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Subject The role of HRD in motivation creation processes using the example of a network marketing organisation
Beata Pawlowska, University of Lódz, Poland
Outline The following research paper describes the problem of creating and maintaining the necessary motivation among employees of direct to consumer marketing companies. We attempt to answer the following questions: What role is played by human resources management in creative motivation of its employees? Which factors motivate most strongly independent entrepreneurs to co-operate with a direct to consumer marketing company? Speaking about motivation we are eluding to the driving force behind the need of an employee to function in the work place in an effective and creative way. We have accepted the following hypotheses:
H-1. The motivation system called the symbol-rite system by us represents a direction in the development of contemporary human resources management.
H-2. The main motivators inducing a definite type of participation in the direct marketing company are connected with the material status of an independent entrepreneur in this company.
Moreover, a thesis has been advanced proposing that the motivation system of horizontal character builds in a way the companyís social capital. It releases trust and builds a network of ties between the organisationís participants. Knowledge, skills as a peculiar type of know-how of well motivated employees can be successfully tapped by the employer. The proper application of motivational mechanisms to each employee group and even individually to each employee, can significantly contribute to the development of human resources. Consequently, contemporary human resources management should pay a greater attention to an individual approach to an employee including individual motivational incentives. Non-pay motivators should also assume a greater importance. 
    The author has been analysing one of companies operating in the system of network sales since 1997. It is an American company operating world-wide with a network of affiliates in 72 countries, including Poland since 1992. The company has created its own employee motivation system, which is identical world wide and remains independent of ethnic cultural factors.  
Source Paper presented at the 5th conference on human resource development research and practice across Europe: International, comparative and cross-cultural dimensions of HRD. University of Limerick, 27-28 May 2004 (Abstract; full paper incl. in CD-ROM).
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