Organizational Behaviour

(A Short Case study oriented report)

Submitted to Mr. Salman ahmed.

By :Sajid Iqbal
 “Everyone makes mistakes, but few people go to work with the
intention of failing. Misplaced or unjust criticism is hugely
demotivating, so you must get your facts right.”
PETER NEALL

1. Motivation
 “Motivation is the process by which a person’s efforts are energized, directed and sustained
towards attaining a goal.”

OR

Motivation is the steering of one’s actions toward certain goals and to commit a certain part of
One’s energies to reaching them.

2. Motivational Factors

In order to keep employees motivated and retain them there are some important factors which
should be taken in to account. These factors are:

2.1 Open Communication:

Employees are more likely to continue their employment at a company where they can
Communicate openly and freely with all aspects of management, up and down the chain of
Command. This benefits not only the employee, but also the company. The company can
receive good input from their employees on how things are going. Employees can provide you
with a list of areas that may need to be addressed. The following points will help ensure that you
are motivating your employees:

 Communicate philosophy and values of the company

 Open door policy (be a good listener)
 Grievance procedures
 Have a genuine interest in people (and show it)
 Explain why things have to be done in a certain way
 Meetings with employees (regular Q & A sessions)
 Train supervisors in communication skills (including Spanish)
 Personnel committee meetings
 Bulletin boards
 Communicate company, team and individual goals (and accomplishments)

2.2 Human Needs: Providing pay and benefits that truly meet employee needs.
No one likes to be underpaid. For most of us to be underpaid means we are being unappreciated.
We must offer competitive wages and benefits to help bring good employees aboard and to
maintain our current employees happy. Research what your employees need and what satisfies
them, and make a list. The list should include the following five items:

a) Physical
b) Safety
c) Social
d) Esteem
e) Self-actualization

2.3 Using the Participative Approach Successfully

Give opportunities for personal growth within the company and make employees feel a part of
the company. We need to make them feel needed, and we need to leave space for all of our
employees to grow. Let it be known that good employees, who have shown loyalty, good
attitudes and good work quality, have grown within companies. Most importantly, teach them
how to grow by:

a) Defining objectives clearly

b) Provide system of rewards
c) Make individuals, as well as groups, accountable
d) Ensure a receptive attitude of top management

2.4 Flexibility

A good supervisor makes for happy employees. We all want employees who can be flexible
with their working schedule. So why not give our employees the same thing we expect of them?
We need to understand that our employees also have personal lives, children, etc. and they need
to know that we can be flexible for their needs also. For example, letting an employee leave for
parent/teacher conferences, sick child, Dr. appointments, and other needs that everyone has:

a) Employers want employees, who can be flexible with their schedules, work
responsibilities etc.
b) Employees want employers who can be flexible with their personal lives, sick child, Dr.
appointments, parent/teacher conferences etc.

2.5 Changing Labor Relations

We need to change the way we look at our employees. We need to make sure and see them as
equals, people with feelings, rather than just workers. And we do this by making sure that our
supervisors are:

a) Delegating complete responsibilities

b) Capable of taking the blame and giving others the honor
c) Looking for the 99% that people do right and re-enforce confidence based on that
d) (instead of emphasis on the 1% people do wrong) and use mistakes to learn from
e) Giving honest and frequent feedback
f) Being respectful to all employees
g) Being fair and consistent and admit your own mistakes. Promoting-whenever possible-from
within
h) Keeping promises

As a supervisor you must also:

 a) Provide means (do not play the boss)
b) Coaches, solve problems and facilitate
c) Make people more productive based on goals (and incentives)
d) Be visible (and at ease)
e) Be available and listen
f) Decisive, persistent and modest
g) Simplify (make things look easier)
h) Know your employees by name
i) Do some dirty work yourself

3 Motivational carrots
Remuneration packages play an important role in motivating employees. But every employee is
different and what motivates one employee may be of little or no interest to another. To tackle
this, some companies offer a ‘salad bar’ approach to remuneration that allows staff to pick and
choose their benefits package.

3.1. The most visible or obvious part of any remuneration package is the salary.

Salary can be made up of several elements including basic pay, commission, bonuses, profit-
related pay and share dividends. But remember that many of the most motivated people are also
the worst paid (e.g. nurses and teachers).

3.2 Many employees appreciate company contributions to pension, insurance or healthcare

schemes.

It is often much cheaper for companies to offer access to group schemes like pensions than it
would be for employees to purchase individual rights.

3.3 Company cars remain a popular perk for many employees despite increasing taxation
on cars and fuel.

3.4 Consider offering staff discounts on your products or services.

3.5 Subsidized meals and accommodation can be attractive benefits to many staff.
3.6 Rewarding staff through company events and days out can be very effective.

It is a particularly useful way of rewarding groups of people and helps build team spirit at the
same time.

4. PRACTICLE APPROACH: SUGGESTIONS FOR MOTIVATING

EMPLOYEES
Here are some suggestions for motivating employees.

4.1. Recognize Individual Differences:

Every contemporary motivation theory recognizes that employees are not identical. They have
different needs, attitudes, personality and other important individual variables.

Employee recognition programs cover a wide spectrum of activities. They range from a
spontaneous and private “THANK YOU” on up to widely publicized formal programs in which
specific types of behaviors are encouraged and the procedures for attaining recognition are
clearly identified.

4.2. Match People to Jobs:

High achievers should have jobs that allow them to participate in setting moderately challenging
goals and that involve autonomy and feed back. Also, keep in mind that not every body is
motivated by jobs that are high in autonomy, variety and responsibility.

Employee involvement can be define as a participative process that uses the entire capacity of
employees and is designed to encourage increased commitment to the organization’s success.
The logic is that involving workers in decisions that will affect them and increasing their
autonomy and control over their work lives will make employees more motivated, more
committed to the organization, more productive and more satisfied with their jobs.

4.3 Use Goals:

The managers should ensure that employees have hard, specific goals and feed back on how well
they are doing in achieving those goals. Should the goals be assigned by the managers or should
employees participate in setting them? The answer depends on your perception of goal
acceptance and the organization’s culture.

4.4 Ensure that Goals are perceived as Attainable:

Regardless of weather goals are actually attainable, employee who see goals as unattainable will
reduce their effort because they will be thinking “Why Bother”. Managers must be sure,
therefore, that employees feel confident that increased effoerts can lead to achieving
performance goals.

4.5 Individualized Rewards:

Because employees have different needs, what acts as a reinforcer for one may not for another.
Managers should use their knowledge of employee differences to individualized the rewards they
control such as pay, promotions, recognition, desirable work assignments, autonomy and
participation.

4.6 Link Rewards to Performance:

Managers need to make rewards based on performance, rewarding factors other than
performance will only reinforce those other factors. Important rewards such as pay increases and
promotions should be given for the attainment of specific goals.

4.7 Check the System for Equity:

Employees should perceive that rewards or out comes are equal to the inputs. On a simple level
experience, ability, effort and other obvious inputs should explain differences in pay,
responsibility and other out comes. And remember that one person’s equity is another’s inequity,
so an ideal reward system should probably weigh inputs differently in arriving at the proper
rewards for each job.

4.8 Don’t Ignore Money:

Money is a major reason for which most people work. Thus, the allocation of performance-based
wage increase, piecework bonuses, and other pay incentives are important in determining
employee motivation. We are not saying that managers should focus solely on money as a
motivational tool. Rather, it’s simply stated the obvious that is, if money is removed as an
incentive, people are not going to show up for work. The same cant be said for removing goals,
enriched work or participation.