Annotated Bibliography
Ann, G., Jerry W, G., & Heather S, M. (2009). Organizational change: Motivation, communication, and leadership effectiveness. 21(4), 75-94.
This article is discussed about a leader’s ability to influence and motivate an individual employee in the workplace. The article is based on the theory of (Vroom, 1964), (Maslow, 1954), (Skinner, 1971) and widely used goal theory (Karoly, 1993) which explain that motivation is come from a given work environment and how their leader motivate them. It is require skilled manager who can communicate effectively, attend to employee queries, be creative and innovative, plan and delegate task and always follow up with problems solving.
This article would be a helpful resource for my research paper because it demonstrates the real and recent research from (Hebda, Vojak, Griffin, & Price, 2007- Motivating technical visionaries in large American Companies) which indicated that the most important motivator was time provided by the management to solve the complex issues. It shows that the leaders need to plan and make fast decision making and create a work environment that bring forth employee motivation.
It is reliable as the authors use a lot of reference sources to support the conclusions.
This journal article is written by three very experience authors.
Ann Gilley is an associate professor of management at Ferris State University where she teaches strategy and management. Her areas of research include change, the organizational immune system, and managerial malpractice.
Jerry W. Gilley is a professor and program chair of organizational performance change at Colorado state university and was a principal at William M. Mercer.

Heather S. Mcmillan is an assistant professor of management at Southeastern Missouri State with 8 years of progressive human resource management experience, as well as a Professional in Human Resources.
The article was being discussed in recent year 2009 and last updated since 22th Feb 2012. It is based on the real research and applies a lot of example from difference references.

Tesone, D. V., Ricci, P., & Severt, D. (2005). Workplace motivation and mental development. Journal of foodservice business research, 8(4), 21-36.
This article is discussed about a motivation have to come from the willingness of workers to perform tasks, duties, and responsibilities. The article also refers to the theories of (Ashforth & Humphrey, 1994) and (Kerbs, 2005) that the employees’ positive attitude is necessary for the hospitality industry. The authors also use the context of Maslow’s “Hierarchy of Needs” model as motivation theory. It recommends that leaders or managers have the duty to create a positive and healthy environment to motivate the workers to perform efficiently, improve the profit company profit margins and enhance the productivity levels of the goods and service.
This article would be a helpful resource for my research paper because it demonstrates the real and over a five years research from 167 persons on the motivational factors that were supposed to provide impact for current foodservice employees who were also the student at three universities within United States. This research involves workers from different gender, age, graduate standing, work experience and workplace positional status.
It is reliability as the authors use a lot of reference sources to support the conclusions.
This journal article is written by three very experience authors.
Dana V. Tesone, PhD, is Associate Professor, Peter Ricci, EdD, CHA , is Assistant Professor, and Denver Severt, PhD, MBA, CHE is Associate Professor. Three of them are from the Rosen College of Hospitality Management, University of Central Florida.
The article was being discussed recent year 2005 in Journal of Foodservice Business Research and is based on the real research and applies a lot of example from difference references and demonstrates the impact that managers able to influence the motivational level of workers and increase the productivity level.

Smithers, G. L., & Walker, D. H. T. (2000). The effect of the workplace on motivation and demotivation of construction professionals. Construction Management and Economics, 18(7), 2000.
This article is discussed about a motivation of employees are affected by the working environment or culture. Data is being collected from the research to help the construction industry on how they can improve their management style. This can be experienced through recognition, increasing planning effectiveness and decreasing the chaotic and reduce the long working hours. The suggested solution can reduce the stress and increase the productivity level.
The article also refers to the theories of Herzberg which emphasizes and recognizes that one has to willing to perform the task and (Davis and Duff, 1994) theory that emphasizes the important of intrinsic motivation is an important aspect of motivation and was an effective satisfier.
Besides intrinsic motivation, the article also conduct a research on Project Manager using McClelland’s theory of need of power and achievement and Herberg’s two factor theory. From the research, it shows that project manager also desired for increase in achievement, and empowerment. By empowering employer and employee equally, it will encourage for mutual goals; which means that the project managers should be empowered and empower others.
This article still would be a helpful resource for my research paper although the research was done in the year of 2000 as the research was undertaken in Melbourne Australia and the data collected supported the hypothesis that the environment of a construction site on motivation and demotivation of construction professional.
This research involves workers from different gender, age, graduate standing, work experience and workplace positional status.
It is reliability as the authors use a lot of reference sources to support the conclusions.
This journal article is written by two very experience authors.
One of the authors, Mr Derek H.T. Walker is Professor of Project Management and Program Director of the DPM, Faculty of Business, RMIT University, Melbourne, Australia.
Research and is based on the real research and applies a lot of example from difference references and demonstrates the impact of awareness and reduction of the stress inducing factors highlighted above.

Martin, A.J. (2009). Motivation and engagement in the workplace: examining a multidimensional framework and instrument from a measurement and evaluation perspective. Measurement and Evaluation in Counseling and Development, 41(4), 223+
This article is conduct a investigation about measurement and evaluation of workplace motivation and engagement in the school setting among teachers, counselors, psychologists, executive personnel, and administrative staff. The author was using two studies method, one using the multi-item multidimensional Motivation and Engagement Scale-Work on 637 school personnel and one using a parallel short form on 574 school personnel.
The article refer to a lot of theories of motivation such as needs-based theories have assessed the needs the workplace meets or what need employee strives to have met (Brewer & Skinner, 2003). Maslow’s (1954) need hierarchy proposed that individuals strive to satiate a set of needs. Herzberg’s (1966) two-factor theory proposed two basic needs in workplace and etc.
Martin mentioned that no one motivation theory in organizational, workplace is widely accepted. Motivation and engagement and these aspects have not been embedded into broader program (Thierry, 1998).
This article would be a helpful resource for my research paper because it demonstrates the real measurement that can be adapted to the workplace and career/ employment counseling and development setting. It also shows the possibility of measuring and evaluating workplace motivation and for career development.
It is reliable as the sample involved 637 personnel from 18 Australian elementary and high schools and the author was using a lot of theories and references sources to compare and studies to support the conclusions. These findings are also relevant to practitioners seeking to enhance workplace and career development that relies in large part on the extent to which personnel are cognitively and behaviorally engaged.
This journal article was written by very experience author.
Andrew J. Martin, Faculty of education and Social work, University of Sydney, New South Wales, Australia.
The article was being discussed recent year in 2009.

Dwivedula, R., & Bredillet, C. N. (2010). Profiling work motivation of projects workers. International journal of project management, 28(2), 158-165.
This article is to learn and comprehend the theories of work motivation in project-based organizations and compare it with traditional type of organization. The authors use 5 factors structure work motivation and positioning them within the project management and propose management allegations. The five factors are employee development, work climate, perceived equity, work objectivity and job security.
The article is based on the theories of (Pinder, 1998) Work motivation is a set of energetic forces the originate both from within and beyond the individual’s being leading to work-related behavior in terms of determining form, direction, and intensity of this behavior. Work motivation was well-researched based theories of motivation through the works of Maslow (1943; satisfaction of security, affiliate, and recognition needs), Herzberg et. al. (1959; nature of work and pay), and McClelland (1961; collegiality and autonomy). This conceptual understanding of work motivation later gave rose to the job characteristic model (Hackman and Oldham, 1976).
The article would be helpful resources for my research paper because it compares the traditional with recent theories. For examples, (Nicholas, 2001) theory that recent development in the business environment (technology, market position, stockholders demands) influence the operations of traditional organizations and (Turner and Simister, 2004) Projects are temporary structures, they requires cross-functional skills for successful execution. They characterizes by performance constraints and environment uncertainties.
It is reliable as the authors use a lot of reference sources to support the conclusions.
This journal article is written by two very experience authors.
Ravikiran Dwivedula is a Prof and he is having MBA, Ph.D. in Human Resource Management. He teaches OB and HRM. He is currently acting as a reviewer for Project Management Journal (USA), and International Journal of Project Management (UK).
Christophe Bredillet, PhD and Professor of Management, Associate Dean Postgraduate Programmes Director of the MS, MBA and Doctorate in Project & Programme Management ESC Lille, Lille, France. He has 22 years of experience with several industries (banking, sporting goods and IT). For the past 15 years, he has been the program director of the MS, MBA and Doctorate in Project & Program Management at ESC Lille – Lille School of Management. He is strongly involved in PM Professional Associations and Research Networks. He is Editor of the Project Management Journal.
The article was being discussed in recent year 2009 and last updated since Feb 2010. It is based on the real research and applies a lot of example from difference references.

Treville, S. D., & Antonakis, J. (2006). Could lean production job design be intrinsically motivating? contextual, configurational, and levels-of-analysis issues. Journal of Operations Management, 24(2), 99-123. Retrieved from http://0-www.sciencedirect.com.prospero.murdoch.edu.au/science/article/pii/S0272696305000926
This article is discussed about lean production job design is able to promote intrinsic motivation which internally driven and more productive compare to traditional assembly line settings. The authors adopted the Job Characteristics Model (JCS, (Hackman, J.R., Oldham, G.R. 1976. Motivation through the design of work: test of theory. Organizational Behavior and Human Performance 16,250-279.)) In this research, the authors also explain the theoretical relationship between job characteristics and motivational outcomes in lean production as it is more important for worker intrinsic motivation than are independent main effects.
This article mentioned that work motivation ‘is a set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration” (Pinder, 1984: 8). For job characteristics, the article refer to the theory of Hackman and Lawler (1971) – JCM proposed that a substantial portion of the variation in worker outcomes likes jobs satisfaction, performance and absenteeism could explained by characteristic or specific attributes constituting the job and how workers perceived these attributes.
This article would be an able to support my research paper as extend the JCM Model research into skill variety, task identity, proposition, task significance, feedback and autonomy.
It is reliable as the authors use a lot of reference sources to support the conclusions. Teh authors use the comments of Paul Adler, Micheal Cusumano, Jan Klein and etc.
This journal article is written by three very experience authors.
Suzanne De Treville is Doctor of Business Administration, Harvard Business School, 1987 Master of Science in Industrial Administration. She works with Direction of Operations Management Department of Faculty of Business and Economics (HEC).
John Antonakis is a professor of organizational behavior at the Faculty of Business and Economics of the University of Lausanne. He specialize in research is leadership--its antecedents and consequences--studied from an applied psychology and management perspective.
The article was being published by Elsevier G. V. in year of 2005. It is based on the real research and applies a lot of example from difference references.

Mary D, S., & Joseph G, R. (2007). Understanding reactions to workplace injustice through process theories of motivation: A teaching module and stimulation. Journal of Management Education, 31(6), 777-796. Retrieved from http://0-search.proquest.com.prospero.murdoch.edu.au/docview/195708824
This article is discussed about teaching module to help students to understand the process theories of motivation equity and expectancy theories and theories of organizational justice. The article does not provide details research and real example for certain industrial. It unable to extend it usage to my research paper as this is not relevant.

Roxanne, E. (2002). The 10 commandments of workplace motivation. Occupational Hazards, 64(1), 69-70. Retrieved from http://0-search.proquest.com.prospero.murdoch.edu.au/docview/213686337
This article is not choose as annotated bibliography for my research as it focus more on the Human Resource Management rather than organizational behavior area. It shows examples how to build a decent workplace. For instant, build self respect, do not be neurotic, show respect, live integrity and value and reinforce ideas, provide them what they want, give immediate feedback, reinforce the right things and serve others.
It does not show any real or relevant research neither provide any theories background.
As a conclusion, this article is not suitable nor helps me in my research paper.