MOTIVATING MOTIVATING EMPLOYEESEMPLOYEES

KULDEEP MATHURM.B.A. JIWAJI UNIVERSITY GWALIOR

The willingness to act or behave is called Motivation. This is what the team leader or organizational leaders try to leverage for generation of optimum motivation

The process of arousing & sustaining goal directed behavior.

While working a variety of behaviors are observed some are desirable and some are undesirable or below expectation. In both these behavior are reflected as motivation orde-motivation.

Individuals also differ in terms of intensity of their behavior. Some are high achieving behavior and some are low. Behavior is function of strength of need .

Motivation is a personalized phenomenon which is influenced by situational characteristics. By change of situational characteristics or by bringing corrective interventions you can change the behavior.

Therefore it is very important to understand some of the concepts of motivation for leaders and managers.

Motivation is derived from Latin word ‘Movers’ means to move. Luthans-it is a process that starts with physiological or psychological deficiencies or needs that activates behavior or desire that is aimed at goal. Need is the underline force behind motivation which increases or decreases depending on the intensity or importance of the need.

All living beings - work to satisfy their needs.Animal work for their survival whereas human

beings work for their survival as well as some higher-order needs.

Human beings posses additional power which we call “Viveka” i.e. “Power of Discrimination” and “Power of Reasoning” etc. The use of ‘Viveka’ (individual discretion) in all our decision making and also ensuring that our actions are ‘Preyas’ (pleasant) & ‘Shreyas’ (lastingly beneficial to all concerned).

The Geeta is a treatise on motivation-KarmayogHanuman in the RamayanaEvery human being has infinite power, and

unlimited reservoir of potential energy that power has to be ignited, stimulated, inspired for getting best out of it.

The quest for identifying the igniting factor is on---different motives lead to different pattern of behavior

Some people want work for money, others want power, achievement and affiliation. They are capable of taking initiative, and assuming responsibilities provided supportive environment is created. Such managers trust their employees and allow them self control.

Full potential can be taped only when the following four parts of human nature are touched

1.For body-the need for survival-financial, prosperity, security etc.

2.For mind-growth and development.3.For heart-love and relationship.4.For sprit-integrity, contribution, service to society.

A motivator ceases to be motivator if it is easily available or available in abundance & available to all.

A satisfied need is not a motivator Motivation is like fire- unless you keep

adding fuel to it, it dies. Just like exercise and food don’t last long, neither does motivation. However, if the source of motivation is belief in inner values, it becomes long lasting.

Motivation is the process by which behavior is energized and directed towards some goal. Security, affiliation, esteem, independence, achievements, power and psychological needs are all potentially relevant influences on the behavior in an organizational setting.

Fear as Motivator-Negative/Positive motivation Money as Motivator Money will buy

◦ Amusements but not happiness.◦ A bed but not sleep◦ Books but not wisdom.◦ A clock but not more time.◦ Companions but not friends◦ Food but not appetite◦ A house but not a home◦ Medicine but not health◦ A ring but not a marriage.

we generally divide motivation into two parts Intrinsic

◦ A person’s internal desire to do something, due to such things as interest, challenge, and personal satisfaction.

The best and most beautiful things in the world cannot be seen or even touched. They must be felt with the heart. (Helen Keller)

Extrinsic ◦ Motivation that comes from outside the person, such as pay,

bonuses, and other tangible rewards. Internal motivation Sigmud Freud –Delving into the unconscious to understand mans

motives and desires-Satisfaction needs, wants, desire etc.External motivation-To bring out internal motivation by creating

atmosphere-policy, working conditions etc-----positive bring them out negative kill them

Motivation Theories

.PhysioloPhysiological gical

Safety Safety & & SecuritSecurity y

BelongiBelonging ng

Esteem Esteem Self ActualizationSelf Actualization

Hygiene Factors Hygiene Factors Motivator Factors Motivator Factors

Need for Need for achievement achievement

Need for Affiliation nNeed for Affiliation nAffAff

Need forNeed forAchievement N Achievement N

Ach Ach Need for Power Need for Power

N Pow N Pow

Existence Existence (E)(E)

RelatednessRelatedness(R)(R)

Growth Growth (G)(G)

Motivation Theories

Content Theories

Maslow’s Hierarchy of Needs

Herzberg’s 2- Factor Theory

Mc Clelland’s 3-Modes for Success

Alderfer’s 3- Level Hierarchy (ERG)

Process Theory Assists in explaining & Promoting understand of human behaviour, why, How?

Vroom’s Expectancy Theory

M= E x U x I = Efforts Valence Outcome

Perceived probability of success

Perceived value of reward

Probability of receipt of reward

Equity Theory When employees feel that what they give (inputs) and they receive (outcomes) is similar to what others are giving and receiving, equity exists. Employee make comparisons to determine equity or fairness in various work situations. Equity Theory – When

. Locke's Goal Achievement TheorySetting Measurable, Specific & Acceptable Goals

Recognizing Both Level of Difficult and attainment

Kinds & Quality of Behavior to Achieve Goals (s)

Understanding Requirements

Schien-Composite theory Rational economic man Social man Self- actualizing man Complex manAssumption Set 1: People are motivated by

materials reward Assumption Set II : People motivated by

social rewards Assumption Set III : People are motivated by

intrinsic rewards

The Complexity of PeopleThe Complexity of People .

Reward Type Organization Emergent Superior Individual Group Self

1 Financial

•Wages…… X

•Fringe Benefits…… X

2. Interpersonal

•Status…….. X X X

•Recognition….. X X X

•Friendship ….. X X X

3. Intrinsic to work

•Completion……. (X) (X) X

•Achievement (X) (X) X

•Energy expenditure (X) (X) X

4. Development

•Skill Acquisition (X) X

Personal growth (X) (X) X

X = Direct source X = Indirect source

Source : Adapted from Porter (1973).

PERFORMANCE AND MOTIVATIONPERFORMANCE AND MOTIVATIONP = Skill + will + cultureP = Skill + will + cultureNeed – Motivation – Efforts – Performance Need – Motivation – Efforts – Performance - Satisfaction- Satisfaction STEPS IN DESIGNING MOTIVATION

Identification of performance work-related behaviors: (Competencies) The manager must decide what specific behavior is to be eliminated or stimulated. Everything an employee does on his or her job is not equally important in terms of performance outcomes.

Challenge

Goal difficulty

Goal clarity

Self-efficacy

Mediators

Direction

Effort

Persistence

Task Strategy

Performance Rewards Satisfaction

Moderators

Ability

Goal commitment

Feedback

Task Complexity

Consequences

Model of Goal Setting

2. Specify the behavior in observable, measurable terms: The next step, is to identify the critical behaviors that make a significant impact on the employee’s job performance. The manager must define what is to be changed and how it is to be measured.

3. Identify the reinforces: The manager must examine those reinforces that appear to be common to most people, as well as individual reinforces.

4. Identification of behavioral contingencies: The next step is to perform a functional analysis to identify the behavioral contingencies or consequences of performance. The manager must design the system, which allows the desired reinforcements to be made contingent upon the desired behavioral being emitted. This tells the manager the antecedent cues that emit the behavior and the consequences currently maintaining it.

5. Insure that there is a method for applying the contingency relationship: The manager is ready to develop and implement an intervention strategy to strengthen desirable performance behaviors and weaken undesirable behaviors. If the manager has specified a contingency relationship between behaviors and rewards, then there must be some means of making sure that when the desired behavior is emitted, the reward will follow. For example, if a professor wishes to reward students specifically for coming to class, then there must be a system of marking attendance.

6. Feedback to the Employee: In this step the manager must outline specifically what the employee is doing right and wrong, what the rewards are and how they will be applied, and the nature of the contingency relationship.

7. Apply the system fairly and consistency: Once the system is established, it should be maintained in a consistent manner. A good example of this is rate cutting in piecework systems. It is frustrating to employees to have the rules changed on them midway through the systems. It is for this reason that may piecework incentive systems are ineffective.

Reward Systems for High PerformanceReward Systems for High Performance High Performance Work System The ability of rewards to motivate individuals or a team to

high performance depends on six factors. Availability. For rewards to reinforce desired performance,

they must be available. Too little of a desired reward is no reward at all. For example, pay increase that are below minimally accepted standards may actually produce negative consequences, including theft, falsifying records, and the like

Timeliness : Like performance feedback, rewards should be given in a timely manner. A reward’s motivating potential is reduced to the extent that it is separated in time from the performance it is intended to reinforce.

Performance contingency : Rewards should be closely linked with particular performances. If a goal is met, the reward is given. The clearer the linkage between performance and rewards, the better able rewards are to motivate desired behavior. Forty percent of employees nationwide believe that there is no linkage between their performance and pay.

Durability : Some rewards last longer than others. Intrinsic rewards, such as increased autonomy, challenge, and accountability, tend to last longer than extrinsic rewards, such as pay increases.

Equity : Employees; motivation to perform is improved when they believe that the pay policies of their organisation are fir and equitable.

Visibility : To promote a reward system, management must ensure that rewards are visible throughout an organisation. Visible rewards, such as assignments to important committees or promotion to a new job, send signals to employees that rewards are available, timely, and based on performance.

.Reward

System

Gain –sharing programs

Profit Sharing Programs

Skill Based pay

Flexible benefits

Strengths

Rewards employees who reach specified production levels & control costs.

Rewards organisational performance

Rewards employee with higher pay for acquiring new skills

Tailored to fit individual needs.

Limitations

Formula can be complex, employees must trust management

Individuals and teams are not likely to have an impact on overall organisational performance

Labour costs increase as employees master more skills. Employee can “top out” at the highest wage rate.

Administrative costs are high and the program is difficult to use with teams.

Reward System in High –Performance Work Settings

.

•Are there accurate indicators of individual performance?

•Is the performance of one person independent of others?

•Are individual performance goals constant?

•Is the firm unionized?

•Is pay secrecy important?

•Is the cost accounting system sophisticated?

•Are employees accustomed to participating in decision making?

•Will employees accept deferred payments?

•Can managers measure performance objectively?

•Is employee turnover high?

•Is there a consensus on work goals?

•Profit –sharing programs

•Flexibility benefit plans

•Skill- based pay

•Gain –sharing programs

Deciding Among Alternative Reward Systems

COMMON MOTIVATIN COMMON MOTIVATIN FACTORS IN AN FACTORS IN AN ORGANIZATIONORGANIZATIONThese include:Giving recognition and respect. Interesting and challenging job.A Good Listener.Challenging assignment.Opportunity to communicate directly. Extending help whenever requested, but not

doing jobs for another which he capable of doing himself.

Job enrichment.Opportunity for growth and learning. Independence and empowerment.Clear expectation and creation of excitement.

BARRIERS TO BARRIERS TO MOTIVATIONMOTIVATIONThese include:Fear of losing job.Resentment.Boring Job.Loss of faith in the leadership.Tendency to have total obedience

from subordinates.Fear of change.Poor interpersonal relations.Performance appraisal system.

BARRIERS TO BARRIERS TO MOTIVATIONMOTIVATIONGiving responsibility without

authority.Insensitivity to feelings of others.Carrot and stick philosophy.Lack of trust and openness.Bureaucratic structure and empire

building.Lack of direction.Lack of self-execution.

Demotivating FactorsDemotivating FactorsUnfair criticism Negative criticismPublic humiliationRewarding the non-performer which can be

demotivating for the performer.Failure or fear of failureSuccess which leads to complacenceLack of directionLack of measurable objectivesLow self-esteem

Demotivating FactorsDemotivating FactorsLow self-esteemLack of prioritiesNegative self-talkOffice politicsUnfair treatmentHypocrisyPoor standardsFrequent changeResponsibility without authority.

Some Motivational Some Motivational Management StoriesManagement Stories

ONCE MORE MAKES ALL THE DIFFERENCE, MANY TIMESTwo frogs fell into a shallow well. And their friends started

shouting instructions, do this and do that.After a while the frogs outside the well realised that it was a

hopeless case. And they suggested them to await their death. One frog accepted his fate and did nothing. And the other frog kept on jumping. The frogs outside the well started shouting again and again and gestured to the second frog to give up.

After a while the second frog gave himself a big push and he was finally out of the well.

There was a lot of excitement and happiness. And the frogs asked the second frog why he kept on jumping when they were shouting instructions to give up, and the second frog proudly replied, “ I am deaf, I did not hear you but I saw you as if you were encouraging me”.

Friends, listen to many people and every opinion but do what you can do, Become a CAN DO person.

What Will People Say, Abraham Lincoln.What Will People Say, Abraham Lincoln. There was one man in this world who believed in all that has been said

above, and who has become a “Lighthouse” for millions of stressful people who followed him. His name was Abraham Lincoln. His resume is as follows:

Age 22, failed in business Age 23, ran for legislature and was defeated Age 24, failed again in business Age 25, elected to legislature. Age 26, sweetheart died. Age 27, had a nervous breakdown. Age 29, defeated for speaker. Age 31, defeated for elector. Age 34, defeated for Congress. Age 37, elected to Congress. Age 39, defeated for Congress. Age 46, defeated for Senate. Age 47, defeated for vice president. Age 49, defeated for Senate. Age 51, elected President of the United States of America.Abraham Lincoln did not bother what people said about him when he failed.

Even when he became the President, people still criticised him but instead of becoming stressful, he expressed this deathless line, “No man is good enough to be President, but someone has to be.”

Use Your Think Time To Throw Away Your Use Your Think Time To Throw Away Your StressStressTwo monks were traveling in the rain, the mud

sloshing under their feet. As they passed a rivulet crossing they saw a beautiful Giesha girl, finely dressed, unable to cross because of the mud. Without a word, the older monk simply picked up the woman and carried her to the other side.

The younger monk was seemingly agitated for the rest of their journey, and could not contain himself once they reached their destination. The younger monk exploded at the older monk, “How could you, a monk, even consider holding a woman in your arms, much less a young and beautiful one. It is against our teachings. It is in very bad taste.

“I put her down at the roadside,” said the older monk. “Are you still carrying her?”

Now, don’t we all “carry her” for years and decades together and become stressful? Why not start having self-audit sessions and throw thousands of “Hers” into the dustbin?

Look Out To Do A Good Deed EverydayLook Out To Do A Good Deed EverydayThere was a poor Scottish farmer, his name was

Fleming. One day while trying to make a living for his family, he heard a cry for help coming from a nearby bog (an area of land which is wet and muddy). He dropped his tools and ran to the bog. There mired to his waist in black muck, was a terrified boy, screaming and struggling to free himself. Farmer Fleming saved the lad from what could have been a slow and terrifying death.

The next day, a fancy carriage pulled up to the Scotsman’s sparse surroundings. An elegantly dressed noble man stepped out and introduced himself as the father of the boy farmer Fleming had saved. “I want to repay you”, said the noble man. “You saved my son’s life.

“No, I can not accept payment for what I did,” the Scottish farmer replied, waving off the offer. At that moment, the farmer’s own son came to the door of the family hovel. “Is that your son?” the noble man asked.

“Yes”, the farmer replied proudly.“I will make you a deal.

Let me provide him with the level of education my own son will enjoy. If the lad is anything like his father, he will no doubt grow to be a man we both will be proud of”. And that he did.

Farmer Fleming’s son attended the very best schools and in time, he graduated from St. Mary’s Hospital Medical school in London and went on to become known throughout the world as the noted Sir Alexander Fleming, the discover of Penicillin. Years afterward, the same nobleman’s son who was saved from the bog was stricken with Pneumonia. What saved his life this time? Penicillin.

The name of the noble man? Lord Randolph Churchill! His son’s name? Sir Win-Ston Churchill!

“One day a farmer's donkey fell down into a well. The animal cried piteously for hours as the farmer tried to figure out what to do. Finally he decided the animal was old and the well needed to be covered up anyway it just wasn't worth it to retrieve the donkey. He invited all his neighbors to come over and help him. They all grabbed a shovel and begin to shovel dirt into the well. At first, the donkey realized what was happening and cried horribly. Then, to everyone's amazement he quieted down. A few shovel loads later, the farmer finally looked down the well and was astonished at what he saw. With every shovel of dirt that fell on his back, the donkey was doing some thing amazing. He would shake it off and take a step up. As the farmer's neighbors continued to shovel dirt on top of the animal, he would shake it off and take a step up. Pretty soon, everyone was amazed as the donkey stepped up over the edge of the well and totted off ! Life is going to shovel dirt on you, all kinds of dirt. The trick is too not to get bogged down by it. We can get out of the deepest wells by not stopping. And by never giving up! Shake it off and take a step up !”

The Donkey & Farmer