A humánerőforrási motivációs stratégiák a Dél-dunántúli régió vállalkozásaiban



  • Bertalan Péter Kaposvári Egyetem Gazdálkodás- és Szervezéstudományok Doktori Iskola
  • Boldizsár Bettina Kaposvári Egyetem Gazdálkodás- és Szervezéstudományok Doktori Iskola




motivation, leadership, enterprise


In Hungary, the economic role of small and medium-sized enterprises (SMEs) is of major importance, however, the sector-specific management techniques are not comparable to those used by larger economic operators. The main objective of the research was to show the presence or lack of motivation as a value creating tool in the management practice of the SME sector in the South Transdanubian Region. A further significance of the research is that it draws attention to management practices that are extremely harmful from an economic point of view, the transformation of which can result in significant profit growth for the companies even without significant financial expenditures. To complement the survey, 15 in-depth management interviews were conducted where 10 questions were analysed. 
All in all, the executives in the study use management knowledge moderately and only partially consciously in their everyday practice and do not have a systematic motivational strategy. The theory learnt during school years – 15–20 years earlier – sometimes appear in everyday activities, but it is more typical that leaders follow their own paths and rely on information and advice from friends. In either case, management knowledge and motivation practices based on sound information do not play a significant role. Regarding the competencies, self-awareness is hardly recognized. Most executives do not seek regular feedback from their subordinates or give to their staff. Nevertheless, they feel that they are aware of their individual values ​​and systems, especially of those which were mainly built instinctively and experientially. 
The study showed that the role of innovation in creating a motivating work environment and the extensive economic power of motivation are either not or not fully understood by managers. When describing the ideal worker and their expected qualities, executives did not even mention the necessity of intrinsic motivation!




Hogyan kell idézni

Bertalan, P., & Boldizsár, B. (2019). A humánerőforrási motivációs stratégiák a Dél-dunántúli régió vállalkozásaiban: Esettanulmány. Acta Scientiarum Socialium, (49), 79–87. https://doi.org/10.33566/asc.2525