aashish kumar (3)

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Dissertation Report

On

EMPLOYEE MOTIVATION TECHNIQUES USED IN

GREENLPLY INDUSTRI SIDKUL PANT NAGAR

In partial fulfillment of the requirement for the award

of bachelor of business administration (2008-11) of

the kumaun University, Nainital

Supervisor Submitted by

SARASWATI INSTITUTE OF MANAGEMENT & TECHNOLOGY

(U.S.NAGAR) (UTTRAKHAND)


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Acknowledgement

The satiation and euphoric that accompany the successful completion of

task, would be incomplete without the mention of the people who made it

possible. After all, the success is the epitome of hard work, severance,

undeterred, zeal, stead fast determination and most of all encouraging

guidance. So with immense gratitude, I acknowledge all those whose

guidance and encouragement served as a beacon light and crowned

our efforts with success.

I sincerely thank Mrs. , Honorable president- Alliance Business

Academy, for giving us an opportunity to take up this research. I thank

him for being a constant source of inspiration and encouragement.

With a deep sense of gratitude and indebtedness, I sincerely and whole

heartedly thank Prof. MOHD.ALI& Mrs. PUJA JOHARImy project

guide for giving me valuable suggestions and advice through out the

execution of the project.

Last but not the least, I would like to thank almighty God, my parents,

and my friends who helped me gather these data and have sat with me

for hours discussing about the project.


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DECLARATION

I am the student ofSARASWATI INSTITUTE OF MANAGEMENT & TECHNOLOGY(RUDRAPUR) pursuing (BBA), hereby declare that this dissertation (EMPLOYEEMOTIVATION TECHNIQUES USED IN GREENLPLY INDUSTRI SIDKUL PANTNAGAR) has been prepared on the basis of the information provided and the work assigned tome.

All the data given, is true to the best of my knowledge and prepared by my onefforts and with the consent of the concerned industry guide and the faculty at the college.The recommendations are made keeping al the costs, expenses, and technical barriers asconstant, dissertation is the result of my own efforts

EMPLOYEE MOTIVATION TECHNIQUES USED IN GREENLPLYINDUSTRI SIDKUL PANT NAGAR, prepared by me is my original work. This report istotally prepared up to my own efforts and has not been copied from any other sources.

SUPERVISIOR SIGNATURE HOD SIGNATURE NAME OF CANDIDATE

MRS. PUJA JOHARI ASHISH KUMAR

(DEPT. OF MGT.) BBA VI SEM

ROLL NO. 83613

SARASWATI INSTITUTE OF MANAGEMENT & TECHNOLOGY

(RUDRAPUR)


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CONTENTS lIST

1- Title page2- Certificate3- Declaration4- Acknowledgement5- Preface6- Contents


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Introduction

In the organizational setting the word Motivation is used to describe the drive that impels anindividual to work. A truly motivated person is one who wants to work .Both employees andemployers are interested in understanding motivation if employees know what strengthens andwhat weakens their motivation, they can often perform more effectively to find more satisfactionin their job. Employers want to know what motivates their employees so that they can get themto work harder.When people speak of motivation or ask about the motives of person, they are really askingWhy the person acts, or why the person acts the way he does .The concept of motivationimplies that people choose the path of action they follow.When behavioral scientists use the word motivation, they think of its something steaming fromwithin the person technically, the term motivation has its origin in the Latin word mover whichmeans to move. Thus the word motivation stands for movement. One can get a donkey tomove by using a carrot or a stick; with people one can use incentives, or threats or reprimands.However, these only have a limited effect. These work for a while and then need to be repeated,increased or reinforced to secure further movement.If a manager truly understands his subordinates motivation, he can channel their inner statetowards command goals, i.e., goals, shared by both the individual and the organization. It is awell known fact that human being have great potential but they do not use it fully , whenmotivation is absent .Motivation factor are those which make people give more than a fair dayswork and that is usually only about sixty-five percent of a persons capacity .Obviously , everymanager should be releasing hundred percent of an individuals to maximize performance forachieving organizational goals and at the same to enable the individual to develop his potentialand gain satisfaction. Thus every manager should have both interest and concern about how toenable people to perform task willingly and to the best of their ability.

Motivation Theories

Understanding what motivated employees and how they were motivated was the focus of many

researchers following the publication of the Hawthorne Study results (Terpstra, 1979). Five

major approaches that have led to our understanding of motivation are Maslow's need-hierarchy

theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity theory, and

Skinner's reinforcement theory.

According to Maslow, employees have five levels of needs (Maslow, 1943): physiological,

safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied

before the next higher level need would motivate employees. Herzberg's work categorized

motivation into two factors: motivators and hygienes (Herzberg, Mausner, & Snyderman, 1959).

Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction.

Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction.


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Vroom's theory is based on the belief that employee effort will lead to performance and

performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative.

The more positive the reward the more likely the employee will be highly motivated.

Conversely, the more negative the reward the less likely the employee will be motivated.

Adams' theory states that employees strive for equity between themselves and other workers.

Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee

outcomes over inputs (Adams, 1965).

Skinner's theory simply states those employees' behaviors that lead to positive outcomes will be

repeated and behaviors that lead to negative outcomes will not be repeated (Skinner, 1953).

Managers should positively reinforce employee behaviors that lead to positive outcomes.

Managers should negatively reinforce employee behavior that leads to negative outcomes.

WHAT IS MOTIVATION?A basic principle is that the performance of an individual depends on his or her ability backed by

motivation. Stated algebraically the principle is:

Performance =f (ability motivation)

Ability refers to the skill and competence of the person to complete a given task. However,

ability alone is not enough. The persons desire to accomplish the task is also necessary.

Organizations become successful when employees have abilities and desire to accomplish given

task.

Framework of motivation

Framework of motivation

The framework comprises six steps.

(step1) Motivation process begins with the individuals needs. Needs are telt deprivations which

the individual experiences at a given time and act as energizers. These needs may be

psychological (e.g., the needs for recognition), physiological (e.g., the needs for water, air or

foods) or social (e.g., the needs for friendship).

(step2) Motivation is goal directed.(step3) A goal is a specific result that the individual wants to achieve .An employees goal are

often driving forces and accomplishing those goals can significantly reduce needs.

(step4) Promotions and raises are two of the ways that organizations seek to maintain desirable

behavior. They are signals to employees that their needs for advancement and recognition and

their behaviors are appropriate.

(step5) Once the employee have received either rewards or punishments.


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INDUSTRY PROFILEGreenply Industries Limited is an interior infrastructure company engaged in the business of

manufacturing plywood and allied products, laminates, particle boards and medium density

fibreboards. The Company operates in two segments: Plywood & Allied Products, and

Laminates & Allied Products. Its plywood and allied products comprises of Green Club Premiumplywood, Green Club Plus plywood, Green Marine plywood, Green Flexiply, Green Film Faced

Shuttering plywood, Green Flush Doors, Green Block Board, Optima Red plywood, Greenply

plywood, Green Fire Retardant plywood and Ecotec plywood. During thefiscal yearended

March 31, 2010 (fiscal 2009), the Company's production of plywood and allied products totalled

26.36 million square meters. The Company offers its products under the brand Greenlam, Green

Touch, Greenlam Supertuf, Green Gloss, Green flexilam, New Mika, New Pointeight and Green

Deco wood. Its subsidiaries are Greenlam Asia Pacific Pte. Limited and Greenlam America Inc.

COMPNY PROFILE

Greenply Industries Limited is an interior infrastructure company engaged in the business ofmanufacturing plywood and allied products, laminates, particle boards and medium densityfibreboards. The Company operates in two segments: Plywood & Allied Products, andLaminates & Allied Products. Its plywood and allied products comprises of Green Club Premiumplywood, Green Club Plus plywood, Green Marine plywood, Green Flexiply, Green Film FacedShuttering plywood, Green Flush Doors, Green Block Board, Optima Red plywood, Greenplyplywood, Green Fire Retardant plywood and Ecotec plywood. During the fiscal year endedMarch 31, 2010 (fiscal 2009), the Companys production of plywood and allied products totalled26.36 million square meters. The Company offers its products under the brand Greenlam, GreenTouch, Greenlam Supertuf, Green Gloss, Green flexilam, New Mika, New Pointeight and Green

Decowood. Its subsidiaries are Greenlam Asia Pacific Pte. Limited and Greenlam America Inc.

DEFINITIONS

Some definitions on motivation:

how behavior gets started is energized, is sustained, is directed, is stopped, and what kind of

subjective reaction is present in the organism while all this is going on jones, 1955).

the term motivation refers to a process governing choices made by person or lower organisms

among alternative forms of voluntary activity

motivation is the result ofprocess, internal or external to the individual that arouse enthusiasm

and persistence to pursue a certain course of action.
http://www.corporateinformation.com/Company-Snapshot.aspx?cusip=C3564TD00http://www.corporateinformation.com/Company-Snapshot.aspx?cusip=C3564TD00http://www.corporateinformation.com/Company-Snapshot.aspx?cusip=C3564TD00http://www.corporateinformation.com/Company-Snapshot.aspx?cusip=C3564TD00


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motivation is a process that starts with a physiological or psychological deficiency or need that

activates behavior or a drive that aimed at a goal or an incentive

Obviously, the first definition covers all stages shown in the motivation model.

The Role of Motivation:

Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated

employees are needed in our rapidly changing workplaces. Motivated employees help

organizations survive. Motivated employees are more productive. To be effective, managers

need to understand what motivates employees within the context of the roles they perform. Of all

the functions a manager performs, motivating employees is arguably the most complex. This is

due, in part, to the fact that what motivates employees changes constantly (Bowen &Radhakrishna, 1991). For example, research suggests that as employees' income increases,

money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting

work becomes more of a motivator.

IMPORTANCE OF MOTIVATION:Probably, no concept of HRM receives as much attention of academicians, researchers and

practicing managers motivation. The increased attention towards motivation is justified by

several reasons

1. Motivated employees are always looking for better ways to do a job. This statement can apply

to corporate strategists and to production workers. It is the responsibility of managers to make

employees look for better ways of doing their jobs.

2. A motivated employee generally is more quality oriented. This is true whether we are talking

about a top manager spending extra time on data gathering and analysis for a report or a clerk

taking extra care when filing important document.

3. Highly motivated worker are more productive than apathetic worker .The high productivity of

Japanese worker and the fever worker are needed to produce an automobile in Japan than

elsewhere is well known. An appreciation of the nature of motivation is highly useful manager.

4. Every organization requires human resources in addition to financial and physical resources

for it to function .Three behavioral dimensions of HR are significant to organizations (i) people


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must be attracted not only to join the organizations but also to remain it (ii) people must perform

he tasks for which they are hired and must do so in a dependable manner and (iii) people must go

beyond this dependable role per performance and engage in some form of creative,

spontantaneous, and innovative behavior at work.

5. Motivation as a concept represents a highly complex phenomenon that affects. and is affected

by .a multitude of factors in the organizational milieu .an understanding of the topic of

motivation is thus essential in order to comprehend more fully the effects of variations in other

reaction as they relate to the performance, satisfaction, and so forth .

6. Why increasing attention is paid towards motivation can be found in the present and future

technology required for production, as technology increases in complexity, machines tend to

become necessary, yet insufficient, vehicles of effective and efficient operation .Consider the

example of the highly technology-based space programmed in our country.

Purpose

The purpose of this study was to describe the importance of certain factors in motivating

employees at the Piketon Research and Extension Center and Enterprise Center. Specifically, the

study sought to describe the ranked importance of the following ten motivating factors: (a) job

security, (b) sympathetic help with personal problems, (c) personal loyalty to employees, (d)

interesting work, (e) good working conditions, (f) tactful discipline, (g) good wages, (h)

promotions and growth in the organization, (i) feeling of being in on things, and (j) fullappreciation of work done. A secondary purpose of the study was to compare the results of this

study with the study results from other populations.

MOTIVATIONAL CHALLENGES

The framework of motivation indicates that motivation is a simple process. But in reality

, the task is more daunting

One reason why motivation is a difficult task is that the workforce is changing. Employees joinorganizations with different needs and expectations. Their values, beliefs, background, lifestyles,

perceptions and attitudes are different. Not many organizations have understood these and not

many HR experts are clear about the ways of motivating such diverse workforce.

Motivating employees is also more challenging at a time when firms have dramatically changed

the jobs that employees perform, reduced layers of hierarchy, and jetusoned large numbers of


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employees in the name of right-sizing or down-sizing .These actions have considerably damaged

the level of trust and commitment necessary for employee to put in efforts above minimum

requirements some organization have resorted to hire and fire and payfor- performance

strategies almost giving up motivational efforts. Such strategies may have some effects (both

positive and negative) but fail to make and individual overreach him or her

Third, motives can only be inferred, but not seen. The dynamic nature of needs offend poses

challenge to any manager in motivating his or her subordinate. An employee, at any given time,

has a various needs, desire, and expectations. Employees who put in extra hours at work to fulfill

their needs or accomplishment may find that these extra hours conflict directly with needs for

affiliation and their desire to be with their families

However, there is no shortage of models, strategies, and tactics for motivating employees. As a

result, firms constantly experiment with next motivational programmed and practice.

Work Motivation

Craig Pinder echoing the basic definition of motivation, define it as follows:

Work motivation is a set of energetic force that originate both within as well as beyond and

individuals being, to initiate workrelated behavior, and to determine its form, direction,

intensity, and duration.

While general motivation is concerned with effort towards any goal, Stephen Robbins narrow the

focus to organizational goals in order to reflect singular interest in work related behavior theeffort element is a measure of intensity. The need means some internal state that makes certain

outcomes appear attractive. And unsatisfied need creates tension that stimulates drives within the

individual. This drives general a search behavior to find particular goals, if attend, will satisfied

the needs and lead to the reduction of tension

Mechanism of motivation

Motivation is the process that starts with physiological or psychological deficiency or need that

activate behavior or a drive that is aimed at a goal or incentive.

Needs: Needs are created whenever there is a physiological or psychological imbalance For

example: A need exists when cells in the body are deprived of food and water or when the

personality is deprived of other people who serve friends or companions. Although

psychological may be based on a deficiency, sometimes they are not. For instant, and individuals

with a strong need to get ahead may have a history of consistent success


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Drives:Drives (Or motives) are set up to alleviate needs. Psychological needs can be simply

defined as a deficiency with direction. Physiological or psychological drives are actionoriented

and provide energizing thrust towards reaching an incentive or goals. They are at the very heart

of the motivational process. The needs for food and water are translated into hunger and thrust

drives, and the need for friend becomes a drives affiliation. Thus, a drive is a psychological state

which moves individuals satisfying a needs

Goals: At the end of the motivational cycle is the goal or incentive. It is anything that wills that

will alleviate a need and reduce a drive. Thus, attaining a goal will tend to restore physiological

or psychological balance and will reduce or cut off the drive. Eating food, drinking water and

obtaining friends will tend to restore the balance and reduce the corresponding drives food, water

and friends are the incentive are the goals in this example

Conceptual clarification: (motives, motivation and motivating)

The terms motives, motivation and motivating which are derived from the Latin word Mover

(to move) are important concept which have distinct connotation. In order to steer the energies of

the employees towards organizational goals accomplishment, it is essential to grasp the meaning

and significance of this concept and also to learn how to apply them intelligently

Motives: Motive is defined as a inner state that energizes, activates (Or moves) and directs (or

channels) the behavior of individuals towards certain goals the strong motives or needs are

fulfill. In order to minimize the restlessness, and keep it under control, the individual is propelledinto action. Thus motive induce individual to channel their behavior towards such type of actions

as would reduce their state of restlessness are inner disequilibrium. Thus motives can be thought

of as drives that energize people to action.

Motivation: while motives are energizers of action, motivation is the actual action that is work

behavior itself. For instance, when a employee work hard, his level of motivation may be

consider as low. Thus, the level of motivation of employee is judged by his actual work behavior

Motivating: Motivating it is the term that implies that one person induces another to engage inaction or work. Behavior by ensuring that a channel to direct the motive of the individuals

become available and accessible to the individual.

Managers play a significant role in channeling the strong motive in a direction that he satisfying

to both the organization and the employees. Additionally, managers are also responsible for


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awakening or activating latent motives in individuals- that is the needs that are less strong and

somewhat dormant and harness them in a manner that would be functional for the organization.

Classification of Motives: Primary motives are unlearned and physiologically based. Common

primary motives include hunger, thirst, sleep, avoidance of pain, sex and maternal concern .Thegeneral motives are also unlearned but are not physiologically based. Competence, curiosity,

manipulation, activity, and affection are examples of general motives.

Secondary motives are products of learning. The needs for power, achievement, affiliation,

security and status are major motivating forces in human behavior at work. Behavioral science

especially industrial.

Psychology motives is concerned with understanding an individuals through his motives .Itstudies the individuals socio-psychological motives at great length in order to be successful in

understanding why man behaves the way he does.

Socio-psychological motives are neither inborn to him nor are they related directly to his survival

.These motives originate from the training which he acquires from different social organizations

to which he belongs. Socio-psychological motives, unlike physiological motives, are largely vary

from culture to culture .They may be divided into affiliative and egoistic motives. Affiliative

motives deal with belongingness, friendship or affection with people. Egoistic motives relate to a

position over people rather than with people. Power, status, prestige or esteem fall under egoisticmotives. Socio-psychological motives include acquisitiveness, security, status, autonomy,

affiliation, achievement, dependence, aggression, power and nurturance.

The complexity of motivation: Human motivation is highly complex. Human behavior is multi-

motivational. Several motives are simultaneously at work when the individual behaves; and

several times the individual himself is unaware of his motives. Therefore, motivational analysis

if behavior is difficult. Another fact is that the same motive may give rise to various motives may

lead to the same type of behavior in different individuals.

Thus, there can be several other ways of behaving to achieve these one and all these different

forms of behavior may lead to the same amount of success by achieving the same end. The

converse is also true. Different motives may sometimes result in one form of behavior. To

complicate matters further, people often do things without being aware of the basic motive or

motives involved. Giving good reasons rather than real reasons for behavior is known as

rationalization Ex. Sublimation, projection, identification, and compensation are a few forms of


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behavior in which the real motive is unknown to the individual.

Whether motives are consciously present or are unconscious, many of them act upon the

individual simultaneously .As a result, the individual may face conflict some of the time .An

employee who wants to tell the boss off but also wants to keep his job is in conflict. An employer

who must decide whether to sell an oversupply of a commodity at a loss or hold it a little long, is

likewise in conflict.

There are various difficulties in inferring motives from behavior as we have seen thus far:

Similar motives may be manifested through different behaviors

Different motives may be expressed through similar behavior

Motives may appear in disguised form

Any single act of behavior may express several motives

Expression of motives differ from culture to culture and from person to person within a culture

Motives vary in strength not only from one individual to another but within the same individual

at different times.Since it is difficult to know all there is to be known about the various motives

that operate both within the individual and from outside, it is difficult to predict behavior.

Motivation and Behavior: Systematic understanding of human behavior essentially involves the

ability to determine the why of past behavior but also to predict, to change, and even to control

as far as possible future behavior.

Behavior is basically goal-oriented .that means the behavior of an individual is generally

motivated by a desire to attain some goal. The specific goal is not always consciously known by

the individual .Sometimes an individual may wonder, Why did I do that? or Why did I fail to

do that? the reason for behavior is not always apparent to the conscious mind .individuals are

not always aware of everything they want .

The basic unit of behavior is an activity. In fact, all behavior is a series of activities .individual

have preference for certain activities, they change activities, and they change activities

accordingly. It is important for a manager to understand, predict, and even control the activities

that an individual may perform at a given moment. To predict the behavior, manager must know

which motives or needs of people evoke a certain action at a particular time.


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Motives: Every individual carries a set of inner motivations and drives that influence the way

he behaves much more radically than he realizes .Individuals differ not only in their ability to do

but also in their will to do, or motivation. Motives are sometimes defined as needs, wants, drives,

or impulses within the individual .Motives are the whys of behavior .they arouse and maintain

activity and determine a general direction of the behavior of an individual. In essence, motives or

needs are the mainsprings of action. When we use these two terms interchangeably- motives and

needs-we refer something within an individual that prompts that person to action.

Goals:Goals are outside an individual .Goals are something referred to as hoped for rewards

towards which motives are directed Psychologists use the term incentives for these goals.

Incentives include tangible financial rewards such as increased pay and also the managers who

are successful in motivating employees are often providing an environment in which appropriate

goals are available for needs satisfaction.

Motive Strength: We have seen that motives or needs are the reason underlying behavior.

Every individual has several needs. All these needs compete for their behavior. These needs have

different strengths. The need with the greatest strength at a particular moment leads to activities.

Motive strength

Motive B is the highest strength need and therefore .it is this need that determines behavior.

Satisfied needs decrease in strength and normally do not motivated individuals to seek goals to

satisfy them.

Changes in motive strength: A motive tends to decrease in strength if it is either satisfied or

blocked from satisfaction.

BEHAVIOUR MODIFICATION:

Organizational behavior modification (OB Mod) is yet another technique of influencing behavior

of people in organizations. OB Mod is uses the reinforcement principle of B.F .Skinner toprovide managers with powerful and proven means for changing employee behavior.


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The steps in OB Mod are given below:

Identification of Critical Behavior: The first step is to identify the critical behaviors that make a

significant impact on the employees job performance these are those 5 to10 percent of the

behaviors that may account for up 70 to 80 percent of each employees performance.Measurement of the behaviors: After the behaviors have been identified, they are measured. A

baseline frequency is obtained by determining the number of determining the number of times

that the identified behavior occurs under present conditions .The purpose of the baseline

measurement is to provide objectivefrequency data on critical behavior.

Identify Performance

Related Behavior Events

Measure Baseline the

Frequency of Response

Identify Existing Behavioral ContingenciesThrough Functional Analysis

Develop Intervention Strategy

Apply Appropriate Strategy

Measure: Chart the Frequency of

Responses after Intervention

Problem Solved?

Maintain Desirable Behavior

Evaluate for Performance Improvement

Societies and behavior modification

In his novel Walden tow B. F. Skinner described an idea human community also known as

Walden tow he envisioned a return to a simple culture of towns and villages that conducted their

affairs facetoface Skinners society rejected punishment and coercion as ways to motivate

good behavior and relied on positive reinforcement in stead according Skinner the proper

behavioral technology would make it easy to raise citizens who were brave creative happy

candid affectionate humane and conscientious.

Several to communes have taken their inspiration from Walden Two. One each such is Twin

Oaks founded in share a common belief in co-operation, equality, and nonviolence, as well as a

common desire to construct behaviorist theories are no longer central to the operation of Twin

Oaks, the advantages of creating a positive environment and reinforcing desirable behavior are

recognized.

China appears to be using behavior modification principles on a grand scale for population

control. Chinese leaders are conceived that a rapid population growth will obstruct economic


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development. Initially, couples having a third baby except as the result of a multiple birth at the

second confinement paid fines, Bearing two babies was strengthened because by doing so,

couples avoided fines- a negative reinforcement strategy. Families that used contraction after

their first child received positive reinforcement-annual bonuses as well as housing, schooling and

employment priorities .Between the mid-1960 and the mid-1970, china halved its birth rate.

There is evidence, however, of grave abuses among them, forced abortions and infanticides of

the female offspring. Male are valued, in party, because, in keeping with long established

customs, men remain with their immediate families after marriage, continuing to contribute

financial support and care for elderly parents.

GOAL SETTING:

Goal setting is one of the most effective and widely practiced techniques of motivation. Goals

are the immediate or ultimate objectives that employees are trying to accomplish from their workefforts in organizations. Goal setting is the process of motivating employees by establishing

performance goals. That goal motivates any individual is an established fact. We tend to relax

and siacken our efforts if we are not clear about what we want to achieve. A student does not do

well in an examination if he or she does not keep a target in mind target may be a first class or

securing distinction. An individual may not rise in personal life if he or she does not have clear

career goals. It does not mean that performance of an individual is nil in the absence of a goal.

The technique emphasizes that with clear goals, performance tends to increase.

Goal setting requisitesGoal setting is a very powerful technique of motivation when used correctly, carefully monitored

and actively supported by managers. Goal setting can improve performance. However, neither

goal setting not any other technique can be used to correct every problem.

QUALITY OF WORK LIFE

The term quality of work life (QWL) has different connotations to different person. For

example, to a worker in an assembly line, it may just mean a fair days pay, safe working

conditions, and a supervisor who treats him\her with dignity. To a young new entrant, it maymean opportunities for advancement, creative tasks and a successful career. To academics it

means the degree to which members of work organization are able to satisfy important personal

needs through their experiences in the organization.


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There are many factors which can contribute to QWL. They are:

1.Adequate and fair compensation, adequacy to the extent to which the income from a full-time

work meets the needs of the socially determined standard of living.

2. Safety and healthy working condition, including reasonable hours of work and rest pauses,

physical working conditions that ensure safety, minimize risk of illness and occupational

diseases and special measures for protection of women and children.

3. Security and growth opportunity, including factors like security of employment, and

opportunity for advancement and self-improvement.

4.Opportunity to use and develop creativity, such as work autonomy, nature of supervision, use

of multiple skills, workers role in the total work process and his\her appreciation of the outcomeof his\her own efforts and self-regulation.

5. Respect for the individuals personal rights, such as application of the principles of natural

justice and equity, acceptance of the right to free speech, and right to personal privacy in respect

of the workers off the job behavior.

6. Work and family life, including transfers, schedule of hours of work, travel requirement,

overtime requirement, and so fourth.

It is worth noting that often the conditions that contribute to motivation [equitable salaries

financial incentives, effective employee selection, etc] will also contribute to QWL some of

these activities [like job enrichment] might contribute indirectly to QWL by tapping the workers

higher .order needs and motivating them. Still, other activities may contribute directly to QWL

providing for a safer workplace, less discrimination on the job, and so forth.

The Five-Step PRIDE Model

Todays workplace is different, diverse, and constantly changing. The typical

employer/employee relationship of old has been turned upside down. The combination of almost

limitless job opportunities and less reward for employee loyalty has created an environment

where the business needs its employees more than the employees need the business.


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STEP 1--PROVIDE A POSITIVE WORKING ENVIRONMENT

You dont have to be the highest paying employer to provide a positive and attractive work

environment. One of the most important factors is how employees "feel" about the company.

Motivated workers are more committed to the job and to the customer. On the other hand, de-motivating workplaces force workers to vote with their feet.Take for example Rodger McAlister

who owns a construction equipment dealership in Kentucky. His turnover is almost nonexistent.

His employees and service technicians share a profit-sharing plan that possibly means $700,000

upon retirement. Every year employees celebrate their work anniversary with a cake and receive

$100.00 for each year employed. Twice a year employees children receive a $50 savings bond

when they bring in their "all As" report card. To minimize the we-they syndrome, every Friday

employees rotate jobs. The person in the parts department becomes a service technician and visa

versa. This builds a stronger team and improves both communication and retention

STEP 2--RECOGNIZE, REWARD AND REINFORCE THE RIGHT BEHAVIOR

Reward and recognition is not just a nice thing to do, but a critical element in the management

toolkit. People have a basic human need to feel appreciated and recognition programs help meet

that need. The second aspect of this science is management must create consequences for the

behavior important for business success.One of the easiest and most effective recognition

programs is "peer recognition." Peer recognition allows employees to reward each other for

doing a good job. It works because employees themselves know whom works hard and deserves

recognition. Also, workers may value each others opinion more than their supervisors. (Peerpressure) Managers cant be everywhere all the time. Therefore, the employees are in the best

position to catch people doing the right things.

STEP 3--INVOLVE EVERYONE

Studies show that having workers involved at all levels has a major impact on improving morale

and motivation. TD Industries in Dallas, Tex., has a unique way of making its employees feel

valued and involved. One wall in the company has the photographs of all employees who have

been with the company more than five years. This involvement program goes beyond just

photographs, slogans, posters, and HR policies. There are no reserved parking spaces for

executives. Everyone uses the same bathrooms and the same water fountains. Everyone is an

equal. Maybe thats why TD Industries was listed last year by Fortune magazine as one of the

Top 100 Best Companies.


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STEP 4--DEVELOP WORKER'S SKILLS AND POTENTIAL

Well-trained employees are more capable and willing to assume greater control and ownership

over their jobs. They need less supervision, which frees management for other tasks. Employeesare more capable of taking care of customers, which builds stronger customer loyalty. All this

leads to better management-employee relationships.

When former Intel executive David House became CEO of Bay Networks, he realized the

troubled computer manufacturers problems involved some basic fundamentals. To solve the

problem, he created four courses to teach the practices that hed set in place at Intel: Decision-

Making, Straight Talk, Managing for Results, and Effective Meetings. He personally taught the

courses to Bays 120 highest-ranking executives who, in turn, taught the same courses to the

other 6,000 employees. His personal example had a major impact on the entire company.Hereare some tips for setting up your own processes to help develop the potential of your employees:

Explain the "big picture" for the company and how this influences their employment and

growth.

Provide feedback on the employees performance. Be specific; mention a particular situation or

activity.

Make sure they understand the companys expectations.

Involve the employee in the decision-making process whenever possible.

Listen to their ideas and suggestions.

Give them room to do the job without unnecessary restrictions.

Pay for employees to attend workshops and seminars.

Offer on-site classes where employees can learn new skills or improve upon old ones.

Challenge them with lots of responsibility.

STEP 5--EVALUATE AND IMPROVE CONTINUOUSLY

Continuous evaluation and never ending improvement is the final step of the PRIDE system. The

primary purpose of evaluation is to measure progress and determine what needs improving.

Continuous evaluation includes, but is not limited to, the measurement of attitudes, morale,

turnover and motivation of the workforce. It includes the identification of problem areas needing

improvement and the design and implementation of an improvement plan.Businesses continue to

search for the competitive advantage. It wont be found with gimmicks or within the latest

management fad. The true competitive advantage is found within the hearts and minds of


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motivated people proudly working together and led by people driven by a higher purpose.

Motivation and frustration:

The basic process of motivation as defined earlier involves a smooth progression of the need-

drive-goal motivational cycle. The motivational cycle begins with a need followed by a response

directed toward a goal object, when this goal directed drive is blocked before reaching a desired

goal, frustration result. Frustration is a common event in the daily lives of employees. The

strength of frustration in a situation is related to the magnitude of the need which is being

thwarted.

In the above figure, goal-directed drive faces a barrier and frustration results due to blocking of

goal attainment. The barrier may be either overt (outward, or physical) or covert (inward, ormental-socio-psychological).

When a person is frustrated, defense mechanisms get triggered in him. Traditionally,

psychologists like Dollard ** and others felt that frustration always leads to the defense

mechanism of aggression. On becoming frustrated, it was thought that a person will react by

physically or symbolically attacking the barrier. More recently, aggression is considered as only

one possible reaction.

Responses to frustration are now viewed as defense mechanisms falling into four broad

categories: aggression, withdrawal, fixation and compromise.

In order to analyze specific aspects of on-thejob behavioral reaction to know some behavioral

reactions to frustration that may occur in the formal organization.

Fixation :

Maintaining a persistent non-adjustive reaction even though all the cues indicate the behavior is

not an appropriate response to the problem. Behavior is repeated over and without accomplishing

anything for instance, unreasonable stubbornness.


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Compensation :

Individual devotes himself to a pursuit with increased vigor to make up for same feeling of realor imagined inadequacy. In indirect compensation the individual puts in hard efforts to make-up

for a weakness in one area by becoming outstanding or excelling in some either area.

Conversion :

Emotional conflicts are expressed in muscular, sensory, or bodily symptoms of disability,

malfunctioning, or pain.

This is sometimes also known as introverted aggression and it is usually indicated by depression,

lack of initiative, self-accusation and low energy. Individual anger is directed inwards. His sense

of failure results in self-punishment.

Displacement :

It is also known as transferred aggression. Basic psychological process is redirecting pent-up

emotions towards persons, ideas, or objects other than the primary source of the emotion. This

form occurs when the obstacle is unknown or when the obstacle is known but it is unwise to

show direct aggression.

When people cannot attack the cause of their frustration directly, they may look for a scapegoat

as a target for their hostility. For instance, a worker feels hurt and gets angry when his boss

insults him in front of some co-workers. However, the workers future prospects in the

organizations and his fate are in the hands of the boss. In such situations. the resentful worker

may pick a quarrel with his wife, kick the cat, beat his children. (poor fellows, without having

done anything they have to face the consequences of what happened in the organization !) .

or , more constructively, work off his feelings by chopping wood, by cursing and swearing, or

engaging in violet exercises or horseplay of an aggressive nature. A typical example is seen

when a disgruntled employee continually picks on a week colleague and makes him suffer for

the frustration factory atmosphere.


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Regression :

Regression is essentially not acting ones own age. Individual returns to an earlier, less maturelevel of adjustment and behave in childish way when exposed to frustrating situation, for

instance, individual may engage in behaviours such as crying, weeping, sulking or throwing

temper- tantrums whenever they are under stress, annoyed or frustrated.

Reaction formation :

Individual acts contrary to his real feelings and emphasizes it with force Thus, an individual who

has acquired a reputation as abrasive may behave cordially to minimize his anxieties arising from

past abrasive activities. Urge not acceptable to consciousness are repressed and in their stead

opposite attitudes or modes of behavior are expressed with considerable force.

Negativism :

Active or passive resistance operating unconsciously.

Negative adaptation :

Accepting things as they are, making psychological adaptations unpleasant situation.

Identification:

Individual may react to the characteristics and achievements of another person as if they were his

own. The individual wants to become like someone else and thus, closely associates with his

attitudes and actions identification is modeling oneself after another person imitating his or hercharacteristics, values, attitudes and other allied qualities. It is not simply copying another

individual. It relates to incorporation of another individuals thinking and behavior in ones own

thinking and behavior. For instance the junior executives take on the vocabulary, style and

mannerisms, or even pomposity of their senior boss who may be highly successful.


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Insulation:

The individual tries to protect himself emotionally by keeping distance from others. He insulateshimself, gets detected, uninvolved, aloof and isolated. He may appear self-sufficient but he

maintains this behaviour as a protection rather than because he enjoy it. Individuals who learn to

fear situations where they will fail or be ridiculed are particularly apt to adjust by using the

mechanism of insulation.

Devaluation:

Since one of the common causes of self rejection is unfavorable social judgments. One way todefend ones ego against such judgments is to devalue their source. This can be done either by

minimizing the importance of judgment or by trying to prove to oneself and others that those

who made the adverse evaluation were not competent to pass judgment or were prejudiced.

Importance of frustration in Industry:

The concept of frustration is extremely important in a work situation. Frustrated ambitions,

frustrated friendliness, and frustrated self-esteem in work situation lead to nervous tension. The

pent up continuing frustrations produce people who are difficult to get along with, or who are

centers of poor morale in industry.

However, there are some people for whom lack of frustration is the most frustration situation of

all. To them, the challenge of finding a way to deal effectively with whatever barriers confront

them as they strive for a particular goal is what provides the spice to their job. They actually

look forward to meeting these obstacles, and if they did not occur they would probably find their

work very drab and dull.

In this Activation theory, Scott suggests that human organism needs stimulation and variety inthe environment; without this motivation will suffer and frustration may result. To the extent,

then, that barriers and obstacles to goals provide variety and stimulation to the employee, they

may actually tend to reduce the overall frustration experienced.

Knowledge about theories of motivation, though useful, is not enough to motivate employees at

work situations. An HR manager must know the specific ways which could help him\her


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motivate his\her motivate his\her subordinates. It goes to the credit of HRM that it has several

readymade techniques and programmed that can be used by the manager. The more important

among them, namely, rewards, job enrichment and job rotation, behavior modification,

empowerment, goal setting, quality of work-life.

EASY WAYS TO MOTIVATE YOUR EMPLOYEES

Set Goals

Its important to help your employees set goals for themselves. These can include both long-term

and short-term goals and they can be both work-related and personal in nature. Often, goals are

set on a weekly, monthly, quarterly, or even yearly basis. Many companies use performance

management systems, which get every employee on the same page, regardless of his or herposition. If they understand the relationship between their specific job and the companys

success, theyll often approach their work with a sense of belonging. Frequently, that sense is all

it takes to get that individual to finish a given task. And, of course, rewarding your employees for

achieving their goals goes a long way toward creating a consistently motivated workforce.

Encourage Creative Thinking

Foster an Environment of Fun

Studies have shown that employees are more dependable and productive when they think their

workplace is a fun place to come to every day. Ive found that one of the most effective methods

of doing this is simply engaging my sales reps in conversations about topics that we both find

interesting. Its not necessary to talk to them all day long, but a few minutes here and there

throughout the day can work wonders. Little talks like these allow the employee to see you as a

regular person, and when your employees like you as a person, they are more likely to listen to

you when you need them to get something done.

REWARDS

People join organizations expecting rewards. Firms distribute money and other benefit in

exchange for the employees availability, competence and behaviors.

The following diagram identifies four types of rewards: membership and seniority, job status,

competency and performance.


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Membership and Seniority-based Rewards

Benefit an employee receives depends on the firm which he or she joins. An MBA taking up a

job in Wipro or Infosys gets more benefits than boy or girl who joins a state government

undertaking.

In the same firm, a senior employee receives more benefits than employee .Advancement , pay

raises, retirement benefits and perquisites depend on seniority of an employee.

Job Status-based Rewards

Every firm rewards employees for the status of the jobs they are holding firms use job evaluation

system which helps establish differentials in status of jobs. Status differentials are used as the

basis for establishing salary / wage differentials. Jobs that require more skill and effort, have

more responsibility and have difficult working conditions would have more value and

consequently would be placed in higher pay grades. Firms that do not use job evaluation system

still reward job status based on pay survey information about the labor market.

A supervisor will receive higher rewards than purchasing assistant as the job of the former

enjoys better status than the latter. It has more value to the organization (calculated by job

evaluation system or pay survey) and therefore employees in that job receive more status-based

rewards in the organization. High status job holders are also rewarded with more perquisites.

One advantage of status-based pay is that it helps maintain feelings of equity. Job evaluation

system try to maintain internal equity, that is, to ensure that employees feel their pay is fair when

compared to how much other jobs in the firm are paid. Pay survey helps maintain external

equity, that is, ensure that employees feel their pay is fair when compared to how much people I

other firms are paid. Job-based rewards also motivate employees to compete for positions higher

up the organizational hierarchy.

Sixth, money acts as punctuation in ones life. It is an attention-getting and effect-producing

mechanism Money has, therefore, tremendous importance in influencing employee behavior.

Seventh, money is easily vulnerable for manipulation. Other factors like satisfaction,

responsibility, a challenging job and the like are nebulous. Payments and the plans with which


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they are linked are manipulatable. Finally, money will be a powerful motivator for a person who

is tense and anxious about lack of money. Many worries and concerns are financially based. It is

relaxing to receive sufficient money to clear the outstanding bills and past debts which have been

causing tension.

But behavioral scientists think otherwise. They downgrade money as a motivator. They prefer,

instead, other techniques such as challenging jobs, goals, participation in decision of behavioral

scientists to money as a motivator is understandable for at least six reasons. First, money is not

important to all people. High achievers, for example, are intrinsically motivated. Money has little

impact on such people. Second, people fail to see a direct linkage between monetary and

performance. In these days of unionization, protective legislation, seniority based promotion, and

the coast of living indexation, pay raises do not depend on performance. Third, for money to

motivate the difference in pay increase between a high performer and an average performer must

be significant. In practice it rarely is. Fourth, management must have the discretion to reward

high performers with more money. This is not possible, thanks to strong unionization. Fifth,

relationships among employees are often ruptured because of the scramble for monetary rewards.

Finally, financial incentives discourage risk-taking propensity of people. Whenever people are

encouraged to think about what they will get for performing a task, they become less inclined to

take risk or explore possibilities.

The conclusion is that money can motivate some people under some conditions. Put it another

way money cannot motivate all people under all circumstances. Studies too attest to the same

assertion.

Motivating Employees without Money

The employees who work for your company are naturally motivated. All you need to do is to

utilize their natural ability, which you can do without spending a time. That's right! No money.

In fact, money can actually decrease an employee's motivation and performance. The first step in

utilizing your employees' natural abilities is to eliminate your organization's negative practices

that zap away their natural motivation. The second step your organization can take is to develop

true motivators which can spark all your employees into being motivated. By decreasing

negative zapping demotivators and by adding true motivators, you will tap into your employees'

natural motivation. Your employees' natural motivation relies on the fact that all people have

human desires for affiliation, achievement, and for control and power over their work. In

addition, they have desires for ownership, competence, recognition, and meaning in their work.

The following is a list of ten motivation zapping organizational behaviors that will demotivate

your employees.


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Create an atmosphere full of company politics.

Develop unclear expectations regarding your employees' performance.

Create a lot of unnecessary rules for employees to follow.

Plan unproductive meetings for employees to attend.

Promote internal competition between employees.

Withhold information critical for employees to perform their work.

Provide criticism instead of constructive feedback.

Tolerate poor performance so your high performing employees feel taken advantage of.

Treat employees unfairly.

Underutilize the capability of your employees.

The following are examples of true motivators that will help your employees tap into their

natural ability to be motivated. Remember; implement these true motivators without spending

money. Instead of focusing on money, focus on how you can make some changes within your

organization.

If your employees do routine work add some fun and variety to their routine.

Provide employees with input and choice in how they do their work.

Encourage responsibility and leadership opportunities within your company.

Promote social interaction and teamwork between employees.

Tolerate learning errors by avoiding harsh criticism.

Promote job ownership. Develop goals and challenges for all employees.

Provide lots of encouragement.

Make appreciation part of your repertoire.

Develop measurement that shows performance increase.

By eliminating demotivators and adding in no cost motivators you are tapping into your

employees' natural human desires to perform at their maximum level of motivation and

productivity. The following are the human desires that you are tapping into.

Desire for activity

Desire for ownership

Desire for power

Desire for affiliation

Desire for competence

Desire for achievement


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Desire for recognition

Desire for meaning

That's it! Remember; don't work to change one individual at a time. Work to change your

organization to decrease the demotivators and thereby increase your employees natural ability toself motivates themselves.

Employee motivation

Principles of improving employee motivation and empowerment

Employee motivation questionnaires or surveys

Staff surveys are usually very helpful in establishing whether staff in your company is motivated

and therefore performing to best effect. Aside from the information that questionnaires reveal,the process of involving and consulting with staff is hugely beneficial and motivational in its

own right, (see the 'Hawthorne Effect'). Whilst your survey will be unique to your company,

your staff issues, your industry and culture, some useful generic guidelines apply to most

situations. Although not exhaustive, the following ten points may help you cover the relevant

subject areas and help towards establishing facts rather than making assumptions about

motivation when designing your own questionnaires on employee motivation.

Ten tips for questionnaires on employee motivation

1. What is the 'primary aim' of your company?Your employees may be more motivated if they understand the primary aim of your

business. Ask questions to establish how clear they are about your company's principles,

priorities and mission.

2. What obstacles stop employees performing to best effect?

Questionnaires on employee motivation should include questions about what employees

are tolerating in their work and home lives. The company can eliminate practices that zap

motivation.

3. What really motivates your staff?

It is often assumed that all people are motivated by the same things. Actually we are

motivated by a whole range of factors. Include questions to elicit what really motivates

employees, including learning about their values. Are they motivated by financial

rewards, status, praise and acknowledgment, competition, job security, public


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recognition, fear, perfectionism, results...

4. Do employees feel empowered?

Do your employees feel they have job descriptions that give them some autonomy and

allow them to find their own solutions or are they given a list of tasks to perform and

simply told what to do?

5. Are there any recent changes in the company that might have affected motivation?

If your company has made redundancies, imposed a recruitment freeze or lost a number of key

people this will have an effect on motivation. Collect information from employees about their

fears, thoughts and concerns relating to these events. Even if they are unfounded, treat them with

respect and honesty.

6. What are the patterns of motivation in your company?

Who is most motivated and why? What lessons can you learn from patches of high and low

motivation in your company?

7. Are employee goals and company goals aligned?

First, the company needs to establish how it wants individuals to spend their time based on what

is most valuable. Secondly this needs to be compared with how individuals actually spend their

time. You may find employees are highly motivated but about the "wrong" priorities.

8. How do employees feel about the company?

Do they feel safe, loyal, valued and taken care of? Or do they feel taken advantage of,dispensable and invisible? Ask them what would improve their loyalty and commitment.

9. How involved are employees in company development?

Do they feel listened to and heard? Are they consulted? And, if they are consulted, are their

opinions taken seriously? Are there regular opportunities for them to give feedback?

10. Is the company's internal image consistent with its external one?

Your company may present itself to the world as the 'caring airline', 'the forward thinking

technology company' or the 'family hotel chain'. Your employees would have been influenced,

and their expectations set, to this image when they joined your company. If you do not mirror

this image within your company in the way you treat employees you may notice motivation

problems. Find out what the disparity is between the employees image of the company from the

outside and from the inside.


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Data Analysis

Key Info

Review your data. Try to look at the results of your experiment with a critical eye.Ask yourself these questions:

o Is it complete, or did you forget something?o Do you need to collect more data?o Did you make any mistakes?

Calculate an average for the different trials of your experiment, if appropriate. Make sure to clearly label all tables and graphs. And, include the units of

measurement (volts, inches, grams, etc.).

Place your independent variable on the x-axis of your graph and the dependentvariable on the y-axis.

Overview

Take some time to carefully review all of the data you have collected from your experiment. Usecharts and graphs to help you analyze the data and patterns. Did you get the results you hadexpected? What did you find out from your experiment?

Really think about what you have discovered and use your data to help you explain why youthink certain things happened.

Calculations and Summarizing Data

Often, you will need to perform calculations on your raw data in order to get the results from

which you will generate a conclusion. A spreadsheet program such as Microsoft Excel may be agood way to perform such calculations, and then later the spreadsheet can be used to display theresults. Be sure to label the rows and columns--don't forget to include the units of measurement(grams, centimeters, liters, etc.).

You should have performed multiple trials of your experiment. Do you want to calculate theaverage for each group of trials, or summarize the results in some other way such as ratios,


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percentages, or error and significance for really advanced students? Or, is it better to displayyour data as individual data points?

Do any calculations that are necessary for you to analyze and understand the data from yourexperiment.

Use calculations from known formulas that describe the relationships you are testing. (F= MA , V = IR or E = MC2)

Pay careful attention because you may need to convert some of your units to do yourcalculation correctly. All of the units for a measurement should be of the same scale(keep L with L and mL with mL, do not mix L with mL!)

Graphs

Graphs are often an excellent way to display your results. In fact, most good science fair projects

have at least one graph.

For any type of graph:

Generally, you should place your independent variable on the x-axis of your graph andthe dependent variable on the y-axis.

Be sure to label the axes of your graphdon't forget to include the units of measurement(grams, centimeters, liters, etc.).

If you have more than one set of data, show each series in a different color or symbol andinclude a legend with clear labels.

Different types of graphs areappropriate for differentexperiments. These are just afew of the possible types ofgraphs:

A bar graph might beappropriate for comparingdifferent trials or differentexperimental groups. It also maybe a good choice if your

independent variable is notnumerical. (In Microsoft Excel,generate bar graphs by choosingchart types "Column" or "Bar.")

A time-series plot can be used ifyour dependent variable is numerical and your independent variable is time. (In Microsoft Excel,the "line graph" chart type generates a time series. By default, Excel simply puts a count on the


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x-axis. To generate a time series plot with your choice of x-axis units, make a separate datacolumn that contains those units next to your dependent variable. Then choose the "XY (scatter)"chart type, with a sub-type that draws a line.)

An xy-line graph shows the relationship between your dependent and independent variables

when both are numerical and the dependent variable is a function of the independent variable. (InMicrosoft Excel, choose the "XY (scatter)" chart type, and then choose a sub-type that does drawa line.)

A scatter plot might be the proper graph if you're trying to show how two variables may berelated to one another. (In Microsoft Excel, choose the "XY (scatter)" chart type, and thenchoose a sub-type that does not draw a line.)

EMPOWERMENT

Empowerment is one of concepts discussed much in HRM. Empowerment is what young job

aspirants are looking for in organizations. More than monetary rewards, it is the feeling that

employee owns the job that motivates him or her nowadays. Empowerment may be understood

as a process of enhancing feelings of self .efficacy among organizational members through the

identification of conditions that foster powerlessness and through their removal by both formal

organizational practices and informal techniques of providing efficacy information Empower

employees are energetic and passionate. They aspire to do better job because they get personally

rewarded for doing job.

Empowerment consist five stages. The first stage involves identifying .The conditions existing in

the organizations that lead to feelings of powerlessness on the part of organizational members.

These conditions manifest through poor communication, centralized resources, and authoritarian

styles of leadership, low incentive value rewards, low task variety and unrealistic performance

goals.

Diagnosis being completed as suggested above, the next stage is to introduce empowerment

strategies and techniques. Use of participative management implementing merit-Pay systems and

job enrichment are example of possible empowerment practices.

Empowerment result in performance

Empowerment is facilitated by a combination of factors including values, leadership, job


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structure and reward systems.

Empowerment occurs when power of decisionmaking and authority to share resources go to

employees who then experiences a sense of ownership and control over jobs. Empowered

employees know that know that their jobs belong to them. Given a say on how things are done,

employees feel more responsible. When they feel responsible, they show more initiative in their

work, get more done and enjoy the work more.

The following tips may be useful in empowering employees:

1.Delegate responsibility and along with it authority. role with that of partner role.

2.Have tolerance for mistakes committed by subordinates. Demonstrate this tolerance through

deeds and words.

3.Share information with subordinates. Empowered employees need sufficient information to get

full perspective.

4.Allow teams to form. Teams are the best vehicles to empowerment.

5.Performance feedback is always important. It is particularly important for newly empowered

employees. Feedback enhances learning and can provide needed assurance that the job is being

mastered.

Empowerment needs to be implemented with caution. Where employees suffer from inflated

egos and are highly self-centered, empowerment does not work. Many employees entertain the

feeling that they are subjected to be led and not to led. Empowerment has no appeal to such

subordinates. When employees look for secured but not challenging jobs, empowerment sounds

hollow.

Employee motivation principles - a short case study - sound familiar?

When Michael started his own consultancy he employed top people; people he'd worked with inthe past who had shown commitment, flair and loyalty and who seemed to share his values. But a

few months down the line one of his team members started to struggle. Jo was putting in the

hours but without enthusiasm. Her confidence was dropping; she was unfocused and not bringing

in enough new business.

The granddaddy of motivation theory, Frederick Herzberg, called traditional motivation


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strategies 'KITA' (something similar to Kick In The Pants). He used the analogy of a dog. When

the master wants his dog to move he either gives it a nudge from behind, in which case the dog

moves because it doesn't have much choice, or he offers it a treat as an inducement, in which

case it is not so much motivated by wanting to move as by wanting choc drops! KITA does the

job (though arguably not sustainable) but it's hard work. It means every time you want the dog to

move you have to kick it (metaphorically).

Wouldn't it be better if the dog wanted to move by itself?

Transferring this principle back in to the workplace, most motivation strategies are 'push' or 'pull'

based. They are about keeping people moving either with a kick from behind (threats, fear, tough

targets, complicated systems to check people follow a procedure) or by offering choc drops

(bonuses, grand presentations of the vision, conferences, campaigns, initiatives, etc).

10 management motivation examples to illustrate that there are better ways to motivate

employees

Blaire Palmer's experience has enabled her to work with a wide range of individuals and groups

from a variety of backgrounds. Some of these people are highly motivated themselves, but

struggle to extend this state of mind to the people they manage. Other people are at the receiving

end of KITA motivation strategies that (obviously) aren't working on them. These people know

they 'should' be more engaged with their work. Sometimes they fake it for a few months but it's

not sustainable. In this paper Blaire identifies some common assumptions about motivation and

presents some new paradigms that can help motivate more effectively.

By adding these coaching tools and motivation principles to your capabilities you should find the

job of leading those around you, and/or helping others to do the same, more of a joyful and

rewarding activity. Instead of spending all your time and energy pushing and cajoling (in the

belief that your people's motivation must come from you) you will be able to focus on leading

your team, and enabling them to achieve their full potential - themselves.

Ultimately, motivation must come from within each person. No leader is ever the single and

continuing source of motivation for a person. While the leader's encouragement, support,inspiration, and example will at times motivate followers, the leader's greatest role in motivating

is to recognize people for who they are, and to help them find their own way forward by making

best use of their own strengths and abilities. In this way, achievement, development, and

recognition will all come quite naturally to the person, and it is these things which are the true

fuels of personal motivation.


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By necessity these case studies initially include some negative references and examples, which I

would urge you to see for what they are. How not to do things, and negative references, don't

normally represent a great platform for learning and development.

In life it's so important always to try to accentuate the positive - to encourage positive

visualisation - so, see the negatives for what they are; silly daft old ways that fail, and focus on

the the positives in each of these examples. There are very many.

JOB ENLARGEMENT, ENRICHMENT AND ROTATION

Job is a significant aspect in ones life. It is the primary institution through which the employee

satisfies his or her diverse needs. He or she earns a living from the job, socialize in work

organizations, and realizes potentialities through work. Work is also a primary means of

achieving goals-economic, social, political and cultural. People, in general, spend a considerable

amount of time working. In fact, seems to be the only thing that people can do eight hours or

more, day after day, without much interruption. All the other activities one enjoys, such as

eating, plying and sex, no matter how much one enjoys these, are easily suitable. In our society,

we philosophy upon work and treat it as worship.

Naturally, job has become a serious subject for social scientists and practicing managers. It has

become an issue for many workers because it is losing its intrinsic value. Some workers express

dissatisfaction with their jobs, and this dissatisfaction seems to have an adverse effect on

motivation and quality of life general.

Attempts have been made to use jobs for motivating employees in organizations. Job enrichment

and rotation are but example in that direction.

Job Enrichment

First coined by Herzberg in his famous research on motivators and maintenance factors, job

enrichment has now become a popular concept.

It simply means adding a few more motivators to a job to make it more rewarding. To be

specific, a job is enriched when the nature of the job is exciting, challenging, and creative, or it

gives the job holder more decision-making, planning and controlling powers.


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According to Herzberg, an enriched job has eight characteristics. These features are described as

follows and illustrated.

1.Direct feedback: Employees should be able to get immediate knowledge of the results they

are achieving. The evaluation of performance can be built into a job (as in an electronic spell-

checker, indicating the presence or absence of errors) or provided by supervisor.

2.Clint Relationship: An employee who serves a client or a customer directly has an enriched

job. The client can be from outside the firm (such as a mechanic dealing with car owner) or from

inside (such as a computer operator running a job for another department).

3.New learning: An enriched job allows its incumbent to feel that he\she is growing mentally.

An assistant who clips relevant newspaper articles for his\her boss is, doing an enriched job.

4.Scheduling Own Work:Freedom to schedule ones own work contributes to enrichment.

Deciding when to tackle which assignment is an example of self-scheduling. Employees who

perform creative work have a greater opportunity to schedule their assignments than employees

performing routine jobs.

5.Unique Experience: An enriched job has some unique qualities or features, such as a quality

controller visiting suppliers place.

6.Control Over Resources: One approach to job enrichment is for each employee to havecontrol over his\her resources and expenses. For example, he\she must have the authority to

order supplies necessary for completing his\her job.

7.Direct Communication Authority: An enriched job allows the worker to communicate

directly with people who use his\her output, such as a quality assurance handling a customers

complaints about the quality of the company product.

8.Personal Accountability: An enriched job holds the incumbent responsible for the results. He

or she receives praise for good work and blame for poor work.

Being a direct outgrowth of herzbergs two-factor theory of motivation, job enrichment is a

valuable motivational technique. A few studies conducted in the US demonstrated the usefulness

of job enrichment as a motivator. For example, a study of AT&T with clerical and other

company employees showed a positive improvement in job performance, and satisfaction after

job enrichment.


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The usefulness if job enrichment in motivating employees is well-known to everyone, specially

to people working in government establishments. A laboratory technician in the health

department of a state-government enterprise experiences frustration after 20 years of working in

the same capacity. The incumbent hardly finds the job interesting. The only regular work the

employee does on every working day is to sign the attendance register at 10 a.m. He or she,

naturally, plans to take voluntary retirement. The frustration of such employees, whose number

unfortunately is considerable, can be enriching the jobs.

Some cautions about job Enrichment

Since job enrichment has been so well-published in recent years, as a method of increasing

worker motivation, one can easily be misled by its possibilities. Although job enrichment can

cause increased employee motivation there are some other factors that should be considered.

1.Job Enrichment is not a substitute for good Management: Regardless of how enriched jobs

might be in an organization, if other environmental factors in the organization are not adequate,job enrichment will have little or no effect. Job enrichment is not a substitute for good

supervisory practices, wages, and company policies.

2.Enriched is a Relative Team: As a general rule, job enrichment proposes that jobs with little

responsibility should be improved to provide a greater responsibility for the incumbent.

However, we must remember that describing a job as one with little responsibility carries an

implicit assumption about the person occupying that role. While the job may appear to be boring

to the observer, the person actually performing the job may find it quite challenging.

3.Enriching Jobs may Create a Snowball Effect: Given that organizations have a fixedamount of authority to distribute among its member, enriching one persons job means taking

authority away from another (most likely the manager). This not only present system design

problems (for example, rewriting job descriptions) but it can also present a practical barrier since

labour unions may resist a scheme that eliminates jobs.

4.Job Enrichment Assumes that Workers want More Responsibility: Clearly, if we take

extreme case of a worker who is motivated by a lack of responsibility, then job enrichment for

this person would be disaster. For workers, who for a variety of reasons, are satisfied with their

current level of responsibility, job enrichment cause more problems that it may cure.

5.Job Enrichment may have Negative Short-term Effects: For a short time after an increase I

the job responsibility, it is not unusual for organizations to experience a drop in productivity, as

workers become accustomed to the new work systems. After this initial drop, however, many

firms report an increased productivity that job enrichment is supposed to produce. If an

evaluation of a job-enrichment programme is made too early, the management may erroneously


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conclude that the programme is not working.

6.Job Enrichment is a Static Process: People become bored in their jobs because their capacity

to make decisions is not fully utilized. Even though the job is changed to utilize this capacity,

there is ample evidence to suggest that personal capacity is a dynamic, developing attribute. It is

likely, therefore, that after a period of time (the exact amount varies from person to person) the

worker will outgrow the enriched job. If this occurs, additional enrichment will be required to

fully utilize the individuals increased capacity. If jobs cannot be changed over time to use this

capacity, the worker could be transferred to another job which has a higher level of work

(promotion).

7.Participation can Affect the Enrichment Process: Herzberg originally recommended that

workers should not be involved in the enrichment process. His logic was that workers are often

conditioned to see their jobs in terms of Hygiene factors and are unable to respond to the job

content. No doubt, this is a factor that the management must consider in the participationprocess, but recent research indicted that participation can have a positive effect.

8.Change is Difficult to Implement: As is too well-known, any change is resisted and this

applies to job enrichment jobs through increasing the level of responsibility will result in an

increased motivation. On the other hand, our knowledge about change processes tells us that this

type of change is one of the most difficult things to implement in a work situation. The initiation

of a job-enrichment programme must take this factor into account. In other words, employees are

not likely to be elated at the announcement of a job-enrichment programme.

Job Enlargement

Job enlargement refers to the expansion of the number of different tasks performed by an

employee in a single job. For example, an auto mechanic switches from only changing oil to

changing oil, greasing, and changing transmission fluid. Job enlargement attempts to add

somewhat similar tasks to the job so that it will have more variety and more interesting.

Figure shows the distinction between job enrichment and job enlargement. Historically too, job

enlargement preceded job enrichment.

1.Task Variety Highly fragmented jobs requiring a limited number of unchanging responses tend

to be extremely monotonous. Increasing the number of tasks to be performed can reduce the

level of boredom.

2.Meaningful Work Modules Frequently, jobs are enlarged so that one worker completes a whole


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unit of work, or a major portion of it. This tends to increase satisfaction by allowing workers to

appreciate their contribution to the entire project or product.

3.Ability Utilization: Workers derive greater satisfaction from jobs that best utilize their physical

and mental skills and abilities. Enlarged jobs tend to fulfill this condition. However, themanagement must be careful not to enlarge jobs too much, because jobs that require more skills

and abilities than the worker possesses lead to frustration and present obstacles to task

accomplishments. Enlarged jobs with optimal levels of complexity, on the other hand, create

tasks that are challenging but attainable.

4.Worker-paced Control: Job-enlargement schemes often move a worker from a machine-paced

production line to a job in which, if they can vary the rhythm and work at their own pace.

5.Performance Feedback: Workers performing narrow jobs with short performance cycles repeat

the same set of motions endlessly, without meaningful and points. As a result, it is difficult to

count the number of finished performance cycles. Even if they are counted, the feedback tends to

be meaningless. Enlarged jobs allow for more meaningful feedback, and can be particularly

motivated if it tied to evaluation and organizational rewards.

Although the benefits of job enlargement are several, certain disadvantages cannot be ignored.

First training costs tend to rise. Workers may require additional training for their new, enlarged

tasks. Besides if the job-enlargement programme involves breaking up of the existing production

line of work system, redesigning a new2 system and training employees to adjust to it, the cost

can be substantial. Moreover, productivity may fall during the introduction of a new system.

Another drawback is that unions often argue for increased pay because of the increased work

load. Finally, even after enlargement, many jobs may still be routine and boring.

Employee Understanding Motivation

The employees who work for your company are naturally motivated. All you need to do is to

utilize their natural ability,

aashish kumar (3)

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