Exploring project team motivation: A systematic and bibliometric analysis

This research aims to propose and validate research of a New Framework for integration of the concept of sustainability in projects by investigating the relationship between project and sustainability for project success. Integrating sustainability in projects is crucial metric for project success. However, the dearth in literature and the slow pace in emerging literature has left many issues unanswered regarding integration of sustainability in projects and the commitment of project teams to sustainability pillars. Therefore, this article explores the current state of sustainability, its potential weaknesses and therein proposes corrective action for the legitimatization of a New Framework on ‘project sustainability’ in an authentic environment. The methodological approach adopted in this research is a pragmatic examination of secondary data collected by the project team during a one-year period that demonstrates the effects of neglecting proactive management of the three pillars of sustainability resulting in poor project performance in terms of resources and stakeholder resistance, as well as the lessons learned therein. The findings reveals a low degree of commitment by project teams towards sustainability particularly with regard to social and environment pillars, even though the economic pillar has been given much attention, there is still much to be done. Hence, the importance of the proposed New Framework for project success. This research concludes and recommends the need to integrate sustainability adequately throughout a project life-cycle for the attainment of organizational strategy and satisfying stakeholders’ expectations. However, this can take place with a knowledgeable project management team on sustainability.

This study investigates the mediating effect of emotional intelligence on the relationship between motivation, compensation, satisfaction, work climate and employees’ performance. The sample consists of 96 field officials who were the government employees specializing in coping with the eradication of Dengue Hemorrhagic Fever (DHF) in the district of Jember, Indonesia. Results using path analysis reveal that all examined variables positively and significantly affect employees’ performance. The study finds that emotional intelligence mediates the relationship of work motivation, compensation, work satisfaction, and work climate with employees’ performance.

The purpose of this study is to determine the difference between three antecedent variables of performance and the impact on employee job performance through reward, compared with institutions led by men and women. The method used was survey method. Quantitative explanation method was also used to explain the relation, difference, and influence between the variables. The type of data in this research is quantitative data. The data used in this study are primary those from the respondents' perception of the variables used. The population in this study was all bank employees in Jakarta in PT Bank X Tbk, PT Bank Negara Indonesia Tbk, PT Bank Rakyat Indonesia Tbk, PT Bank Tabungan Negara and Bank BCA. The research sample consisted of employees who directly worked under female and male middle managers in the same division. The sampling method was probability sampling according to which all population units have chance to be sampled because of the population’s homogeneity. The sample was determined by simple random sampling. Sampling of male and female employees was proportion of multistage random sampling method and sampling using procedure. To solve the problems of this study Structural Equation Modeling (SEM) analysis tool was employed using Analysis of Moment Structures (AMOS) 5 software. The result showed that the performance of employees led by male middle managers was determined by organizational culture and employee work motivation, but transactional leadership style couldn’t influence employee performance. Female managers’ leadership style had reciprocal influence on organizational culture while male managers’ leadership style didn’t have reciprocal influence on organizational culture. Employee work motivation was influenced by male and female middle managers’ leadership style. The reward received by employees led by male and female middle managers was influenced by employee performance. The job satisfaction of employees led by male and female middle managers was determined by intrinsic and extrinsic rewards they received. Male middle managers generally applied transactional leadership style while female used transactional and transformational leadership styles. Gender difference caused differences in behaviors, mentality, and emotional characteristics which are the results of socio-cultural constructs in the society which produced differences in leadership style, behavior and work attitude.