchnowicz, 2010).

The sources of motivation of employees of public organizations can be of the

same nature as in the case of the employed in the private sector, but their hierarchy

and influence may be different (Buelens, 2007). As in the case of employees of other

organizations, an important role in may be attributed to the financial factor. The stud-

ies have shown that the public employees are motivated to a greater extent compared

to private sector employees by the content of the work, personal development and

security (Pauli, 2016). In order to identify the sources of motivation of employees of

public organizations, the researcher is therefore obliged to analyze them with respect

to the conditions and work content, level of autonomy and decision-making, man-

agement style, relationships, access to programs of development, security and stabil-

ity of work.

The identification of the sources of employee satisfaction, as well as differ-

ences in the strength of their impact, may increase the efficiency of human resources

management in the public organizations. Moreover, the creation of appropriate work-

ing conditions results in the achievement of the assumed objectives, reduction of per-

sonnel fluctuation and builds a positive image for the surrounding stakeholders.

4. The purpose and methodology of herein research

The aim of the study was to identify the factors influencing the motivation of

employees of a higher education institution. The research for implementing the as-

sumed objectives was conducted through the questionnaire method and the interviews

were carried out on a group of non-academic staff of the University of Warmia and

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105

Mazury in Olsztyn in January 2016. The questionnaire was conducted via the system

Ankieter, the internal feature within the virtual Academic Students’ Evaluation Sys-

tem (USOS). The employees forming the surveyed group received a link to the ques-

tionnaire with inquiry to fill the answers electronically. Simultaneously, there was a

possibility to fill the questionnaire in paper. Both aforementioned methods guaran-

teed a full anonymity for the respondents. The survey included questions serving the

implementation of the main goal. The questions from the first part of the survey con-

cerned the opinion of employees about six separate areas: attitude towards work and

organization, learning and development, relations with superiors, communication and

cooperation, organization of work, reward and motivation. The questions from the

second part concerned the identification of factors affecting the motivation of em-

ployees, including the most valuable incentives, fringe benefits, recognition and de-

motivating factors, for the respondents. The last part of a survey encompassed the

questions about the effectiveness of currently used solutions in the motivation system

and the elements that should be re-condidered for the improvement of the incentive

system. The survey was designed with the system of cafeteria, giving a possibility to

add own answers. The presented study constitute a part of a broader research aiming

to identify the opinions of the employees of University of Warmia and Mazury in Ol-

sztyn on the current system of human resources management in the organization as

well as their expectations concerning the motivational system. The study was con-

ducted within the works of the Group for development of HRM system at the Univer-

sity of Warmia and Mazury in Olsztyn.

Table 1. The structure of examined population Specification Number of respondents %

Gender: female 396 71.6

male 157 28.4

Age:

< 35 118 21.3

35–50 256 46.3

> 50 179 32.4

Education:

higher 429 77.6

secondary 90 16.3

basic vocational 28 5.2

other 6 0.9

Work

expierience at

UWM (years):

< 5 100 18.1

5–15 234 42.3

15–25 95 17.2

> 25 124 22.4

Category of

employment:

scientific-technical employee 43 7.8

engineer-technical employee 89 16.1

IT services 18 3.3

library 59 10.7

administration 281 50.8

publishing services 12 2.2

other services and physical workers 51 9.2

Position: Managerial 61 11.0

Non-managerial 492 89.0

Total 553 100.0



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The analysis included 553 correctly completed questionnaires (which account-

ed for 40.3% of a total employment in the analyzed group of employees of the exam-

ined university). The structure of the population according to the various criteria is

presented in the Table 1. The female respondents dominated in the surveyed popula-

tion (71.6%). The interviewees mainly represented the higher education level

(77.6%), followed by the secondary, and - to a small extent – vocational education.

The majority of respondents (42.3%) had work experience at the University of

Warmia and Mazury of 5 up to 15 years. There was a domination of people aged 35

to 50 years (46.3%) among the respondents and the second largest group were em-

ployees over 50 years old (32.4%). The most represented group among the interview-

ees were administration workers (50.8%) and those not involved in managerial posi-

tions (89%).

5. Research findings

The respondents claimed that the most significant motivation factor was the

level of obtained remuneration (68.2%). The other preferred motivators among the

surveyed population encompass: the financial benefit, salary increase, bonuses

(67.8%), working atmosphere, relations with the co-workers (66.5%), stability and

safety of employment (65.6%), quality of relations with the superiors (52.3%), possi-

bility of skills and professional (41.9%) and the additional non-salary benefits

(41.1%) (Table 2).

Table 2. The most significant motivation factors according to the surveyed employees

Specification No. of

responses %

Level of obtained remuneration 377 68.2

Financial benefit, salary increase, bonuses 375 67.8

Working atmosphere, relations with the co-workers 368 66.5

Stability and safety of employment 363 65.6

Quality of relations with the superiors 289 52.3

Possibility of skills’ and professional development 232 41.9

Additional non-salary benefits (e.g. vouchers, recreation subsidies,

tickets for cultural events etc.) 227 41.1

Convenient working hours (flexitime) 196 35.5

Working conditions (workin station equipment and the availability of

needed resources) 186 33.6

Possibility of independent action 172 31.1

Clear criteria for work assessment and promotion 163 29.4

Work organization 127 23.0

Possibility of self-fulfillment at work 127 22.9

Non-financial recognition from the superiors (e.g. praise, a diploma, a

letter of congratulation, etc.) 114 20.7

Prestige of position and workplace 93 16.8

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On the other hand, the motivators of the least impact appeared to include: the

work organization (23.0%), possibility of self-fulfillment at work (22.9%), non-

financial recognition from the superiors, e.g. praise, a diploma, a letter of congratula-

tion, etc. (20.7%) and prestige of position and workplace (16.8%).

The respondents were also asked about the most appreciated additional benefits

used at the University of Warmia and Mazury in Olsztym. According to the opinion

of the interviewees, the most valuable and significant working benefits include: holi-

day recreational subsidies or coverage (67.3%) and financing of training and new

skills development (63.4%). For approximately the half of respondents the possibility

of taking out a low-interest loan (52.7%) and social security instruments (hardship al-

lowances) seemed significant – 48.5%. According to the 42.2% of interviewees the

additional medical insurance and coverage is also important. The survey depicted the

least appreciated additional benefits and among them: laptop or tablet for private use

użytku (9.9%), financing for sports sections (8%), recreational trips and picnics

(5.8%), mobile phone with a limit for private use (5.5%) and subscription of special-

ized periodicals (2.4%) (Table 3).

Table 3. The most appreciated additional benefits according to the surveyed population

No. Specification No. of

responses %

1. Holiday recreational subsidies or coverage 372 67.3

2. Financing of training and new skills development 351 63.4

3. Low-interest loans 291 52.7

4. Social security instruments (hardship allowances) 268 48.5

5. Additional medical coverage and insurance 233 42.2

6. Vouchers for a gym, pool, etc. 199 35.9

7. Group or individual language courses 181 32.7

8. Tickets to a cinema, theatre, sports events, exhibitions, etc. 178 32.1

9. Additional days of paid leave 176 31.9

10. Access to sports and recreational equipment 145 26.3

11. Gift vouchers (coupon system) 116 21.0

12. Financing participation in the conferences and seminars 112 20.3

13. Financing the domestic and foreign trips 101 18.2

14. Training and recreational trips 87 15.7

15. Free meals or dining subsidies 86 15.5

16. Financing of indivudual employee’s project (concerning the develop-

ment of own needs and interests) 80 14.4

17. Integrating social events 61 11.1

18. Laptop or tablet for private use 55 9.9

19. Financing of the sports sections (e.g. sailing, football, horse riding, etc.) 44 8.0

20. Recreational trips and picnics 32 5.8

21. Mobile phone with a limit for private use 30 5.5

22. Subscription of specialized periodicals 13 2.4

The respondents were also asked to indicate the most appreciated intangible

means of recognition in line with the individual perception. According to the opinions

of the interviewees the most significant means of recognition encompass conevenient



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working hours, which was indicated by 46.4% of surveyed population, and the possi-

bility of participation in an attractive individually chosen training or conference

(44.3%) (Table 4). The next places with a similar number or responses are occupied

by the letters of congratualtion and diplomas of recognition (27.4%), providing better

working tools and equipment (27.2%) and greater autonomy at work (25%). It should

be emphasized that compared to the motivation factors and additional benefits, the

number of responses is significantly lower. It might represent the lower interest of the

surveyed population in this group of motivating tools.

Table 4. The most appreciated intangible means of recognition according to the

surveyed population


responses

%

1. Conevenient working hours 257 46.4

2. Participation in an attractive individually chosen training or conference 245 44.3

3. Letter of congratualtion, diploma of recognition 152 27.4

4. Providing better working tools and equipment 150 27.2

5. Greater autonomy at work 138 25.0

6. Public praise on the forum of the working group 115 20.8

7. The invitation for the employee and the accompanying person to the

unique cultural, artistic or sports event 113 20.4

8. Public praise on the forum of whole staff 75 13.5

9. Awards and medals for the service 72 13.0

10. Distinction of e.g. honournig with a title of „employee of the year” etc. 61 11.1

11. Placing information about the distinguished employees in the bulletins,

corporate newsletters, notice boards, etc. 61 11.1

12. The invitation to the restaurant for lunch or dinner with the supervisor 11 2.0

According to the majority of respondents, setting clear rules for remuneration and

rewarding system for employees (69.9%) is the most significant element that should be

given special attention during the development of motivation system (Table 5).

Table 5. Elements that should be given special attention during the development of

motivation system according to the surveyed population


responses %

1. Setting clear rules for remuneration and rewarding system for employees 387 69.9

2. Increasing the opportunities for development and promotion 299 54.0

3. Introducing the attractive system of non-salary benefits 272 49.1

4. Improving communication and information flow 238 43.1

5. Introduction of a clear system for employee evaluation 220 39.8

6. Introducing flexitime 165 29.9

7. Better fulfilment of emplyees’ needs and expectations 147 26.5

8. Broader use of intangible non-financial motivational tools 128 23.2

9. Shaping commitment and integration of employees at the university 124 22.4

10. Improving working atmosphere 117 21.2

11. Improving working conditions 92 16.6

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responses %

12. Improving work organization process 78 14.1

13. Greater autonomy of employees 77 13.9

14. Improving the implementation of managerial functions 59 10.6

15. Other 4 0.7 Source: authors’ original calculations based on the results of the conducted survey

Slightly over the half of the surveyed population indicated the increase of op-

portunities for development and promotion (54%), and nearly half of the employees

supports the implementation of the attractive system of non-salary benefits (49.1%).

According to the interviewees, it would be also worth to pay attention to the im-

provement of the communication and information flow (43.1%) as well as introduc-

tion of a clear system for employee evaluation (39.8%).

6. Conclusions

1. The most valuable motivational factors in the opinion of surveyed employ-

ees are primarily financial incentives such as the level of the obtained remuneration,

financial rewards, pay raise or bonuses. Among the factors with somewhat weaker

motivational impact, there were the intangible elements: the work atmosphere, rela-

tionships with colleagues, stability and security of employment and quality of rela-

tionships with the superiors.

2. The most appreciated additional benefits, according to the respondents, en-

compass: holiday recreational subsidy or coverage and also financing the costs of

training and skills development.

3. There is a lower interest of respondents in the intangible means of recogni-

tion. The most appreciated by the employees include the convenient working hours

and the possibility to participate in an attractive, individually chosen training or con-

ference.

4. The most significant elements that should be given special attention during

the development of motivation system according to the surveyed population include:

setting clear rules for remuneration and rewarding system for employees, increasing

the opportunities for development and promotion, implementation of the attractive

system of non-salary benefits, improvement of the communication and information

flow and the introduction of a clear system for the employee evaluation.

Concluding, the motivation of employees is affected by many different factors

– it is vital to use the knowledge about them for improving the quality and efficiency

of the organization. The strategy for building organizational commitment should be

based on a suitably shaped system of human resource management based on trans-

parent rules and procedures, remuneration and staff development policy, effective

communication and active cooperation of management.

The effective motivation process leading to a high level of employee commit-

ment in the public organizations should have a positive impact on the quality of their

performance and increase their efficiency. Shaping effective motivational and incen-



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110

tives system in the public sector is not an easy thing. Many of them, especially in the

area of remuneration, requires the systemic changes. However, it is worth to look for

the opportunities for improvement with using the already existing tools. The increase

of the motivational effects of remuneration could be enhanced by the introduction of a

transparent system of basic remuneration based on the results of job evaluation and un-

ambiguous criteria for variable remuneration. It should also consider the possibility of

using the non-salary additional benefits associated with the results of current and peri-

odic evaluation. It should be kept in mind, however, that in case of motivators of per-

formance-based work, the commitment of the management is vital - this applies to,

among others, transparent procedures and the willingness and creativity of the man-

agement.

The knowledge of factors determining employees’ motivation is important for

the effective management of human resources and the effective motivating requires

recognition of their needs and expectations. The understanding of these elements can

enable the organizations, including the public sector entities such as the higher educa-

tion institutions, to construct the attractive incentive offers in terms of employment

and implement the solutions that support the employee engagement.

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VIEŠOSIOS INSTITUCIJOS DARBUOTOJŲ MOTYVAVIMAS AUKŠTOSIOS

MOKYKLOS PAVYZDŽIU

Sylwia Stachowska, Iwona Zofia Czaplicka-Kozłowska

Varmijos-Mozūrijos universitetas Olštyne

Įteikta 2017 02 21; priimta 2017 03 21

Santrauka

Viena iš svarbiausių valdymo funkcijų – motyvavimas, kuris padeda organizacijai pasiekti

konkrečių tikslų, skatina jos narius įsitraukti į veiklą, būti lojaliems, taip pat kelti savo paslaugų

kokybę. Tinkamai suformuoti sprendimai susiję su darbuotojų motyvavimu gali atnešti daug naudos

kiekvienai organizacijai, tai susiję ir su viešosiomis institucijomis, kurioms priskiriamos ir aukšto-

sios mokyklos. Tyrimų tikslas – veiksnių, kurie turi įtakos aukštosios mokyklos darbuotojų moty-

vacijai identifikavimas. Tyrimas buvo atliktas naudojant anketas, kurios buvo išplatintos ne dėstyto-

jams Varmijos-Mozūrijos universitete Olštyne, Lenkija. Atliktų tyrimų duomenys rodo, kad darbuo-

tojų motyvacijai įtakos turi daug įvairių veiksnių, daugiausia susijusių su atlyginimu už darbą, bet,

taip pat svarbi yra galimybė tobulėti, palaikyti gerus tarpusavio santykius, turėti efektyvią komuni-

kaciją. Universiteto atstovai galės pasinaudoti tyrimų rezultatais gerinant savo organizacijos veiklos

kokybę ir darbo efektyvumą.

Reikšminiai žodžiai: žmogiškųjų išteklių valdymas, darbuotojų motyvavimas, viiešoji institu-

cija, aukštoji mokykla. JEL Codes: H83, J24, M12

motivating employees of the public organization: …

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