| Abstract [eng] |
86 pages, 20 tables, 3 figures, 109 literature sources. The aim of this Master's thesis is to examine the influence of non-monetary motivational incentives on innovative employee behavior, providing practical recommendations mediated by employee engagement. The objectives set to achieve this aim were: 1. Review theoretical aspects and empirical studies of non-monetary motivational measures, employee engagement, and innovative behavior. 2. Develop a theoretical model illustrating the impact of non-monetary motivational measures on employee engagement and innovative behavior. 76 3. Empirically test the theoretical model of the impact of non-monetary motivational inctives on employee engagement and innovative behavior. 4. Formulate conclusions and recommendations to promote employee engagement and innovative behavior. The structure of the thesis includes a review of scientific literature, the methodology of the conducted research, interpretation of results, and conclusions with recommendations. In the literature review, the author delves into the chronological genesis, concepts, interpretations, and interconnections of non-monetary motivational measures, employee engagement, and innovative behavior. The second part introduces a conceptual research model and the research methodology. The third part analyzes the obtained results using SPSS software. The following tools were employed for accurate results: Construct reliability coefficients (Cronbach's alpha), One-way ANOVA, Crosstab analysis, T-Test, Kolmogorov-Smirnov and Shapiro-Wilk tests, and mediation analysis using the PROCESS v4.2 by A.F. Hayes plugin. The conducted research revealed that non-monetary motivational measures have a strong, positive, and significant direct impact on employee engagement. Additionally, non-monetary motivational measures positively influence innovative employee behavior. Mediation analysis unveiled that employee engagement reinforces the strong direct relationship between non-monetary motivational measures and innovative employee behavior. The research results were also compared based on control aspects such as gender, education, sector, and having subordinates. Statistically significant differences were found in employees' perceptions of non-monetary motivational measures across different sectors. However, there was no statistically significant difference in innovative behavior across sectors. Interestingly, having subordinates negatively correlates with innovative behavior, indicating that employees with subordinates tend to exhibit less innovative behavior. Respondents with a higher university education are more skeptical towards non-monetary motivational measures, engagement, and innovative behavior. In conclusion, the author presented the findings of the literature analysis, research results, limitations, and recommendations. According to the author, the topic of innovative behavior in the 77 workplace leaves ample room for further research, as statistical significance was observed with other control variables. Keywords: Non-monetary motivational measures, employee engagement, motivation, innovative employee behavior. |
