Model of work motivation based on happiness pandemic related study Joanna Nie zurawska1 Radosław A. Kycia2 3 Iveta Ludviga4 and Agnieszka

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Model of work motivation based on happiness:

pandemic related study

Joanna Nie˙zurawska1, Radosław A. Kycia2, 3, Iveta Ludviga4, and Agnieszka

Niemczynowicz5,*

1Faculty of Finance and Management, WSB University in Toru ´

n, Poland

2Department of Mathematics and Statistics, Masaryk Univeristy, The Czech Republic

3Faculty of Computer Science and Telecommunications, Cracow University of Technology, Poland

4Riseba University of Applied Sciences, Latvia

5Faculty of Mathematics and Computer Science, University of Warmia and Mazury in Olsztyn, Poland

*corresponding author: niemaga@matman.uwm.edu.pl

ABSTRACT

This study aims to enrich the current literature by providing a new approach to motivating Generation Z employees in Poland.

Employees need to be motivated in order to be efﬁcient at doing a particular task at the workplace. As young people born

between 1995 and 2004 called Generation Z, enter the labour market it, is essential to consider how employees’ motivation

might be affected. Traditionally identiﬁed motivators are known, but many reports indicate that the motivation continues

decreasing. This situation causes some perturbations in business and ﬂuctuations of staff. In order to prevent this situation, the

employers are looking for new solutions to motivate the employees. A quantitative approach was used to collect new evidence

from 200 Polish respondents completing an online survey. The research were conducted before and during pandemic time. We

report and analyse the survey results conducted in Poland among representatives of Generation Z, who were employed for at

least 6 months. We developed and validated a new approach to motivation using methodologies called Factor Analysis. Based

on empirical veriﬁcation, we found a new tool that connects employee motivation and selected areas of the Hygge concept

called Hygge star model, which has the same semantics before and during Covid-19 pandemic.

Introduction

Covid-19 is profoundly affecting almost all aspects of economic and social life globally. Governments have closed borders,

banned mass gatherings, and enforced social distancing, generating a new normal for businesses and individual citizens.

Measures taken to protect public health have threatened the global economy, necessitating economic stimulus in most countries

and reconﬁguring the role of business and work value

. On December 31, 2019, unexplained pneumonia was ﬁrst reported to

the World Health Organization (WHO). The coronavirus (later named COVID19) was discovered immediately. The threat posed

by pandemics, such as Covid-19, has been well known by health organizations and government agencies alike as currently

no successful coronavirus vaccine exists. According to the ’Spanish Flu’ of 1918, 50 million deaths were the long shadow

of the Islands

. Just 71 days after the ﬁrst outbreak, Covid-19 reached 114 countries and resulted in 118,000 cases of and

4,291 deaths

. WHO has sounded an alarm and declared Covid-19 a pandemic. Countries were required to take “urgent and

aggressive action”69.

Organizations, regardless of industry and size, strive to build strong and positive relationships with their employees. Changes

taking place in the economy, particularly the development of the knowledge-based economy, have forced employers to change

their approach to motivating employees. The reason for this is the growing awareness that people are the most valuable resource

of the company

70,72

, especially those employees who contribute to the company’s progress

12,31,40,63

. Investing in employees

manifests itself not only in subsidizing their education, but also in investing in their health, including investing in tools

supporting work-life balance, as well as environmental protection and activities related to responsible business. In enterprises,

investing in employees is correlated with the implementation of appropriate instruments and concepts of motivating and building

a coherent, integrated policy of motivating employees. The policy of motivating employees affects their productivity

4,7,19,62

Despite the fact that, both in theory and in practice, many systemic solutions for motivating employees have been developed,

and companies are outdoing each other in implementing newer instruments and concepts of motivating2,18.

In the pandemic time, motivation takes on a new dimension. It turns out that currently, the problem is not just attracting the

highly-skilled employees to the organization, but keeping them and motivating them to work. Therefore, the biggest problem

for enterprises is maintaining a high level of motivation through the implementation of adequately constructed motivation

programs. Previous solutions in the area of motivation have focused on ﬂexibility and individualism. There have been many

outstanding scientiﬁc papers on the subject, and a number of studies have been conducted both in Poland

and in the world

New solutions in this area should go a step further and help shape employees’ professional activity, with particular emphasis on

the durability of employee attitudes inﬂuencing motivation understood in the frame of Hygge concept

8,39

. Taking into account

the diversiﬁcation of employee groups, the concepts should constitute the foundation for creating the tools of motivation. They

should be aimed at satisfying the different needs, expectations, and aspirations of employees, building a sense of happiness at

work, maintaining a balance between work and private life, as well as material status. In this context, the issue of effective

motivating employees is a signiﬁcant scientiﬁc problem, particularly related to young people from Generation Z, who entered

the labour market

. The problem has only been partially signalled in the literature on the subject and mostly refers to the

identifying employees’ needs and expectations as part of the motivational activities

21,35,56

. There is a gap in this respect, which

has become a premise for undertaking the research presented in this article.

The paper adopts a conventional division into traditional and modern approaches to employee motivation. The available

literature of the considered problem, we can ﬁnd a division into the traditional approach to motivating (e.g.

1,42

) and the modern

approach to motivating

. Some researchers understand the traditional approach to motivation as remuneration and prestige,

often supplemented with meaning, creation, challenge, property, and identity. Furthermore, the modern approach identiﬁes ways

of encouraging employees to be more productive and happy simultaneously

. Traditional motivation equated with challenging

and stimulation, and deﬁned as conscious and deliberate inﬂuencing employees to achieve motivator’s goals optimally, can be

found at work. Concepts based on the traditional approach have undoubtedly made a creative contribution to understanding the

phenomenon of work motivation, its sources and mechanisms. The identiﬁed needs and expectations, however, did not take into

account the diversity and complexity of the contemporary organizational environment, created, among others, by the dynamic

development of information technologies, demographic changes (ageing societies), social changes (new behaviour patterns),

including generational changes (new needs and expectations, aspirations and priorities regarding life and work). Also innovative

entrepreneurs want to increase productivity and well-being by using appreciate motivation tools

. Therefore, the traditional

approach becomes of little use in solving problems in terms of motivating employees faced by contemporary organizations.

The modern approach places a much stronger emphasis on the role of motivation in the labour resources structure. In particular,

the age diversity forces a new perspective on the role of work in human life - work that gives a sense of happiness. Taking up

the aspects of modern concepts of motivating, taking into account generational diversity, stems mainly from cognitive motives,

and has practical justiﬁcation.

Before Covid-19 organisational success was determined by a high level of employee motivation and managers who properly

manage by individuals motivation

17,60

and groups motivation

. During the Covid-19 it is noted that managers need to update

their strategies and provide a new approach to motivation, especially to the motivation of young people. Expect drastic changes

in the upcoming new workforce just entering the labour market. Therefore, the question arises how employers must adapt to the

expectations of young people - the ﬁrst generation which grew up in the era of smartphones and social media, and one which

leads a diverse lifestyle during Covid-19.

The objective of this paper is to present a new approach to the employee motivation of young people before and during

Covid-19 from theirs point of view. The paper aims is to propose new tools connecting employee motivation and all areas of

the Hygge concept, called Hygge star model which components have positive inﬂuence on employee motivation before and

during Covid-19. We discuss different impacts of new approach to motivation before and during Covid-19 of Generation Z.

Finally, our research showed that there is a need to introduce a new approach that will increase employees’ motivation during

the pandemic time. This approach try to answer to expectations of young people from Generation Z46,47.

The paper is organized as follows. The next section discusses the theoretical models of motivations in the workplace.

Further we present empirical part describing methodology and data analysis using factor analysis. Paper ends with conclusions.

Theories of motivation in the workplace

First theories of motivation were created at the beginning of the 20th century. Since then, numerous research theories of

workplace motivation arose throughout the decades. Among them, we can distinguish the needs theories concerned with

assessing the needs which the workplace meets or what needs the employee strives to have met

6,11

. Classical theory depiction

of human motivation, which we know as the Maslow’s hierarchy of needs42 is based on the assumption that individuals strive

to satiate a set of needs and if these needs are met (e.g. through work), then this will lead to greater job satisfaction. In this

context we can ﬁnds some implications of Malow’s theory for managers and some limitations

22,32

. The existence, relatedness,

and growth (ERG theory) theory of Adlerfer

further developed Maslov’s theory. According to Adlerfer the needs can be

categorized into three sets: Existence, Relatedness, and Growth. The ERG theory does not assume that the satisfaction of

lower order needs is required before pursuing higher order needs

. We should note that the results are similar in both theories.

The difference is that Maslow was unable to establish empirical evidence and most of the studies were not able to validate his

theory

25,36,38,57

either. The next well-known theory of employee motivation was formulated by Frederick Herzberg

. The

2/13

Herzberg’s two-factor theory proposes two sets of factors in deciding employees working attitudes and level of performance,

named motivation (intrinsic factors) and hygiene factors (extrinsic factors)

. Contrary to the previous theories of motivations,

this concept focuses on job satisfaction and work results. There are strong correlations between job satisfaction and job results.

McClelland

identiﬁed three motivators: the need for achievement, need for afﬁliation, and need for power. This approach

assumes that people feel all of them at the same time, but with different intensity. The activity is determined depending on the

more dominant motivator. It is not essential to achieve other aims. Among many theories of workplace motivation, it is worthy

of mentioning these based on the values. Equity theory (

1,64

) states that people prefer or value conditions of fairness and equity

in workplace. Valence-instrumentality-expectancy theory (VIE) was ﬁrst addressed by Vroom

. VIE theory was develop by

Lawlera and Portera

. Researchers proposed that the employees satisfaction depends on achievements. They suggests, that

higher achievements determine higher satisfaction. There are two variables, which inﬂuence achievements: ability and role

perception. It is also observed, that employers and companies are looking for new ways to stimulate their employees towards

being more productive and happier at the same time

. An example of happiness at work could be the introduction of hygge to

the workplace. Jeppe Trolle Linnet

described hygge as a social interaction style connected with cultural values. Black and

Bodkaer

think likewise, seeing hygge as a particular type of social interaction which should be safe and made between people

with whom spending time is enjoyable

39,41

. According to Linnet

, hygge works well in private life as well as in commercial

setting

. In the latter one, hygge can be applied in most of the human resources management areas, but also in the way the

enterprise operates in the business environment. The main areas where hygge can be implemented include: motivating the

employees, work organization, but also issues related to the structures within the organization or business activities (cf. Figure

. Hygge is a concept of happiness. It can be reﬂected in theories of needs in the sense that desirable happiness at work

can come from meeting various needs. Hygge in the commercial setting is characterized by the presence of greenery, whose

aim is to relax and calm down the employees during their work. Another need connected with work is egalitarianism and

transparency at the workplace, which translates to equality of all employees and transparency of motivating and remuneration

policies. Fair play and lack of aggressive behaviours is yet another need accounted for in the pyramid of employees’ needs

carried out according to the concept of hygge. The organizational culture of a company which operates according to the concept

of hygge is based on mutual trust, teamwork, transparency of actions and decisions, as well as chill, liberty and spontaneity.

Hygge also means appropriate working conditions which include a place where a team can eat lunch or have a coffee break.

It is important to create a cosy ofﬁce space, equipped with not only the necessary supplies, but also with abundant greenery,

good lighting, and surrounding oneself with personal items - such as a favourite mug on the desk. The need is also visible in

creating a cosy and modernly designed ofﬁce space which is dominated by the colours of nature: earth (brown and green) and

the sky (blue). Hygge at the workplace is a style aimed at teamwork, which includes brainstorming, shared problem-solving,

conversations, as well as project meetings. According to hygge, the organizational structure of an enterprise should be ﬂat,which

fosters transparency and better communication. According to the concept of hygge, motivating the employees is achieved

by increasing their engagement thanks to clear and precise goals, proper employee evaluation, and consistent feedback from

the employer/manager (cf. Figure 1). Yet another approach to motivating is work-life balance (WLB). It is a speciﬁc set of

organizational practices, programs and an organizational philosophy that actively helps employees achieve success at work and

at home

. Work-life balance assumes maintaining harmony between professional and private life. In the world literature on the

subject, WLB is understood as a concept, which translates to its deﬁnition in this paper

66,68

. Balance between all spheres of

functioning is the way to self-realization of the employee, which in turn allows for increased life satisfaction. It is not about the

strict separation of the private and professional lives, but rather about their harmonious connection and permeation so that work,

family life and passions harmonize with each other. Next theory of motivation is ﬂexible motivation system on the example

of the cafeteria. Cafeteria systems of remuneration have developed mainly in the USA, where the wages are relatively high.

The remuneration is tailored to the individual needs and expectations of employees, leaving the possibility to choose those

elements that best meet their expectations and interests. Cafeteria is often deﬁned as a payroll management tool that confronts

the worker with a choice. The cafeteria may include not only the area of beneﬁts, but also deferred income. Bargg deﬁnes them

as a ﬂexible beneﬁt plan authorized under the Revenue Code. Internal that allows employees to pay for beneﬁts through salary

deductions, some of which may be deducted from taxable income9.

Methods

Questionnaire

To examine the motivation system of young people employees in the workplace, an online survey was used. The techniques and

technologies used in survey research advanced dramatically during the twentieth century, from systematic sampling methods

to improved questionnaire design and compared data analysis. Technology, in particular, has revolutionized how surveys are

administered over the last 25 years, with the introduction of the ﬁrst e-mail survey in the 1980s and the ﬁrst web-based surveys

in the 1990s

20,61

. Although the characteristics of online surveys have been extensively described in the literature

, online

surveys have a number of practical advantages and disadvantages. The online survey was divided into eight sections, but in this

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Modelofworkmotivationbasedonhappiness:pandemicrelatedstudyJoannaNie˙zurawska1,RadosławA.Kycia2,3,IvetaLudviga4,andAgnieszkaNiemczynowicz5,*1FacultyofFinanceandManagement,WSBUniversityinToru´n,Poland2DepartmentofMathematicsandStatistics,MasarykUniveristy,TheCzechRepublic3FacultyofComputerScienceandTe...

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Model of work motivation based on happiness pandemic related study Joanna Nie zurawska1 Radosław A. Kycia2 3 Iveta Ludviga4 and Agnieszka

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