Part One: Initial Considerations Chapter 1: Motivation in Organizations Mitchell, Terence R., and Daniels, Denise. Observation and Commentary on Recent Research in Work Motivation. Chapter 2: Conceptual Approaches to Motivation at Work Ryan, Richard M., and Deci, Edward L. 2000. Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. American Psychologist, 55(1): 68-78. Mowday, Richard, and Colwell, Kenneth A. Employee reactions to unfair outcomes in the workplace: The contributions of Adams' equity theory to understanding work motivation. Cropanzano, Russell, and Rupp, Deborah. An overview of organizational justice: Implications for work motivation. Komaki, Judith. Reinforcement theory at work: Enhancing and explaining what employees do. Locke, Edwin A. 1996. Motivation through conscious goal setting. Applied and Preventive Psychology, 5: 117-124. Stajkovic, Alexander D., and Luthans, Fred. Social cognitive theory and self-efficacy: Implications for motivation theory and practice. Part Two: Central Issues in Motivation at Work Chapter 3: The Role of Cognitions, Beliefs, and Attitudes in Motivation Staw, Barry M. 1986. Organizational psychology and the pursuit of the happy/productive worker. California Management Review, 28(4): 40-53. Rousseau, Denise M., and Tijoriwala, Snehal A. 1999. What's a good reason to change? Motivated reasoning and social accounts in promoting organizational change. Journal of Applied Psychology, 84(4): 514-528. Luthans, Fred. Positive Organizational Behavior: Implications for Leadership and HR Development and Motivation. Chapter 4: The Role of Goals and Intentions in Motivation Klein, Howard J., Wesson, Michael J., Hollenbeck, John R., and Alge, Bradley J. 1999. Goal commitment and the goal-setting process: Conceptual clarification and empirical synthesis. Journal of Applied Psychology, 6: 885-896. O'Leary-Kelly, Anne M., Martocchio, Joseph J., and Frink, Dwight D. 1994. A review of the influence of group goals on group performance. Academy of Management Journal, 37(5): 1285-1301. Crown, Deborah F., and Rosse, Joseph G. 1995. Yours, mine, and ours: Facilitating group productivity through the integration of individual and group goals. Organizational Behavior and Human Decision Processes, 64(2): 138-150. Chapter 5: The Role of Affect in Motivation Raghunathan, Rajagopal, and Pham, Michel T. 1999. All negative moods are not equal: Motivational influences of anxiety and sadness on decision-making. Organizational Behavior and Human Decision Processes, 79(1): 56-77. Venkatesh, Viswanath, and Speier, Cheri. 1999. Computer technology training in the workplace: A longitudinal investigation of the effect of mood. Organizational Behavior and Human Decision Processes, 79(1): 1-28. Chapter 6: The Role of Social Influences in Motivation Porter, Lyman W., Lawler, Edward E. III, and Hackman, J. Richard. 1975. Ways groups influence individual effectiveness. (Holdover from previous edition) Vardi, Yoav and Wiener, Yoash. 1996. Misbehavior in organizations: A motivational framework. Organization Science, 7(2): 151-165. Whyte, Glen. 1998. Recasting Janis's groupthink model: The key role of collective efficacy in decision fiascoes. Organizational Behavior and Human Decision Processes, 73(2/3): 185-209. Chapter 7: The Role of Cross-Cultural Influences in Work Motivation Hofstede, G. 1993. Cultural constraints in management theories. Academy of Management Executive, 7(1): 81-94. Sanchez-Runde, Carlos J., and Steers, Richard M. Cultural influences on work motivation and performance. Frese, Michael, Kring, Wolfgang, Soos, Andrea, Zempel, Jeannette. 1996. Personal initiative at work: Differences between east and west Germany. Academy of Management Journal, 39(1): 37-63. Meek, Christopher B. 1999. Ganbatte: Understanding the Japanese employee. Business Horizons, January-February, 27-36. Chapter 8: The Role of Individual Differences in Motivation O'Reilly, Charles A. III and Chatman, Jennifer A. 1994. Working smarter and harder: A longitudinal study of managerial success. Administrative Science Quarterly, 39: 603-627. Pilegge, Anthony J. and Holtz, Rolf. 1997. The effects of social identity on the self-set goals and task performance of high and low self-esteem individuals. Organizational Behavior and Human Decision Processes, 70(1): 17-26. Part Three: Applications of Motivational Approaches Chapter 9: Rewards Lawler, Edward L. 1987. The design of effective reward systems. In J. W. Lorsch (ed.), Handbook of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall, pp, 25-271. Kerr, Steven. 1995. On the folly of rewarding A, while hoping for B. Academy of Management Executive, 9(1): 7-14. Pearce, Jone L. 1987. Why merit pay doesn't work: Implications from organizational theory. In D. B. Balkin and L. R. Gomez-Mejia (eds.), New Perspectives on Compensation, pp. 169-178. Pfeffer, Jeffrey. 1998. Six dangerous myths about pay. Harvard Business Review, May-June, 109-119. Duncan, W. Jack. 2001. Stock ownership and work motivation. Organizational Dynamics, 30(1): 1-11. Chapter 10: Punishment George, Jennifer M. 1995. Asymmetrical effects of rewards and punishments: the case of social loafing. Journal of Occupational and Organizational Psychology, 68: 327-338. Butterfield, Kenneth D., Trevino, Linda K., and Ball, Gail A. 1996. Punishment from the manager's perspective: A grounded investigation and inductive model. Academy of Management Journal, 39(6): 1479-1512. Chapter 11: Motivating Creativity aand Innovation Amabile, Teresa. 1997. Motivating creativity in organizations: On doing what you love and loving what you do. California Management Review, 40(1): 39-58. Cummings, Anne and Oldham, Greg R. 1997. Enhancing creativity: Managing work contexts for the high potential employee. California Management Review, 40(1): 22-38.

Motivatiom and work behaviour

The realization of the goals of sustainable development (SDGs) presupposes administrative policy capacity. The NPM implementation is related to that capacity. Empirical research on this relationship has been conducted rarely in developing countries. To fill this gap, this research aims to study the impact of the policy capacity on the implementation of one of the NMP themes as well as a method to achieve SDGs, namely, performance-based budgeting (PBB) and the impact of PBB on increasing the policy capacity. Iran has been selected for a case study and the data from interviews as well as documents, news, and related scientific papers have been analyzed by a qualitative method. The results showed that 1) one of the requirements for realizing the SDGs is administrative policy capacity. 2) the lack of that capacity caused many problems for the implementation of the PBB by preventing the formulation of the budgeting system change plan and the appropriate annual plan. And, 3) the implementation of PBB did not increase the policy capacity.

The sustainable development goals and policy capacity: a case study of performance-based budgeting implementation in Iran

It is essential to create the context for the strategic change in the organization. One of the necessities of reforming the municipal economic structure, modifying the method of budgeting and distributing resources, from traditional budgeting to an advanced budgeting system. Performance-based budgeting (PBB) by assigning targeted credit to activities can provide operational monitoring and facilitate access to resource allocation results while clarifying the distribution of resources. Accordingly, in this research, while introducing the internal factors affecting the implementation of the PBB, it has been attempted to express the relation between factors in the form of a conceptual model according to the extent of the impact and the effectiveness of each of the factors. This research is qualitative-quantitative in nature and is an applied in target dimension. In the process of identifying the factors, the content analysis method is used and in the classification stage of the known factors, an interpretative structural modeling tool is used. Data collection was gathered through reviewing organizational documents and interviewing managers, advisors and deputies of the Directorate of Program and Budget of Tehran Municipality. The results of the research show that in general, 11 main internal organizations are effective in implementing PBB. The citizenry agent has the least impact on the integrated information systems and has the most impact. According to the results of MICMAC analysis, none of the factors in the self-management area and two factors in the dependent region and eight factors in the communication area and the only factor of "integrated information systems" in the independent region.

The Role of Internal Organizational Factors in Implementing the Budgeting System Based on Performance: An Interpretative Structural Modeling Approach (Case: Tehran Municipality)

The purpose of this study was to identify and rank the factors affecting the operational budgeting of Municipality of Golestan province.Methodology:The research method used is a descriptive, survey-correlation type. The research data were collected by library and field method and the instrument used was a researcher-made questionnaire. The reliability of the questionnaire was confirmed by Cronbach's alpha method and the validity of the tool was confirmed by the content method. The AHP test was also used to analyze the data using Expert Choice and Excel software.Results:The results show that among all components of existing software tools with a relative weight of 0.182 in the first place, priority was given.Conclusion:Finally, according to the research, the ranking of factors affecting the operational budgeting of the Municipality of Golestan province requires planning and implementation at micro and macro levels.

Identification and ranking of effective factors on operational budgeting of Municipality of Golestan province

The author conducted literature review  to analyze and evaluate the implementation of performance-based budgeting in Indonesia. The Indonesian government has to reform government financial management since 2003  by Act No. 17 of 2003. The law governing the Integrated Budget Implementation, Performance-Based Budgeting, and the Medium Term Expenditure Framework (MTEF). Indonesia is a developing country, which has different characteristics from developed countries, so that the obstacles encountered in the implementation of performance-based budgeting differently. Based on the results of the literature review, concluded that the grand design of performance-based budgeting set by the Indonesian government in accordance with existing literature. However, various studies in Indonesia showed that the implementation of performance-based budgeting, both at the central and local governments are still not in accordance with a predetermined grand design. Key words: Performance Based Budgeting, Public Sector

/pdf/the-implementation-of-performance-based-budgeting-in-public-4dtgy0d19i.pdf

The Implementation of Performance Based Budgeting In Public Sector (Indonesia Case: A Literature Review)

Studying and determining the relation between personnel organizational commitment and quality of banking services at Eqtesad-e Novin Bank (EN) Bank of East Azerbaijan Province branch is the main objective of the present study. Staff and personnel of EN Bank of East Azerbaijan Province branch is the subject of the present study with 92 personnel. The sample volume has been selected as many as 72 personnel based on Morgan method. Questionnaire is considered as "data collection tool" at the present study. The validity of the questionnaire is in conceptual form. Reliability of the questionnaire has been approved by Cronbach's Alpha Test for questions of organizational commitment and banking services quality of questionnaire with credit 0.875 and 0.911, respectively. Pearson and Freedman Test have been used for testing hypothesis of study. The obtained results indicate that there is a relation between personnel organizational commitment and its dimensions with the quality of banking services in the studied bank.

	 

	Key words: Organizational commitment, sentimental commitment, rational commitment, normality commitment, quality of services.

https://www.academicjournals.org/article/article1380536541_Esgandari et al.pdf

Investigation on relation between personnel organizational commitment and banking services quality

The purpose of this paper is to identify and prioritize effective factors in the performance based budgeting (PBB) in Telecommunication Company of East Azerbaijan, Iran. The participants of the study include 96 managers, vice-managers and employees of financial, administrative and budgetary units of the company. The tool for data collection in this study was a questionnaire that has 53 questions which was distributed after proving its validity and reliability. After collecting the questionnaire, the data obtained were summarized and classified using descriptive statistical methods and in order to test the research hypotheses, SPSS, Excel and TOPSIS software were used. The results showed that environmental, administrative and operational controls are requirements of PBB and its non-compliance in organizations is a barrier in ABB implementation. From the aforementioned factors, environmental factors are the most influential and executive and control factors go in next, respectively.

	 

	Key word: Performance based budgeting, environmental factors, executive factors, control factors.

https://www.academicjournals.org/article/article1380969472_Pakmaram et al.pdf

Identifying and prioritizing effective factors in the performance based budgeting in telecommunications company with TOPSIS method

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Investigation on relation between personnel organizational commitment and banking services quality

Identifying and prioritizing effective factors in the performance based budgeting in telecommunications company with TOPSIS method