| The applied dissertation is an investigative, quantitative study to determine the optimal approach federal executives should follow to motivate workers toward achieving optimum performance and meeting organizational goals. Innovated and creative managers must thoroughly understand the work environment and learn to adapt to changing times. After the optimum situation is determined, managers must relate that information to senior leadership and the employee base. The information must contain both required action and suggested action for positive effect. Government leaders must have accurate, current information to improve their ability as managers, leaders, and motivators. Data for the project is derived from a review of scholarly works, data from the Civilian Personnel Attitude surveys conducted by the federal government in 2005 and 2006, and a 2008 survey conducted by this researcher. Data comprises a number of scaled items arranged into composites, which indicate workforce satisfaction with management abilities in a variety of key areas, such as management career abilities and leadership. The 2008 study, uses survey questions similar to the government surveys, implemented a limited, modified survey. New questions were added to the survey. To assess the measurement of reliability of the research, a Cronbach's analysis was conducted, resulting in a Cronbach's alpha of .624. The 2008 research questionnaire instrument was originally sent to 577 prospective candidates in the Program Executive Office-Aviation, U.S. Army Aviation & Missile Command, Redstone Arsenal, AL. However, only 70 questionnaires were answered.;After data Pearson correlation, Chi-square testing, and multiple-regression analysis, the findings indicate that federal employees believe that job satisfaction, education level, and management styles are related to improved performance and the organizational culture. Based on the study, federal employees believe that pay, employee development, feedback, and motivation from supervisor are key items that effect performance. Although impact can be made through training, the data indicates that rewards are not such an effective tool to increase job satisfaction. A more effective tool is for managers to take an active interest in their workers' careers. The interest relates to an improved performance of both workers and the organization as a whole. |
