Identifying the Antecedents and Consequences of Human Resource Motivation in the Insurance Industry with a View to Vroom's Expectancy Theory

Document Type : Management & Organization

Authors

1 student of Public Administration Majoring in Organizational Behavior, School of Management and Accounting, Allameh Tabatabai University, Tehran, Iran

2 Professor, Member of the Faculty of the Department of Public Administration, Faculty of Management and Accounting, Allameh Tabatabai University, Tehran, Iran

3 Assistant Professor, Member of the Academic Staff of the Department of Public Administration, Faculty of Management and Accounting, Allameh Tabatabai University, Tehran, Iran

4 Associate Professor, Member of the Academic Staff of the Department of Public Administration, Faculty of Economics and Management, Payam Noor University, Tehran, Iran

Abstract

Human resource motivation, along with knowledge and attitude, is one of the vital components for understanding behaviors. This understanding of the human resource motivation process requires a systematic approach. In this regard, Vroom's expectancy theory is an almost complete theory related to human resource motivation. The present study was conducted using qualitative research and thematic analysis methods of semi-structured interviews to identify the implications and antecedents of human resource motivation in the insurance industry using Vroom's expectancy theory. The statistical population of the study included 14 managers from the insurance industry. They were selected by non-probabilistic and snowball sampling methods.  The analysis of the extracted data was done by thematic analysis method in MAXQDA software. Accordingly, 82 indicators in the form of 12 sub-categories were identified. One of them is extrinsic motivation factors, including 4 dimensions of working conditions, sense of job security, opportunities for job progress and promotion, financial rewards, and financial and non-financial rewards given to human resources. Another component is intrinsic motivation factors, including 3 dimensions of diversity and challenges related to job skills and duties, positive feedback from managers and colleagues, and appreciation or punishment to motivate human resources. Interactive justice refers to justice in the relationship between human resources and the organization. Procedural justice is related to justice in the implementation of processes and organizational policies. Distributive justice is related to justice in the distribution of resources and rewards in the organization. Eleven primary categories include human resource motivation, innovation, performance in performing tasks, organizational silence, love of work, gender beliefs about the role in the organization, job burnout, perceived organizational support, attitude towards teamwork, organizational justice, and organizational supervision. Thus, by implementing the strategies presented in the research model, it is expected that the insurance industry will achieve a significant achievement in the field of human resource motivation.

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Main Subjects

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  • Receive Date: 17 April 2023
  • Revise Date: 03 September 2023
  • Accept Date: 05 November 2023

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