MOTIVATION

OUR RESEARCH AND ITS RESULTS

OUR RESEARCH AND ITS RESULTS

OVERALL WINNERS

OTHER FACTORS

4. Good colleagues 5. Money 6. Good Boss 7. Power Status 8. Less interference in Job

LEARNING OPPORTUNITIES

STATISTICS
Learning oppurtunities
25

20

15

Learning oppurtunities
10

0 1 2 3 4 5 6 7

STATISTICS
5% 15% 42% 1 7% 2 3 4 4%

5
13% 6 7 14%

OPPORTUNITY TRUST RESPONSIBILITY

Employers that delegate decision making responsibility trust their employees and motivate them to be the best. Trust and responsibility leads to opportunity.

CROSS TRAINING
Learning new skills is a result of a company creating opportunity. Employees that become involved in different tasks understand what the company is trying to achieve. The more involved employees become the greater their pride for the company and their part in it.

CONFLICT, DEBATE
We all learn possibilities and limits when we debate problems. Each person has a point of view that needs to be considered. The results, everyone has a better understanding of the problem.

BRAGGING SOCIALIZING , CO-WORKER, ONE ON ONE

Decision making responsibility leads to bragging, telling co-workers how they solved or prevented problems. This is training for co-workers, telling them what works and does not work. Co-workers' experiences have a greater impact than formal classroom training. (This can only happen where coworkers bond and become friends.)

CRISIS, SURVIVAL TRAINING

Risk training is learning to make quality decisions under pressure. Few companies have deliberate crisis training so employees must learn this skill through self-education.

LEADERSHIP EXAMPLE
Bosses act as a coach; they help employees to be the best they can be. Their example becomes employees' goal.

FAILURE SUCCESS
Employees are allowed to fail and try again. Risk takers try and fail until they get it right. Results are highly productive. Employees adapt easily to new technology.

POLICY
Employees are considered an investment. Training increases their value. Profits are made by everincreasing efficiency.

TECHNOLOGY
Technology is used to help employees do their job.

GOOD WORKING CONDITIONS

STATISTICS
Good working environment
14

12

10

Good working environment

6

0 1 2 3 4 5 6 7

STATISTICS
8% 8% 4% 23%

1 2 18% 3 4 23%

5
6 7

16%

Good working conditions has two major components to it: 1) Physical working conditions Identification and elimination of both unsafe conditions and unsafe actions by employees. Review the existing housekeeping standards in place. When people work in dishevelled areas, the quality of work tends to suffer. 2) Psychological working conditions Provide laws to address harassment and discrimination of employees . Transparency in award and punishment policies could encourage workers have motivation for their job. More horizontal and open working environment

Challenge makes learners and employees think hard and develop their skills to the full. It helps to take learning and enjoyment to the next stage.

STATISTICS
Challenges in your Job
14

12

10

8 Challenges in your Job 6

0 1 2 3 4 5 6 7

STATISTICS
8% 7% 13%

15%

23%

1 2 3 4 5 6 7

11%

23%

Challenges@Work

NEED OF CHALLENGE
The need for achievement Achievement motive - drive to do well, strive for excellence and overcome challenges and obstacles in the pursuit of goal. The need for Power Power motive - drive to control, influence and to have impact on others and change the situations. The need for affiliation Affiliation motive - drive to establish, maintain or renew affective relationship with others.

ENTREPRENEURIAL MOTIVATION
Active management, focus on individuals Task Significance and Autonomy Job Redesign and Job Enrichment Company culture can make a difference Active engagement/sense of purpose Put rising stars to work on most challenging projects Mentoring and Active Recognition Title and Leadership responsibility Pay for performance Skill Identification, Skill Variety

MOTIVATIONAL INFLUENCE OF GOOD COLLEAGUES

STATISTICS
Good colleagues
16 14 12

10
8 6 4 2 0 1 2 3 4 5 6 7

Good colleagues

STATISTICS
9%

7%

11%
26% 9% 1 2 3 4

5
19% 19% 6 7

WHY HAVING GOOD COLLEAGUES IS IMPORTANT

The work place is changing to include more group based systems. Good Colleagues are important intrinsic motivational factors at the work place

INFLUENCE OF GOOD COLLEAGUES ON MOTIVATION

Developing a strong work culture Leads to building trust and respect. Helps developing Clan culture(Cameron and Queen Greater sharing of responsibilities. Motivational Synchrosity Organizational Environment Sense of security

EFFECTS OF BAD COLLEAGUES ON MOTIVATION

EFFECTS OF BAD COLLEAGUES ON MOTIVATION

As according to Herzbergs two factor theory good colleagues are good motivators. Lack of Security Poor team building Lack of collaborative attitude (Clan Culture) Poor job satisfaction Lack of motivational Synchrosity Developing low self esteem.

GOOD BOSS

STATISTICS
Good Boss
12 10

Good Boss

0 1 2 3 4 5 6 7

STATISTICS
13% 4% 19% 1 2 9% 3 4 11% 23% 5 6

21%

THEORY Y AND THEORY X

STEPS TO MOTIVATE
Never be autocratic, instead take an open ended approach Build good and healthy relationship with employees Communicate your vision, aims and strategies and give the employees specific and reachable goals

Keep employees informed of new developments and changes so that they are aware of what is going on in the company
Be friendly and accessible to everyone

STEPS (CONTD..)
Delegate important tasks and giving employees responsibility Respond to complaints and address concerns right away Teach employees to work smart Mistakes will always happen Never hesitate to provide encouragement, support and welltimed recognition of efforts Being a boss also means taking some tough decisions Lead by example

LESS INTERFERENCE IN JOB

STATISTICS
Less interference in job
9

8
7 6 5 4

Less interference in job

3
2 1 0 1 2 3 4 5 6 7

STATISTICS
23% 17%

14%

1 2 3

14%

3%

5
6 7

12% 17%

CASE 1

BEST BUY
In 2003 the two HR manager of Jody Thomson and Call Ressler convinces senior manager to allow managers to set their own schedules and abolish meetings, as long as mangers performance evaluation was based on output

RESULT
The productivity increased by 35%

THEY WERE NOT THE ONLY ONE

IBM estimates that 40% of its work force has no formal office. AT&Ts managers dont have dedicated Office space In SERVION GLOBAL SERVICES creative team plays online game every Friday. Intel recognizes people who volunteer to their respective community

LOW INTERFERENCE INCLUDES

Giving employees a personal space. Giving them opportunities to express them selves.
Assessing the performance both through the outcomes and the behavior shown

HOW CAN AN ORGANISATION ENSURE THIS???

ALTERNATIVE WORK ARRANGEMENTS FLEXTIME JOB SHARING 70-20-10 RULE PARTICIPATIVE MANGEMENT

LESS INTERFERENCE- MORE MOTIVATION

Reduces stress during work. Employees tend to participate more. Brings out the creativity. May help to identify latent talents.