Which consulting firms hire JDs

Human Resource Management pp 123-133 | Cite as

  • Susanna M. Krisor
  • Jens Rowold
First Online:


In companies there are various starting points that must be taken into account if the motivation of the workforce is to be consciously influenced positively. A lack of recognition and a lack of constructive feedback are cited as reasons for low loyalty - topics that have been known and trained in HR work for years (decades), but still seem to be neglected in practical implementation. Motivation theories provide information about which processes and content are motivating. This requires from managers theoretical know-how about motivation, but also time to show the employees interest and empathy.

This is a preview of subscription content, log in to check access.


  1. Bakker, A. B., & Leiter, M. P. (Eds.). (2010). Work engagement: A handbook of essential theory and research. New York: Psychology Press, Google Scholar
  2. Boneva, B. F. I. H., Ferligoj, A., Pauknerová, D., & Orgocka, A. (1998). Achievement, power, and affiliation motives as clues to (e) migration desires: A four-countries comparison. European Psychologist, 3rd(4), 247-254. CrossRefGoogle Scholar
  3. Boonzaier, B., Ficker, B., & Rust, B. (2001). A review of research on the job characteristics model and the attendant job diagnostic survey. South African Journal of Business Management, Dec.(1), 11-34. Google Scholar
  4. Campbell, J.P., & Pritchard, R.D. (1976). Motivation theory in industrial and organizational psychology. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (Pp. 63-130). Chicago: Rand McNally, Google Scholar
  5. Drucker, P. (1954). The practice of management (reissue). New York: HarperCollins Publishers.Google Scholar
  6. Gallup (March 20, 2012). Every fourth employee has resigned internally - executives have a duty: Salary and tasks are not decisive for emotional employee loyalty. Consulting firm Gallup publishes Engagement Index 2011. Berlin: Gallup.Google Scholar
  7. Gunkel, M. (2006). Country-compatible incentive design - A comparison of employees ’performance reward preferences in Germany and the USA. Wiesbaden: Deutscher Universitäts-Verlag.Google Scholar
  8. Hackman, J. R., & Lawler, E. E. (1971). Employee reactions to job characteristics. Journal of Applied Psychology, 55 259–286. CrossRefGoogle Scholar
  9. Hackmann, J. R., & Oldham, G. R. (1975). Development of the job diagnostic survey. Journal of Applied Psychology, 60, 159–170. CrossRefGoogle Scholar
  10. Hakanen, J. J., & Roodt, G. (2010). Using the job demands – resources model to predict engagement: Analyzing a conceptual model. In A. B. Bakker & M. P. Leiter (Eds.), Work engagement: A handbook of essential theory and research (Pp. 85-101). New York: Psychology Press, Google Scholar
  11. Halbesleben, J. R. B. (2010). A meta-analysis of work engagement: Relationships with burnout, demands, resources, and consequences. In A. B. Bakker & M. P. Leiter (Eds.), Work engagement: A handbook of essential theory and research (Pp. 102-117). New York: Psychology Press, Google Scholar
  12. Hoch, J. E., Wegge, J., & Schmidt, K.-H. (2009). Leading with goals. Report Psychology, 34(7/8), 308-320.Google Scholar
  13. Hossiep, R., Bittner, J., & Berndt, W. (2008). Employee appraisals. Motivating, effective, sustainable. Göttingen: Hogrefe.Google Scholar
  14. Kanning, U. P., & Staufenbiel, T. (2012). Organizational psychology. Göttingen: Hogrefe. Accessed 24 Mar 2015. Google Scholar
  15. Locke, E.A., & Latham, G.P. (1990). A theory of goal setting and task performance. Englewood Cliffs: Prentice-Hall.Google Scholar
  16. Locke, E.A., & Latham, G.P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year Odyssey. American Psychologist, 57(9), 705-717. CrossRefGoogle Scholar
  17. McClelland, D.C. (1985). How motives, skills, and values ​​determine what people do. American Psychologist, 40th(7), 812-825. CrossRefGoogle Scholar
  18. Salanova, M., Agut, S., & Peiró, J. M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: The mediation of service climate. Journal of Applied Psychology, 90(6), 1217-1227. CrossRefGoogle Scholar
  19. Schaufeli, W., & Bakker, A. (November 1, 2003). The Utrecht Work Engagement Scale (UWES). Preliminary Manual. (Utrecht) (Utrecht University, ed.). Department of Social & Organizational Psychology. http://www.beanmanaged.eu/pdf/articles/arnoldbakker/article_arnold_bakker_87.pdf.
  20. Xanthopoulou, D., Bakker, A., Demerouti, E., & Schaufeli, W. (2005). Reciprocal relationships between job resources, personal resources, and work engagement. Journal of Vocational Behavior, 74(3), 235–244. CrossRefGoogle Scholar

Copyright information

© Springer-Verlag Berlin Heidelberg 2015

Authors and Affiliations

  1. 1.Technical University DortmundDortmundGermany