Please use this identifier to cite or link to this item:
|Title:||Managerial motivational practices and motivational differences between blue- and white- collar employees : application of maslow's theory||Authors:||Fares, Pascale||Advisors:||Najjar, Dora||Subjects:||Employee motivation--Lebanon--Case studies||Issue Date:||2016||Abstract:||
This study mainly aims at investigating the motivational practices of management and the differences of motivational factors between blue- and white- collar employees. It also attempts to examine the applicability of Maslow‟s theory in this case. For the achievement of these objectives, empirical data was collected through semistructured interviews held at Balamand University. The various motivational factors of blueand white-collar employees were explored. Managers responsible for employees‟ motivation were also interviewed about their motivational practices. The interpretation of the findings manifests compliance and inconsistency with the theory. Whilst higher-level needs (esteem and self-actualization) are only significant for white collars, both blue and white collars grant the same value for lower-level needs (physiological, safety and social). Appropriate justifications are formulated. Nonetheless, limitations to the study might involve time constraint, responsiveness delay, number of interviews and contextual limitation (one organization). Issues of validity are also evoked. In spite of the limitations, this study contributes to the existing knowledge by providing new insights and possibilities for further research. It can also constitute a general guide for managers and practitioners in understanding the motivational patterns of blue and white collars and applying an adequate successful motivational system. Moreover, the originality of the study stems from the application of Maslow‟s theory on the investigation of potential differences in motivational factors regarding the job status. In sum, the added value stems from the fact that the study was conducted in Lebanon as context. Finally, many suggestions for future research are stated. Examples include the adoption of another motivational variable, the application of another employees‟ classification and the selection of another motivational theory.
Includes bibliographical references (p. 49-55).
Supervised by Dr. Dora Najjar.
|URI:||https://scholarhub.balamand.edu.lb/handle/uob/3616||Rights:||This object is protected by copyright, and is made available here for research and educational purposes. Permission to reuse, publish, or reproduce the object beyond the personal and educational use exceptions must be obtained from the copyright holder||Ezproxy URL:||Link to full text||Type:||Project|
|Appears in Collections:||UOB Theses and Projects|
Show full item record
checked on Oct 24, 2021
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.