motivation definations

8/7/2019 Motivation definations

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Motivation of Sales

Force

Presented By

Divya Chawhan(201024)

Satish Annaldas(201007)

Jignasa Ghaghada(201041)

Ashish Belagade(201014)

Sudhanshu Bhushan(201023)

Sujit Bajare(201011)


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Contents

1.Introduction2.Definition3.Motivational Theories

y Content Theoryy Process Theoryy Reinforcement Theory

4.Motivational Tools5.Top Ten Ways of motivating your employees6.Importance of Motivation7.Motivation Strategies adopted by Carline Auto8.Motivation Strategies adopted by HDFC Mutual Fund


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You can bring the horse to the water but you cannot force him to drink.

This is the famous adage that has been aptly used by the marketers to define

motivation.

Introduction

One of the most important factors that lead one to their goals is the

drive. This drive is known as motivation. It is a zest and determination

with a kind of excitement that leads one to persevere to reach greater

heights, in no matter what avenue of their life; be it personal or

professional. The drive may come from an internal or external source.

The individual determines this. The factors that motivate an individual

keep changing as one climbs the ladder of age and maturity. And also,

achievement of one goal sets the ball rolling for another one to be

achieved. Thus, to be motivated is a constant need. There are times

when one faces a period of de-motivation and everything seems bleak. It

is then that they need to find what would motivate them back into

action.

Definition

Motivation is the activation or energization of goal-oriented behavior.

Internal &external factors that stimulate desire & energy in people to be

continually interested in & commited to a job, role,subject & to exert

persistent effort in attaining a goal.

Motivation is said to be intrinsic or extrinsic.

Nature of motivation

Motivation is an internal feeling and an energetic force within sales people

that drives them to behave in a certain way. It produces goal-directed action

and harnesses human energy towards the goals of the sales organization.


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Motivation has a system orientation, which means that the goal of the

individual is shaped by the forces within the individual is shaped b the forces

within the individual and its interaction with the surrounding environment. If

goal directed action always leads to a certain reward, the individual is likely

to repeat the same action again and again. The higher the inducement the

higher is the likely hood of an individual contributing to the organization. It is

a drive to satisfy the goals of life, satisfaction is the experience of contentment

when one particular want is satisfied. It is a complete process in which needs

get satisfied and generate newer and modified needs.

Process of motivation

The sales manager needs to understand the process of motivation and uses it

to improve organizational efficiency. He can use the process of motivation

process to stimulate the sales person to work efficienly, establish a cordial

relationship between the sales managers and sales people, satisfiy the

economic social and human needs of the sales person and to seek the

cooperation of the sales person inachieving the sales target. The following is

the process of motivation:

The process of motivation starts when a motive prompts people to action.

Motives are the primary energizer of behavior and explain the reasons of

behavior They arrive continuously and determine the general direction of the

sales persons behavior. The behavior of the sales person comprises a series of

activities that the person does by being motivated to achieve individual and

organizational goals. The sales persons motives are directed towards goals

and very often create a state of disequilibrium. The behavior of attaining goals

tends to restore the balance. The goals chosen by an individual sales person

depends on various factors like cultural norms and values, d capabilities,

influence of personal learning and experiences and the type and level ofmobility in the physical and social world of the sales person. Every sales

person in the organization tends to develop certain motivational drives as a

product of his cultural environment in which he lives and his goal driving

behavior. This also affects the way the sales people view their jobs and

approach their personal and professional life.


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Intrinsic and extrinsic motivation

Intrinsic motivation refers to motivation that is driven by an interest or

enjoyment in the task itself, and exists within the individual rather than

relying on any external pressure. Intrinsic motivation has been studied by

social and educational psychologists since the early 1970s. Research has

found that it is usually associated with high educational achievement and

enjoyment by students.

Extrinsic motivation comes from outside of the individual. Common extrinsic

motivations are rewards like money and grades, coercion and threat of

punishment. Competition is in general extrinsic because it encourages the

performer to win and beat others, not to enjoy the intrinsic rewards of the

activity. A crowd cheering on the individual and trophies are also extrinsic

incentives.

Social psychological research has indicated that extrinsic rewards can lead to

overjustification and a subsequent reduction in intrinsic motivation. In one

study demonstrating this effect, children who expected to be (and were)

rewarded with a ribbon and a gold star for drawing pictures spent less time

playing with the drawing materials in subsequent observations than children

who were assigned to an unexpected reward condition and to children who

received no extrinsic reward.

MOTIVATIONAL THEORIES


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CONTENT THEORY

It tries to explain the contents of an individuals need structure of motives.

They try to determine what it is that motivates people to work. It explains the

structure of the needs and motives. It explains the individual priority needsfor achieving equilibrium between the desired state and rewards.

NEED HIERARCHY THEORY

Abraham Maslow propounded this theory where he looked into the hierarchy

structure of the different types of needs of an individual over a period of time.

It explains the hierarchy structure of the different types of needs of an

individual over a period of time.

Factors like working conditions, security and safety, and a democratic styleof supervision by the sales managers were found to be stronger

motivational factors than the other rewards involved in a job.

All people possess five sets of needs.

y Physiological,

CONTENT

NEED

HEIRARCHY

THEORY

TWO FACTOR

THEORY

ERG THEORY

THEORY OF X &

Y

Z THEORY

PROCESS

EQUITY THEORY

EXPECTANCYTHEORY

REINFORCEMENT

HULLS THEORY

SKINNERSTHEORY


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y Safety,y Social,y Esteem,y Self-actualization.

Physiological Needs

Physiological needs are the basic and they have the greatest strength among

all the needs of the individual. They are the basic human needs to sustain

human life like food, water, shelter and clothing. They are identified with the

bodies and are relatively independent of each other. These needs are

perceived to be finite which means that after a reasonable gratification theyare no longer demanded and are not motivators any more. Satisfaction of

physiological needs is always associated with money and financial rewards,

which can buy the products and services to satisfy these needs. The value of

factor termed as money diminishes as one moves from lower order needs to

the higher order in the hierarchy.

Safety Needs

It is related to physical and psychological safety from external threats.These needs arise out of fear of physical danger and deprivation of basic

physiological needs. These need for self-preservation and is generally

concerned with the future. The salespeople have a feeling of fear about

whether they will be able to maintain the same level of income to

protect themselves& their family and provide food & shelter to their

family member.

Social Needs

Social needs and affiliation needs for belonging, which It describes the

individuals desire for company and companionship of other people. The

individual wants to receive and give acceptance, affection, and

friendship and a mere pat helps people in the gratification of their social

needs. These needs provide meaning to work life and individuals are not


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perceived to be like inert instruments. They are treated as secondary

needs as they do not threaten the existence of the human being. They

are substantially infinite and are satisfied by the symbolic behavior of

psychic and social contacts.

Esteem Needs

It is he growth needs and are related to a sense of self-worth and self-

esteem in the society & organization. These needs are evident when the

lower needs are fulfilled. The sales people want to be more than just a

member of their group and need self-esteem and recognition from

others. Satisfaction of these needs produces feelings of self-confidence,

prestige, power & control.

Self-actualization

The best way to define this need is through the adage what a man can be, he

must be. It is a desire to grow more and more i.e. to become everything that

one is capable of becoming. It is the need which urges individuals to optimize

their potential. The specific form that the self-actualization needs take varies

from person to person. It is not necessarily a creative urge but it meanscreativeness in realizing, to the fullest, ones own potential.

Two Factor Theories

Hertzberg propounded this theory by grouping the motivating variables

into two categories -

1. Hygiene factors

2. Motivators


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Hygiene Factors

y Hygiene factors (e.g. status, job security, salary and fringe benefits) thatprevent dissatisfaction because their effect on the sales person

resembles the physical hygiene of the body. Factors such as moneyquality of supervision, status, security, working condition, policies and

administration and interpersonal relationship. These factors do not

motivate people but they prevent dissatisfaction. They prevent from

getting negative motivation from occurring. They give positive

satisfaction, though dissatisfaction results from their absence. These are

extrinsic to the work itself, and include aspects such as company

policies, supervisory practices, or wages/salary.

Motivators

Motivation (e.g., challenging work, recognition, responsibility) give positive

satisfaction, arising from intrinsic conditions of the job itself, such as

recognition, achievement, or personal growth. Hertzberg observed that

factors related to the job itself can have positive effect on job satisfaction and

result in increased performance. They are called motivators or satisfiers, and

identifies the work itself, recognition, advancement, the possibility of growth,

responsibility and achievements. Motivators are job centres and are related to

the job content.

Neutral state of motivation, satisfaction

and performance

High state of motivation

satisfaction and performance

Extrinsic/Content/ Hygeine/Maintenance

Intrinsic/Context/Motivation/Satisfiers

Corporate policy and administration Achievement

Relationship with supervisors Recognition

Work conditions Work

Salary Responsibility

Relationship with peers Advancement


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Personal Life Growth

Status

Security

Supervision

Alderfer's ERG theory

Alderfer created the ERG theory (existence, relatedness and growth).

Physiological and safety, the lower order needs, are placed in the existence

category, while love and self-esteem needs are placed in the relatedness

category. The growth category contains our self-actualization and self-esteem

needs. Alderfer argues that there are three groups of core need existence,relatedness, and growth hence the label: ERG theory. The existence group is

concerned with providing our basic material existence requirements. They

include the items that Maslow considered to be physiological and safety

needs. The second group of needs is that of relatedness- the desire we have

for maintaining important interpersonal relationships. These social and status

desires require interaction with others if they are to be satisfied, and they

align with Maslow's social need and the external component of Maslow's

esteem classification. Finally, Alderfer isolates growth needs' an intrinsic

desire for personal development. These include the intrinsic component from

Maslow's esteem category and the characteristics included under self-

actualization.

Mcgregor Theory of X and Y

Theory X and Theory Y are theories of human motivation created and

developed by Douglas McGregor that have been used in human resource

management, organizational behavior, organizational communication andorganizational development. They describe two very different attitudes

toward workforce motivation. McGregor felt that companies followed either

one or the other approach. He also thought that the key to connecting self-

actualization with work is determined by the managerial trust of

subordinates.


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Theory X

In this theory, which has been proven counter-effective in most modern

practice, management assumes employees are inherently lazy and will avoid

work if they can and that they inherently dislike work. As a result of this,

management believes that workers need to be closely supervised and

comprehensive systems of controls developed. A hierarchical structure is

needed with narrow span of control at each and every level. According to this

theory, employees will show little ambition without an enticing incentive

program and will avoid responsibility whenever they can. Beliefs of this

theory lead to mistrust, highly restrictive supervision, and a punitive

atmosphere. The Theory X manager tends to believe that everything must end

in blaming someone. He or she thinks all prospective employees are only out

for themselves. Usually these managers feel the sole purpose of the

employee's interest in the job is money. They will blame the person first inmost situations, without questioning whether it may be the system, policy, or

lack of training that deserves the blame. A Theory X manager believes that his

or her employees do not really want to work, that they would rather avoid

responsibility and that it is the manager's job to structure the work and

energize the employee. One major flaw of this management style is it is much

more likely to cause Diseconomies of Scale in large businesses.

Theory Y

In this theory, management assumes employees may be ambitious and self-

motivated and exercise self-control. It is believed that employees enjoy their

mental and physical work duties. According to Papa, to them work is as

natural as play. They possess the ability for creative problem solving, but their

talents are underused in most organizations. Given the proper conditions,

theory Y managers believe that employees will learn to seek out and accept

responsibility and to exercise self-control and self-direction in accomplishing

objectives to which they are committed. A Theory Y manager believes that,

given the right conditions, most people will want to do well at work. They

believe that the satisfaction of doing a good job is a strong motivation. Manypeople interpret Theory Y as a positive set of beliefs about workers. A close

reading of The Human Side of Enterprise reveals that McGregor simply argues

for managers to be open to a more positive view of workers and the

possibilities that this creates. He thinks that Theory Y managers are more

likely than Theory X managers to develop the climate of trust with employees


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that are required for human resource development. It's here through human

resource development that is a crucial aspect of any organization. This would

include managers communicating openly with subordinates, minimizing the

difference between superior-subordinate relationships, creating a

comfortable environment in which subordinates can develop and use theirabilities. This climate would include the sharing of decision making so that

subordinates have say in decisions that influence them. This theory is a

positive view to the employees, meaning that the employer is under a lot less

pressure than someone who is influenced by a theory X management style.

Theory X and Theory Y combined

For McGregor, Theory X and Y are not different ends of the same continuum.

Rather they are two different continua in themselves. Thus, if a manager

needs to apply Theory Y principles, that does not preclude them from being apart of Theory X & Y.

Dr. William Ouchi's so-called "Japanese Management" style popularized

during the Asian economic boom of the 1980s. For Ouchi, Theory Z focused

on increasing employee loyalty to the company by providing a job for life with

a strong focus on the well-being of the employee, both on and off the job.

According to Ouchi, Theory Z management tends to promote stable

employment, high productivity, and high employee morale and satisfaction. In

a Z type of organization great stress is laid upon the long term employment of

the employee, which contributes to enhancing the employee morale. It helps

the employees to get familiar with the co-workers and the organizational

working environment. The anticipation of long career with one organization

encourages workers to become integrated into the organization.

Process Theories

Process theory is a commonly used form of scientific research study in which

events or occurrences are said to be the result of certain input states leading

to a certain outcome (output) state, following a set process.


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Process theory holds that if an outcome is to be duplicated, so too must the

process which originally created it, and that there are certain constant

necessary conditions for the outcome to be reached. When the phrase is used

in connection with human motivation, process theory attempts to explain the

mechanism by which human needs changes. Some of the theories that fall inthis category are expectancy theory, equity theory, and goal setting

In management research, process theory provides an explanation for 'how'

something happens and a variance theory explains 'why'.

Expectancy Theory

Expectancy theory is about the mental processes regarding choice, or

choosing. It explains the processes that an individual undergoes to make

choices. In organizational behavior study, expectancy theory is a motivationtheory first proposed by Victor Vroom.

Expectancy theory predicts that employees in an organization will be

motivated when they believe that:

y The reward they are receiving is adequate to offset the amount of workbeing done.

y this are predicted organizational rewards are valued by the employeein question.

"This theory emphasizes the needs for organizations to relate rewards

directly to performance and to ensure that the rewards provided are those

rewards deserved and wanted by the recipients."

- Emphasizes self interest in the alignment of rewards with employee's wants.

- Emphasizes the connections among expected behaviors, rewards and

organizational goals

Vroom's theory assumes that behavior results from conscious choices amongalternatives whose purpose it is to maximize pleasure and to minimize pain.

Vroom suggested that the relationship between people's behavior at work

and their goals was not as simple as was first imagined by other scientists.

Vroom realized that an employee's performance is based on individual

factors such as personality, skills, knowledge, experience and abilities.


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Victor H. Vroom introduces three variables within the expectancy theory

which are valence (V), expectancy (E) and instrumentality (I). The three

elements are important behind choosing one element over another because

they are clearly defined: effort-performance expectancy (E>P expectancy),

performance-outcome expectancy (P>O expectancy).

E>P expectancy: Our assessment of the probability our efforts will lead to the

required performance level.

P>O expectancy: Our assessment of the probability our successful

performance will lead to certain outcomes.

Vrooms model is based on three concepts:

Valence - Strength of an individuals preference for a particular outcome. Forthe valence to be positive, the person must prefer attaining the outcome to

not attaining it.

1. Instrumentality Means of the first level outcome in obtaining thedesired second level outcome; the degree to which a first level outcome

will lead to the second level outcome.

2. Expectancy - Probability or strength of belief that a particular actionwill lead to a particular first level outcome.

Vroom says the product of these variables is the motivation.

In order to enhance the performance-outcome tie, managers should use

systems that tie rewards very closely to performance. Managers also need to

ensure that the rewards provided are deserved and wanted by the recipients.

In order to improve the effort-performance tie, managers should engage in

training to improve their capabilities and improve their belief that added

effort will in fact lead to better performance

Victor Vroom (1964) defines motivation as a process governing choicesamong alternative forms of voluntary activities, a process controlled by the

individual. The individual makes choices based on estimates of how well the

expected results of a given behavior are going to match up with or eventually

lead to the desired results. Motivation is a product of the individuals

expectancy that a certain effort will lead to the intended performance, the

instrumentality of this performance to achieving a certain result, and the


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desirability of this result for the individual, known as valence.

Equity Theory attempts to explain relational satisfaction in terms of

perceptions of fair/unfair distributions of resources within interpersonal

relationships. Equity theory is considered as one of the justice theories. It wasfirst developed in 1963 by John Stacey Adams, a workplace and behavioral

psychologist, who asserted that employees seek to maintain equity between

the inputs that they bring to a job and the outcomes that they receive from it

against the perceived inputs and outcomes of others (Adams, 1965). The

belief is that people value fair treatment which causes them to be motivated

to keep the fairness maintained within the relationships of their co-workers

and the organization. The structure of equity in the workplace is based on the

ratio of inputs to outcomes. Inputs are the contributions made by the

employee for the organization; this includes the work done by the employees

and the behavior brought by the employee as well as their skills and otheruseful experiences the employee may contribute for the good of the company.

Inputs and Outcomes

Inputs are defined as each participants contributions to the relational

exchange and are viewed as entitling him/her to rewards or costs. The inputs

that a participant contributes to a relationship can be either assets entitling

him/her to rewards or liabilities - entitling him/her to costs. In socialsettings, assets such as physical beauty and kindness are generally seen as

assets entitling the possessor to social rewards. Individual traits such as

boorishness and cruelty are seen as liabilities entitling the possessor to cost.

Inputs typically include any of the following:

y Timey Efforty Loyaltyy Hard Worky Commitmenty Abilityy Adaptabilityy Flexibilityy Tolerancey Determination


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y Enthusiasmy Personal sacrificey Trust in superiorsy Support from co-workers and colleaguesy

Skill

Outcomes

Outputs are defined as the positive and negative consequences that an

individual perceives a participant has incurred as a consequence of his/her

relationship with another. When the ratio of inputs to outcomes is close, than

the employee should have much satisfaction with their job. Outputs can be

both tangible and intangible Typical outcomes include any of the following:

y Job securityy Esteemy Salaryy Employee benefitsy Expensesy Recognitiony Reputationy Responsibilityy Sense of achievementy

Praisey Thanksy Stimuli

Goal-setting theory

Goal-setting theory is based on the notion that individuals sometimes have adrive to reach a clearly defined end state. Often, this end state is a reward in

itself. A goal's efficiency is affected by three features: proximity, difficulty and

specificity. An ideal goal should present a situation where the time between

the initiation of behavior and the end state is close. This explains why some

children are more motivated to learn how to ride a bike than mastering

algebra. A goal should be moderate, not too hard or too easy to complete. In


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both cases, most people are not optimally motivated, as many want a

challenge (which assumes some kind of insecurity of success). At the same

time people want to feel that there is a substantial probability that they will

succeed. Specificity concerns the description of the goal in their class. The goal

should be objectively defined and intelligible for the individual. A classicexample of a poorly specified goal is to get the highest possible grade. Most

children have no idea how much effort they need to reach that goal.

Reinforcement Theories

Reinforcement theory is a limited effects media model applicable within the

realm of communication. The theory generally states that people seek out and

remember information that provides cognitive support for their pre-existing

attitudes and beliefs. The main assumption that guides this theory is that

people do not like to be wrong and often feel uncomfortable when their beliefsare challenged.

Politics provides an excellent setting for the study of reinforcement theory.

The statistics on undecided voters indicate that most people have pre-existing

beliefs when it comes to politics. Relatively few people remain undecided late

into high-profile elections.

Part of the reason why undecided voters are frequent message targets can be

found in reinforcement theory. Reinforcement theory predicts that people

with already developed opinions will selectively attend to and cognitively

incorporate information that supports their own views. Reinforcement theory

has three primary mechanisms behind it: selective exposure, selective

perception, and selective retention.

Hulls Drive Theory.

The terms drive theory and drive reduction theory refer to a diverse set of

motivational theories in psychology. Drive theory is based on the principle

that organisms are born with certain physiological needs and that a negativestate of tension is created when these needs are not satisfied. When a need is

satisfied, drive is reduced and the organism returns to a state of homeostasis

and relaxation. According to the theory, drive tends to increase over time and

operates on a feedback control system, much like a thermostat.


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It is based on the idea that the wide variations in human behaviour can be

explained by principles of learning.

Skinners reinforcement Theory

According to this theory it is not necessary for a drive to be reduced forlearning to occur. The behavior is under the control of external rewards.

Positive rewards increase the probability of a behavior and negative rewards

decrease its probability. Persistence is greater when an organism is rewarded

sometimes rather than each time it makes a desired response. This is called

partial reinforcement. He postulated that different kinds of reinforcement

schedules produce different kinds of persistence. This has relevance to the

sales people. As the sales manager understands that different kinds of

reinforcements produce different kinds of persistence, he can plan a

motivational program to increase the level of persistence for sales peopleeither with a different kind of reward system or a combinational reward

system.

Top Ten Ways to Retain Your Great Employees

Key employee retention is critical to the long term health and success of yourbusiness. Managers readily agree that retaining your best employees ensures

customer satisfaction, product sales, satisfied coworkers and reporting staff,

effective succession planning and deeply imbedded organizational knowledge

and learning. If managers can cite these facts so well, why do they behave in

ways that so frequently encourage great employees to quit their jobs?

Employee retention matters. Organizational issues such as training time and

investment; lost knowledge; mourning, insecure coworkers and a costly

candidate search aside, failing to retain a key employee is costly.

Employee retention is critically important for a second societal reason, too.

Employee retention is one of the primary measures of the health of your

organization. If organization is losing critical staff members, you can safely bet

that other people in their departments are looking as well. Exit interviews


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with departing employees provide valuable information you can use to retain

remaining staff. Heed their results.

A satisfied employee knows clearly what is expected from him every day at

work. Changing expectations keep people on edge and create unhealthy stress.

They rob the employee of internal security and make the employee feel

unsuccessful. Im not advocating unchanging jobs just the needs for a specific

framework within which people clearly know what is expected from them.

The quality of the supervision an employee receives is critical to employee

retention. People leave managers and supervisors more often than they leave

companies or jobs. It is not enough that the supervisor is well-liked or a nice

person, starting with clear expectations of the employee, the supervisor has a

critical role to play in retention. Anything the supervisor does to make an

employee feel unvalued will contribute to turnover. Frequent employeecomplaints center on these areas.

--Lack of clarity about expectations,

--lack of clarity about earning potential,

--lack of feedback about performance,

--failure to hold scheduled meetings, and

--failure to provide a framework within which the employee perceives he can

succeed.

y The ability of the employee to speak his or her mind freely within theorganization is another key factor in employee retention. All the

organization should solicit ideas and provide an environment in which

people are comfortable providing feedback? If so, employees offer ideas,

feel free to criticize and commit to continuous improvement. If not, they

bite their tongues or find themselves constantly "in trouble" - until they

leave.

y Talent and skill utilization is another environmental factor your keyemployees seek in your workplace. A motivated employee wants to

contribute to work areas outside of his specific job description. How

many people could contribute far more than they currently do? The


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organization just need to know their skills, talent and experience, and

take the time to tap into it. As an example, in a small company, a

manager pursued a new marketing plan and logo with the help of

external consultants. An internal sales rep, with seven years of ad

agency and logo development experience, repeatedly offered to help.His offer was ignored and he cited this as one reason why he quit his

job. In fact, the recognition that the company didn't want to take

advantage of his knowledge and capabilities helped precipitate his job

search

y The perception of fairness and equitable treatment is important inemployee retention. In one company, a new sales rep was given the

most potentially successful, commission-producing accounts. Currentstaff viewed these decisions as taking food off their tables. You can bet a

number of them are looking for their next opportunity.

In another instance, a staff person, just a year or two out of college, was

given Rs. 20,000 in raises over a six month time period. Information of

this type never stays secret in companies so you know, beyond any

shadow of a doubt, the morale of several other employees will be

affected. For example, a staff person who views her role as important

and she brings ten years of experience, an M.B.A. and a greatcontribution record to the table. When she finds she is making less

money than this employee, she is likely to look for a new job. Minimally,

her morale and motivation will take a big hit. Did the staff person

deserve the raises? Yes. But, recognize that there will be impact on

others.

y The easiest to solve, and the ones most affecting employee retention, aretools, time and training. The employee must have the tools, time andtraining necessary to do their job well or they will move to an

employer who provides them.


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y Best employees, those employees you want to retain, seek frequentopportunities to learn and grow in their careers, knowledge and skill.

Without the opportunity to try new opportunities, sit on challenging

committees, attend seminars and read and discuss books, they feel they

will stagnate. A career-oriented, valued employee must experiencegrowth opportunities within your organization.

y A common place complaint or lament that in a organization is thatduring their exit interviews the employee never felt senior managers

knew he existed. By senior managers I refer to the president of a small

company or a department or division head in a larger company. Take

time to meet with new employees to learn about their talents, abilities

and skills. Meet with each employee periodically. Organization will havemore useful information. It's a critical tool to help employees feel

welcomed, acknowledged and loyal.

y No matter the circumstances, never, never, ever threaten an employee'sjob or income. Even if the organization knows layoffs loom if they fail to

meet production or sales goals, it is a mistake to foreshadow this

information with employees. It makes them nervous; no matter how

organization phrase the information; no matter how they explain the

information, even if they are absolutely correct, best staff members will

update their resumes.

y All staff members must feel rewarded, recognized and appreciated.Frequently saying thank you goes a long way. Monetary rewards,

bonuses and gifts make the thank you even more appreciated.

Understandable raises, tied to accomplishments and achievement, helpretain staff. Commissions and bonuses that are easily calculated on a

daily basis, and easily understood, raise motivation and help retain staff.

Teams in various organizations have organized these events for the

celebration of festivals.

Motivational Tools


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y Avoid cancelling regular meetings, and if you must, stop by theemployees work area to apologize, offer the reason, and immediately

reschedule. Regularly missing an employee meeting send a powerful

message of disrespect.

yFinding the tools to put meaning and purpose in ones life,developing a vision, and becoming highly motivated can lead

you towards a successful and exciting life.

y Here are 12 motivational tools that can bring you success:1. Recognizing obstacles and learning to remove them can

make your vision a reality. The individual who is

extremely motivated and successful has been motivated by avision.

2. The quest for freedom is the basis for motivation.

Total freedom is not necessarily desirable or possible, but

the pursuit of that ideal is what motivates us to succeed.

3. People who develop a vision control their own life and

destiny. With no vision, your life and destiny are

controlled by outside forces. You must change your thinking habits in

order to changeyour life, and you change your habits by keeping the

desired results in sight.

4. Develop a major goal, but take a specified path to get

there. You'll have many smaller goals to reach before you

get to the final result. By learning to accomplish these smaller goals,

you'll be motivated to take on the larger challenges.

5. Get into the habit of finishing what you start. Anunfinished project is of no value. Leaving things

unfinished is a habit that must be changed.

6. Find support through friends, acquaintances, and

co-workers. If you surround yourself with motivated,

visionary people you will naturally develop the attributes


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that helped them get that way. Mutual interests and like-minded

associates can be excellent motivational tools.

7. Another motivational tool is failure. Failure teaches us

to keep trying until we get it right. No one ever became

successful without prior failures. Failure is a by-product of imagination

and creativity. It challenges you to take risks and teaches you to keep

trying until you get it right.

8. The fear of failure is a common factor among those who

procrastinate. If you want to succeed in reaching your

goals, you must be willing to take a risk and lose. Many people trade joy,

satisfaction, and fulfillment for a job that is considered conventional and

safe.

9. The unfulfilling job is not the failure; not pursuing

your dreams is the real failure. Developing a vision

requires conquering your fears and finding motivation from

within.

10. The power of your dreams is the primary factor in

becoming motivated. Productivity will be the result of

developing habits and attitudes that keep you on the right

track.

11. By changing bad habits and focusing on your specific

goals, motivation will come to you even when you wish you

could quit and times are tough.

12. By identifying the behaviors that you need to change,

developing a vision of what you would like to achieve, and

striving to attain that goal, you will become a naturally

motivated, highly efficient, productive person.

Do not let fear of failure stop you from having the freedom

to choose the lifestyle and destiny you desire.

True motivation is not only a learned skill; it is

developed due to a need or desire to make our dreams a

reality.


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If you want to find inner motivation, you must identify

your goals and set out on an unwavering path to achieve

them.

Overcoming procrastination is perhaps one of the most

important steps you can take to improve your life and

become the motivated, successful person you are capable of

being.

You have to let go of your old personality and ways of

doing things to change, quit procrastinating and get

motivated!

Reasons Why Motivation is Important

Everyone wants to be successful. But to be successful, there is an important

thing you must have and that is motivation. Here are four reasons why

motivation is important for success:

1. Motivation helps you get started.

Have you noticed the difference between working on something you like and

working on something you don't like? I'm sure you can feel the difference.

When you're motivated about something, you can work on it effortlessly.

Nobody needs to force you to work. Nobody needs to tell you to move. In fact,you are waiting for the opportunity to work. Since getting started is perhaps

the most difficult part of getting things done, being motivated is tremendously

helpful for you.

2. Motivation helps you keep moving.

Getting started is one thing but keep moving is another thing. Whatever you

do, there are always obstacles along the way that can hinder you from

achieving success. If you don't have motivation, it's easy to get discouragedwhen you meet such obstacles. That's why motivation often makes the

difference between winners and losers. Winners are those who can go

through challenges and difficulties thanks to their motivation. Losers, on the

other hand, are those who can't go through challenges and difficulties since

they lack the necessary motivation.


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3. Motivation makes you do more than necessary.

If you are motivated about something you will voluntarily do more about it

than what is required from you. You will naturally go further and dig deeper

than other people since you love to do it. While other people will only do what

is necessary, you do more than that. In such situation, there is a good chance

that you will be more successful than others.

4. Motivation makes the journey fun.

People who don't have motivation will think that the journey to success is

long and difficult. Those who are motivated look at it differently. The journey

is still long, but it's an enjoyable journey. Not only can they endure it, they

actually have fun along the way. Of course, there are always times when things

aren't good, but motivation enables you to endure such difficult times

important to them. You might develop a personnel policy that rewards

employees with more family time, etc.

5. Have one-on-one meetings with each employee

Employees are motivated more by your care and concern for them than by

your attention to them. Get to know your employees, their families, their

favorite foods, names of their children, etc. This can sound manipulative -- and

it will be if not done sincerely. However, even if you sincerely want to get to

know each of your employees, it may not happen unless you intentionally setaside time to be with each of them.

6. Cultivate strong skills in delegation

Delegation includes conveying responsibility and authority to your employees

so they can carry out certain tasks. However, you leave it up to your

employees to decide howthey will carry out the tasks. Skills in delegation can

free up a great deal of time for managers and supervisors. It also allows

employees to take a stronger role in their jobs, which usually means more

fulfillment and motivation in their jobs, as well.

7. Reward it when you see it

A critical lesson for new managers and supervisors is to learn to focus on

employee behaviors, not on employee personalities. Performance in the

workplace should be based on behaviors toward goals, not on popularity of

employees. You can get in a great deal of trouble (legally, morally and


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interpersonally) for focusing only on how youfeelabout your employees

rather than on what you're seeing with your eyeballs.

8. Reward it soon after you see it

This helps to reinforce the notion that you highly prefer the behaviors that

you're currently seeing from your employees. Often, the shorter the time

between an employee's action and your reward for the action, the clearer it is

to the employee that you highly prefer that action.

9. Implement at least the basic principles of performance management

Good performance management includes identifying goals, measures to

indicate if the goals are being met or not, ongoing attention and feedback

about measures toward the goals, and corrective actions to redirect activities

back toward achieving the goals when necessary. Performance management

can focus on organizations, groups, processes in the organization andemployees.

10. Establish goals that are SMARTER

SMARTER goals are: specific, measurable, acceptable, realistic, timely,

extending of capabilities, and rewarding to those involved.

11. Clearly convey how employee results contribute to organizational results

Employees often feel strong fulfillment from realizing that they're actually

making a difference. This realization often requires clear communicationabout organizational goals, employee progress toward those goals and

celebration when the goals are met.

12. Celebrate achievements

This critical step is often forgotten. New managers and supervisors are often

focused on a getting "a lot done". This usually means identifying and solving

problems. Experienced managers come to understand that acknowledging and

celebrating a solution to a problem can be every bit as important as the

solution itself. Without ongoing acknowledgement of success, employees

become frustrated, skeptical and even cynical about efforts in theorganization.

13. Let employees hear from their customers (internal or external)

Let employees hear customers proclaim the benefits of the efforts of the

employee . For example, if the employee is working to keep internal computer

systems running for other employees (internal customers) in the


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organization, then have other employees express their gratitude to the

employee. If an employee is providing a product or service to external

customers, then bring in a customer to express their appreciation to the

employee.

14. Admit to yourself (and to an appropriate someone else) if you don't like an

employee --

Managers and supervisors are people. It's not unusual to just not like someone

who works for you. That someone could, for example, look like an uncle you

don't like. In this case, admit to yourself that you don't like the employee.

Then talk to someone else who is appropriate to hear about your distaste for

the employee, for example, a peer, your boss, your spouse, etc. Indicate to the

appropriate person that you want to explore what it is that you don't like

about the employee and would like to come to a clearer perception of how you

can accomplish a positive working relationship with the employee. It oftenhelps a great deal just to talk out loud about how you feel and get someone

else's opinion about the situation. As noted above, if you continue to focus on

what you see about employee performance, you'll go a long way toward

ensuring that your treatment of employees remains fair and equitz

Motivation strategies adopted byCarline auto Pvt. Ltd.

Motivating sales personnel in manufacturing sector is surely different in

manufacturing sector.

I was working with Carline auto Pvt. Ltd. The main product of the company

is Airfilters, Airtanks & Other Press components.

Generally the sales activity is not done by personally visiting different

companies time & again. Since the company is an ISO TS certified company it

has an added advantage over other players in same sector. Customers visit

our official website and get a rough idea about the company profile &products.

y Sales person gets an extra petrol allowance of 3000 Rs per month alongwith payment of travelling expenses incurred during official visits. In

this way he was motivated to complete his targets of No of visits.


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y Sales person along with Development Engg . was together responsiblefor finalizing the cost of a product ,due to this involvement of sales

person in entire project was ensured even in shop floor activity.

Decentralization of responsibilities made work interesting

ySales person were send to seminars & other value added programs suchas Sheet Metal forming Association which made them competitive in

market . Personal knowledge gain them confidence to sustain in this cut

throat competition.

y Sales person were given festive bonuses each year which was 25 % oftheir salary.

y Sales person were entitled to get promotion on the basis of ConversionofRFQ into potential business.

Motivation strategies adopted by HDFC Mutual Fund

HDFC mutual fund is one of the best mutual funds houses in India.It is second

best Fund house according to AUM calculated . Attaining such sales level in

business in such fluctuating markets would not have been possible without a

highly motivated sales force. The sales Team of HDFC Mutual fund is Highly

motivated and determined as they worked in synchronization with the

interests of the company as a whole.

The sales team does not only get cash benefits but also non-cash benefits

which keep them motivated and determined to achieve the companys goals

effectively.

Some of the techniques for motivating their sales force deployed by HDFC

Mutual Fund are:

y There are quarterly incentive structures for the sales team of everybranch.

y There is a sales team in every branch of HDFC Mutual Fund and they arerecognized as per the AUM that they build by increasing sales.

y There is a fully-paid overseas trip every year where the permanentemployees and the sales team from all the branches get together.


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y There are also benefits for the sales person who is the best in thatparticular region. The regional manager himself comes and felicitates

the best performer.

y There is also an annual event where employees of all the departmentsare recognized and awarded as per their performance

motivation definations

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