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LxecuLlve Summary

MoLlvaLlon ln slmple Lerms may be undersLood as Lhe seL of forces LhaL cause people Lo behave ln
cerLaln ways A moLlvaLed employee generally ls more quallLy orlenLed Plghly moLlvaLed worker are
more producLlve Lhan apaLheLlc worker one reason why moLlvaLlon ls a dlfflculL Lask ls LhaL Lhe
workforce ls changlng Lmployees [oln organlzaLlons wlLh dlfferenL needs and expecLaLlons 1helr values
bellefs background llfesLyles percepLlons and aLLlLudes are dlfferenL noL many organlzaLlons have
undersLood Lhese and noL many P8 experLs are clear abouL Lhe ways of moLlvaLlng such dlverse
workforce
now days employees have been hlred Lralned and remuneraLed Lhey need Lo be moLlvaLed for beLLer
performance MoLlvaLlon ln slmple Lerms may be undersLood as Lhe seL or forces LhaL cause people Lo
behave cerLaln ways eople are moLlvaLed rewards someLhlng Lhey can relaLe Lo and someLhlng Lhey
can belleve ln 1lmes have changed eople wanLs more MoLlvaLed employees are always looklng for
beLLer ways Lo do a [ob lL ls Lhe responslblllLy of managers Lo make employees look for beLLer ways of
dolng Lhelr [obs
lndlvlduals dlffer noL only ln Lhelr ablllLy Lo do buL also ln Lhelr wlll Lo do or moLlvaLlon Managers who
are successful ln moLlvaLlng employees are ofLen provldlng an envlronmenL ln whlch approprlaLe goals
are avallable for needs saLlsfacLlon 8eLalnlng and moLlvaLlng workers requlres speclal aLLenLlon and Lhe
responslblllLy falls squarely on Lhe shoulders of P8 as well as managers and supervlsors aL all level 1hey
have Lo creaLe a work envlronmenL where people en[oy whaL Lhey do feel llke Lhey have a purpose and
have prlde ln Lhe mlsslon of Lhe organlzaLlon lL requlres more Llme more sklll and managers who care
abouL people lL Lakes Lrue leadershlp
8y glvlng employees speclal Lasks you make Lhem feel more lmporLanL When your employees feel llke
Lhey are belng LrusLed wlLh added responslblllLles Lhey are moLlvaLed Lo work even harder so Lhey
won'L leL Lhe company down
MoLlvaLlon ls essenLlal for any company because employee ls AsseL of company MoLlvaLlon ls lmporLanL
for Lhe growLh of employees as well as growLh of Lhe organlzaLlon


lnLroducLlon
ln Lhe organlzaLlonal seLLlng Lhe word MoLlvaLlon" ls used Lo descrlbe Lhe drlve LhaL lmpels an
lndlvldual Lo work A Lruly moLlvaLed person ls one who wanLs" Lo work 8oLh employees and
employers are lnLeresLed ln undersLandlng moLlvaLlon lf employees know whaL sLrengLhens and whaL
weakens Lhelr moLlvaLlon Lhey can ofLen perform more effecLlvely Lo flnd more saLlsfacLlon ln Lhelr [ob
Lmployers wanL Lo know whaL moLlvaLes Lhelr employees so LhaL Lhey can geL Lhem Lo work harder
When people speak of moLlvaLlon or ask abouL Lhe moLlves of person Lhey are really asklng Why" Lhe
person acLs or why Lhe person acLs Lhe way he does 1he concepL of moLlvaLlon lmplles LhaL people
choose Lhe paLh of acLlon Lhey follow
When behavloral sclenLlsLs use Lhe word moLlvaLlon Lhey Lhlnk of lLs someLhlng sLeamlng from wlLhln
Lhe person Lechnlcally Lhe Lerm moLlvaLlon has lLs orlgln ln Lhe LaLln word mover" whlch means Lo
move" 1hus Lhe word moLlvaLlon sLands for movemenL Cne can geL a donkey Lo move by uslng a carroL
or a sLlck wlLh people one can use lncenLlves or LhreaLs or reprlmands Powever Lhese only have a
llmlLed effecL 1hese work for a whlle and Lhen need Lo be repeaLed lncreased or relnforced Lo secure
furLher movemenL
lf a manager Lruly undersLands hls subordlnaLe's moLlvaLlon he can channel Lhelr lnner sLaLe" Lowards
command goals le goals shared by boLh Lhe lndlvldual and Lhe organlzaLlon lL ls a well known facL
LhaL human belng have greaL poLenLlal buL Lhey do noL use lL fully when moLlvaLlon ls absenL
MoLlvaLlon facLor are Lhose whlch make people glve more Lhan a falr day's work and LhaL ls usually only
abouL slxLyflve percenL of a person's capaclLy Cbvlously every manager should be releaslng hundred
percenL of an lndlvldual's Lo maxlmlze performance for achlevlng organlzaLlonal goals and aL Lhe same
Lo enable Lhe lndlvldual Lo develop hls poLenLlal and galn saLlsfacLlon 1hus every manager should have
boLh lnLeresL and concern abouL how Lo enable people Lo perform Lask wllllngly and Lo Lhe besL of Lhelr
ablllLy
AL one Llme employees were consldered [usL anoLher lnpuL lnLo Lhe producLlon of goods and servlces
WhaL perhaps changed Lhls way of Lhlnklng abouL employees was research referred Lo as Lhe
PawLhorne SLudles conducLed by LlLon Mayo from 1924 Lo 1932 (ulckson 1973) 1hls sLudy found
employees are noL moLlvaLed solely by money and employee behavlor ls llnked Lo Lhelr aLLlLudes
(ulckson 1973) 1he PawLhorne SLudles began Lhe human relaLlons approach Lo managemenL whereby
Lhe needs and moLlvaLlon of employees become Lhe prlmary focus of managers (8edelan 1993)

MoLlvaLlon 1heorles
undersLandlng whaL moLlvaLed employees and how Lhey were moLlvaLed was Lhe focus of many
researchers followlng Lhe publlcaLlon of Lhe PawLhorne SLudy resulLs (1erpsLra 1979) llve ma[or
approaches LhaL have led Lo our undersLandlng of moLlvaLlon are Maslows needhlerarchy Lheory
Perzbergs Lwo facLor Lheory vrooms expecLancy Lheory Adams equlLy Lheory and Sklnners
relnforcemenL Lheory
Accordlng Lo Maslow employees have flve levels of needs (Maslow 1943) physlologlcal safeLy soclal
ego and self acLuallzlng Maslow argued LhaL lower level needs had Lo be saLlsfled before Lhe nexL
hlgher level need would moLlvaLe employees Perzbergs work caLegorlzed moLlvaLlon lnLo Lwo facLors
moLlvaLors and hyglenes (Perzberg Mausner Snyderman 1939) MoLlvaLor or lnLrlnslc facLors such
as achlevemenL and recognlLlon produce [ob saLlsfacLlon Pyglene or exLrlnslc facLors such as pay and
[ob securlLy produce [ob dlssaLlsfacLlon
vrooms Lheory ls based on Lhe bellef LhaL employee efforL wlll lead Lo performance and performance
wlll lead Lo rewards (vroom 1964) 8ewards may be elLher poslLlve or negaLlve 1he more poslLlve Lhe
reward Lhe more llkely Lhe employee wlll be hlghly moLlvaLed Conversely Lhe more negaLlve Lhe
reward Lhe less llkely Lhe employee wlll be moLlvaLed
Adams Lheory sLaLes LhaL employees sLrlve for equlLy beLween Lhemselves and oLher workers LqulLy ls
achleved when Lhe raLlo of employee ouLcomes over lnpuLs ls equal Lo oLher employee ouLcomes over
lnpuLs (Adams 1963)
Sklnners Lheory slmply sLaLes Lhose employees behavlors LhaL lead Lo poslLlve ouLcomes wlll be
repeaLed and behavlors LhaL lead Lo negaLlve ouLcomes wlll noL be repeaLed (Sklnner 1933) Managers
should poslLlvely relnforce employee behavlors LhaL lead Lo poslLlve ouLcomes Managers should
negaLlvely relnforce employee behavlor LhaL leads Lo negaLlve ouLcomes

WPA1 lS MC1lvA1lCn?
A baslc prlnclple ls LhaL Lhe performance of an lndlvldual depends on hls or her ablllLy backed by
moLlvaLlon SLaLed algebralcally Lhe prlnclple ls
erformance f (ablllLy moLlvaLlon)
AblllLy refers Lo Lhe sklll and compeLence of Lhe person Lo compleLe a glven Lask Powever ablllLy alone
ls noL enough 1he person's deslre Lo accompllsh Lhe Lask ls also necessary CrganlzaLlons become
successful when employees have ablllLles and deslre Lo accompllsh glven Lask
MoLlvaLlon ln slmple Lerms may be undersLood as Lhe seL of forces LhaL cause people Lo behave ln
cerLaln ways

6
8eassess needs deflclencles
3
8ecelves elLher rewards or punlshmenL
4
erforms
3
Lngages ln goal dlrecLed behavlor

2
Searches for ways Lo saLlsfy needs
1
ldenLlfles needs


LMLC?LL









lramework of moLlvaLlon

lramework of moLlvaLlon
1he framework comprlses slx sLeps
(sLep1) MoLlvaLlon process beglns wlLh Lhe lndlvldual's needs needs are LelL deprlvaLlons whlch Lhe
lndlvldual experlences aL a glven Llme and acL as energlzers 1hese needs may be psychologlcal (eg Lhe
needs for recognlLlon) physlologlcal (eg Lhe needs for waLer alr or foods) or soclal (eg Lhe needs for
frlendshlp)
(sLep2) MoLlvaLlon ls goal dlrecLed
(sLep3) A goal ls a speclflc resulL LhaL Lhe lndlvldual wanLs Lo achleve An employee's goal are ofLen
drlvlng forces and accompllshlng Lhose goals can slgnlflcanLly reduce needs
(sLep4) romoLlons and ralses are Lwo of Lhe ways LhaL organlzaLlons seek Lo malnLaln deslrable
behavlor 1hey are slgnals Lo employees LhaL Lhelr needs for advancemenL and recognlLlon and Lhelr
behavlors are approprlaLe
(sLep3) Cnce Lhe employee have recelved elLher rewards or punlshmenLs
(sLep6) 1hey reassess Lhelr needs

uLllnl1lCnS
Some deflnlLlons on moLlvaLlon
how behavlor geLs sLarLed ls energlzed ls susLalned ls dlrecLed ls sLopped and whaL klnd of
sub[ecLlve reacLlon ls presenL ln Lhe organlsm whlle all Lhls ls golng on' [ones 1933)
Lhe Lerm moLlvaLlon refers Lo a process governlng cholces made by person or lower organlsms among
alLernaLlve forms of volunLary acLlvlLy"
moLlvaLlon ls Lhe resulL of process lnLernal or exLernal Lo Lhe lndlvldual LhaL arouse enLhuslasm and
perslsLence Lo pursue a cerLaln course of acLlon"
moLlvaLlon ls a process LhaL sLarLs wlLh a physlologlcal or psychologlcal deflclency or need LhaL
acLlvaLes behavlor or a drlve LhaL almed aL a goal or an lncenLlve"
Cbvlously Lhe flrsL deflnlLlon covers all sLages shown ln Lhe moLlvaLlon model

1he 8ole of MoLlvaLlon
Why do we need moLlvaLed employees? 1he answer ls survlval (SmlLh 1994) MoLlvaLed employees are
needed ln our rapldly changlng workplaces MoLlvaLed employees help organlzaLlons survlve MoLlvaLed
employees are more producLlve 1o be effecLlve managers need Lo undersLand whaL moLlvaLes
employees wlLhln Lhe conLexL of Lhe roles Lhey perform Cf all Lhe funcLlons a manager performs
moLlvaLlng employees ls arguably Lhe mosL complex 1hls ls due ln parL Lo Lhe facL LhaL whaL moLlvaLes
employees changes consLanLly (8owen 8adhakrlshna 1991) lor example research suggesLs LhaL as
employees lncome lncreases money becomes less of a moLlvaLor (kovach 1987) Also as employees
geL older lnLeresLlng work becomes more of a moLlvaLor

lMC81AnCL Cl MC1lvA1lCn
robably no concepL of P8M recelves as much aLLenLlon of academlclans researchers and pracLlclng
manager's moLlvaLlon 1he lncreased aLLenLlon Lowards moLlvaLlon ls [usLlfled by several reasons
1 MoLlvaLed employees are always looklng for beLLer ways Lo do a [ob 1hls sLaLemenL can apply Lo
corporaLe sLraLeglsLs and Lo producLlon workers lL ls Lhe responslblllLy of managers Lo make employees
look for beLLer ways of dolng Lhelr [obs

2 A moLlvaLed employee generally ls more quallLy orlenLed 1hls ls Lrue wheLher we are Lalklng abouL a
Lop manager spendlng exLra Llme on daLa gaLherlng and analysls for a reporL or a clerk Laklng exLra care
when flllng lmporLanL documenL

3 Plghly moLlvaLed worker are more producLlve Lhan apaLheLlc worker 1he hlgh producLlvlLy of
!apanese worker and Lhe fever worker are needed Lo produce an auLomoblle ln !apan Lhan elsewhere ls
well known An appreclaLlon of Lhe naLure of moLlvaLlon ls hlghly useful manager

4 Lvery organlzaLlon requlres human resources ln addlLlon Lo flnanclal and physlcal resources for lL Lo
funcLlon 1hree behavloral dlmenslons of P8 are slgnlflcanL Lo organlzaLlons (l) people musL be aLLracLed
noL only Lo [oln Lhe organlzaLlons buL also Lo remaln lL (ll) people musL perform he Lasks for whlch Lhey
are hlred and musL do so ln a dependable manner and (lll) people musL go beyond Lhls dependable role
per performance and engage ln some form of creaLlve sponLanLaneous and lnnovaLlve behavlor aL
work

3 MoLlvaLlon as a concepL represenLs a hlghly complex phenomenon LhaL affecLs and ls affecLed by a
mulLlLude of facLors ln Lhe organlzaLlonal mllleu an undersLandlng of Lhe Loplc of moLlvaLlon ls Lhus
essenLlal ln order Lo comprehend more fully Lhe effecLs of varlaLlons ln oLher reacLlon as Lhey relaLe Lo
Lhe performance saLlsfacLlon and so forLh

6 Why lncreaslng aLLenLlon ls pald Lowards moLlvaLlon can be found ln Lhe presenL and fuLure
Lechnology requlred for producLlon as Lechnology lncreases ln complexlLy machlnes Lend Lo become
necessary yeL lnsufflclenL vehlcles of effecLlve and efflclenL operaLlon Conslder Lhe example of Lhe
hlghly Lechnologybased space programmed ln our counLry

1he polar SaLelllLe Launch vehlcle's (SLv) llfLoff has been Lhe resulL of 12 years of developmenLal work
Lransfer of Lechnology Lo Lhe prlvaLe lndusLry smooLhenlng Lhe manufacLure of componenLs and
subsysLem complex pro[ecL managemenL and dedlcaLed work by llLerally Lhousands ln lS8C lndusLry
oLher naLlonal laboraLorles and research lnsLlLuLes WlLh Lhls feaL lndla has [olned Lhe excluslve club of
half a dozen naLlons LhaL can bulld and more lmporLanLly launch lLs own saLelllLes
1he secreL behlnd Lhe success of lS8C has been lLs employees who are boLh capable of uslng and are
wllllng Lo use Lhe advanced Lechnology Lo reach Lhe goals

urpose
1he purpose of Lhls sLudy was Lo descrlbe Lhe lmporLance of cerLaln facLors ln moLlvaLlng employees aL
Lhe lkeLon 8esearch and LxLenslon CenLer and LnLerprlse CenLer Speclflcally Lhe sLudy soughL Lo
descrlbe Lhe ranked lmporLance of Lhe followlng Len moLlvaLlng facLors (a) [ob securlLy (b) sympaLheLlc
help wlLh personal problems (c) personal loyalLy Lo employees (d) lnLeresLlng work (e) good worklng
condlLlons (f) LacLful dlsclpllne (g) good wages (h) promoLlons and growLh ln Lhe organlzaLlon (l)
feellng of belng ln on Lhlngs and ([) full appreclaLlon of work done A secondary purpose of Lhe sLudy
was Lo compare Lhe resulLs of Lhls sLudy wlLh Lhe sLudy resulLs from oLher populaLlons

MC1lvA1lCnAL CPALLLnCLS
1he framework of moLlvaLlon lndlcaLes LhaL moLlvaLlon ls a slmple process 8uL ln reallLy
Lhe Lask ls more daunLlng
Cne reason why moLlvaLlon ls a dlfflculL Lask ls LhaL Lhe workforce ls changlng Lmployees [oln
organlzaLlons wlLh dlfferenL needs and expecLaLlons 1helr values bellefs background llfesLyles
percepLlons and aLLlLudes are dlfferenL noL many organlzaLlons have undersLood Lhese and noL many
P8 experLs are clear abouL Lhe ways of moLlvaLlng such dlverse workforce

MoLlvaLlng employees ls also more challenglng aL a Llme when flrms have dramaLlcally changed Lhe [obs
LhaL employees perform reduced layers of hlerarchy and [eLusoned large numbers of employees ln Lhe
name of rlghLslzlng or downslzlng 1hese acLlons have conslderably damaged Lhe level of LrusL and
commlLmenL necessary for employee Lo puL ln efforLs above mlnlmum requlremenLs some organlzaLlon
have resorLed Lo hlre and flre and pay for performance sLraLegles almosL glvlng up moLlvaLlonal
efforLs Such sLraLegles may have some effecLs (boLh poslLlve and negaLlve) buL fall Lo make and
lndlvldual overreach hlm or her

1hlrd moLlves can only be lnferred buL noL seen 1he dynamlc naLure of needs offend poses challenge
Lo any manager ln moLlvaLlng hls or her subordlnaLe An employee aL any glven Llme has a varlous
needs deslre and expecLaLlons Lmployees who puL ln exLra hours aL work Lo fulflll Lhelr needs or
accompllshmenL may flnd LhaL Lhese exLra hours confllcL dlrecLly wlLh needs for afflllaLlon and Lhelr
deslre Lo be wlLh Lhelr famllles
Powever Lhere ls no shorLage of models sLraLegles and LacLlcs for moLlvaLlng employees As a resulL
flrms consLanLly experlmenL wlLh nexL moLlvaLlonal programmed and pracLlce

Work MoLlvaLlon
Cralg lnder echolng Lhe baslc deflnlLlon of moLlvaLlon deflne lL as follows
Work moLlvaLlon ls a seL of energeLlc force LhaL orlglnaLe boLh wlLhln as well as beyond and lndlvlduals
belng Lo lnlLlaLe work relaLed behavlor and Lo deLermlne lLs form dlrecLlon lnLenslLy and duraLlon"

Whlle general moLlvaLlon ls concerned wlLh efforL Lowards any goal SLephen 8obblns narrow Lhe focus
Lo organlzaLlonal goals ln order Lo reflecL slngular lnLeresL ln work relaLed behavlor Lhe efforL elemenL ls
a measure of lnLenslLy 1he need means some lnLernal sLaLe LhaL makes cerLaln ouLcomes appear
aLLracLlve And unsaLlsfled need creaLes Lenslon LhaL sLlmulaLes drlves wlLhln Lhe lndlvldual 1hls drlves
general a search behavlor Lo flnd parLlcular goals lf aLLend wlll saLlsfled Lhe needs and lead Lo Lhe
reducLlon of Lenslon

Mechanlsm of moLlvaLlon
MoLlvaLlon ls Lhe process LhaL sLarLs wlLh physlologlcal or psychologlcal deflclency or need LhaL acLlvaLe
behavlor or a drlve LhaL ls almed aL a goal or lncenLlve
1he followlng dlagram deplcLs Lhe moLlvaLlon process


Mechanlsm of MoLlvaLlon
needs urlves Coal

ueprlvaLlon ueprlvaLlon 8educLlon
WlLh of urlves
ulrecLlon


1hus Lhe key Lo undersLandlng moLlvaLlon lles ln Lhe meanlng of and relaLlonshlp beLween needs
drlves and goals

needs needs are creaLed whenever Lhere ls a physlologlcal or psychologlcal lmbalance lor example A
need exlsLs when cells ln Lhe body are deprlved of food and waLer or when Lhe personallLy ls deprlved of
oLher people who serve frlends or companlons AlLhough psychologlcal may be based on a deflclency
someLlmes Lhey are noL lor lnsLanL and lndlvlduals wlLh a sLrong need Lo geL ahead may have a hlsLory
of conslsLenL success

urlves urlves (Cr moLlves) are seL up Lo allevlaLe needs sychologlcal needs can be slmply deflned as
a deflclency wlLh dlrecLlon hyslologlcal or psychologlcal drlves are acLlon orlenLed and provlde
energlzlng LhrusL Lowards reachlng an lncenLlve or goals 1hey are aL Lhe very hearL of Lhe moLlvaLlonal
process 1he needs for food and waLer are LranslaLed lnLo hunger and LhrusL drlves and Lhe need for
frlend becomes a drlves afflllaLlon 1hus a drlve ls a psychologlcal sLaLe whlch moves an lndlvlduals
saLlsfylng a needs

Coals AL Lhe end of Lhe moLlvaLlonal cycle ls Lhe goal or lncenLlve lL ls anyLhlng LhaL wllls LhaL wlll
allevlaLe a need and reduce a drlve 1hus aLLalnlng a goal wlll Lend Lo resLore physlologlcal or
psychologlcal balance and wlll reduce or cuL off Lhe drlve LaLlng food drlnklng waLer and obLalnlng
frlends wlll Lend Lo resLore Lhe balance and reduce Lhe correspondlng drlves food waLer and frlends are
Lhe lncenLlve are Lhe goals ln Lhls example

ConcepLual clarlflcaLlon (moLlves moLlvaLlon and moLlvaLlng)

1he Lerms moLlves moLlvaLlon and moLlvaLlng whlch are derlved from Lhe LaLln word 'Mover' (Lo move)
are lmporLanL concepL whlch have dlsLlncL connoLaLlon ln order Lo sLeer Lhe energles of Lhe employees
Lowards organlzaLlonal goals accompllshmenL lL ls essenLlal Lo grasp Lhe meanlng and slgnlflcance of
Lhls concepL and also Lo learn how Lo apply Lhem lnLelllgenLly

MoLlves MoLlve ls deflned as a lnner sLaLe LhaL energlzes acLlvaLes (Cr moves) and dlrecLs (or channels)
Lhe behavlor of lndlvlduals Lowards cerLaln goals Lhe sLrong moLlves or needs are fulflll ln order Lo
mlnlmlze Lhe resLlessness and keep lL under conLrol Lhe lndlvldual ls propelled lnLo acLlon 1hus moLlve
lnduce lndlvldual Lo channel Lhelr behavlor Lowards such Lype of acLlons as would reduce Lhelr sLaLe of
resLlessness are lnner dlsequlllbrlum 1hus moLlves can be LhoughL of as drlves LhaL energlze people Lo
acLlon

MoLlvaLlon whlle moLlves are energlzers of acLlon moLlvaLlon ls Lhe acLual acLlon LhaL ls work behavlor
lLself lor lnsLance when a employee work hard hls level of moLlvaLlon may be conslder as low 1hus
Lhe level of moLlvaLlon of employee ls [udged by hls acLual work behavlor

MoLlvaLlng MoLlvaLlng lL ls Lhe Lerm LhaL lmplles LhaL one person lnduces anoLher Lo engage ln acLlon or
work 8ehavlor by ensurlng LhaL a channel Lo dlrecL Lhe moLlve of Lhe lndlvlduals become avallable and
accesslble Lo Lhe lndlvldual
Managers play a slgnlflcanL role ln channellng Lhe sLrong moLlve ln a dlrecLlon LhaL he saLlsfylng Lo boLh
Lhe organlzaLlon and Lhe employees AddlLlonally managers are also responslble for awakenlng or
acLlvaLlng laLenL moLlves ln lndlvlduals LhaL ls Lhe needs LhaL are less sLrong and somewhaL dormanL
and harness Lhem ln a manner LhaL would be funcLlonal for Lhe organlzaLlon

ClasslflcaLlon of MoLlves
rlmary moLlves are unlearned and physlologlcally based Common prlmary moLlves lnclude hunger
LhlrsL sleep avoldance of paln sex and maLernal concern 1he general moLlves are also unlearned buL
are noL physlologlcally based CompeLence curloslLy manlpulaLlon acLlvlLy and affecLlon are examples
of general moLlves

Secondary moLlves are producLs of learnlng 1he needs for power achlevemenL afflllaLlon securlLy and
sLaLus are ma[or moLlvaLlng forces ln human behavlor aL work 8ehavloral sclence especlally lndusLrlal

sychology moLlves ls concerned wlLh undersLandlng an lndlvldual's Lhrough hls moLlves lL sLudles Lhe
lndlvldual's soclopsychologlcal moLlves aL greaL lengLh ln order Lo be successful ln undersLandlng why
man behaves Lhe way he does

Soclopsychologlcal moLlves are nelLher lnborn Lo hlm nor are Lhey relaLed dlrecLly Lo hls survlval 1hese
moLlves orlglnaLe from Lhe Lralnlng whlch he acqulres from dlfferenL soclal organlzaLlons Lo whlch he
belongs Soclopsychologlcal moLlves unllke physlologlcal moLlves are largely vary from culLure Lo
culLure 1hey may be dlvlded lnLo afflllaLlve and egolsLlc moLlves AfflllaLlve moLlves deal wlLh
belonglngness frlendshlp or affecLlon wlLh people LgolsLlc moLlves relaLe Lo a poslLlon over people
raLher Lhan wlLh people ower sLaLus presLlge or esLeem fall under egolsLlc moLlves Soclo
psychologlcal moLlves lnclude acqulslLlveness securlLy sLaLus auLonomy afflllaLlon achlevemenL
dependence aggresslon power and nurLurance

1he complexlLy of moLlvaLlon
Puman moLlvaLlon ls hlghly complex Puman behavlor ls mulLlmoLlvaLlonal Several moLlves are
slmulLaneously aL work when Lhe lndlvldual behaves and several Llmes Lhe lndlvldual hlmself ls unaware
of hls moLlves 1herefore moLlvaLlonal analysls lf behavlor ls dlfflculL AnoLher facL ls LhaL Lhe same
moLlve may glve rlse Lo varlous moLlves may lead Lo Lhe same Lype of behavlor ln dlfferenL lndlvlduals
1hus Lhere can be several oLher ways of behavlng Lo achleve Lhese one and all Lhese dlfferenL forms of
behavlor may lead Lo Lhe same amounL of success by achlevlng Lhe same end 1he converse ls also Lrue
ulfferenL moLlves may someLlmes resulL ln one form of behavlor 1o compllcaLe maLLers furLher people
ofLen do Lhlngs wlLhouL belng aware of Lhe baslc moLlve or moLlves lnvolved Clvlng 'good' reasons
raLher Lhan 'real' reasons for behavlor ls known as raLlonallzaLlon Lx SubllmaLlon pro[ecLlon
ldenLlflcaLlon and compensaLlon are a few forms of behavlor ln whlch Lhe real moLlve ls unknown Lo Lhe
lndlvldual
WheLher moLlves are consclously presenL or are unconsclous many of Lhem acL upon Lhe lndlvldual
slmulLaneously As a resulL Lhe lndlvldual may face confllcL some of Lhe Llme An employee who wanLs
Lo Lell Lhe boss off buL also wanLs Lo keep hls [ob ls ln confllcL An employer who musL declde wheLher Lo
sell an oversupply of a commodlLy aL a loss or hold lL a llLLle long ls llkewlse ln confllcL

1here are varlous dlfflculLles ln lnferrlng moLlves from behavlor as we have seen Lhus far
Slmllar moLlves may be manlfesLed Lhrough dlfferenL behavlors
ulfferenL moLlves may be expressed Lhrough slmllar behavlor
MoLlves may appear ln dlsgulsed form
Any slngle acL of behavlor may express several moLlves
Lxpresslon of moLlves dlffer from culLure Lo culLure and from person Lo person wlLhln a culLure
MoLlves vary ln sLrengLh noL only from one lndlvldual Lo anoLher buL wlLhln Lhe same lndlvldual aL
dlfferenL Llmes
Slnce lL ls dlfflculL Lo know all Lhere ls Lo be known abouL Lhe varlous moLlves LhaL operaLe boLh wlLhln
Lhe lndlvldual and from ouLslde lL ls dlfflculL Lo predlcL behavlor

MoLlvaLlon and 8ehavlor
SysLemaLlc undersLandlng of human behavlor essenLlally lnvolves Lhe ablllLy Lo deLermlne Lhe 'why' of
pasL behavlor buL also Lo predlcL Lo change and even Lo conLrol as far as posslble fuLure behavlor
8ehavlor ls baslcally goalorlenLed LhaL means Lhe behavlor of an lndlvldual ls generally moLlvaLed by a
deslre Lo aLLaln some goal 1he speclflc goal ls noL always consclously known by Lhe lndlvldual
SomeLlmes an lndlvldual may wonder Why dld l do LhaL?" or Why dld l fall Lo do LhaL?" Lhe reason for
behavlor ls noL always apparenL Lo Lhe consclous mlnd lndlvlduals are noL always aware of everyLhlng
Lhey wanL

1he baslc unlL of behavlor ls an 'acLlvlLy' ln facL all behavlor ls a serles of acLlvlLles lndlvldual have
preference for cerLaln acLlvlLles Lhey change acLlvlLles and Lhey change acLlvlLles accordlngly lL ls
lmporLanL for a manager Lo undersLand predlcL and even conLrol Lhe acLlvlLles LhaL an lndlvldual may
perform aL a glven momenL 1o predlcL Lhe behavlor manager musL know whlch moLlves or needs of
people evoke a cerLaln acLlon aL a parLlcular Llme

MoLlves Lvery lndlvldual carrles a seL of lnner moLlvaLlons and drlves LhaL lnfluence Lhe way he
behaves much more radlcally Lhan he reallzes lndlvlduals dlffer noL only ln Lhelr ablllLy Lo do buL also ln
Lhelr wlll Lo do or moLlvaLlon MoLlves are someLlmes deflned as needs wanLs drlves or lmpulses
wlLhln Lhe lndlvldual MoLlves are Lhe 'why's of behavlor Lhey arouse and malnLaln acLlvlLy and
deLermlne a general dlrecLlon of Lhe behavlor of an lndlvldual ln essence moLlves or needs are Lhe
malnsprlngs of acLlon When we use Lhese Lwo Lerms lnLerchangeably moLlves and needswe refer
someLhlng wlLhln an lndlvldual LhaL prompLs LhaL person Lo acLlon

Coals Coals are ouLslde an lndlvldual Coals are someLhlng referred Lo as 'hoped for' rewards Lowards
whlch moLlves are dlrecLed sychologlsLs use Lhe Lerm 'lncenLlves' for Lhese goals lncenLlves lnclude
Langlble flnanclal rewards such as lncreased pay and also Lhe managers who are successful ln
moLlvaLlng employees are ofLen provldlng an envlronmenL ln whlch approprlaLe goals are avallable for
needs saLlsfacLlon






MC1lvLS


CCALS


MoLlve SLrengLh We have seen LhaL moLlves or needs are Lhe reason underlylng behavlor Lvery
lndlvldual has several needs All Lhese needs compeLe for Lhelr behavlor 1hese needs have dlfferenL
sLrengLhs 1he need wlLh Lhe greaLesL sLrengLh aL a parLlcular momenL leads Lo acLlvlLles








A
8
C
u
L
n
MoLlve sLrengLh

MoLlve 8 ls Lhe hlghesL sLrengLh need and Lherefore lL ls Lhls need LhaL deLermlnes behavlor
SaLlsfled needs decrease ln sLrengLh and normally do noL moLlvaLed lndlvlduals Lo seek goals Lo saLlsfy
Lhem

Changes ln moLlve sLrengLh A moLlve Lends Lo decrease ln sLrengLh lf lL ls elLher saLlsfled or blocked
from saLlsfacLlon



8locklng need SaLlsfacLlon

1he saLlsfacLlon of a need may be blocked Whlle a reducLlon ln need sLrengLh someLlmes follows lL
does noL always occur lnlLlally Lhere may be Lendency for Lhe person Lo engage ln coplng behavlor"
1hls ls an aLLempL Lo overcome Lhe obsLacle by Lrlalanderror problem solvlng 1he person may Lry a
varleLy of behavlor Lo flnd ouL one LhaL wlll accompllsh Lhe goal or wlll reduce Lenslon creaLed by
blockage as shown ln Lhe followlng flgure




Plgh
SLrengLh
MoLlve
ALLempLed 8ehavlor 2
ALLempLed
8ehavlor
Success
8lockage
8ehavlour
ConLlnued
Coplng behavlor when blockage occurs ln aLLempLlng Lo accompllsh a parLlcular goal


lnlLlally Lhls coplng behavlor may be qulLe raLlonal erhaps Lhe lndlvldual may make some aLLempLs ln
dlrecLlon 1 before golng Lo 2and same ln Lhe dlrecLlon 2 before movlng ln dlrecLlon 3 where some
degree of success and goal aLLalnmenL ls flnally percelved


8LPAvlCu8 MCulllCA1lCn

CrganlzaLlonal behavlor modlflcaLlon (C8 Mod) ls yeL anoLher Lechnlque of lnfluenclng behavlor of
people ln organlzaLlons C8 Mod ls uses Lhe relnforcemenL prlnclple of 8l Sklnner Lo provlde managers
wlLh powerful and proven means for changlng employee behavlor

1he sLeps ln C8 Mod are glven below

ldenLlflcaLlon of CrlLlcal 8ehavlor 1he flrsL sLep ls Lo ldenLlfy Lhe crlLlcal behavlors LhaL make a
slgnlflcanL lmpacL on Lhe employee's [ob performance Lhese are Lhose 3 Lo10 percenL of Lhe behavlors
LhaL may accounL for up 70 Lo 80 percenL of each employee's performance

MeasuremenL of Lhe behavlors AfLer Lhe behavlors have been ldenLlfled Lhey are measured A basellne
frequency ls obLalned by deLermlnlng Lhe number of deLermlnlng Lhe number of Llmes LhaL Lhe
ldenLlfled behavlor occurs under presenL condlLlons 1he purpose of Lhe basellne measuremenL ls Lo
provlde ob[ecLlve frequency daLa on crlLlcal behavlor


ldenLlfy erformance
8elaLed 8ehavlor LvenLs
Measure 8asellne Lhe
lrequency of 8esponse
ldenLlfy LxlsLlng 8ehavloral ConLlngencles
1hrough luncLlonal Analysls
uevelop lnLervenLlon SLraLegy
Apply ApproprlaLe SLraLegy
Measure CharL Lhe lrequency of
8esponses afLer lnLervenLlon
roblem Solved?
MalnLaln ueslrable 8ehavlor
LvaluaLe for erformance lmprovemenL
1
2
3
48
4A
4C
4u
3
?es
no
SLeps ln C8 Mod


luncLlonal analysls of behavlor 1he goal of a mod programmed ls Lo lncrease Lhe llkellhood LhaL people
wlll ln facL engage ln behavlor whlch are crlLlcal Lo Lhe successful performance of Lhelr [obs 1hese
lnvolves analyzlng (1)
1he anLecedenL cues Lhe facLors whlch seem Lo lnsLlgaLe Lhe behavlor and (2) Lhe consequences Lhe
resulLs whlch accrue Lo Lhe person as a resulL of engaglng ln Lhe behavlor 1hls process of analyzlng Lhe
anLecedenL cues and Lhe consequences lf behavlor ls referred Lo as funcLlonal analysls ln C8 Mod

A Lyplcal funcLlonal analysls of absenLeelsm behavlor ls glven ln 1able
luncLlonal analysls of absenLeelsm behavlor
A 8 C
AnLecedenL Cues 8ehavlors Consequences

lllnessaccldenL CeLLlng up laLe ulsclpllne programmed
Pangover Sleeplng ln verbal reprlmands
Lack of LransporLaLlon sLaylng home wrlLLen reprlmands
1rafflc urlnklng ay docks
no day care faclllLles llshlnghunLlng Layoffs
lamlly problems worklng aL home ulsmlssals
Company pollcles vlslLlng Soclal consequences from coworkers
Croupperson norms carlng for slck chlld Lscape from and avoldance
Cf worklng noLhlng
SenlorlLy / age
AwarenessobservaLlon
Self any consequence
uevelopmenL of lnLervenLlon SLraLegy 1he Lerm lnLervenLlon refers Lo acLlons wlll be Laken by Lhe
manager or organlzaLlon ln order Lo lncrease Lhe frequency of deslrable crlLlcal behavlors and Lo
decrease Lhe frequency of undeslrable behavlors Lhls ls Lhe crlLlcal sLep ln Lhe process slnce lL ls here
LhaL Lhe manager uses Lhe resulLs of Lhe Lhree sLep Lo deslgn and lmplemenL Lechnlques ln order Lo
change Lhe behavlor of hlsher subordlnaLes 1he emphasls here ls on Lhe ldenLlfylng rewards LhaL can
serve as poslLlve relnforcemenLs and esLabllshlng meLhods of provldlng Lhese relnforces conLlngenL
upon subordlnaLes engaglng ln Lhe deslrable crlLlcal behavlors oslLlve relnforcemenL ls employed Lo
lncrease Lhe llkellhood of a deslrable behavlor negaLlve relnforcemenL ls used as posslble


LvaluaLlon Lo Lnsure erformance lmprovemenL ln order Lo deLermlne wheLher an C8 Mod
programmed has achleved lLs deslre resulLs lL ls necessary Lo evaluaLe Lhe effecLs of Lhe programmed ln
a sysLemaLlc and ob[ecLlve fashlon 1he resulLs of such evaluaLlon can be used boLh Lo deLermlne
wheLher Lhe programmed should be conLlnued or noL and Lo 'flne Lune' Lhe lnLervenLlons Lo lncrease
Lhelr value and Lhelr ablllLy Lo lncrease effecLlve performances



C8 Mod ln racLlce

C8 Mod has been used by a number of organlzaLlons Lo reduce cosLs lncrease aLLendance lmprove
producLlvlLy lmprove safeLy lncrease saLlsfacLlon reduce labor cosLs and lncrease proflL 1he
organlzaLlons whlch beneflLed lnclude Ceneral LlecLrlc SLandard Cll 8fCoodrlch Chemlcals Lmery Alr
frelghL Mlchlgan 8ell and so on all ln Lhe uS

SocleLles and behavlor modlflcaLlon

ln hls novel Walden Low 8 l Sklnner descrlbed an ldea human communlLy also known as Walden Low
he envlsloned a reLurn Lo a slmple culLure of Lowns and vlllages LhaL conducLed Lhelr affalrs face Lo
face Sklnners socleLy re[ecLed punlshmenL and coerclon as ways Lo moLlvaLe good behavlor and relled
on poslLlve relnforcemenL ln sLead accordlng Sklnner Lhe proper behavloral Lechnology would make lL
easy Lo ralse clLlzens who were brave creaLlve happy candld affecLlonaLe humane and consclenLlous
Several Lo communes have Laken Lhelr lnsplraLlon from Walden 1wo Cne each such ls 1wln Caks
founded ln share a common bellef ln cooperaLlon equallLy and nonvlolence as well as a common
deslre Lo consLrucL behavlorlsL Lheorles are no longer cenLral Lo Lhe operaLlon of 1wln Caks Lhe
advanLages of creaLlng a poslLlve envlronmenL and relnforclng deslrable behavlor are recognlzed
Chlna appears Lo be uslng behavlor modlflcaLlon prlnclples on a grand scale for populaLlon conLrol
Chlnese leaders are concelved LhaL a rapld populaLlon growLh wlll obsLrucL economlc developmenL
lnlLlally couples havlng a Lhlrd baby excepL as Lhe resulL of a mulLlple blrLh aL Lhe second conflnemenL
pald flnes 8earlng Lwo bables was sLrengLhened because by dolng so couples avolded flnes a negaLlve
relnforcemenL sLraLegy lamllles LhaL used conLracLlon afLer Lhelr flrsL chlld recelved poslLlve
relnforcemenLannual bonuses as well as houslng schoollng and employmenL prlorlLles 8eLween Lhe
mld1960 and Lhe mld1970 chlna halved lLs blrLh raLe 1here ls evldence however of grave abuses
among Lhem forced aborLlons and lnfanLlcldes of Lhe female offsprlng Male are valued ln parLy
because ln keeplng wlLh long esLabllshed cusLoms men remaln wlLh Lhelr lmmedlaLe famllles afLer
marrlage conLlnulng Lo conLrlbuLe flnanclal supporL and care for elderly parenLs

uesplLe Lhe poslLlve resulL LhaL C8 has demonsLraLed lL has no counLer adverse crlLlclsm ls lL a
Lechnlque for manlpulaLlng people? uoes lL because lL decreases an employee's freedom? lf so ls such
an acLlon on Lhe parL of manager uneLhlcal? And do nonmoneLary relnforcemenL llke feedback pralse
and recognlLlon geL old afLer a whlle? Wlll employees begln Lo see Lhese as ways for managemenL Lo
lncrease producLlvlLy wlLhouL provldlng commensuraLe lncrease ln Lhelr pay? 1here ls no easy answer Lo
quesLlons such as Lhese


CCAL SL11lnC
Coal seLLlng ls one of Lhe mosL effecLlve and wldely pracLlced Lechnlques of moLlvaLlon Coals are Lhe
lmmedlaLe or ulLlmaLe ob[ecLlves LhaL employees are Lrylng Lo accompllsh from Lhelr work efforLs ln
organlzaLlons Coal seLLlng ls Lhe process of moLlvaLlng employees by esLabllshlng performance goals
1haL goal moLlvaLes any lndlvldual ls an esLabllshed facL We Lend Lo relax and slacken our efforLs lf we
are noL clear abouL whaL we wanL Lo achleve A sLudenL does noL do well ln an examlnaLlon lf he or she
does noL keep a LargeL ln mlnd LargeL may be a flrsL class or securlng dlsLlncLlon An lndlvldual may noL
rlse ln personal llfe lf he or she does noL have clear career goals lL does noL mean LhaL performance of
an lndlvldual ls nll ln Lhe absence of a goal 1he Lechnlque emphaslzes LhaL wlLh clear goals performance
Lends Lo lncrease
Why goals moLlvaLe employees? 1here are aL leasL flve reasons whlch explaln Lhe correlaLlon beLween
goals and moLlvaLlon llrsL Lhey lead employees Lo compare Lhelr presenL performance wlLh Lhe goal
1o Lhe exLenL LhaL lndlvlduals fall shorL of Lhe goal Lhey feel dlssaLlsfled and work harder Lo aLLaln lL as
long as Lhey belleve LhaL ls posslble for Lhem Lo do so
Second when lndlvlduals succeed ln reachlng a goal Lhey feel compeLenL and successful such feellngs
are deslrable and can serve as a sLrong lncenLlve Lo exLra efforL 1hlrd Lhe exlsLence of a goal clarlfles
whaL level of performance ls requlred Cnce Lhls level ls esLabllshed lndlvldual can focus on developlng
effecLlve sLraLegles for aLLalnlng lL
lourLh Lhe Lheory calls aLLenLlon Lo Lhe lmporLanL role of selfefflcacy lndlvlduals' bellefs abouL Lhelr
ablllLy Lo perform aL glven levels lf people do noL have confldence ln Lhemselves Lhelr efforL and
performance wlll decrease ln conLrasL lf Lhey conclude LhaL Lhey can reach Lhe goal moLlvaLlon and
performance wlll be enhanced
llnally goal seLLlng Lheory lndlcaLes LhaL goals wlll gulde behavlor only when Lhey accepLed by Lhe self
and by oLhers lf oLhers (concerned) do noL accepL Lhe goals performance of an employee wlll noL
lncrease slmllarly lf Lhe goal ls noL accepLable Lo Lhe self lLs effecL on Lhe behavlor of Lhe person wlll be
mlnlmal
Coals need Lo fulflll cerLaln requlslLes lf Lhey were Lo lmpacL employees performance
Cne requlremenL ls LhaL goals musL be speclflc Speclflc goals lead Lo hlgher ouLpuL Lhan do vague goals
such as uo your besL" AccepLance of Lhe goal and commlLmenL Lowards lLs achlevemenL wlll have
effecL on employee behavlor and saLlsfacLlon Slmllarly organlzaLlonal supporL Lowards goal aLLalnmenL
supporLed by lndlvldual ablllLles and LralLs leads Lo goal reallzaLlon As resulL of performance a person
recelves varlous lnLrlnslc and exLrlnslc rewards whlch ln Lurn lnfluence saLlsfacLlon


Coal
ulrecLly
Coal
AccepLance
CrganlzaLlonal
SupporL
lnLrlnslc
8ewards
CoalulrecLed
LfforL
Coal
SpeclflclLy
Coal
CommlLmenL
erformance
lndlvldual
AblllLles 1ralLs
LxLrlnslc
8ewards
SaLlsfacLlon
Coal seLLlng requlslLes



Coal seLLlng ls a very powerful Lechnlque of moLlvaLlon when used correcLly carefully monlLored and
acLlvely supporLed by managers Coal seLLlng can lmprove performance Powever nelLher goal seLLlng
noL any oLher Lechnlque can be used Lo correcL every problem



CuALl1? Cl WC8k LllL

1he Lerm 'quallLy of work llfe' (CWL) has dlfferenL connoLaLlons Lo dlfferenL person lor example Lo a
worker ln an assembly llne lL may [usL mean a falr day's pay safe worklng condlLlons and a supervlsor
who LreaLs hlmher wlLh dlgnlLy 1o a young new enLranL lL may mean opporLunlLles for advancemenL
creaLlve Lasks and a successful career 1o academlcs lL means Lhe degree Lo whlch members of work
organlzaLlon are able Lo saLlsfy lmporLanL personal needs Lhrough Lhelr experlences ln Lhe organlzaLlon

1here are many facLors whlch can conLrlbuLe Lo CWL 1hey are

1AdequaLe and falr compensaLlon adequacy Lo Lhe exLenL Lo whlch Lhe lncome from a fullLlme work
meeLs Lhe needs of Lhe soclally deLermlned sLandard of llvlng

2SafeLy and healLhy worklng condlLlon lncludlng reasonable hours of work and resL pauses physlcal
worklng condlLlons LhaL ensure safeLy mlnlmlze rlsk of lllness and occupaLlonal dlseases and speclal
measures for proLecLlon of women and chlldren
3SecurlLy and growLh opporLunlLy lncludlng facLors llke securlLy of employmenL and opporLunlLy for
advancemenL and selflmprovemenL
4CpporLunlLy Lo use and develop creaLlvlLy such as work auLonomy naLure of supervlslon use of
mulLlple skllls workers' role ln Lhe LoLal work process and hlsher appreclaLlon of Lhe ouLcome of
hlsher own efforLs and selfregulaLlon
38especL for Lhe lndlvldual's personal rlghLs such as appllcaLlon of Lhe prlnclples of naLural [usLlce and
equlLy accepLance of Lhe rlghL Lo free speech and rlghL Lo personal prlvacy ln respecL of Lhe worker's
off Lhe [ob behavlor
6Work and famlly llfe lncludlng Lransfers schedule of hours of work Lravel requlremenL overLlme
requlremenL and so fourLh


lL ls worLh noLlng LhaL ofLen Lhe condlLlons LhaL conLrlbuLe Lo moLlvaLlon equlLable salarles flnanclal
lncenLlves effecLlve employee selecLlon eLc wlll also conLrlbuLe Lo CWL some of Lhese acLlvlLles llke
[ob enrlchmenL mlghL conLrlbuLe lndlrecLly Lo CWL by Lapplng Lhe worker's hlgher order needs and
moLlvaLlng Lhem SLlll oLher acLlvlLles may conLrlbuLe dlrecLly Lo CWL provldlng for a safer workplace
less dlscrlmlnaLlon on Lhe [ob and so forLh
1he llveSLep 8luL Model
1oday's workplace ls dlfferenL dlverse and consLanLly changlng 1he Lyplcal employer/employee
relaLlonshlp of old has been Lurned upslde down 1he comblnaLlon of almosL llmlLless [ob opporLunlLles
and less reward for employee loyalLy has creaLed an envlronmenL where Lhe buslness needs lLs
employees more Lhan Lhe employees need Lhe buslness
ManagemenL's new challenge ls Lo Lransform a hlghLurnover culLure Lo a hlghreLenLlon culLure
8eLalnlng and moLlvaLlng workers requlres speclal aLLenLlon and Lhe responslblllLy falls squarely on Lhe
shoulders of P8 as well as managers and supervlsors aL all levels 1hey have Lo creaLe a work
envlronmenL where people en[oy whaL Lhey do feel llke Lhey have a purpose and have prlde ln Lhe
mlsslon of Lhe organlzaLlon lL requlres more Llme more sklll and managers who care abouL people lL
Lakes Lrue leadershlp
Managers can lmprove Lhelr leadershlp poslLlon and moLlvaLe lndlvlduals wlLhln Lhelr organlzaLlons by
followlng Lhe flvesLep 8luL model
rovlde a poslLlve worklng envlronmenLO
8ecognlze 8eward and 8elnforce Lhe 8lghL 8ehavlorO
lnvolve everyoneO
uevelop Lhelr skllls and poLenLlalO
LvaluaLe and lmprove conLlnuouslyO
S1L 18CvluL A CSl1lvL WC8klnC Lnvl8CnMLn1
?ou don'L have Lo be Lhe hlghesL paylng employer Lo provlde a poslLlve and aLLracLlve work
envlronmenL Cne of Lhe mosL lmporLanL facLors ls how employees feel abouL Lhe company
MoLlvaLed workers are more commlLLed Lo Lhe [ob and Lo Lhe cusLomer Cn Lhe oLher hand de
moLlvaLlng workplaces force workers Lo voLe wlLh Lhelr feeL1ake for example 8odger McAllsLer who
owns a consLrucLlon equlpmenL dealershlp ln kenLucky Pls Lurnover ls almosL nonexlsLenL Pls
employees and servlce Lechnlclans share a proflLsharlng plan LhaL posslbly means $700000 upon
reLlremenL Lvery year employees celebraLe Lhelr work annlversary wlLh a cake and recelve $10000 for
each year employed 1wlce a year employee's chlldren recelve a $30 savlngs bond when Lhey brlng ln
Lhelr all A's reporL card 1o mlnlmlze Lhe weLhey syndrome every lrlday employees roLaLe [obs 1he
person ln Lhe parLs deparLmenL becomes a servlce Lechnlclan and vlsa versa 1hls bullds a sLronger Leam
and lmproves boLh communlcaLlon and reLenLlon
S1L 28LCCCnlZL 8LWA8u Anu 8LlnlC8CL 1PL 8lCP1 8LPAvlC8
8eward and recognlLlon ls noL [usL a nlce Lhlng Lo do buL a crlLlcal elemenL ln Lhe managemenL LoolklL
eople have a baslc human need Lo feel appreclaLed and recognlLlon programs help meeL LhaL need 1he
second aspecL of Lhls sclence ls managemenL musL creaLe consequences for Lhe behavlor lmporLanL for
buslness successCne of Lhe easlesL and mosL effecLlve recognlLlon programs ls peer recognlLlon eer
recognlLlon allows employees Lo reward each oLher for dolng a good [ob lL works because employees
Lhemselves know whom works hard and deserves recognlLlon Also workers may value each oLher's
oplnlon more Lhan Lhelr supervlsor's (eer pressure) Managers can'L be everywhere all Lhe Llme
1herefore Lhe employees are ln Lhe besL poslLlon Lo caLch people dolng Lhe rlghL Lhlngs


S1L 3lnvCLvL LvL8?CnL
SLudles show LhaL havlng workers lnvolved aL all levels has a ma[or lmpacL on lmprovlng morale and
moLlvaLlon 1u lndusLrles ln uallas 1ex has a unlque way of maklng lLs employees feel valued and
lnvolved Cne wall ln Lhe company has Lhe phoLographs of all employees who have been wlLh Lhe
company more Lhan flve years 1hls lnvolvemenL program goes beyond [usL phoLographs slogans
posLers and P8 pollcles 1here are no reserved parklng spaces for execuLlves Lveryone uses Lhe same
baLhrooms and Lhe same waLer founLalns Lveryone ls an equal Maybe LhaL's why 1u lndusLrles was
llsLed lasL year by lorLune magazlne as one of Lhe 1op 100 8esL Companles
S1L 4uLvLLC WC8kL8S SklLLS Anu C1Ln1lAL
WellLralned employees are more capable and wllllng Lo assume greaLer conLrol and ownershlp over
Lhelr [obs 1hey need less supervlslon whlch frees managemenL for oLher Lasks Lmployees are more
capable of Laklng care of cusLomers whlch bullds sLronger cusLomer loyalLy All Lhls leads Lo beLLer
managemenLemployee relaLlonshlps
When former lnLel execuLlve uavld Pouse became CLC of 8ay neLworks he reallzed Lhe Lroubled
compuLer manufacLurer's problems lnvolved some baslc fundamenLals 1o solve Lhe problem he
creaLed four courses Lo Leach Lhe pracLlces LhaL he'd seL ln place aL lnLel ueclslonMaklng SLralghL 1alk
Managlng for 8esulLs and LffecLlve MeeLlngs Pe personally LaughL Lhe courses Lo 8ay's 120 hlghesL
ranklng execuLlves who ln Lurn LaughL Lhe same courses Lo Lhe oLher 6000 employees Pls personal
example had a ma[or lmpacL on Lhe enLlre companyPere are some Llps for seLLlng up your own
processes Lo help develop Lhe poLenLlal of your employees
Lxplaln Lhe blg plcLure for Lhe company and how Lhls lnfluences Lhelr employmenL and growLhO
rovlde feedback on Lhe employee's performance 8e speclflc menLlon a parLlcular slLuaLlon or
acLlvlLyO
Make sure Lhey undersLand Lhe company's expecLaLlonsO
lnvolve Lhe employee ln Lhe declslonmaklng process whenever posslbleO
LlsLen Lo Lhelr ldeas and suggesLlonsO
Clve Lhem room Lo do Lhe [ob wlLhouL unnecessary resLrlcLlonsO
ay for employees Lo aLLend workshops and semlnarsO
Cffer onslLe classes where employees can learn new skllls or lmprove upon old onesO
Challenge Lhem wlLh loLs of responslblllLyO
S1L 3LvALuA1L Anu lM8CvL CCn1lnuCuSL?
ConLlnuous evaluaLlon and never endlng lmprovemenL ls Lhe flnal sLep of Lhe 8luL sysLem 1he prlmary
purpose of evaluaLlon ls Lo measure progress and deLermlne whaL needs lmprovlng ConLlnuous
evaluaLlon lncludes buL ls noL llmlLed Lo Lhe measuremenL of aLLlLudes morale Lurnover and
moLlvaLlon of Lhe workforce lL lncludes Lhe ldenLlflcaLlon of problem areas needlng lmprovemenL and
Lhe deslgn and lmplemenLaLlon of an lmprovemenL plan8uslnesses conLlnue Lo search for Lhe
compeLlLlve advanLage lL won'L be found wlLh glmmlcks or wlLhln Lhe laLesL managemenL fad 1he Lrue
compeLlLlve advanLage ls found wlLhln Lhe hearLs and mlnds of moLlvaLed people proudly worklng
LogeLher and led by people drlven by a hlgher purpose

C1PL8S
CLher moLlvaLlonal Lechnlques used ln organlzaLlons Lo lnfluence employee performance lnclude
managemenL by ob[ecLlve (M8C) flexlble worklng hour's LwoLler pay sysLem flexlble beneflL and Lhe
llke
M8C refers Lo a formal seL of procedures LhaL beglns wlLh goal seLLlng and conLrlbuLes Lhrough
performance revlew 1he key of M8C ls LhaL lL ls a parLlclpaLlve process acLlvely lnvolvlng managers and
subordlnaLes aL every organlzaLlonal level ropounded by peLer lurucker ln 1934 M8C has
moLlvaLlonal poLenLlals because Lhe parLlclpanLs become egolnvolved ln declslons Lhey have made
1hey Lo accepL Lhe declslons as Lhelr own and feel personally responslble for lmplemenLlng Lhem
A sysLem of flexlble worklng hours also called flexLlme Lo sulL Lhe convenlence of lndlvldual employees
has ofLen been polnLed ouL as one of Lhe Lechnlques of moLlvaLlon varlous work weeks are belng used
all wlLh Lhe alm of lengLhenlng Lhe lelsure beLween work perlods MosL common are Lhe fourday 40
hour week wlLh Lhree day off (43) Lhe Lhreeday 36hour week wlLh four days off (34) and Lhe seven
day 70hour week wlLh seven day off (77) Cf Lhese 43 arrangemenL ls hlghly popular
1he beneflLs clalm for flexlLlme ls numerous 1hey lnclude reduced absenLeelsm lncreased producLlvlLy
reduced overLlme expense lessenlng of hosLlllLy Lowards managemenL ellmlnaLlon of Lardlness and
reduced Lrafflc congesLlon around work slLes
ln Lerms of moLlvaLlonal Lheorles flexLlme corresponds Lo Lhe dlverse needs of Lhe workforce lL appeals
Lo an lndlvldual's growLh needs (L8C Lheory) or deslre for auLonomy (moLlvaLlon hyglene Lheory)
1he 1woLler pay sysLem provldes for offerlng slgnlflcanLly lower wage raLes Lo newly hlred employees
Lhan Lhose already employed ln Lhe same [ob 1he LwoLler pay sysLem ls seen everywhere ln
organlzaLlons A [unlor lecLurer ln a unlverslLy ls pald less Lhan a senlorgrade lecLurer Slmllarly a
worker ln a facLory wlLh 13 Lo 20 years of experlence ls puL on a hlgher scale Lhan a beglnner
1he LwoLler pay sysLem ls sald Lo place a premlum on experlence and loyalLy lL wlll reduce a new
recrulL Lo sLlck Lo Lhe same organlzaLlon
1he LwoLler sysLem corresponds Lo Lhe equlLy Lheory buL ln a negaLlve way A [unlor worker percelves
an lnequlLy or an ln[usLlce when heshe ls pald less Lhan hlsher senlor Lhough boLh aLLend Lo Lhe same
work 1hls lL ls clalmed resulLs ln an lncreased Lurnover raLe among Lhose newly hlred
llexlble beneflLs allow employee Lo plck and choose from a menu from beneflL packages LhaL ls
lndlvldually Lallored Lo hls or her own needs and slLuaLlons 1he ldea of flexlble beneflL operaLes on Lhe
followlng llnes An organlzaLlon seLs up a flexlble spendlng accounL for each employee usually based on
some percenLage of hls her salary and Lhen a prlce Lag ls puL on each beneflL CpLlon mlghL lnclude
lnexpenslve medlcal plus hlgh deducLlbles expenslve medlcal plus low or no deducLlbles hearlng denLal
and eye coverage vacaLlon opLlons exLended dlsablllLy a varleLy of savlngs and penslon plans llfe
lnsurance college LulLlon relmbursemenL plans and exLended vacaLlon Llme Lmployees Lhen selecL
beneflL opLlons unLll Lhey have spenL Lhe amounL ln Lhelr respecLlve accounLs
ConslsLenL wlLh Lhe expecLancy Lheory Lhesls LhaL organlzaLlonal rewards should be llnked Lo each
lndlvldual employee's goals flexlble beneflLs lndlvlduallze rewards by allowlng each employee Lo choose
Lhe compensaLlon package LhaL besL saLlsfles hlsher currenL needs
1he Lwo mosL popular and LlmeLesLed meLhods of employee moLlvaLlon are parLlclpaLlve managemenL
and employee communlcaLlon

MoLlvaLlon and frusLraLlon
1he baslc process of moLlvaLlon as deflned earller lnvolves a smooLh progresslon of Lhe needdrlvegoal
moLlvaLlonal cycle 1he moLlvaLlonal cycle beglns wlLh a need followed by a response dlrecLed Loward a
goal ob[ecL when Lhls goal dlrecLed drlve ls blocked before reachlng a deslred goal frusLraLlon resulL
lrusLraLlon ls a common evenL ln Lhe dally llves of employees 1he sLrengLh of frusLraLlon ln a slLuaLlon ls
relaLed Lo Lhe magnlLude of Lhe need whlch ls belng LhwarLed
ln Lhe above flgure goaldlrecLed drlve faces a barrler and frusLraLlon resulLs due Lo blocklng of goal
aLLalnmenL 1he barrler may be elLher overL (ouLward or physlcal) or coverL (lnward or menLalsoclo
psychologlcal)
When a person ls frusLraLed defense mechanlsms geL Lrlggered ln hlm 1radlLlonally psychologlsLs llke
uollard ** and oLhers felL LhaL frusLraLlon always leads Lo Lhe defense mechanlsm of aggresslon Cn
becomlng frusLraLed lL was LhoughL LhaL a person wlll reacL by physlcally or symbollcally aLLacklng Lhe
barrler More recenLly aggresslon ls consldered as only one posslble reacLlon
8esponses Lo frusLraLlon are now vlewed as defense mechanlsms falllng lnLo four broad caLegorles
aggresslon wlLhdrawal flxaLlon and compromlse
ln order Lo analyze speclflc aspecLs of onLhe [ob behavloral reacLlon Lo know some behavloral
reacLlons Lo frusLraLlon LhaL may occur ln Lhe formal organlzaLlon



urlve
(ueprlvaLlon
WlLh
ulrecLlon)


8
Coal
(8educLlon of Lhe drlve)
8arrler

1 CverL
2 CoverL
needs
(ueprlvaLlon)
lrusLraLlon
uefense Mechanlsms
8locklng of CoalaLLalnmenL lrusLraLlon


Aggresslon

Aggresslon ls a reacLlon Lo a slLuaLlon whereln one's moLlves are blocked causlng one Lo Lurn agalnsL
oLhers or oneself ln verbal ranLlng aLLacks or physlcal ln[ury lndlvldual Lrles Lo ln[ure or hurL Lhe ob[ecL
person or group LhaL ls acLlng as Lhe barrler




WlLhdrawal lllghL

Leavlng Lhe fleld ln whlch frusLraLlon anxleLy or confllcL ls experlenced elLher physlcally or
psychologlcally

llxaLlon

MalnLalnlng a perslsLenL nonad[usLlve reacLlon even Lhough all Lhe cues lndlcaLe Lhe behavlor ls noL an
approprlaLe response Lo Lhe problem 8ehavlor ls repeaLed over and wlLhouL accompllshlng anyLhlng for
lnsLance unreasonable sLubbornness

Compromlse

lL usually lnvolves subsLlLuLlng a new goal SubllmaLlon

CompensaLlon

lndlvldual devoLes hlmself Lo a pursulL wlLh lncreased vlgor Lo make up for same feellng of real or
lmaglned lnadequacy ln lndlrecL compensaLlon Lhe lndlvldual puLs ln hard efforLs Lo makeup for a
weakness ln one area by becomlng ouLsLandlng or excelllng ln some elLher area

Converslon

LmoLlonal confllcLs are expressed ln muscular sensory or bodlly sympLoms of dlsablllLy malfuncLlonlng
or paln
1hls ls someLlmes also known as lnLroverLed aggresslon and lL ls usually lndlcaLed by depresslon lack of
lnlLlaLlve selfaccusaLlon and low energy lndlvldual anger ls dlrecLed lnwards Pls sense of fallure resulLs
ln selfpunlshmenL

ulsplacemenL

lL ls also known as Lransferred aggresslon 8aslc psychologlcal process ls redlrecLlng penLup emoLlons
Lowards persons ldeas or ob[ecLs oLher Lhan Lhe prlmary source of Lhe emoLlon 1hls form occurs when
Lhe obsLacle ls unknown or when Lhe obsLacle ls known buL lL ls unwlse Lo show dlrecL aggresslon
When people cannoL aLLack Lhe cause of Lhelr frusLraLlon dlrecLly Lhey may look for a scapegoaL as a
LargeL for Lhelr hosLlllLy lor lnsLance a worker feels hurL and geLs angry when hls boss lnsulLs hlm ln
fronL of some coworkers Powever Lhe worker's fuLure prospecLs ln Lhe organlzaLlons and hls faLe are
ln Lhe hands of Lhe boss ln such slLuaLlons" Lhe resenLful worker may plck a quarrel wlLh hls wlfe klck
Lhe caL beaL hls chlldren" (poor fellows wlLhouL havlng done anyLhlng Lhey have Lo face Lhe
consequences of whaL happened ln Lhe organlzaLlon !) or more consLrucLlvely work off hls feellngs
by chopplng wood by curslng and swearlng or engaglng ln vloleL exerclses or horseplay of an aggresslve
naLure" A Lyplcal example ls seen when a dlsgrunLled employee conLlnually plcks on a week colleague
and makes hlm suffer for Lhe frusLraLlon facLory aLmosphere


lanLasy

uay dreamlng or oLher forms of lmaglnaLlve acLlvlLy provlde an escape from reallLy and lmaglned
saLlsfacLlon 1he lndlvldual may aLLempL Lo daydream LhaL hls goals (for lnsLance promoLlon) whlch are
oLherwlse lmposslble Lo achleve ln real llfe have been accompllshed 1he lndlvldual Lrles Lo reduce
frusLraLlon by lmaglnlng Lhe saLlsfacLlon whlch he cannoL oLherwlse aLLaln 1emporary escape from
reallLy by day dreamlng ls apparenLly a unlversal characLerlsLlc lL serves many useful funcLlons because
lL Lends Lo sLrengLhen asplraLlons durlng a perlod when goals mlghL oLherwlse dlsappear Powever
Lhere ls danger when Lhe lndlvldual relles Loo heavlly upon fanLasy and becomes lnacLlve


8aLlonallzaLlon

1he baslc psychologlcal process lnvolves [usLlfylng lnconslsLenL or undeslrable behavlor 8ellefs
sLaLemenL and moLlvaLlons by provldlng accepLable explanaLlons for Lhem lL slmply means maklng
excuses An lndlvldual raLlonallzes when he glves a good reason raLher Lhan a Lrue reason for hls
behavlor lL ls lnLeresLlng Lo observe when an employee Lrles Lo explaln why he made a mlsLake or why
he was laLe Lo work 1he moLlve Lo avold crlLlclsm and dlsapproval ls qulLe sLrong ln many lndlvlduals
when Lhey raLlonallze and lnvenL reasons



ro[ecLlon

lndlvldual proLecLs hlmself from awareness of hls own undeslrable LralLs or unaccepLable feellngs by
aLLrlbuLlng Lhem Lo oLhers lndlvldual Lends Lo aLLrlbuLe one's own shorLcomlngs Lo oLhers so as Lo cover
up hls own weakness 1he lndlvldual does noL have Lo be Lroubled abouL a weakness LhaL everyone else
has lf he can pro[ecL LhaL weakness on Lo oLher people he does noL have worry abouL lL ln hlmself So
Lhe lndlvldual pro[ecLs lL's you noL me `
8epresslon

1he baslc psychologlcal process lnvolves compleLely excludlng from consclousness lmpulses experlences
and feellngs whlch are psychologlcally dlsLurblng because Lhey arouse a sense of gullL or shame or
anxleLy 8epresslon ls a form of forgeLLlng an unhappy lncldenL lnvolvlng emoLlons and Lhereby avoldlng
all menLlons or LhoughL of lL lL lnvolves efforLs Lo repress LhreaLenlng lnformaLlon and keep lL ln Lhe
unconsclous 1he example of represslon ls Lhe behavlor of a subordlnaLe who forgeLs" Lo Lell hls boss
someLhlng whlch was embarrasslng Lo hlm


8egresslon

8egresslon ls essenLlally noL acLlng one's own age lndlvldual reLurns Lo an earller less maLure level of
ad[usLmenL and behave ln chlldlsh way when exposed Lo frusLraLlng slLuaLlon for lnsLance lndlvldual
may engage ln behavlours such as crylng weeplng sulklng or Lhrowlng Lemper LanLrums whenever Lhey
are under sLress annoyed or frusLraLed

8eacLlon formaLlon

lndlvldual acLs conLrary Lo hls real feellngs and emphaslzes lL wlLh force 1hus an lndlvldual who has
acqulred a repuLaLlon as abraslve may behave cordlally Lo mlnlmlze hls anxleLles arlslng from pasL
abraslve acLlvlLles urge noL accepLable Lo consclousness are repressed and ln Lhelr sLead opposlLe
aLLlLudes or modes of behavlor are expressed wlLh conslderable force
negaLlvlsm
AcLlve or passlve reslsLance operaLlng unconsclously
negaLlve adapLaLlon
AccepLlng Lhlngs as Lhey are maklng psychologlcal adapLaLlons unpleasanL slLuaLlon
ldenLlflcaLlon
lndlvldual may reacL Lo Lhe characLerlsLlcs and achlevemenLs of anoLher person as lf Lhey were hls own
1he lndlvldual wanLs Lo become llke someone else and Lhus closely assoclaLes wlLh hls aLLlLudes and
acLlons ldenLlflcaLlon ls modellng oneself afLer anoLher person lmlLaLlng hls or her characLerlsLlcs
values aLLlLudes and oLher allled quallLles lL ls noL slmply copylng anoLher lndlvldual lL relaLes Lo
lncorporaLlon of anoLher lndlvldual's Lhlnklng and behavlor ln one's own Lhlnklng and behavlor lor
lnsLance Lhe [unlor execuLlves Lake on Lhe vocabulary sLyle and mannerlsms or even pomposlLy of Lhelr
senlor boss who may be hlghly successful



8eslgnaLlon apaLhy 8oredom
lL ls a Lype of frusLraLlon where ls one glvesup lL occurs afLer prolonged frusLraLlon when lndlvldual
loses hope of accompllshlng hls goal ln a parLlcular slLuaLlon and wlLhdrawn from reallLy and Lhe source
of frusLraLlon 1hls phenomenon ls common characLerlsLlc of people ln dull and borlng of rouLlne [obs
8eslgnaLlon or apaLhy essenLlally lnvolves breaklng psychologlcal conLacL wlLh Lhe envlronmenL
wlLhholdlng any sense of emoLlonal or personal lnvolvemenL


lnsulaLlon

1he lndlvldual Lrles Lo proLecL hlmself emoLlonally by keeplng dlsLance from oLhers Pe lnsulaLes hlmself
geLs deLecLed unlnvolved aloof and lsolaLed Pe may appear selfsufflclenL buL he malnLalns Lhls
behavlour as a proLecLlon raLher Lhan because he en[oy lL lndlvlduals who learn Lo fear slLuaLlons where
Lhey wlll fall or be rldlculed are parLlcularly apL Lo ad[usL by uslng Lhe mechanlsm of lnsulaLlon

Sour Craplsm

1he fox and grapes" fable ls a classlc example of reacLlon Lo frusLraLlon Sour graplsm ls LhaL reacLlon
where by hlghly deslrable buL unaLLalnable goals or ob[ecLlves are consldered undeslrable !usL llke Lhe
fox who convlnced hlmself LhaL he never wanLed Lhe grapes aL all slnce Lhey were 'sour' Lhe lndlvldual
also Lrles Lo decelve oneself by saylng l never dld wanL Lo have Lhls promoLlon slnce lL lnvolved Lransfer
Lo a remoLe place" AcLually [usL llke Lhe fox who Lrles ln valn Lo reach Lhe bunch of grapes Lhls
lndlvldual also Lrles ln valn Lo geL Lhe promoLlon 1he sour grapes mechanlsm comes lnLo exlsLence
when Lhe lndlvldual wanLs Lo hlde sense of fallure

uevaluaLlon
Slnce one of Lhe common causes of self re[ecLlon ls unfavorable soclal [udgmenLs Cne way Lo defend
one's ego agalnsL such [udgmenLs ls Lo devalue Lhelr source 1hls can be done elLher by mlnlmlzlng Lhe
lmporLance of [udgmenL or by Lrylng Lo prove Lo oneself and oLhers LhaL Lhose who made Lhe adverse
evaluaLlon were noL compeLenL Lo pass [udgmenL or were pre[udlced

lmporLance of frusLraLlon ln lndusLry

1he concepL of frusLraLlon ls exLremely lmporLanL ln a work slLuaLlon lrusLraLed amblLlons frusLraLed
frlendllness and frusLraLed selfesLeem ln work slLuaLlon lead Lo nervous Lenslon 1he penL up
conLlnulng frusLraLlons produce people who are dlfflculL Lo geL along wlLh or who are cenLers of poor
morale ln lndusLry

Powever Lhere are some people for whom lack of frusLraLlon ls Lhe mosL frusLraLlon slLuaLlon of all 1o
Lhem Lhe challenge of flndlng a way Lo deal effecLlvely wlLh whaLever barrlers confronL Lhem as Lhey
sLrlve for a parLlcular goal ls whaL provldes Lhe splce" Lo Lhelr [ob 1hey acLually look forward Lo
meeLlng Lhese obsLacles and lf Lhey dld noL occur Lhey would probably flnd Lhelr work very drab and
dull

ln Lhls AcLlvaLlon Lheory ScoLL suggesLs LhaL human organlsm needs sLlmulaLlon and varleLy ln Lhe
envlronmenL wlLhouL Lhls moLlvaLlon wlll suffer and frusLraLlon may resulL 1o Lhe exLenL Lhen LhaL
barrlers and obsLacles Lo goals provlde varleLy and sLlmulaLlon Lo Lhe employee Lhey may acLually Lend
Lo reduce Lhe overall frusLraLlon experlenced

knowledge abouL Lheorles of moLlvaLlon Lhough useful ls noL enough Lo moLlvaLe employees aL work
slLuaLlons An P8 manager musL know Lhe speclflc ways whlch could help hlmher moLlvaLe hlsher
moLlvaLe hlsher subordlnaLes lL goes Lo Lhe credlL of P8M LhaL lL has several readymade Lechnlques
and programmed LhaL can be used by Lhe manager 1he more lmporLanL among Lhem namely rewards
[ob enrlchmenL and [ob roLaLlon behavlor modlflcaLlon empowermenL goal seLLlng quallLy of work
llfe

LAS? WA?S 1C MC1lvA1L ?Cu8 LMLC?LLS

SeL Coals
lL's lmporLanL Lo help your employees seL goals for Lhemselves 1hese can lnclude boLh longLerm and
shorLLerm goals and Lhey can be boLh workrelaLed and personal ln naLure CfLen goals are seL on a
weekly monLhly quarLerly or even yearly basls Many companles use performance managemenL
sysLems" whlch geL every employee on Lhe same page regardless of hls or her poslLlon lf Lhey
undersLand Lhe relaLlonshlp beLween Lhelr speclflc [ob and Lhe company's success Lhey'll ofLen
approach Lhelr work wlLh a sense of belonglng lrequenLly LhaL sense ls all lL Lakes Lo geL LhaL lndlvldual
Lo flnlsh a glven Lask And of course rewardlng your employees for achlevlng Lhelr goals goes a long
way Loward creaLlng a conslsLenLly moLlvaLed workforce
Lncourage CreaLlve 1hlnklng
Successful companles promoLe an envlronmenL ln whlch creaLlve Lhlnklng by Lhe employees ls allowed
lf noL encouraged lf you've been successful ln explalnlng your company's overall ob[ecLlves ln deLall
employees wlll ofLen come up wlLh Lhelr own creaLlve sLraLegles for achlevlng Lhese goals ln Lhe case of
Lhe sales force LhaL l help manage l usually Lell Lhem Lhe successful LacLlcs LhaL l used whlle maklng
sales buL l also add LhaL Lhere's no one correcL way Lveryone has a unlque personallLy LhaL mlghL
LranslaLe lnLo an effecLlve meLhod of maklng sales 1he challenge of flgurlng ouL an effecLlve meLhod on
Lhelr own can be llberaLlng and much more fulfllllng lus employees are more apL Lo llsLen Lo fuLure
advlce lf you leL Lhem flgure ouL LhaL you are rlghL on Lhelr own
uevlse a SysLem of 1eamwork and 1rusL
Lmployees are never golng Lo produce Lhe way you expecL Lhem Lo lf Lhey Lhlnk you don'L care abouL
Lhem SLarL off by learnlng abouL your employees' personal llves 1hls wlll glve you lnslghLs lnLo how Lo
deal wlLh Lhem ln cerLaln slLuaLlons ?our relaLlonshlp wlLh your workers should seem llke one beLween
parLners as opposed Lo one beLween employee and boss Also spread speclflc asslgnmenLs around
among your workers 8y glvlng employees speclal Lasks you make Lhem feel more lmporLanL When
your employees feel llke Lhey are belng LrusLed wlLh added responslblllLles Lhey are moLlvaLed Lo work
even harder so Lhey won'L leL Lhe company down
losLer an LnvlronmenL of lun
SLudles have shown LhaL employees are more dependable and producLlve when Lhey Lhlnk Lhelr
workplace ls a fun place Lo come Lo every day l've found LhaL one of Lhe mosL effecLlve meLhods of
dolng Lhls ls slmply engaglng my sales reps ln conversaLlons abouL Loplcs LhaL we boLh flnd lnLeresLlng
lL's noL necessary Lo Lalk Lo Lhem all day long buL a few mlnuLes here and Lhere LhroughouL Lhe day can
work wonders LlLLle Lalks llke Lhese allow Lhe employee Lo see you as a regular person and when your
employees llke you as a person Lhey are more llkely Lo llsLen Lo you when you need Lhem Lo geL
someLhlng done


8LWA8uS

eople [oln organlzaLlons expecLlng rewards llrms dlsLrlbuLe money and oLher beneflL ln exchange for
Lhe employee's avallablllLy compeLence and behavlors

1he followlng dlagram ldenLlfles four Lypes of rewards membershlp and senlorlLy [ob sLaLus
compeLency and performance


Membershlp and SenlorlLybased 8ewards

8eneflL an employee recelves depends on Lhe flrm whlch he or she [olns An M8A Laklng up a [ob ln
Wlpro or lnfosys geLs more beneflLs Lhan boy or glrl who [olns a sLaLe governmenL underLaklng

ln Lhe same flrm a senlor employee recelves more beneflLs Lhan employee AdvancemenL pay ralses
reLlremenL beneflLs and perqulslLes depend on senlorlLy of an employee

Membershlp SenlorlLy
1ask
erformance
!ob SLaLus
CompeLency
CrganlzaLlonal 8ewards
1ypes of organlzaLlonal rewards






1here are advanLages and llmlLaLlons assoclaLed wlLh membershlp and senlorlLy based reward
Membershlp based reward aLLracL [ob appllcanLs buL Lhe problem ls such reward may noL dlrecLly
moLlvaLe [ob performance SenlorlLy based rewards Lend Lo reduce Lurnover buL may fall Lo moLlvaLe
achlevers Lo perform beLLer AnoLher problem wlLh ls LhaL Lhey dlscourage poor performers form leavlng
Lhe fllm volunLarlly because alLernaLlve [obs are slmply noL avallable Lo Lhem

!ob SLaLusbased 8ewards

Lvery flrm rewards employees for Lhe sLaLus of Lhe [obs Lhey are holdlng flrms use [ob evaluaLlon sysLem
whlch helps esLabllsh dlfferenLlals ln sLaLus of [obs SLaLus dlfferenLlals are used as Lhe basls for
esLabllshlng salary / wage dlfferenLlals !obs LhaL requlre more sklll and efforL have more responslblllLy
and have dlfflculL worklng condlLlons would have more value and consequenLly would be placed ln
hlgher pay grades llrms LhaL do noL use [ob evaluaLlon sysLem sLlll reward [ob sLaLus based on pay
survey lnformaLlon abouL Lhe labor markeL

A supervlsor wlll recelve hlgher rewards Lhan purchaslng asslsLanL as Lhe [ob of Lhe former en[oys beLLer
sLaLus Lhan Lhe laLLer lL has more value Lo Lhe organlzaLlon (calculaLed by [ob evaluaLlon sysLem or pay
survey) and Lherefore employees ln LhaL [ob recelve more sLaLusbased rewards ln Lhe organlzaLlon
Plgh sLaLus [ob holders are also rewarded wlLh more perqulslLes

Cne advanLage of sLaLusbased pay ls LhaL lL helps malnLaln feellngs of equlLy !ob evaluaLlon sysLem Lry
Lo malnLaln lnLernal equlLy LhaL ls Lo ensure LhaL employees feel Lhelr pay ls falr when compared Lo
how much oLher [obs ln Lhe flrm are pald ay survey helps malnLaln exLernal equlLy LhaL ls ensure LhaL
employees feel Lhelr pay ls falr when compared Lo how much people l oLher flrms are pald !obbased
rewards also moLlvaLe employees Lo compeLe for poslLlons hlgher up Lhe organlzaLlonal hlerarchy

!obbased rewards are crlLlclzed by man lor one Lhlng such beneflL falls Lo moLlvaLe achlevers Lo
perform beLLer !usL because an employee holds a hlgh prlced [ob he or she ls rewarded beLLer noL wlLh
sLandlng Lhe level of performance aLLalned by Lhe lndlvldual lurLher employees Lend Lo exaggeraLe
Lhelr [ob descrlpLlons and [ob speclflcaLlons Lo garner hlgher gradlng for Lhelr [ob Lhrough [ob evaluaLlon
sysLems Plgher grades confer hlgher rewards on Lhe [obs
CompeLencybased 8ewards

lncreaslngly organlzaLlons are llnklng rewards Lo compeLencles of employees CompeLencles are
reflecLed Lhrough skllls knowledge and LralLs LhaL lead Lo deslrable behavlors Lmployees are expecLed
Lo have several compeLencles and Lhese compeLencles are evaluaLed by observlng speclflc behavlor
paLLerns

Where rewards are llnked Lo compeLencles whaL emerges ls Lhe sklllbased pay ln Lhe sklll based pay
employees are pald on Lhe basls of number of [obs Lhey are capable of dlscharglng or on Lhe depLh of
Lhelr knowledge 1he purpose of Lhls sysLem ls Lo moLlvaLe employees Lo acqulre addlLlonal skllls so LhaL
Lhey become more useful Lo Lhe organlzaLlon

CompeLencybased rewards have merlLs 1hey have been pralsed for developlng a beLLerskllled and
flexlble workforce CusLomer needs are meL more qulckly Lmployees can handle any [ob wlLh fellclLy
producL or servlce quallLy Lends Lo lmprove because employees who have work experlences ln several
[obs are more llkely Lo know where problems orlglnaLe Moreover employees flnd lL easler Lo dlscover
ways Lo lmprove Lhe work process as Lhey learn more skllls and Lasks ln Lhe process 8aLher Lhan paylng
for [obs sklllbased pay rewards skllls underlylng Lhe prlnclple LhaL employees are hlred for Lhelr skllls
and noL [usL Lo hold [obs

Sklllsbased rewards however resulL ln pay dlsparlLles whlch may demoLlvaLe employees 1hey are also
expenslve

erformancebased 8ewards
1he Lrend LhaL ls emerglng recenLly ls Lo llnk pay Lo performance raLher Lhan Lo senlorlLy or
membershlp llrms ln nAmerlca Lurope and Asla are paylng Lhelr employees more for performance
Lhan ever before lor lnsLance ln a recenL survey of 210 large flrms ln 1okyo !apan 24 per cenL
awarded pay lncreases on Lhe basls of performance Lhan senlorlLy
erformancebased rewards are many buL Lhe mosL common among Lhem are

CrganlzaLlonal rewards roflL sharlng
SLock opLlons

1eam rewards Caln sharlng
Speclal bonuses

lndlvldual rewards lece raLe
Commlsslon
MerlL pay
8onuses
roflL sharlng ls an organlzaLlonal performancebased reward ln proflL sharlng
ueslgnaLed employees are allowed Lo share ln Lhe proflL earned by a company Lmployees sLock poLlon
schemes (LSCS) confer ownershlp of Lhe flrm on employees LSCS encourage employees Lo buy
shares of Lhe company and rew3ard Lhem Lhrough dlvlded and markeL appreclaLlon of Lhe shares

1eam rewards are common where flrms rely ln Leams Lo geL work done Some Leams are rewarded wlLh
speclal bonuses or glfLs lf Lhey collecLlvely achleve speclflc goals A galn sharlng plan ls a Lype of Leam
reward LhaL moLlvaLes Leam members Lo reduce cosLs and lncrease labor efflclency ln Lhelr work
process Caln sharlng plans use a predeLermlned formula and calculaLed cosL savlngs and pay bonus Lo
all Leam members 1yplcally Lhe company shaLLers Lhe cosL savlngs wlLh employees

lndlvldual rewards are qulLe common ln organlzaLlons 1he mosL common ls Lhe plece raLe whlch llnks
pay Lo Lhe unlLs produced by an employee Commlsslons are pald Lo sales people on Lhe acLual sales
shown by Lhem MerlL pay ls based on Lhe lndlvldual's performance 1hls ls gradually replaced by
reLalnable bonuses for accompllshlng speclflc Lasks or for achlevlng cerLaln goals AlLhough Lhese
bonuses are ofLen deLermlned from Leam or organlzaLlonal performance Lhey may also resulL from
saLlsfacLory compleLlon of lndlvldual goals
Are rewards parLlcularly moneLary rewards reallLy moLlvaLors? uL ln anoLher way does money
moLlvaLe employees? 1he answer ls 'yes' and 'no'
Money ls undersLood Lo be powerful moLlvaLor for more Lhan one reason ln Lhe flrsL place money ls
fundamenLal for compleLlon of Lask Work unless lL ls volunLary or play" lnvolves a conLracL beLween
Lwo parLles guaranLeed" by Lhe paymenL of money 1he employee Lakes pay as Lhe reward for hls or
her work' and Lhe employer vlews lL as Lhe prlce for uslng Lhe servlces of Lhe employee
Second as a medlum of exchange money ls Lhe vehlcle by whlch employee can buy numerous need
saLlsfylng goods and servlces Lhey deslre 1hlrd money ls one of Lhe hyglene facLors and lmprovlng
malnLenance facLors ls Lhe flrsL sLep ln efforL dlrecLed Lowards moLlvaLlon lourLh money also performs
Lhe funcLlon of a score card" by whlch employees assess Lhe value LhaL Lhe organlzaLlon place on Lhelr
servlces and by whlch employees can compare Lhelr values" Lo oLhers llfLh relnforcemenL and
expecLancy Lheorles aLLesL Lo Lhe value of money as a moLlvaLor ln Lhe former lf pay ls conLlngenL upon
performance lL wlll encourage workers Lo hlgh levels of efforL ConslsLenL wlLh Lhe expecLancy Lheory
money wlll moLlvaLe Lo Lhe exLenL LhaL lL ls seen as belng able Lo saLlsfy an lndlvldual's personal goals
and ls percelved as belng dependenL upon performance crlLerla

Lmployee
LxpecLs
ay
erformance
!ob
evaluaLed
Lmployee
Conslder equlLy of performance
pay
Lmployee seLs new expecLaLlons
Lmployee
erformance
!ob
LvaluaLed
leedback Lo employee
8ased on prevlous expecLaLlons
ay and performancerelaLlonshlp


SlxLh money acLs as puncLuaLlon ln one's llfe lL ls an aLLenLlongeLLlng and effecLproduclng mechanlsm
Money has Lherefore Lremendous lmporLance ln lnfluenclng employee behavlor SevenLh money ls
easlly vulnerable for manlpulaLlon CLher facLors llke saLlsfacLlon responslblllLy a challenglng [ob and
Lhe llke are nebulous aymenLs and Lhe plans wlLh whlch Lhey are llnked are manlpulaLable llnally
money wlll be a powerful moLlvaLor for a person who ls Lense and anxlous abouL lack of money Many
worrles and concerns are flnanclally based lL ls relaxlng Lo recelve sufflclenL money Lo clear Lhe
ouLsLandlng bllls and pasL debLs whlch have been causlng Lenslon
8uL behavloral sclenLlsLs Lhlnk oLherwlse 1hey downgrade money as a moLlvaLor 1hey prefer lnsLead
oLher Lechnlques such as challenglng [obs goals parLlclpaLlon ln declslon of behavloral sclenLlsLs Lo
money as a moLlvaLor ls undersLandable for aL leasL slx reasons llrsL money ls noL lmporLanL Lo all
people Plgh achlevers for example are lnLrlnslcally moLlvaLed Money has llLLle lmpacL on such people
Second people fall Lo see a dlrecL llnkage beLween moneLary and performance ln Lhese days of
unlonlzaLlon proLecLlve leglslaLlon senlorlLy based promoLlon and Lhe coasL of llvlng lndexaLlon pay
ralses do noL depend on performance 1hlrd for money Lo moLlvaLe Lhe dlfference ln pay lncrease
beLween a hlgh performer and an average performer musL be slgnlflcanL ln pracLlce lL rarely ls lourLh
managemenL musL have Lhe dlscreLlon Lo reward hlgh performers wlLh more money 1hls ls noL
posslble Lhanks Lo sLrong unlonlzaLlon llfLh relaLlonshlps among employees are ofLen rupLured
because of Lhe scramble for moneLary rewards llnally flnanclal lncenLlves dlscourage rlskLaklng
propenslLy of people Whenever people are encouraged Lo Lhlnk abouL whaL Lhey wlll geL for performlng
a Lask Lhey become less lncllned Lo Lake rlsk or explore posslblllLles
1he concluslon ls LhaL money can moLlvaLe some people under some condlLlons uL lL anoLher way
money cannoL moLlvaLe all people under all clrcumsLances SLudles Loo aLLesL Lo Lhe same asserLlon
MoLlvaLlng Lmployees wlLhouL Money
1he employees who work for your company are naLurally moLlvaLed All you need Lo do ls Lo uLlllze Lhelr
naLural ablllLy whlch you can do wlLhouL spendlng a Llme 1haLs rlghL! no money ln facL money can
acLually decrease an employees moLlvaLlon and performance 1he flrsL sLep ln uLlllzlng your employees
naLural ablllLles ls Lo ellmlnaLe your organlzaLlons negaLlve pracLlces LhaL zap away Lhelr naLural
moLlvaLlon 1he second sLep your organlzaLlon can Lake ls Lo develop Lrue moLlvaLors whlch can spark all
your employees lnLo belng moLlvaLed 8y decreaslng negaLlve zapplng demoLlvaLors and by addlng Lrue
moLlvaLors you wlll Lap lnLo your employees naLural moLlvaLlon ?our employees naLural moLlvaLlon
relles on Lhe facL LhaL all people have human deslres for afflllaLlon achlevemenL and for conLrol and
power over Lhelr work ln addlLlon Lhey have deslres for ownershlp compeLence recognlLlon and
meanlng ln Lhelr work 1he followlng ls a llsL of Len moLlvaLlon zapplng organlzaLlonal behavlors LhaL wlll
demoLlvaLe your employees
CreaLe an aLmosphere full of company pollLlcs
uevelop unclear expecLaLlons regardlng your employees performance
CreaLe a loL of unnecessary rules for employees Lo follow
lan unproducLlve meeLlngs for employees Lo aLLend
romoLe lnLernal compeLlLlon beLween employees
WlLhhold lnformaLlon crlLlcal for employees Lo perform Lhelr work
rovlde crlLlclsm lnsLead of consLrucLlve feedback
1oleraLe poor performance so your hlgh performlng employees feel Laken advanLage of
1reaL employees unfalrly
underuLlllze Lhe capablllLy of your employees

1he followlng are examples of Lrue moLlvaLors LhaL wlll help your employees Lap lnLo Lhelr naLural ablllLy
Lo be moLlvaLed 8emember lmplemenL Lhese Lrue moLlvaLors wlLhouL spendlng money lnsLead of
focuslng on money focus on how you can make some changes wlLhln your organlzaLlon

lf your employees do rouLlne work add some fun and varleLy Lo Lhelr rouLlne
rovlde employees wlLh lnpuL and cholce ln how Lhey do Lhelr work
Lncourage responslblllLy and leadershlp opporLunlLles wlLhln your company
romoLe soclal lnLeracLlon and Leamwork beLween employees
1oleraLe learnlng errors by avoldlng harsh crlLlclsm
romoLe [ob ownershlp
uevelop goals and challenges for all employees
rovlde loLs of encouragemenL
Make appreclaLlon parL of your reperLolre
uevelop measuremenL LhaL shows performance lncrease
8y ellmlnaLlng demoLlvaLors and addlng ln no cosL moLlvaLors you are Lapplng lnLo your employees
naLural human deslres Lo perform aL Lhelr maxlmum level of moLlvaLlon and producLlvlLy 1he followlng
are Lhe human deslres LhaL you are Lapplng lnLo
ueslre for acLlvlLy
ueslre for ownershlp
ueslre for power
ueslre for afflllaLlon
ueslre for compeLence
ueslre for achlevemenL
ueslre for recognlLlon
ueslre for meanlng
1haLs lL! 8emember donL work Lo change one lndlvldual aL a Llme Work Lo change your organlzaLlon
Lo decrease Lhe demoLlvaLors and Lhereby lncrease your employees' naLural ablllLy Lo self moLlvaLes
Lhemselves
Lmployee moLlvaLlon
rlnclples of lmprovlng employee moLlvaLlon and empowermenL
Lmployee moLlvaLlon quesLlonnalres or surveys
SLaff surveys are usually very helpful ln esLabllshlng wheLher sLaff ln your company ls moLlvaLed and
Lherefore performlng Lo besL effecL Aslde from Lhe lnformaLlon LhaL quesLlonnalres reveal Lhe process
of lnvolvlng and consulLlng wlLh sLaff ls hugely beneflclal and moLlvaLlonal ln lLs own rlghL (see Lhe
PawLhorne LffecL) WhllsL your survey wlll be unlque Lo your company your sLaff lssues your lndusLry
and culLure some useful generlc guldellnes apply Lo mosL slLuaLlons AlLhough noL exhausLlve Lhe
followlng Len polnLs may help you cover Lhe relevanL sub[ecL areas and help Lowards esLabllshlng facLs
raLher Lhan maklng assumpLlons abouL moLlvaLlon when deslgnlng your own quesLlonnalres on
employee moLlvaLlon

1en Llps for quesLlonnalres on employee moLlvaLlon
1 WhaL ls Lhe prlmary alm of your company?
?our employees may be more moLlvaLed lf Lhey undersLand Lhe prlmary alm of your buslness Ask
quesLlons Lo esLabllsh how clear Lhey are abouL your companys prlnclples prlorlLles and mlsslon
2 WhaL obsLacles sLop employees performlng Lo besL effecL?
CuesLlonnalres on employee moLlvaLlon should lnclude quesLlons abouL whaL employees are LoleraLlng
ln Lhelr work and home llves 1he company can ellmlnaLe pracLlces LhaL zap moLlvaLlon
3 WhaL really moLlvaLes your sLaff?
lL ls ofLen assumed LhaL all people are moLlvaLed by Lhe same Lhlngs AcLually we are moLlvaLed by a
whole range of facLors lnclude quesLlons Lo ellclL whaL really moLlvaLes employees lncludlng learnlng
abouL Lhelr values Are Lhey moLlvaLed by flnanclal rewards sLaLus pralse and acknowledgmenL
compeLlLlon [ob securlLy publlc recognlLlon fear perfecLlonlsm resulLs
4 uo employees feel empowered?
uo your employees feel Lhey have [ob descrlpLlons LhaL glve Lhem some auLonomy and allow Lhem Lo
flnd Lhelr own soluLlons or are Lhey glven a llsL of Lasks Lo perform and slmply Lold whaL Lo do?
3 Are Lhere any recenL changes ln Lhe company LhaL mlghL have affecLed moLlvaLlon?
lf your company has made redundancles lmposed a recrulLmenL freeze or losL a number of key people
Lhls wlll have an effecL on moLlvaLlon CollecL lnformaLlon from employees abouL Lhelr fears LhoughLs
and concerns relaLlng Lo Lhese evenLs Lven lf Lhey are unfounded LreaL Lhem wlLh respecL and honesLy
6 WhaL are Lhe paLLerns of moLlvaLlon ln your company?
Who ls mosL moLlvaLed and why? WhaL lessons can you learn from paLches of hlgh and low moLlvaLlon
ln your company?
7 Are employee goals and company goals allgned?
llrsL Lhe company needs Lo esLabllsh how lL wanLs lndlvlduals Lo spend Lhelr Llme based on whaL ls mosL
valuable Secondly Lhls needs Lo be compared wlLh how lndlvlduals acLually spend Lhelr Llme ?ou may
flnd employees are hlghly moLlvaLed buL abouL Lhe wrong prlorlLles
8 Pow do employees feel abouL Lhe company?
uo Lhey feel safe loyal valued and Laken care of? Cr do Lhey feel Laken advanLage of dlspensable and
lnvlslble? Ask Lhem whaL would lmprove Lhelr loyalLy and commlLmenL
9 Pow lnvolved are employees ln company developmenL?
uo Lhey feel llsLened Lo and heard? Are Lhey consulLed? And lf Lhey are consulLed are Lhelr oplnlons
Laken serlously? Are Lhere regular opporLunlLles for Lhem Lo glve feedback?
10 ls Lhe companys lnLernal lmage conslsLenL wlLh lLs exLernal one?
?our company may presenL lLself Lo Lhe world as Lhe carlng alrllne Lhe forward Lhlnklng Lechnology
company or Lhe famlly hoLel chaln ?our employees would have been lnfluenced and Lhelr
expecLaLlons seL Lo Lhls lmage when Lhey [olned your company lf you do noL mlrror Lhls lmage wlLhln
your company ln Lhe way you LreaL employees you may noLlce moLlvaLlon problems llnd ouL whaL Lhe
dlsparlLy ls beLween Lhe employees lmage of Lhe company from Lhe ouLslde and from Lhe lnslde
LMCWL8MLn1
LmpowermenL ls one of concepLs dlscussed much ln P8M LmpowermenL ls whaL young [ob asplranLs
are looklng for ln organlzaLlons More Lhan moneLary rewards lL ls Lhe feellng LhaL employee 'owns' Lhe
[ob LhaL moLlvaLes hlm or her nowadays LmpowermenL may be undersLood as ''a process of enhanclng
feellngs of self efflcacy among organlzaLlonal members Lhrough Lhe ldenLlflcaLlon of condlLlons LhaL
fosLer powerlessness and Lhrough Lhelr removal by boLh formal organlzaLlonal pracLlces and lnformal
Lechnlques of provldlng efflcacy lnformaLlon Lmpower employees are energeLlc and passlonaLe 1hey
asplre Lo do beLLer [ob because Lhey geL personally rewarded for dolng [ob

LmpowermenL conslsL flve sLages 1he flrsL sLage lnvolves ldenLlfylng 1he condlLlons exlsLlng ln Lhe
organlzaLlons LhaL lead Lo feellngs of powerlessness on Lhe parL of organlzaLlonal members 1hese
condlLlons manlfesL Lhrough poor communlcaLlon cenLrallzed resources and auLhorlLarlan sLyles of
leadershlp low lncenLlve value rewards low Lask varleLy and unreallsLlc performance goals

ulagnosls belng compleLed as suggesLed above Lhe nexL sLage ls Lo lnLroduce empowermenL sLraLegles
and Lechnlques use of parLlclpaLlve managemenL lmplemenLlng merlLay sysLems and [ob enrlchmenL
are example of posslble empowermenL pracLlces

1he use of Lhe programmes (sLaLed above) ls deslgned Lo accompllsh Lwo ob[ecLlves ln Lhe Lhlrd sLage
Cne ls slmply Lo remove Lhe condlLlons ldenLlfled ln Lhe flrsL sLage as conLrlbuLlng Lo powerlessness 1he
second and more lmporLanL ls Lo provlde selfefflcacy lnformaLlon Lo subordlnaLe Selfefflcacy
descrlbes a bellef ln one's effecLlveness lndlvlduals hlgh ln selfefflcacy lnformaLlon Lo subordlnaLes
Selfefflcacy descrlbes a bellef ln one's effecLlveness lndlvlduals hlgh ln selfefflcacy Lend Lo be
confldenL and selfassured and feel Lhey are llkely Lo be successful ln whaLever Lndeavour's Lhey
underLake

8ecelvlng such lnformaLlon resulL ln feellng of empowermenL ln Lhe fourLh sLage 1hls ls because
lncreaslng selfefflcacy sLralghLens efforL performance expecLancles llnally Lhe enhanced
empowermenL feellngs from sLage four are LranslaLed lnLo performance ln Lhe flfLh and flnal sLage
1hese behavloral consequences of empowermenL lnclude lncreased acLlvlLy dlrecLed Lowards Lask
accompllshmenL

ldenLlfylng condlLlons of
Cf powerlessness



lmplemenL empowermenL sLraLegles Lechnlques



8emove condlLlon of powerlessness provlde selfefflcacy lnformaLlon



leellng of empowermenL generaLed




LmpowermenL resulL ln performance

LmpowermenL ls faclllLaLed by a comblnaLlon of facLors lncludlng values leadershlp [ob sLrucLure and
reward sysLems
LmpowermenL occurs when power of declslon maklng and auLhorlLy Lo share resources go Lo
employees who Lhen experlences a sense of ownershlp and conLrol over [obs Lmpowered employees
know LhaL know LhaL Lhelr [obs belong Lo Lhem Clven a say on how Lhlngs are done employees feel
more responslble When Lhey feel responslble Lhey show more lnlLlaLlve ln Lhelr work geL more done
and en[oy Lhe work more
LmpowermenL demands Leam formaLlon 1eams Lhus formed are called selfdlrecLed or slmply
empowered Leams Wlpro CorporaLlon has nearly 30 such Leams and 1lLan A88 1aLa lnformaLlon
SysLems Loo have Lhelr own empowered Leams 1he 60000 Lones per annum polyesLer fllamenL yarn
planL of 8ellance aL Pazlra wenL on sLream wlLhln 14 monLhs malnly because lLs Lechnlcal Leams were
empowered Lo make crlLlcal declslons aL Lhe workslLe
lnformaLlon sharlng ls anoLher bulldlng block of empowermenL Lmployees need Lo be lnformed abouL
Lhe buslness and demonsLraLe how Lhelr work flLs ln Cne of Lhe mosL lmporLanL measures of [ob
saLlsfacLlon ls wheLher employees flnd meanlng ln Lhelr worklf Lhey know whaL Lhey are worklng
Lowards and undersLand how Lhelr work affecLs oLher employees and Lhe organlzaLlon as a whole

1he followlng Llps may be useful ln empowerlng employees

1uelegaLe responslblllLy and along wlLh lL auLhorlLy role wlLh LhaL of 'parLner' role
2Pave Lolerance for mlsLakes commlLLed by subordlnaLes uemonsLraLe Lhls Lolerance Lhrough deeds
and words
3Share lnformaLlon wlLh subordlnaLes Lmpowered employees need sufflclenL lnformaLlon Lo geL full
perspecLlve
4Allow Leams Lo form 1eams are Lhe besL vehlcles Lo empowermenL
3erformance feedback ls always lmporLanL lL ls parLlcularly lmporLanL for newly empowered
employees leedback enhances learnlng and can provlde needed assurance LhaL Lhe [ob ls belng
masLered

LmpowermenL needs Lo be lmplemenLed wlLh cauLlon Where employees suffer from lnflaLed egos and
are hlghly selfcenLered empowermenL does noL work Many employees enLerLaln Lhe feellng LhaL Lhey
are sub[ecLed Lo be led and noL Lo led LmpowermenL has no appeal Lo such subordlnaLes When
employees look for secured buL noL challenglng [obs empowermenL sounds hollow
Lmployee moLlvaLlon prlnclples a shorL case sLudy sound famlllar?
When Mlchael sLarLed hls own consulLancy he employed Lop people people hed worked wlLh ln Lhe
pasL who had shown commlLmenL flalr and loyalLy and who seemed Lo share hls values 8uL a few
monLhs down Lhe llne one of hls Leam members sLarLed Lo sLruggle !o was puLLlng ln Lhe hours buL
wlLhouL enLhuslasm Per confldence was dropplng she was unfocused and noL brlnglng ln enough new
buslness
Mlchael explalned Lo !o Lhe serlousness of Lhe slLuaLlon WlLhouL new buslness he would lose Lhe
company and LhaL would mean her [ob Pe showed her Lhe books Lo lllusLraLe hls polnL Pe agaln ran
Lhrough her [ob descrlpLlon and Lhe procedures she was expecLed Lo follow Pe Lold her LhaL he was
sure she was up Lo Lhe [ob buL he really needed her Lo brlng ln Lhe new buslness or Lhey would all be ouL
on Lhelr ear
!o Lold Mlchael LhaL she undersLood She was dolng her besL buL shed Lry harder
8uL a monLh laLer noLhlng had changed AfLer an lnlLlal bursL of energy !o was back Lo her old ways
no maLLer how experlenced a leader you are chances are aL Llmes you have sLruggled Lo moLlvaLe
cerLaln lndlvlduals ?ouve Lrled every Lrlck ln Lhe book ?ouve saL down oneLoone wlLh Lhe lndlvldual
concerned and explalned Lhe slLuaLlon ?ouve ouLllned Lhe blg vlslon agaln ln Lhe hope of lnsplrlng
Lhem ?ouve glven Lhem Lhe boLLom llne LlLher you pull your flnger ouL or your [ob ls on Lhe llne
?ouve dangled a carroL ln fronL of Lhem lf you make your LargeLs youll geL a greaL bonus And
someLlmes lL works 8uL noL every Llme And Lhere have been casualLles ulLlmaLely lf someone canL geL
Lhe [ob done Lhey have Lo go
1he granddaddy of moLlvaLlon Lheory lrederlck Perzberg called LradlLlonal moLlvaLlon sLraLegles kl1A
(someLhlng slmllar Lo klck ln 1he anLs) Pe used Lhe analogy of a dog When Lhe masLer wanLs hls dog
Lo move he elLher glves lL a nudge from behlnd ln whlch case Lhe dog moves because lL doesnL have
much cholce or he offers lL a LreaL as an lnducemenL ln whlch case lL ls noL so much moLlvaLed by
wanLlng Lo move as by wanLlng choc drops! kl1A does Lhe [ob (Lhough arguably noL susLalnable) buL lLs
hard work lL means every Llme you wanL Lhe dog Lo move you have Lo klck lL (meLaphorlcally)
WouldnL lL be beLLer lf Lhe dog wanLed Lo move by lLself?
1ransferrlng Lhls prlnclple back ln Lo Lhe workplace mosL moLlvaLlon sLraLegles are push or pull based
1hey are abouL keeplng people movlng elLher wlLh a klck from behlnd (LhreaLs fear Lough LargeLs
compllcaLed sysLems Lo check people follow a procedure) or by offerlng choc drops (bonuses grand
presenLaLlons of Lhe vlslon conferences campalgns lnlLlaLlves eLc)

10 managemenL moLlvaLlon examples Lo lllusLraLe LhaL Lhere are beLLer ways Lo moLlvaLe employees
8lalre almers experlence has enabled her Lo work wlLh a wlde range of lndlvlduals and groups from a
varleLy of backgrounds Some of Lhese people are hlghly moLlvaLed Lhemselves buL sLruggle Lo exLend
Lhls sLaLe of mlnd Lo Lhe people Lhey manage CLher people are aL Lhe recelvlng end of kl1A moLlvaLlon
sLraLegles LhaL (obvlously) arenL worklng on Lhem 1hese people know Lhey should be more engaged
wlLh Lhelr work SomeLlmes Lhey fake lL for a few monLhs buL lLs noL susLalnable ln Lhls paper 8lalre
ldenLlfles some common assumpLlons abouL moLlvaLlon and presenLs some new paradlgms LhaL can
help moLlvaLe more effecLlvely
8y addlng Lhese coachlng Lools and moLlvaLlon prlnclples Lo your capablllLles you should flnd Lhe [ob of
leadlng Lhose around you and/or helplng oLhers Lo do Lhe same more of a [oyful and rewardlng acLlvlLy
lnsLead of spendlng all your Llme and energy pushlng and ca[ollng (ln Lhe bellef LhaL your peoples
moLlvaLlon musL come from you) you wlll be able Lo focus on leadlng your Leam and enabllng Lhem Lo
achleve Lhelr full poLenLlal Lhemselves
ulLlmaLely moLlvaLlon musL come from wlLhln each person no leader ls ever Lhe slngle and conLlnulng
source of moLlvaLlon for a person Whlle Lhe leaders encouragemenL supporL lnsplraLlon and example
wlll aL Llmes moLlvaLe followers Lhe leaders greaLesL role ln moLlvaLlng ls Lo recognlze people for who
Lhey are and Lo help Lhem flnd Lhelr own way forward by maklng besL use of Lhelr own sLrengLhs and
ablllLles ln Lhls way achlevemenL developmenL and recognlLlon wlll all come qulLe naLurally Lo Lhe
person and lL ls Lhese Lhlngs whlch are Lhe Lrue fuels of personal moLlvaLlon
8y necesslLy Lhese case sLudles lnlLlally lnclude some negaLlve references and examples whlch l would
urge you Lo see for whaL Lhey are Pow noL Lo do Lhlngs and negaLlve references donL normally
represenL a greaL plaLform for learnlng and developmenL
ln llfe lLs so lmporLanL always Lo Lry Lo accenLuaLe Lhe poslLlve Lo encourage poslLlve vlsuallsaLlon so
see Lhe negaLlves for whaL Lhey are sllly dafL old ways LhaL fall and focus on Lhe Lhe poslLlves ln each of
Lhese examples 1here are very many
MoLlvaLlon example 1 everyone ls llke me
Cne of Lhe mosL common assumpLlons we make ls LhaL Lhe lndlvlduals who work for us are moLlvaLed
by Lhe same facLors as us erhaps you are moLlvaLed by loyalLy Lo Lhe company en[oylng a challenge
provlng yourself Lo oLhers or maklng money Cne greaL plLfall ls Lo Lry Lo moLlvaLe oLhers by focuslng on
whaL moLlvaLes you
Marle a dlrecLor ln her company was belng coached She was a perfecLlonlsL Lvery day she pushed
herself Lo succeed and was rewarded wlLh recognlLlon from her peers 8uL she was unable Lo geL Lhe
same sLandard of work from her Leam members ln Lhe flrsL few weeks of her coachlng she would say
lf only people reallzed how lmporLanL lL was Lo puL ln 110 and how good lL felL Lo geL Lhe
acknowledgmenL Lhen Lhey would sLarL Lo feel more moLlvaLed
8uL lL wasnL worklng lnsLead people were sLarLlng Lo become resenLful Lowards Marles approach
AcknowledgmenL was a prlme moLlvaLor for Marle so Lo help her conslder some oLher opLlons she was
helped Lo bralnsLorm whaL else mlghL moLlvaLe people ln Lhelr work Marles llsL grew learnlng new
skllls accompllshlng a goal as parL of a Leam creaLlvlLy achlevlng workllfe balance flnanclal
rewards and Lhe adrenallne rush of worklng Lo LlghL deadllnes Marle began Lo see LhaL perhaps her
Leam were lndeed moLlvaLed lL was slmply LhaL Lhe Leam members were moLlvaLed ln a dlfferenL ways
Lo her own
lf Lhe leader can Lap lnLo and supporL Lhe Leam members own moLlvaLlons Lhen Lhe leader beglns Lo
help people Lo reallze Lhelr full poLenLlal
MoLlvaLlon example 2 noone ls llke me
Slnce Lhe 1980s research has shown LhaL alLhough we know LhaL we are moLlvaLed by meanlngful and
saLlsfylng work (whlch ls supporLed by Perzbergs Llmeless Lheory on Lhe sub[ecL and vlrLually all
senslble research ever slnce) we assume oLhers are moLlvaLed malnly by flnanclal rewards Chlp PeaLh
assoclaLe professor aL SLanford unlverslLy carrled ouL research LhaL found mosL people belleve LhaL
oLhers are moLlvaLed by exLrlnslc rewards such as pay or [ob securlLy raLher Lhan lnLrlnslc moLlvaLors
llke a deslre Lo learn new skllls or Lo conLrlbuLe Lo an organlzaLlon
numerous surveys show LhaL mosL people are moLlvaLed by lnLrlnslc facLors and ln Lhls respecL we are
mosLly all Lhe same
uesplLe Lhls whlle many leaders recognlze LhaL Lhelr own moLlvaLlon ls drlven by facLors LhaL have
noLhlng Lo do wlLh money Lhey make Lhe mlsLake of assumlng LhaL Lhelr people are somehow dlfferenL
and LhaL money ls cenLral Lo Lhelr moLlvaLlon
lf leaders assume LhaL Lhelr Leam members only care abouL Lhelr pay packeL or Lhelr car or Lhelr
monLhly bonus Lhls lnevlLably produces a faulLy and unsusLalnable moLlvaLlonal approach
Leaders musL recognlze LhaL people are dlfferenL only ln so far as Lhe dlfferenL parLlcular lnLrlnslc
facLor(s) whlch moLlvaLe each person buL ln so far as we are all moLlvaLed by lnLrlnslc facLors we are
all Lhe same


MoLlvaLlon example 3 people donL llsLen Lo me
When some people Lalk nearly everyone llsLens cerLaln pollLlclans buslness leaders enLerLalners
people we regard as hlgh achlevers ?ou probably know people a llLLle llke Lhls Loo ?ou may noL agree
wlLh whaL Lhey say buL Lhey have a presence a Lone of volce and a confldence LhaL ls unmlsLakable
lundamenLally Lhese people are greaL salespeople 1hey can make an unmlLlgaLed dlsasLer sound llke
an unquallfled vlcLory 8uL do you need Lo be llke Lhls Lo moLlvaLe and lead?
CerLalnly noL Many people make Lhe mlsLake of Lhlnklng LhaL Lhe only people who can lead oLhers Lo
success and achleve Lrue excellence and are Lhe hlghproflle charlsmaLlc alphamale/female Lypes
1hls ls noL Lrue
!ames was a relaLlvely successful salesman buL he was never aL Lhe Lop of hls Leams league Lable ln
coachlng sesslons he would wonder wheLher he would ever be as good as hls more flamboyanL and
aggresslve colleagues !ames saw hlmself as a senslLlve person and was concerned LhaL he was Loo
senslLlve for Lhe [ob
!ames was encouraged Lo look aL how he could use hls senslLlvlLy Lo make more sales and beaL hls
LeammaLes Pe reworked hls sales plLch and lnsLead of focuslng hls approach on Lhe producL he based
hls lnlLlal approach on bulldlng rapporL and asklng quesLlons Pe made no aLLempL Lo sell lnsLead he
llsLened Lo Lhe challenges faclng Lhe people he called and asked Lhem whaL klnd of soluLlon Lhey were
looklng for When he had earned Lhelr LrusL and esLabllshed whaL Lhey needed he would Lhen descrlbe
hls producL A characLer llke !ames ls also Lyplcally able Lo esLabllsh hlghly rellable and dependable
processes for selfmanagemenL and for organlzlng acLlvlLles and resources all of whlch are aLLrlbuLes
LhaL are exLremely useful and valued ln modern buslness When he began Lo work accordlng Lo hls
naLural sLrengLhs hls sales flgures wenL Lhrough Lhe roof
Lach of us has quallLles LhaL can be adapLed Lo a leadershlp role and/or Lo achleve greaL success lnsLead
of acLlng Lhe way we Lhlnk oLhers expecL us Lo we are more llkely Lo geL oLhers behlnd us and Lo
succeed lf we Lap ln Lo our naLural auLhenLlc sLyle of leadershlp and maklng Lhlngs happen 1he leader
has a responslblllLy Lo faclllLaLe Lhls process
MoLlvaLlon example 4 some people canL be moLlvaLed
Whlle lLs Lrue LhaL noL everyone has Lhe same moLlvaLlonal Lrlggers as already shown Lhe bellef LhaL
some people cannoL be moLlvaLed ls whaL can lead Lo Lhe unedlfylng pepLalk and sack Lhem cycle
favored by many x1heory managers 1yplcally managers use convenLlonal meLhods Lo lnsplre Lhelr
Leams remlndlng Lhem LhaL Lhey are all ln Lhls LogeLher or LhaL Lhey are worklng for Lhe greaLer good
or LhaL Lhe managemenL has compleLe falLh ln you buL when all Lhls falls Lo make an lmpacL Lhe
manager slmply slghs and hands Lhe Lroublesome employee Lhe LermlnaLlon leLLer
1he reallLy ls LhaL moLlvaLlng some lndlvlduals does lnvolve an lnvesLmenL of Llme
When hls manager lefL Lhe company 8ob was asked by Lhe slLe dlrecLor lrank Lo Lake over some exLra
responslblllLy As well as admlnlsLraLlve work he would be more lnvolved ln people managemenL and
reporL dlrecLly Lo lrank lrank saw Lhls as a promoLlon for 8ob and assumed LhaL he would be flaLLered
and Lake Lo hls new role wlLh gusLo lnsLead 8ob dld llLLle buL complaln Pe felL he had Loo much Lo do
he dldnL LrusL Lhe new admlnlsLraLor broughL ln Lo llghLen hls workload and he felL resenLful LhaL hls
exLra responslblllLy hadnL come wlLh exLra pay lrank was a good manager and Lold 8ob LhaL he slmply
had Lo be a llLLle more organlzed and LhaL he (lrank) had compleLe bellef ln 8ob Lo be able Lo handle
Lhls new challenge 8uL 8ob remalned sullen
So lrank Look a dlfferenL approach Pe Lrled Lo see Lhe slLuaLlon from 8obs polnL of vlew 8ob en[oyed
hls soclal llfe buL was no longer able Lo leave Lhe offlce aL 3pm 8ob was dedlcaLed Lo dolng a good [ob
buL was noL parLlcularly amblLlous so promoLlon meanL llLLle Lo hlm 8ob was also expecLed Lo work
more closely now wlLh a colleague wlLh whom he clashed 1hen lrank looked aL how 8ob mlghL percelve
hlm as hls boss Pe reallzed 8ob probably LhoughL lranks handsoff managemenL sLyle meanL he dldnL
care 1o 8ob lL mlghL look as lf lrank Look no dlrecL lnLeresL excepL when he found faulL llnally lrank
looked aL Lhe slLuaLlon 8ob was ln Lo see lf Lhere was anyLhlng brlnglng ouL Lhe worsL ln hlm Pe reallzed
Lwo weeks of every monLh were effecLlvely downLlme for 8ob followed by Lwo weeks where he was
overloaded wlLh work Pavlng seL aslde hls assumpLlons abouL 8ob and armed wlLh a more compleLe
plcLure from 8obs polnL of vlew lrank arranged for Lhe Lwo of Lhem Lo meeL Lo dlscuss a way forward
now Lhe Lwo were able Lo look aL Lhe real slLuaLlon and Lo flnd a workable way forward
Whlle Lhere ls no guaranLee LhaL Lhls approach wlll always work seeklng Lo undersLand as SLephen
Coveys Seven PablLs of Plghly LffecLlve eople puLs lL ls generally a beLLer flrsL sLep Lhan seeklng Lo
be undersLood
lLs easler Lo help someone when you see Lhlngs from Lhelr polnL of vlew
MoLlvaLlon example 3 buL l am llsLenlng
We are always Lold how valuable llsLenlng ls as a leadershlp Lool and encouraged Lo do more of lL So
when we remember we llsLen really hard Lrylng Lo caLch every deLall of whaL ls belng sald and maybe
follow up wlLh a quesLlon Lo show LhaL we caughL everyLhlng 1hls ls cerLalnly lmporLanL Checklng your
emall Lhlnklng abouL lasL nlghLs blg game and plannlng your weekend cerLalnly sLop you from hearlng
whaL ls belng sald
8uL Lhere ls anoLher lmporLanL aspecL Lo llsLenlng and LhaL ls LlsLenlng wlLhouL !udgmenL
CfLen when an employee Lells us why Lhey are lacklng moLlvaLlon we are busy lnLernally maklng noLes
abouL whaL ls wrong wlLh whaL Lhey are saylng 1hls ls pre[udglng lL ls noL llsLenlng properly
8eally llsLenlng properly means shuLLlng off Lhe volce ln your head LhaL ls already plannlng your counLer
argumenL so LhaL you can acLually hear undersLand and lnLerpreL whaL you are belng Lold See Lhe
prlnclples of empaLhy
1hls ls noL Lo say LhaL Lhe employee ls always rlghL buL only when you can really undersLand Lhe oLher
persons percepLlon of Lhe slLuaLlon are you be able Lo help Lhem develop a sLraLegy LhaL works for
Lhem
LlsLenlng ls abouL undersLandlng how Lhe oLher person feels beyond merely Lhe words LhaL Lhey say
MoLlvaLlon example 6 lf Lhey leave lve falled
WhaL happens lf aL Lhelr meeLlng 8ob admlLs Lo lrank LhaL he doesnL see hls fuLure wlLh LhaL
company?
WhaL lf he says Lhe maln reason he ls demoLlvaLed ls LhaL he lsnL really sulLed Lo Lhe company culLure
and would be happler elsewhere? Pas lrank falled?
noL necessarlly lLs becomlng more wldely accepLed LhaL Lhe rlghL and susLalnable approach ls Lo help
lndlvldual employees Lo Lap ln Lo Lhelr Lrue moLlvaLors and undersLand Lhelr core values kaLherlne
8enzlgers meLhodologles are rooLed ln Lhls phllosophy Lmployees who falslfy Lype (le behave
unnaLurally ln order Lo saLlsfy exLernal raLher Lhan lnLernal moLlves and drlvers) are unhappy sLressed
and are unable Lo susLaln good performance
LfforL should be focused on helplng people Lo allgn company goals wlLh lndlvldual asplraLlons Look aL
Adams LqulLy 1heory Lo help undersLand Lhe complexlLy of personal moLlvaLlon and goals allgnmenL
MoLlvaLlon and goals cannoL be lmposed from ouLslde by a boss moLlvaLlon and goals musL be
deLermlned from wlLhln Lhe person mlndful of lnLernal needs and exLernal opporLunlLles and rewards
SomeLlmes Lhe person and Lhe company are slmply unsulLed ln a dlfferenL culLure lndusLry role or
Leam LhaL lndlvldual would be energlzed and dedlcaLed whereas ln Lhe presenL envlronmenL Lhe same
person doesnL flL
SomeLlmes success doesnL look Lhe way we expecL lL Lo A successful ouLcome for an lndlvldual and for
a company may be LhaL a demoLlvaLed person havlng ldenLlfled whaL sorL of work and envlronmenL
would sulL Lhem beLLer leaves Lo flnd Lhelr ldeal [ob elsewhere
?ou succeed as a leader by helplng and enabllng people Lo reach Lhelr poLenLlal and Lo achleve
fulflllmenL lf Lhelr needs and ablllLles could be of far greaLer value elsewhere leL Lhem go donL force
Lhem Lo sLay ouL of loyalLy Pelplng Lhem ldenLlfy and flnd a more flLLlng role elsewhere noL only
beneflLs you and Lhem lL also enables you Lo flnd a replacemenL who ls really sulLed and dedlcaLed Lo
Lhe [ob
1rue leaders care abouL Lhe oLher persons lnLeresLs noL [usL your own lnLeresLs and Lhe lnLeresLs of
your organlzaLlon
MoLlvaLlon example 7 Lhe same facLors LhaL demoLlvaLe moLlvaLe
When asked whaL broughL abouL lack of moLlvaLlon aL work Lhe ma[orlLy of people ln research carrled
ouL by Perzberg blamed hyglene facLors such as worklng condlLlons salary and company pollcy When
asked whaL moLlvaLed Lhem Lhey gave answers such as Lhe sense of achlevemenL recognlLlon Lhe
opporLunlLy Lo grow and advance and greaLer responslblllLy
Perzbergs flndlngs abouL human moLlvaLlon have been LesLed and proven Llme and galn Pls Lheory
and oLhers llke lL Lells us LhaL Lhe facLors LhaL demoLlvaLe do noL necessarlly moLlvaLe when reversed
1he convenLlonal soluLlon Lo dlssaLlsfacLlon over pay levels would be Lo lncrease pay ln Lhe bellef LhaL
people would Lhen work harder and be more moLlvaLed Powever Lhls research shows LhaL whllsL
lncreaslng wages lmprovlng [ob securlLy and poslLlve worklng relaLlonshlps have a marglnal lmpacL Lhe
maln facLors LhaL characLerlzed exLreme saLlsfacLlon aL work are achlevemenL recognlLlon lnLeresLlng
work responslblllLy advancemenL and growLh
So lL follows LhaL leaders who focus on Lhese aspecLs peoples Lrue moLlvaLlonal needs and values are
Lhe Lrue leaders
Pelp people Lo enrlch Lhelr work and you wlll Lruly moLlvaLe
moLlvaLlon example 8 people wlll rlse Lo Lough challenges
Many managers hope Lo moLlvaLe by seLLlng Lhelr people challenglng LargeLs 1hey belleve LhaL ralslng
Lhe bar hlgher and hlgher ls whaL moLlvaLes
1racey was an effecLlve and consclenLlous accounL manager Per boss hablLually seL her lncreaslngly
Lough ob[ecLlves whlch 1racey generally achleved Powever ln achlevlng her LargeLs lasL monLh 1racey
worked several elghLeenhour days Lraveled exLenslvely overseas and had noL had a slngle weekend
break SomeLlmes 1racey would menLlon Lo her boss LhaL Lhe efforL was Laklng lLs Loll on her healLh and
happlness
When 1racey handed ln her laLesL monLhly reporL her boss sald ?ou see? lLs worLh all Lhe hard work
So donL complaln abouL lL agaln
Per bosss bellef was LhaL 1racey would geL a sense of saLlsfacLlon from compleLlng an almosL lmposslble
workload Pe was relylng on her sense of duLy whlch she had ln buckeLloads Lo geL Lhe [ob done
8uL Lhls ls Lhe kl1A sLyle of moLlvaLlon lL doesnL really acknowledge a dedlcaLlon Lo Lhe [ob or a sense
of prlde lLs leverage or moLlvaLlon ls slmply a lack of cholce
!ob enlargemenL ls dlfferenL Lo !ob enhancemenL Perzbergs research shows LhaL lmprovlng Lhe
meanlngfulness of a [ob (see also moLlvaLlon example 7) has Lhe moLlvaLlonal lmpacL noL slmply
lncreaslng Lhe amounL of pressure or volume of Lhe Lasks
AchlevemenL for achlevemenLs sake ls no basls for moLlvaLlon a persons quallLy of llfe musL beneflL
Loo
MoLlvaLlon example 9 l Lrled lL and lL dldnL work
When you Lry new Lhlngs new moLlvaLlonal ldeas especlally whlch affecL relaLlonshlps and feellngs lL
ls normal for Lhlngs lnlLlally Lo geL a llLLle worse Change can be a llLLle unseLLllng aL flrsL 8uL keep Lhe
falLh
eople are naLurally skepLlcal of unconvenLlonal moLlvaLlonal approaches 1hey may wonder why you
have suddenly Laken such an lnLeresL ln Lhem 1hey may feel you are glvlng Lhem Loo much
responslblllLy or be concerned LhaL changes ln Lhe way Lhey work may lead Lo [ob losses Perzbergs
research ls among oLher evldence and modern experlence LhaL afLer an lnlLlal drop ln performance
people qulckly ad[usL and respond Lo more progresslve managemenL and moLlvaLlonal aLLlLudes
SupporLlng and coachlng people Lhrough Lhls sLage of early doubL ls vlLal
Lncourage and help people Lo grow and develop and performance lmprovemenL ls lnevlLable
MoLlvaLlon example 10 Lhls Lype of moLlvaLlon Lakes Loo much Llme
lf youve absorbed Lhe ldeas above you mlghL wonder where you would flnd Lhe Llme Lo moLlvaLe
people uslng Lhese approaches
lL ls Lrue LhaL Lhls sLyle of leadershlp susLalnable moLlvaLlon commlLmenL and focus ls ln Lhe beglnnlng
more Llme consumlng Lhan kl1A meLhods Lhls ls bound Lo be slnce kl1A meLhods requlre far less
LhoughL
Lngaglng fully wlLh your sLaff undersLandlng Lhelr wanLs deslres and values geLLlng Lo know Lhem as
lndlvlduals and developlng sLraLegles LhaL achleve a conLlnuous release of energy ls more lnLenslve and
Lakes Llme Lo work
8uL conslder Lhe advanLages 1hls lnvesLmenL of Llme means you wlll evenLually have less Lo do lnsLead
of consLanLly urglng your people along and havlng Lo solve all Lhe problems yourself youll be Lhe leader
of a group performlng aL a hlgher level of ablllLy and producLlvlLy glvlng you Lhe chance Lo sLep back
from flreflghLlng and Lo conslder Lhe blgger plcLure
Perzberg was noL alone ln ldenLlfylng LhaL leaders need lnvesL ln Lhe developmenL of Lhelr Leams and
also of Lhelr own successors See also Lhe prlnclples of Lhe 1annenbaum and SchmldL ConLlnuum
uouglas McCregors x? 1heory ls preLLy cenLral Lo all Lhls Loo So ls Maslows Plerarchy of needs from
Lhe lndlvldual growLh perspecLlve Perseys and 8lanchards SlLuaLlon Leadershlp model also lllusLraLes
clearly how lmporLanL Leam developmenL ls for leaders and organlzaLlons And see also 8ruce 1uckmans
lormlng SLormlng normlng erformlng model All of Lhese renowned Lheorles clearly demonsLraLe
Lhe need for Leams and Lhe lndlvlduals wlLhln Lhem Lo be poslLlvely led and developed
?our responslblllLy as leader ls Lo develop your Leam so LhaL lL can Lake on more and more of your own
responslblllLy A maLure Leam should be vlrLually selfmanaglng leavlng you free Lo concenLraLe on all
Lhe [obenhanclng sLraLeglc aspecLs LhaL you yourself need ln order Lo keep moLlvaLed and developlng

!C8 LnLA8CLMLn1 Ln8lCPMLn1 Anu 8C1A1lCn

!ob ls a slgnlflcanL aspecL ln one's llfe lL ls Lhe prlmary lnsLlLuLlon Lhrough whlch Lhe employee saLlsfles
hls or her dlverse needs Pe or she earns a llvlng from Lhe [ob soclallze ln work organlzaLlons and
reallzes poLenLlallLles Lhrough work Work ls also a prlmary means of achlevlng goalseconomlc soclal
pollLlcal and culLural eople ln general spend a conslderable amounL of Llme worklng ln facL seems Lo
be Lhe only Lhlng LhaL people can do elghL hours or more day afLer day wlLhouL much lnLerrupLlon All
Lhe oLher acLlvlLles one en[oys such as eaLlng plylng and sex no maLLer how much one en[oys Lhese
are easlly sulLable ln our socleLy we phllosophy upon work and LreaL lL as worshlp

naLurally [ob has become a serlous sub[ecL for soclal sclenLlsLs and pracLlclng managers lL has become
an lssue for many workers because lL ls loslng lLs lnLrlnslc value Some workers express dlssaLlsfacLlon
wlLh Lhelr [obs and Lhls dlssaLlsfacLlon seems Lo have an adverse effecL on moLlvaLlon and quallLy of llfe
general

ALLempLs have been made Lo use [obs for moLlvaLlng employees ln organlzaLlons !ob enrlchmenL and
roLaLlon are buL example ln LhaL dlrecLlon



!ob LnrlchmenL

llrsL colned by Perzberg ln hls famous research on moLlvaLors and malnLenance facLors [ob enrlchmenL
has now become a popular concepL

lL slmply means addlng a few more moLlvaLors Lo a [ob Lo make lL more rewardlng 1o be speclflc a [ob
ls enrlched when Lhe naLure of Lhe [ob ls exclLlng challenglng and creaLlve or lL glves Lhe [ob holder
more declslonmaklng plannlng and conLrolllng powers

Accordlng Lo Perzberg an enrlched [ob has elghL characLerlsLlcs 1hese feaLures are descrlbed as follows
and lllusLraLed

1ulrecL feedback Lmployees should be able Lo geL lmmedlaLe knowledge of Lhe resulLs Lhey are
achlevlng 1he evaluaLlon of performance can be bullL lnLo a [ob (as ln an elecLronlc spellchecker
lndlcaLlng Lhe presence or absence of errors) or provlded by supervlsor

2CllnL 8elaLlonshlp An employee who serves a cllenL or a cusLomer dlrecLly has an enrlched [ob 1he
cllenL can be from ouLslde Lhe flrm (such as a mechanlc deallng wlLh car owner) or from lnslde (such as a
compuLer operaLor runnlng a [ob for anoLher deparLmenL)

3new learnlng An enrlched [ob allows lLs lncumbenL Lo feel LhaL heshe ls growlng menLally An
asslsLanL who cllps relevanL newspaper arLlcles for hlsher boss ls dolng an enrlched [ob

4Schedullng Cwn Work lreedom Lo schedule one's own work conLrlbuLes Lo enrlchmenL uecldlng
when Lo Lackle whlch asslgnmenL ls an example of selfschedullng Lmployees who perform creaLlve
work have a greaLer opporLunlLy Lo schedule Lhelr asslgnmenLs Lhan employees performlng rouLlne [obs

3unlque Lxperlence An enrlched [ob has some unlque quallLles or feaLures such as a quallLy conLroller
vlslLlng suppller's place


6ConLrol Cver 8esources Cne approach Lo [ob enrlchmenL ls for each employee Lo have conLrol over
hlsher resources and expenses lor example heshe musL have Lhe auLhorlLy Lo order supplles
necessary for compleLlng hlsher [ob

7ulrecL CommunlcaLlon AuLhorlLy An enrlched [ob allows Lhe worker Lo communlcaLe dlrecLly wlLh
people who use hlsher ouLpuL such as a quallLy assurance handllng a cusLomer's complalnLs abouL Lhe
quallLy of Lhe company producL

8ersonal AccounLablllLy An enrlched [ob holds Lhe lncumbenL responslble for Lhe resulLs Pe or she
recelves pralse for good work and blame for poor work

8elng a dlrecL ouLgrowLh of herzberg's LwofacLor Lheory of moLlvaLlon [ob enrlchmenL ls a valuable
moLlvaLlonal Lechnlque A few sLudles conducLed ln Lhe uS demonsLraLed Lhe usefulness of [ob
enrlchmenL as a moLlvaLor lor example a sLudy of A11 wlLh clerlcal and oLher company employees
showed a poslLlve lmprovemenL ln [ob performance and saLlsfacLlon afLer [ob enrlchmenL

1he usefulness lf [ob enrlchmenL ln moLlvaLlng employees ls wellknown Lo everyone speclally Lo people
worklng ln governmenL esLabllshmenLs A laboraLory Lechnlclan ln Lhe healLh deparLmenL of a sLaLe
governmenL enLerprlse experlences frusLraLlon afLer 20 years of worklng ln Lhe same capaclLy 1he
lncumbenL hardly flnds Lhe [ob lnLeresLlng 1he only regular work Lhe employee does on every worklng
day ls Lo slgn Lhe aLLendance reglsLer aL 10 am Pe or she naLurally plans Lo Lake volunLary reLlremenL
1he frusLraLlon of such employees whose number unforLunaLely ls conslderable can be enrlchlng Lhe
[obs

Some cauLlons abouL [ob LnrlchmenL
Slnce [ob enrlchmenL has been so wellpubllshed ln recenL years as a meLhod of lncreaslng worker
moLlvaLlon one can easlly be mlsled by lLs posslblllLles AlLhough [ob enrlchmenL can cause lncreased
employee moLlvaLlon Lhere are some oLher facLors LhaL should be consldered


1!ob LnrlchmenL ls noL a subsLlLuLe for good ManagemenL 8egardless of how enrlched [obs mlghL be ln
an organlzaLlon lf oLher envlronmenLal facLors ln Lhe organlzaLlon are noL adequaLe [ob enrlchmenL wlll
have llLLle or no effecL !ob enrlchmenL ls noL a subsLlLuLe for good supervlsory pracLlces wages and
company pollcles

2'Lnrlched' ls a 8elaLlve 1eam As a general rule [ob enrlchmenL proposes LhaL [obs wlLh llLLle
responslblllLy should be lmproved Lo provlde a greaLer responslblllLy for Lhe lncumbenL Powever we
musL remember LhaL descrlblng a [ob as one wlLh 'llLLle responslblllLy' carrles an lmpllclL assumpLlon
abouL Lhe person occupylng LhaL role Whlle Lhe [ob may appear Lo be borlng Lo Lhe observer Lhe
person acLually performlng Lhe [ob may flnd lL qulLe challenglng

3Lnrlchlng !obs may CreaLe a 'Snowball' LffecL Clven LhaL organlzaLlons have a flxed amounL of
auLhorlLy Lo dlsLrlbuLe among lLs member enrlchlng one person's [ob means Laklng auLhorlLy away from
anoLher (mosL llkely Lhe manager) 1hls noL only presenL sysLem deslgn problems (for example rewrlLlng
[ob descrlpLlons) buL lL can also presenL a pracLlcal barrler slnce labour unlons may reslsL a scheme LhaL
ellmlnaLes [obs

4!ob LnrlchmenL Assumes LhaL Workers wanL More 8esponslblllLy Clearly lf we Lake exLreme case of a
worker who ls moLlvaLed by a lack of responslblllLy Lhen [ob enrlchmenL for Lhls person would be
dlsasLer lor workers who for a varleLy of reasons are saLlsfled wlLh Lhelr currenL level of responslblllLy
[ob enrlchmenL cause more problems LhaL lL may cure

3!ob LnrlchmenL may have negaLlve ShorLLerm LffecLs lor a shorL Llme afLer an lncrease l Lhe [ob
responslblllLy lL ls noL unusual for organlzaLlons Lo experlence a drop ln producLlvlLy as workers
become accusLomed Lo Lhe new work sysLems AfLer Lhls lnlLlal drop however many flrms reporL an
lncreased producLlvlLy LhaL [ob enrlchmenL ls supposed Lo produce lf an evaluaLlon of a [obenrlchmenL
programme ls made Loo early Lhe managemenL may erroneously conclude LhaL Lhe programme ls noL
worklng

6!ob LnrlchmenL ls a SLaLlc rocess eople become bored ln Lhelr [obs because Lhelr capaclLy Lo make
declslons ls noL fully uLlllzed Lven Lhough Lhe [ob ls changed Lo uLlllze Lhls capaclLy Lhere ls ample
evldence Lo suggesL LhaL personal capaclLy ls a dynamlc developlng aLLrlbuLe lL ls llkely Lherefore LhaL
afLer a perlod of Llme (Lhe exacL amounL varles from person Lo person) Lhe worker wlll ouLgrow Lhe
enrlched [ob lf Lhls occurs addlLlonal enrlchmenL wlll be requlred Lo fully uLlllze Lhe lndlvldual's
lncreased capaclLy lf [obs cannoL be changed over Llme Lo use Lhls capaclLy Lhe worker could be
Lransferred Lo anoLher [ob whlch has a hlgher level of work (promoLlon)

7arLlclpaLlon can AffecL Lhe LnrlchmenL rocess Perzberg orlglnally recommended LhaL workers
should noL be lnvolved ln Lhe enrlchmenL process Pls loglc was LhaL workers are ofLen condlLloned Lo
see Lhelr [obs ln Lerms of 'Pyglene' facLors and are unable Lo respond Lo Lhe [ob conLenL no doubL Lhls
ls a facLor LhaL Lhe managemenL musL conslder ln Lhe parLlclpaLlon process buL recenL research lndlcLed
LhaL parLlclpaLlon can have a poslLlve effecL

8Change ls ulfflculL Lo lmplemenL As ls Loo wellknown any change ls reslsLed and Lhls applles Lo [ob
enrlchmenL [obs Lhrough lncreaslng Lhe level of responslblllLy wlll resulL ln an lncreased moLlvaLlon Cn
Lhe oLher hand our knowledge abouL change processes Lells us LhaL Lhls Lype of change ls one of Lhe
mosL dlfflculL Lhlngs Lo lmplemenL ln a work slLuaLlon 1he lnlLlaLlon of a [obenrlchmenL programme
musL Lake Lhls facLor lnLo accounL ln oLher words employees are noL llkely Lo be elaLed aL Lhe
announcemenL of a [obenrlchmenL programme

!ob LnlargemenL
!ob enlargemenL refers Lo Lhe expanslon of Lhe number of dlfferenL Lasks performed by an employee ln
a slngle [ob lor example an auLo mechanlc swlLches from only changlng oll Lo changlng oll greaslng
and changlng Lransmlsslon fluld !ob enlargemenL aLLempLs Lo add somewhaL slmllar Lasks Lo Lhe [ob so
LhaL lL wlll have more varleLy and more lnLeresLlng

llgure shows Lhe dlsLlncLlon beLween [ob enrlchmenL and [ob enlargemenL PlsLorlcally Loo [ob
enlargemenL preceded [ob enrlchmenL An enlarged [ob can moLlvaLe an lndlvldual for flve reasons




!ob
LnrlchmenL


!ob LnrlchmenL
and
LnlargemenL


8ouLlne
!ob

!ob
LnlargemenL










varleLy of 1asks
(locus on 8readLh)

llg Shows a ulfference beLween [ob enrlchmenL and [ob enlargemenL


11ask varleLy Plghly fragmenLed [obs requlrlng a llmlLed number of unchanglng responses Lend Lo be
exLremely monoLonous lncreaslng Lhe number of Lasks Lo be performed can reduce Lhe level of
boredom


2Meanlngful Work Modules lrequenLly [obs are enlarged so LhaL one worker compleLes a whole unlL of
work or a ma[or porLlon of lL 1hls Lends Lo lncrease saLlsfacLlon by allowlng workers Lo appreclaLe Lhelr
conLrlbuLlon Lo Lhe enLlre pro[ecL or producL
3AblllLy uLlllzaLlon Workers derlve greaLer saLlsfacLlon from [obs LhaL besL uLlllze Lhelr physlcal and
menLal skllls and ablllLles Lnlarged [obs Lend Lo fulflll Lhls condlLlon Powever Lhe managemenL musL be
careful noL Lo enlarge [obs Loo much because [obs LhaL requlre more skllls and ablllLles Lhan Lhe worker
possesses lead Lo frusLraLlon and presenL obsLacles Lo Lask accompllshmenLs Lnlarged [obs wlLh opLlmal
levels of complexlLy on Lhe oLher hand creaLe Lasks LhaL are challenglng buL aLLalnable

4Workerpaced ConLrol !obenlargemenL schemes ofLen move a worker from a machlnepaced
producLlon llne Lo a [ob ln whlch lf Lhey can vary Lhe rhyLhm and work aL Lhelr own pace

3erformance leedback Workers performlng narrow [obs wlLh shorL performance cycles repeaL Lhe
same seL of moLlons endlessly wlLhouL meanlngful and polnLs As a resulL lL ls dlfflculL Lo counL Lhe
number of flnlshed performance cycles Lven lf Lhey are counLed Lhe feedback Lends Lo be meanlngless
Lnlarged [obs allow for more meanlngful feedback and can be parLlcularly moLlvaLed lf lL Lled Lo
evaluaLlon and organlzaLlonal rewards

AlLhough Lhe beneflLs of [ob enlargemenL are several cerLaln dlsadvanLages cannoL be lgnored llrsL
Lralnlng cosLs Lend Lo rlse Workers may requlre addlLlonal Lralnlng for Lhelr new enlarged Lasks 8esldes
lf Lhe [obenlargemenL programme lnvolves breaklng up of Lhe exlsLlng producLlon llne of work sysLem
redeslgnlng a new2 sysLem and Lralnlng employees Lo ad[usL Lo lL Lhe cosL can be subsLanLlal Moreover
producLlvlLy may fall durlng Lhe lnLroducLlon of a new sysLem AnoLher drawback ls LhaL unlons ofLen
argue for lncreased pay because of Lhe lncreased work load llnally even afLer enlargemenL many [obs
may sLlll be rouLlne and borlng

!ob 8oLaLlon
1hls lnvolves shlfLlng an employee from one [ob Lo anoLher When an acLlvlLy ls no longer challenglng
Lhe employee would be roLaLed Lo anoLher [ob aL Lhe same level LhaL has slmllar skllls requlremenL lL
reduces boredom and dlslnLeresL Lhrough dlverslfylng Lhe employees acLlvlLles CLher beneflLs are also
avallable Lmployees wlLh a wlder range of skllls glve Lhe managemenL more flexlblllLy ln schedullng
work adapLlng Lo changes and fllllng vacancles !ob roLaLlon has drawbacks 1ralnlng cosLs are
lncreased work ls dlsrupLed as roLaLed employees Lake Llme Lo ad[usL Lo a new seLup lL can demoLlvaLe
lnLelllgenL and amblLlous Lralnees who seek speclflc responslblllLles

Lmployee undersLandlng MoLlvaLlon
1he employees who work for your company are naLurally moLlvaLed All you need Lo do ls Lo uLlllze Lhelr
naLural ablllLy whlch you can do wlLhouL spendlng a dlme 1haLs rlghL no money ln facL money can
acLually decrease an employees moLlvaLlon and performance 1he flrsL sLep ln uLlllzlng your employees
naLural ablllLles ls Lo ellmlnaLe your organlzaLlons negaLlve pracLlces LhaL zap away Lhelr naLural
moLlvaLlon 1he second sLep your organlzaLlon can Lake ls Lo develop Lrue moLlvaLors whlch can spark
all your employees lnLo belng moLlvaLed 8y decreaslng negaLlve zapplng demoLlvaLors and by addlng
Lrue moLlvaLors you wlll Lap lnLo your employees naLural moLlvaLlon ?our employees naLural
moLlvaLlon relles on Lhe facL LhaL all people have human deslres for afflllaLlon achlevemenL and for
conLrol and power over Lhelr work ln addlLlon Lhey have deslres for ownershlp compeLence
recognlLlon and meanlng ln Lhelr work8uL Lhere are several ways LhaL managemenL unwlLLlngly
demoLlvaLes employees and dlmlnlshes lf noL ouLrlghL desLroys Lhelr enLhuslasm
Many companles LreaL employees as dlsposable AL Lhe flrsL slgn of buslness dlfflculLy employeeswho
are usually rouLlnely referred Lo as our greaLesL asseLbecome expendable?Lmployees generally
recelve lnadequaLe recognlLlon and reward AbouL half of Lhe workers ln our surveys reporL recelvlng
llLLle or no credlL and almosL LwoLhlrds say managemenL ls much more llkely Lo crlLlclze Lhem for poor
performance Lhan pralse Lhem for good work ManagemenL lnadverLenLly makes lL dlfflculL for
employees Lo do Lhelr [obs Lxcesslve levels of requlred approvals endless paperwork lnsufflclenL
Lralnlng fallure Lo communlcaLe lnfrequenL delegaLlon of auLhorlLy and a lack of a credlble vlslon
conLrlbuLe Lo employees frusLraLlon
Clearlng up Common MyLhs abouL Lmployee MoLlvaLlon
1he Loplc of moLlvaLlng employees ls exLremely lmporLanL Lo managers and supervlsors uesplLe Lhe
lmporLanL of Lhe Loplc several myLhs perslsL especlally among new managers and supervlsors 8efore
looklng aL whaL managemenL can do Lo supporL Lhe moLlvaLlon of employees lLs lmporLanL flrsL Lo clear
up Lhese common myLhs
1 MyLh #1 l can moLlvaLe people
noL really Lhey have Lo moLlvaLe Lhemselves ?ou canL moLlvaLe people anymore Lhan you can
empower Lhem Lmployees have Lo moLlvaLe and empower Lhemselves Powever you can seL up an
envlronmenL where Lhey besL moLlvaLe and empower Lhemselves 1he key knows how Lo seL up Lhe
envlronmenL for each of your employees
2 MyLh #2 Money ls a good moLlvaLor
noL really CerLaln Lhlngs llke money a nlce offlce and [ob securlLy can help people from becomlng less
moLlvaLed buL Lhey usually donL help people Lo become more moLlvaLed A key goal ls Lo undersLand
Lhe moLlvaLlons of each of your employees
3MyLh #3 lear ls a damn good moLlvaLor
lear ls a greaL moLlvaLor for a very shorL Llme 1haLs why a loL of yelllng from Lhe boss wonL seem Lo
llghL a spark under employees for a very long Llme
4 MyLh #4 l know whaL moLlvaLes me so l know whaL moLlvaLes my employeesnoL really ulfferenL
people are moLlvaLed by dlfferenL Lhlngs l may be greaLly moLlvaLed by earnlng Llme away from my [ob
Lo spend more Llme my famlly ?ou mlghL be moLlvaLed much more by recognlLlon of a [ob well done
eople are noL moLlvaLed by Lhe same Lhlngs Agaln a key goal ls Lo undersLand whaL moLlvaLes each of
your employees
3 MyLh #3 lncreased [ob saLlsfacLlon means lncreased [ob performance8esearch shows Lhls lsnL
necessarlly Lrue aL all lncreased [ob saLlsfacLlon does noL necessarlly mean lncreased [ob performance
lf Lhe goals of Lhe organlzaLlon are noL allgned wlLh Lhe goals of employees Lhen employees arenL
effecLlvely worklng Loward Lhe mlsslon of Lhe organlzaLlon
6 MyLh #6 l canL comprehend employee moLlvaLlon lLs a sclencenah noL Lrue 1here are some
very baslc sLeps you can Lake LhaL wlll go a long way Loward supporLlng your employees Lo moLlvaLe
Lhemselves Loward lncreased performance ln Lhelr [obs (More abouL Lhese sLeps ls provlded laLer on ln
Lhls arLlcle)

8aslcs abouL Lmployee MoLlvaLlon (lncludlng SLeps ?ou Can 1ake)
8aslc rlnclples Lo 8emember
1 MoLlvaLlng employees sLarLs wlLh moLlvaLlng yourself
lLs amazlng how lf you haLe your [ob lL seems llke everyone else does Loo lf you are very sLressed ouL
lL seems llke everyone else ls Loo LnLhuslasm ls conLaglous lf youre enLhuslasLlc abouL your [ob lLs
much easler for oLhers Lo be Loo Also lf youre dolng a good [ob of Laklng care of yourself and your
own [ob youll have much clearer perspecLlve on how oLhers are dolng ln Lhelrs
A greaL place Lo sLarL learnlng abouL moLlvaLlon ls Lo sLarL undersLandlng your own moLlvaLlons 1he key
Lo helplng Lo moLlvaLe your employees ls Lo undersLand whaL moLlvaLes Lhem So whaL moLlvaLes you?
Conslder for example Llme wlLh famlly recognlLlon a [ob well done servlce learnlng eLc Pow ls your
[ob conflgured Lo supporL your own moLlvaLlons? WhaL can you do Lo beLLer moLlvaLe yourself?
2 Always work Lo allgn goals of Lhe organlzaLlon wlLh goals of employeesas menLloned above
employees can be all flred up abouL Lhelr work and be worklng very hard Powever lf Lhe resulLs of Lhelr
work donL conLrlbuLe Lo Lhe goals of Lhe organlzaLlon Lhen Lhe organlzaLlon ls noL any beLLer off Lhan lf
Lhe employees were slLLlng on Lhelr hands maybe worse off! 1herefore lLs crlLlcal LhaL managers and
supervlsors know whaL Lhey wanL from Lhelr employees 1hese preferences should be worded ln Lerms
of goals for Lhe organlzaLlon ldenLlfylng Lhe goals for Lhe organlzaLlon ls usually done durlng sLraLeglc
plannlng WhaLever sLeps you Lake Lo supporL Lhe moLlvaLlon of your employees (varlous sLeps are
suggesLed below) ensure LhaL employees have sLrong lnpuL Lo ldenLlfylng Lhelr goals and LhaL Lhese
goals are allgned wlLh goals of Lhe organlzaLlon (Coals should be worded Lo be SMA81L8
3 key Lo supporLlng Lhe moLlvaLlon of your employees ls undersLandlng whaL moLlvaLes each of Lhem
each person ls moLlvaLed by dlfferenL Lhlngs WhaLever sLeps you Lake Lo supporL Lhe moLlvaLlon of your
employees Lhey should flrsL lnclude flndlng ouL whaL lL ls LhaL really moLlvaLes each of your employees
?ou can flnd Lhls ouL by asklng Lhem llsLenlng Lo Lhem and observlng Lhem
4 8ecognlze LhaL supporLlng employee moLlvaLlon ls a process noL a LaskCrganlzaLlons change all Lhe
Llme as do people lndeed lL ls an ongolng process Lo susLaln an envlronmenL where each employee can
sLrongly moLlvaLe Lhemselves lf you look aL susLalnlng employee moLlvaLlon as an ongolng process Lhen
youll be much more fulfllled and moLlvaLed yourself
3 SupporL employee moLlvaLlon by uslng organlzaLlonal sysLems (for example pollcles and procedures)
donL [usL counL on good lnLenLlons
don'L [usL counL on culLlvaLlng sLrong lnLerpersonal relaLlonshlps wlLh employees Lo help moLlvaLe Lhem
1he naLure of Lhese relaLlonshlps can change greaLly for example durlng Llmes of sLress lnsLead use
rellable and comprehenslve sysLems ln Lhe workplace Lo help moLlvaLe employees lor example
esLabllsh compensaLlon sysLems employee performance sysLems organlzaLlonal pollcles and
procedures eLc Lo supporL employee moLlvaLlon Also esLabllshlng varlous sysLems and sLrucLures
helps ensure clear undersLandlng and equlLable LreaLmenL of employees

SLeps ?ou Can 1ake
1he followlng speclflc sLeps can help you go a long way Loward supporLlng your employees Lo moLlvaLe
Lhemselves ln your organlzaLlon
1 uo more Lhan read Lhls arLlcle apply whaL youre readlng hereLhls maxlm ls Lrue when readlng any
managemenL publlcaLlon
2 8rlefly wrlLe down Lhe moLlvaLlonal facLors LhaL susLaln you and whaL you can do Lo susLaln Lhem
Lhls llLLle blL of moLlvaLlon plannlng can glve you sLrong perspecLlve on how Lo Lhlnk abouL supporLlng
Lhe moLlvaLlons of your employees
3 Make of llsL of Lhree Lo flve Lhlngs LhaL moLlvaLe each of your employees8ead Lhe checkllsL of posslble
moLlvaLors llll ouL Lhe llsL yourself for each of your employees and Lhen have each of your employees
flll ouL Lhe llsL for Lhem Compare your answers Lo Lhelrs 8ecognlze Lhe dlfferences beLween your
lmpresslons of whaL you Lhlnk are lmporLanL Lo Lhem and whaL Lhey Lhlnk ls lmporLanL Lo Lhem 1hen
meeL wlLh each of your employees Lo dlscuss whaL Lhey Lhlnk are Lhe mosL lmporLanL moLlvaLlonal
facLors Lo Lhem LasLly Lake some Llme alone Lo wrlLe down how you wlll modlfy your approaches wlLh
each employee Lo ensure Lhelr moLlvaLlonal facLors are belng meL (nC1L 1hls may seem llke a sofL
Louchyfeely exerclse Lo you lf lL does Lhen Lalk Lo a peer or your boss abouL lL Much of whaLs
lmporLanL ln managemenL ls based very much on sofL Louchyfeely exerclses Learn Lo become more
comforLable wlLh Lhem 1he place Lo sLarL ls Lo recognlze Lhelr lmporLance)
4 Work wlLh each employee Lo ensure Lhelr moLlvaLlonal facLors are Laken lnLo conslderaLlon ln your
reward sysLems
lor example Lhelr [obs mlghL be redeslgned Lo be more fulfllllng ?ou mlghL flnd more means Lo provlde
recognlLlon lf LhaL ls lmporLanL Lo Lhem ?ou mlghL develop a personnel pollcy LhaL rewards employees
wlLh more famlly Llme eLc
3 Pave oneonone meeLlngs wlLh each employee
Lmployees are moLlvaLed more by your care and concern for Lhem Lhan by your aLLenLlon Lo Lhem CeL
Lo know your employees Lhelr famllles Lhelr favorlLe foods names of Lhelr chlldren eLc 1hls can sound
manlpulaLlve and lL wlll be lf noL done slncerely Powever even lf you slncerely wanL Lo geL Lo know
each of your employees lL may noL happen unless you lnLenLlonally seL aslde Llme Lo be wlLh each of
Lhem
6 CulLlvaLe sLrong skllls ln delegaLlon
uelegaLlon lncludes conveylng responslblllLy and auLhorlLy Lo your employees so Lhey can carry ouL
cerLaln Lasks Powever you leave lL up Lo your employees Lo declde how Lhey wlll carry ouL Lhe Lasks
Skllls ln delegaLlon can free up a greaL deal of Llme for managers and supervlsors lL also allows
employees Lo Lake a sLronger role ln Lhelr [obs whlch usually means more fulflllmenL and moLlvaLlon ln
Lhelr [obs as well
7 8eward lL when you see lL
A crlLlcal lesson for new managers and supervlsors ls Lo learn Lo focus on employee behavlors noL on
employee personallLles erformance ln Lhe workplace should be based on behavlors Loward goals noL
on popularlLy of employees ?ou can geL ln a greaL deal of Lrouble (legally morally and lnLerpersonally)
for focuslng only on how you feel abouL your employees raLher Lhan on whaL youre seelng wlLh your
eyeballs
8 8eward lL soon afLer you see lL
Lhls helps Lo relnforce Lhe noLlon LhaL you hlghly prefer Lhe behavlors LhaL youre currenLly seelng from
your employees CfLen Lhe shorLer Lhe Llme beLween an employees acLlon and your reward for Lhe
acLlon Lhe clearer lL ls Lo Lhe employee LhaL you hlghly prefer LhaL acLlon 9 lmplemenL aL leasL Lhe
baslc prlnclples of performance managemenL
Cood performance managemenL lncludes ldenLlfylng goals measures Lo lndlcaLe lf Lhe goals are belng
meL or noL ongolng aLLenLlon and feedback abouL measures Loward Lhe goals and correcLlve acLlons Lo
redlrecL acLlvlLles back Loward achlevlng Lhe goals when necessary erformance managemenL can focus
on organlzaLlons groups processes ln Lhe organlzaLlon and employees
10 LsLabllsh goals LhaL are SMA81L8
SMA81L8 goals are speclflc measurable accepLable reallsLlc Llmely exLendlng of capablllLles and
rewardlng Lo Lhose lnvolved
11 Clearly convey how employee resulLs conLrlbuLe Lo organlzaLlonal resulLsLmployees ofLen feel sLrong
fulflllmenL from reallzlng LhaL Lheyre acLually maklng a dlfference 1hls reallzaLlon ofLen requlres clear
communlcaLlon abouL organlzaLlonal goals employee progress Loward Lhose goals and celebraLlon
when Lhe goals are meL
12 CelebraLe achlevemenLs
Lhls crlLlcal sLep ls ofLen forgoLLen new managers and supervlsors are ofLen focused on a geLLlng a loL
done 1hls usually means ldenLlfylng and solvlng problems Lxperlenced managers come Lo undersLand
LhaL acknowledglng and celebraLlng a soluLlon Lo a problem can be every blL as lmporLanL as Lhe soluLlon
lLself WlLhouL ongolng acknowledgemenL of success employees become frusLraLed skepLlcal and even
cynlcal abouL efforLs ln Lhe organlzaLlon
13 LeL employees hear from Lhelr cusLomers (lnLernal or exLernal)
LeL employees hear cusLomers proclalm Lhe beneflLs of Lhe efforLs of Lhe employee lor example lf Lhe
employee ls worklng Lo keep lnLernal compuLer sysLems runnlng for oLher employees (lnLernal
cusLomers) ln Lhe organlzaLlon Lhen have oLher employees express Lhelr graLlLude Lo Lhe employee lf
an employee ls provldlng a producL or servlce Lo exLernal cusLomers Lhen brlng ln a cusLomer Lo express
Lhelr appreclaLlon Lo Lhe employee
14 AdmlL Lo yourself (and Lo an approprlaLe someone else) lf you donL llke an employee Managers
and supervlsors are people lLs noL unusual Lo [usL noL llke someone who works for you 1haL someone
could for example look llke an uncle you donL llke ln Lhls case admlL Lo yourself LhaL you donL llke Lhe
employee 1hen Lalk Lo someone else who ls approprlaLe Lo hear abouL your dlsLasLe for Lhe employee
for example a peer your boss your spouse eLc lndlcaLe Lo Lhe approprlaLe person LhaL you wanL Lo
explore whaL lL ls LhaL you donL llke abouL Lhe employee and would llke Lo come Lo a clearer percepLlon
of how you can accompllsh a poslLlve worklng relaLlonshlp wlLh Lhe employee lL ofLen helps a greaL deal
[usL Lo Lalk ouL loud abouL how you feel and geL someone elses oplnlon abouL Lhe slLuaLlon As noLed
above lf you conLlnue Lo focus on whaL you see abouL employee performance youll go a long way
Loward ensurlng LhaL your LreaLmenL of employees remalns falr and equlLable

1en 1lps on lmprovlng Lmployee MoLlvaLlon
no maLLer Lhe slze of your company havlng a Leam of moLlvaLed hardworklng employees ls cruclal Lo
your buslness success When people lose Lhelr moLlvaLlon however Lhelr [ob performance suffers
Lhey become less producLlve less creaLlve less of an asseL Lo Lhe company
Pere are 10 useful polnLers on geLLlng your employees enLhused producLlve and ready Lo glve Lhelr all
18ulld a foundaLlon lL's lmporLanL Lo bulld a solld foundaLlon for your employees so Lhey feel lnvesLed
ln Lhe company 1ell Lhem abouL Lhe hlsLory of Lhe buslness and your vlslon for Lhe fuLure Ask Lhem
abouL Lhelr expecLaLlons and career goals as well as how you can help Lhem feel parL of Lhe Leam
When any new employee sLarLs make sure he or she recelves a Lhorough welcome orlenLaLlon
2CreaLe a poslLlve envlronmenL romoLe an offlce aLmosphere LhaL makes all employees feel
worLhwhlle and lmporLanL uon'L play favorlLes wlLh your sLaff keep offlce doors open and leL folks
know Lhey can always approach you wlLh quesLlons or concerns A happy offlce ls a producLlve offlce
3uL people on Lhe rlghL paLh MosL employees are looklng for advancemenL opporLunlLles wlLhln Lhelr
own company Work wlLh each of Lhem Lo develop a career growLh plan LhaL Lakes lnLo conslderaLlon
boLh Lhelr currenL skllls and fuLure goals lf employees become exclLed abouL whaL's down Lhe road
Lhey wlll become more engaged ln Lhelr presenL work
4LducaLe Lhe masses Pelp employees lmprove Lhelr professlonal skllls by provldlng onLhe[ob Lralnlng
or lnhouse career developmenL Allow Lhem Lo aLLend workshops and semlnars relaLed Lo Lhe lndusLry
Lncourage Lhem Lo aLLend adulL educaLlon classes pald for by Lhe company Lmployees wlll feel you are
lnvesLlng ln Lhem and Lhls wlll LranslaLe lnLo an lmproved [ob performance
3uon'L forgeL Lhe fun Cnce ln a whlle you have puL work aslde and do someLhlng nlce for Lhe people
who work for you 1reaL Lhe offlce Lo a plzza lunch or Lake everyone Lo Lhe movles 8eward employees
wlLh an unexpecLed day off or by closlng Lhe offlce early on a random lrlday afLernoon
6Acknowledge conLrlbuLlons ?ou can make a huge dlfference ln employee morale slmply by Laklng Lhe
Llme Lo recognlze each employee's conLrlbuLlons and accompllshmenLs large or small 8e generous wlLh
pralse
7rovlde lncenLlves Cffer people lncenLlves Lo perform well elLher wlLh someLhlng small llke a glfL
cerLlflcaLe or someLhlng more subsLanLlal such as a performancebased bonus or salary lncrease Clve
ouL Lmployee of Lhe MonLh" awards Such Lokens of appreclaLlon wlll go far ln moLlvaLlng employees
8Ponor your promlses CeLLlng people Lo glve Lhelr all requlres followlng Lhrough on promlses lf you
Lell an employee LhaL he or she wlll be consldered for a bonus lf numbers lmprove or producLlvlLy
lncreases you'd beLLer puL your money where your mouLh ls lallure Lo follow Lhrough on promlses wlll
resulL ln a loss of LrusL noL only LhaL person's LrusL buL Lhe LrusL of every employee LhaL hears Lhe
sLory
9rovlde career coachlng Pelp employees reach Lhe nexL level professlonally by provldlng onslLe
coachlng 8rlng ln professlonals Lo provlde oneonone counsellng whlch can help people learn how Lo
overcome personal or professlonal obsLacles on Lhelr career paLhs
10 MaLch Lasks Lo LalenLs ?ou can lmprove employee moLlvaLlon by lmprovlng employee confldence
Asslgn lndlvlduals wlLh Lasks you know Lhey wlll en[oy or wlll be parLlcularly good aL An employee who
ls successful aL one Lhlng wlll have Lhe selfconfldence Lo Lackle oLher pro[ecLs wlLh renewed energy and
exclLemenL


MeLhodology
1he research deslgn for Lhls sLudy employed a descrlpLlve survey meLhod 1he LargeL populaLlon of Lhls
sLudy lncluded employees aL Lhe lkeLon 8esearch and LxLenslon CenLer and LnLerprlse CenLer
(cenLers) 1he sample slze lncluded all 23 employees of Lhe LargeL populaLlon 1wenLyLhree of Lhe 23
employees parLlclpaLed ln Lhe survey for a parLlclpaLlon raLe of 92 1he cenLers are ln lkeLon Chlo
1he mlsslon of Lhe LnLerprlse CenLer ls Lo faclllLaLe lndlvldual and communlLy leader awareness and
provlde asslsLance ln preparlng and accesslng economlc opporLunlLles ln souLhern Chlo 1he LnLerprlse
CenLer has Lhree programs alLernaLlves ln agrlculLure small buslness developmenL and womens
buslness developmenL 1he mlsslon of Lhe lkeLon 8esearch and LxLenslon CenLer ls Lo conducL research
and educaLlonal programs deslgned Lo enhance economlc developmenL ln souLhern Chlo 1he lkeLon
8esearch and LxLenslon CenLer has flve programs aquaculLure communlLy economlc developmenL
horLlculLure foresLry and soll and waLer resources
lrom a revlew of llLeraLure a survey quesLlonnalre was developed Lo collecL daLa for Lhe sLudy (8owen
8adhakrlshna 1991 Parpaz 1990 kovach 1987) uaLa was collecLed Lhrough use of a wrlLLen
quesLlonnalre handdellvered Lo parLlclpanLs CuesLlonnalres were fllled ouL by parLlclpanLs and
reLurned Lo an lnLradeparLmenLal mallbox 1he quesLlonnalre asked parLlclpanLs Lo rank Lhe lmporLance
of Len facLors LhaL moLlvaLed Lhem ln dolng Lhelr work 1mosL lmporLanL 10leasL lmporLanL lace
and conLenL valldlLy for Lhe lnsLrumenL were esLabllshed uslng Lwo admlnlsLraLlve and professlonal
employees aL 1he Chlo SLaLe unlverslLy 1he lnsLrumenL was plloL LesLed wlLh Lhree slmllarly slLuaLed
employees wlLhln Lhe unlverslLy As a resulL of Lhe plloL LesL mlnor changes ln word selecLlon and
lnsLrucLlons were made Lo Lhe quesLlonnalre

8esulLs and ulscusslon
1he ranked order of moLlvaLlng facLors were (a) lnLeresLlng work (b) good wages (c) full appreclaLlon
of work done (d) [ob securlLy (e) good worklng condlLlons (f) promoLlons and growLh ln Lhe
organlzaLlon (g) feellng of belng ln on Lhlngs (h) personal loyalLy Lo employees (l) LacLful dlsclpllne and
([) sympaLheLlc help wlLh personal problems
A comparlson of Lhese resulLs Lo Maslows needhlerarchy Lheory provldes some lnLeresLlng lnslghL lnLo
employee moLlvaLlon 1he number one ranked moLlvaLor lnLeresLlng work ls a selfacLuallzlng facLor
1he number Lwo ranked moLlvaLor good wages ls a physlologlcal facLor 1he number Lhree ranked
moLlvaLor full appreclaLlon of work done ls an esLeem facLor 1he number four ranked moLlvaLor [ob
securlLy ls a safeLy facLor 1herefore accordlng Lo Maslow (1943) lf managers wlsh Lo address Lhe mosL
lmporLanL moLlvaLlonal facLor of CenLers employees lnLeresLlng work physlologlcal safeLy soclal and
esLeem facLors musL flrsL be saLlsfled lf managers wlshed Lo address Lhe second mosL lmporLanL
moLlvaLlonal facLor of cenLers employees good pay lncreased pay would sufflce ConLrary Lo whaL
Maslows Lheory suggesLs Lhe range of moLlvaLlonal facLors ls mlxed ln Lhls sLudy Maslows concluslons
LhaL lower level moLlvaLlonal facLors musL be meL before ascendlng Lo Lhe nexL level were noL conflrmed
by Lhls sLudy
1he followlng example compares Lhe hlghesL ranked moLlvaLlonal facLor (lnLeresLlng work) Lo vrooms
expecLancy Lheory Assume LhaL a CenLers employee [usL aLLended a sLaff meeLlng where he/she
learned a ma[or emphasls would be placed on seeklng addlLlonal exLernal program funds AddlLlonally
employees who are successful ln securlng funds wlll be glven more opporLunlLles Lo explore Lhelr own
research and exLenslon lnLeresLs (lnLeresLlng work) Lmployees who do noL secure addlLlonal funds wlll
be requlred Lo work on research and exLenslon programs ldenLlfled by Lhe dlrecLor 1he employee
reallzes LhaL Lhe more research he/she does regardlng fundlng sources and Lhe more proposals he/she
wrlLes Lhe greaLer Lhe llkellhood he/she wlll recelve exLernal fundlng
8ecause Lhe sLaLe leglslaLure has noL lncreased approprlaLlons Lo Lhe cenLers for Lhe nexL Lwo years
(funds for lndependenL research and exLenslon pro[ecLs wlll be scaled back) Lhe employee sees a dlrecL
relaLlonshlp beLween performances (obLalnlng exLernal funds) and rewards (lndependenL research and
LxLenslon pro[ecLs) lurLher Lhe employee wenL Lo work for Lhe cenLers ln parL because of Lhe
opporLunlLy Lo conducL lndependenL research and exLenslon pro[ecLs 1he employee wlll be moLlvaLed lf
he/she ls successful ln obLalnlng exLernal funds and glven Lhe opporLunlLy Lo conducL lndependenL
research and exLenslon pro[ecLs Cn Lhe oLher hand moLlvaLlon wlll be dlmlnlshed lf Lhe employee ls
successful ln obLalnlng exLernal funds and Lhe dlrecLor denles Lhe requesL Lo conducL lndependenL
research and LxLenslon pro[ecLs
1he followlng example compares Lhe Lhlrd hlghesL ranked moLlvaLlonal facLor (full appreclaLlon of work
done) Lo Adamss equlLy Lheory lf an employee aL Lhe cenLers feels LhaL Lhere ls a lack of appreclaLlon
for work done as belng Loo low relaLlve Lo anoLher employee an lnequlLy may exlsL and Lhe employee
wlll be dlsmoLlvaLed lurLher lf all Lhe employees aL Lhe cenLers feel LhaL Lhere ls a lack of appreclaLlon
for work done lnequlLy may exlsL Adams (1963) sLaLed employees wlll aLLempL Lo resLore equlLy
Lhrough varlous means some of whlch may be counLer producLlve Lo organlzaLlonal goals and
ob[ecLlves lor lnsLance employees who feel Lhelr work ls noL belng appreclaLed may work less or
undervalue Lhe work of oLher employees
1hls flnal example compares Lhe Lwo hlghesL moLlvaLlonal facLors Lo Perzbergs LwofacLor Lheory 1he
hlghesL ranked moLlvaLor lnLeresLlng work ls a moLlvaLor facLor 1he second ranked moLlvaLor good
wages ls a hyglene facLor Perzberg Mausner Snyderman (1939) sLaLed LhaL Lo Lhe degree LhaL
moLlvaLors are presenL ln a [ob moLlvaLlon wlll occur 1he absence of moLlvaLors does noL lead Lo
dlssaLlsfacLlon lurLher Lhey sLaLed LhaL Lo Lhe degree LhaL hyglenes are absenL from a [ob
dlssaLlsfacLlon wlll occur When presenL hyglenes prevenL dlssaLlsfacLlon buL do noL lead Lo
saLlsfacLlon ln our example Lhe lack of lnLeresLlng work (moLlvaLor) for Lhe cenLers employees would
noL lead Lo dlssaLlsfacLlon aylng cenLers employee's lower wages (hyglene) Lhan whaL Lhey belleve Lo
be falr may lead Lo [ob dlssaLlsfacLlon Conversely employees wlll be moLlvaLed when Lhey are dolng
lnLeresLlng work and buL wlll noL necessarlly be moLlvaLed by hlgher pay
1he dlscusslon above abouL Lhe ranked lmporLance of moLlvaLlonal facLors as relaLed Lo moLlvaLlonal
Lheory ls only parL of Lhe plcLure 1he oLher parL ls how Lhese ranklngs compare wlLh relaLed research A
sLudy of lndusLrlal employees conducLed by kovach (1987) ylelded Lhe followlng ranked order of
moLlvaLlonal facLors (a) lnLeresLlng work (b) full appreclaLlon of work done and (c) feellng of belng ln
on Lhlngs AnoLher sLudy of employees conducLed by Parpaz (1990) ylelded Lhe followlng ranked order
of moLlvaLlonal facLors (a) lnLeresLlng work (b) good wages and (c) [ob securlLy
ln Lhls sLudy and Lhe Lwo clLed above lnLeresLlng work ranked as Lhe mosL lmporLanL moLlvaLlonal
facLor ay was noL ranked as one of Lhe mosL lmporLanL moLlvaLlonal facLors by kovach (1987) buL was
ranked second ln Lhls research and by Parpaz (1990) lull appreclaLlon of work done was noL ranked as
one of Lhe mosL lmporLanL moLlvaLlonal facLors by Parpaz (1990) buL was ranked second ln Lhls
research and by kovach (1987) 1he dlscrepancles ln Lhese research flndlngs supporLs Lhe ldea LhaL whaL
moLlvaLes employees dlffers glven Lhe conLexL ln whlch Lhe employee works WhaL ls clear however ls
LhaL employees rank lnLeresLlng work as Lhe mosL lmporLanL moLlvaLlonal facLor

lmpllcaLlons for CenLers and LxLenslon
1he ranked lmporLance of moLlvaLlonal facLors of employees aL Lhe cenLers provldes useful lnformaLlon
for Lhe cenLers dlrecLor and employees knowlng how Lo use Lhls lnformaLlon ln moLlvaLlng cenLers
employees ls complex 1he sLraLegy for moLlvaLlng cenLers employees depends on whlch moLlvaLlon
Lheorles are used as a reference polnL lf PerLzbergs Lheory ls followed managemenL should begln by
focuslng on pay and [ob securlLy (hyglene facLors) before focuslng on lnLeresLlng work and full
appreclaLlon of work done (moLlvaLor facLors) lf Adams equlLy Lheory ls followed managemenL should
begln by focuslng on areas where Lhere may be percelved lnequlLles (pay and full appreclaLlon of work
done) before focuslng on lnLeresLlng work and [ob securlLy lf vrooms Lheory ls followed managemenL
should begln by focuslng on rewardlng (pay and lnLeresLlng work) employee efforL ln achlevlng
organlzaLlonal goals and ob[ecLlves
8egardless of whlch Lheory ls followed lnLeresLlng work and employee pay appear Lo be lmporLanL llnks
Lo hlgher moLlvaLlon of cenLers employees CpLlons such as [ob enlargemenL [ob enrlchmenL
promoLlons lnLernal and exLernal sLlpends moneLary and nonmoneLary compensaLlon should be
consldered !ob enlargemenL can be used (by managers) Lo make work more lnLeresLlng (for employees)
by lncreaslng Lhe number and varleLy of acLlvlLles performed !ob enrlchmenL can used Lo make work
more lnLeresLlng and lncrease pay by addlng hlgher level responslblllLles Lo a [ob and provldlng
moneLary compensaLlon (ralse or sLlpend) Lo employees for accepLlng Lhls responslblllLy 1hese are [usL
Lwo examples of an lnflnlLe number of meLhods Lo lncrease moLlvaLlon of employees aL Lhe cenLers 1he
key Lo moLlvaLlng cenLers employees ls Lo know whaL moLlvaLes Lhem and deslgnlng a moLlvaLlon
program based on Lhose needs
1he resulLs presenLed ln Lhls paper also have lmpllcaLlons for Lhe enLlre CooperaLlve LxLenslon Sysyem
1he effecLlveness of LxLenslon ls dependenL upon Lhe moLlvaLlon of lLs employees (Chesney 1992
8uford 1990 SmlLh 1990) knowlng whaL moLlvaLes employees and lncorporaLlng Lhls knowledge lnLo
Lhe reward sysLem wlll help LxLenslon ldenLlfy recrulL employ Lraln and reLaln a producLlve workforce
MoLlvaLlng LxLenslon employees requlres boLh managers and employees worklng LogeLher (8uford
1993) LxLenslon employees musL be wllllng Lo leL managers know whaL moLlvaLes Lhem and managers
musL be wllllng Lo deslgn reward sysLems LhaL moLlvaLe employees Survey resulLs llke Lhose presenLed
here are useful ln helplng LxLenslon managers deLermlne whaL moLlvaLes employees (8owen
8adhakrlshna 1991) lf properly deslgned reward sysLems are noL lmplemenLed however employees
wlll noL be moLlvaLed

lgnlLe Lhe 1wo llres of Lmployee MoLlvaLlon
urlvlng your small buslness Lo hlgher levels of performance and proflLs requlres Lwo Lypes of employee
moLlvaLlon 1he workplace envlronmenL can be shaped Lo creaLe a moLlvaLlng workforce 8efore you
can bulld moLlvaLlon wlLhln your company you musL undersLand employee moLlvaLlon
Successful buslness owners accepL responslblllLy for Lhe aLmosphere of Lhe workplace ln any markeL
and economy small buslness has Lhe greaLesL opporLunlLy Lo creaLe a carlng moLlvaLlng envlronmenL
uslng command conLrol sLyle managemenL ls noL effecLlve ln creaLlng a moLlvaLlng workplace WhaL
ls effecLlve ls Lapplng lnLo Lhe Lwo forms of employee moLlvaLlon lnLrlnslc and exLrlnslc moLlvaLlon
O lnLrlnslc Lmployee MoLlvaLlon 1he word lnLrlnslc means wlLhln or lnLernal 1hls ls Lhe form of
moLlvaLlon you have wlLhln yourself LhaL comes from a passlon or lnLeresL ln dolng a [ob well done
LxLrlnslc Lmployee MoLlvaLlon 1hls force of moLlvaLlon comes from Lhe exLernal and relles on
recognlLlon and rewardsO
MosL small buslness mlss Lhe Lwosldes of moLlvaLlon when deslgnlng employee moLlvaLlon programs
1ake Lhe Llme Lo lgnlLe boLh forms of moLlvaLlon and waLch your sLaff performance grow by leaps and
bounds
1hree Ways Lo lgnlLe lnLrlnslc Lmployee MoLlvaLlon
urpose Pow does your company change Lhe llves of oLhers? locus on creaLlng a small buslness culLure
wlLh a sLrong mlsslon sLaLemenL eople wanL Lo be parL of someLhlng blgger
8ellef Pelp your employees belleve ln whaL your company sells Make cerLaln all sLaff members have a
chance Lo experlence your servlces and/or producLs
asslon Plre 8lghL MaLch [ob descrlpLlons Lo candldaLes passlons lf your company requlres a markeL
researcher hlre someone who has a passlon for research 1he [ob wlll provlde all Lhe lnLrlnslc employee
moLlvaLlon for passloncenLered sLaff members
1hree Ways Lo lgnlLe LxLrlnslc Lmployee MoLlvaLlon
8ewards CusLomlze your rewards LlsLen Lo whaL ls lmporLanL Lo your employees Money ls noL
everyLhlng lamlly Llme off or LlckeLs Lo a ma[or sporLs evenL may be more meanlngful
8ecognlLlon Lnsure recognlLlon ls Llmely 8elng awarded for a ma[or cllenL sale aL Lhe end of Lhe quarLer
may be flne buL provlde some lmmedlaLe recognlLlon afLer Lhe deal
CrowLh A workplace full of opporLunlLles for employees Lo grow and expand Lhelr knowledge ls a
moLlvaLlng company lace employee developmenL aL Lhe Lop of your llsL for employee moLlvaLlon and
Lhe beneflLs your small buslness wlll exceed your expecLaLlons
8eneflLs of Plgh Lmployee MoLlvaLlon
creaLes a workplace and culLure of hlgh achleversO
lmproved buslness and sLaff producLlvlLyO
8educed employee Lurnover lL ls lmporLanL noL only Lo aLLracL LalenL Lo your flrm buL Lo also keep Lhe
LalenLO
uecrease ln slck days and absenLeelsmO
Lmployee moLlvaLlon ls Lhe responslblllLy of your company Lmployees wlll never have Lhe same level of
commlLmenL and moLlvaLlon as Lhe owner of a small buslness Cnce you grasp Lhls concepL Lhan you can
move Lowards Laklng acLlon Lo bulldlng a carlng and employee moLlvaLlng buslness

Are ?our Lmployees Pavlng lun ?eL?
Are you havlng fun as a manager or ls lL a loL of work? ls your Leam en[oylng Lhemselves? Pow ofLen do
you hear laughLer flowlng Lhrough Lhe workspace?
We geL so busy dolng Lhe work LhaL we forgeL how lmporLanL lL ls Lo en[oy Lhe people we work wlLh
Lveryone ls Lhere Lo do a [ob and LhaL's falrly obvlous Lo mosL people ?eL as Lhelr manager you need Lo
know LhaL happy employees are producLlve and deflnlLely more loyal Lo you and Lhe company
lun comes ln dlfferenL formaLs planned fun evenLs such as company plcnlcs hollday parLles or speclal
launch evenLs 1hen Lhere ls Lhe sponLaneous fun experlenceLhe manager brlngs ln bagels and
mufflns[usL because
8oLh klnds of fun bulld employees producLlvlLy Lhough Lhe every day Lype of fun adds more value Lo
Lhe overall happlness of your employees
CuesLlon uo you say we have so much work Lo do LhaL lL ls lmposslble Lo flL ln a fun evenL durlng Lhe
day" lf you were Lo creaLe a 10mlnuLe fun experlence for Lhe sLaff would Lhe work really suffer? l
don'L Lhlnk so! lL's all a maLLer of prlorlLy" LhaL fun ls for you and your Leam
?ou're Lhe manageryou seL Lhe Lone of a worklng envlronmenLwlll Lhere be fun or noL? lun energlzes
your Leam SLarL small and bulld your fun" muscles
Pere are some fun ldeas LhaL you can brlng back Lo your LeamCreaLe fun speclallsLs" LhaL generaLe fun
ldeasyou can have an oplnlon here
lood ls always a greaL way Lo brlng people LogeLher 8rlng ln bagel and mufflns ln Lhe mornlng puL ouL
some candy pop some popcorn or plzza for lunch WhaLever your budgeL you can always flnd a goody
Lo share
Cne company had employees from dlfferenL counLrles 1hey had a poLluck luncheon where everyone
broughL ln a speclal eLhnlc dlsh Lo share wlLh oLhers
Pave someone organlze a lrlday nlghL afLer work gaLherlng
8lrLhday funbrlng ln a balloon or whaLever fun ldea you have Lo recognlze a person's blrLhday Cr
have a blrLhday card passed around for everyone Lo slgn and Lhen glve lL Lo Lhe blrLhday" person
new hlre gaLherlng Cne company of 20 people scheduled a halfhour before Lhe close of Lhe day for a
cookles and drlnks" evenL Lveryone lnLroduce hlmself or herself Lo Lhe new person sharlng wlLh Lhe
new person one fun facL abouL Lhemselves LoLs of laughLer golng on here and Lhe new person felL
lLwhaL a greaL way Lo lnLroduce Lhls person Lo Lhe Leam 8y Lhe way Lhe new person also had Lo offer
one fun facL abouL Lhem
Schedule sponLaneously a random acLs of klndness" day where everyone has Lo do one klnd Lhlng Lo
someone LhaL day wlLhouL Lhem knowlngbrlng ln lunch or as Lhe day closes come LogeLher over some
goodles Lo celebraLe a greaL day
CreaLlng a fun workplace and LhoughL Lhls would be greaL maLerlal ln your own bralnsLormlng
Pere are some zany ways Lo celebraLe
ChrlsLmas ln !uly un blrLhday arLles 8ad Palr uay ! uay Come uressed as ?our lavorlLe Pollday uay
Llvls uay olka uoL uay uress ?our 8oss uay lorelgn Language uay (speak only ln a forelgn language or
wlLh a fake accenL) Crazy PaL uay Clash uay uress up or uown uay 1le uay MlsmaLched Sock uay
8ackwards uay Movle 1heme uay (plck a favorlLe)
Pave fun Loday!
undersLandlng Lmployee urlves and MoLlvaLlons 1he llrsL SLep 1owards MoLlvaLlon aL Work
Soon Lo be compleLed and publlshed A pracLlcal sLepbysLep gulde on Lhe sub[ecL for managers
supervlsors Lralners and human resources dlrecLors LlsL yourself here Lo be advlsed when Lhe book wlll
be ready for sale
Powever large or small a company or buslness ls lL ls employees aL all levels LhaL can make or break lL
1hls holds Lrue noL only for Lhe people we hlre on a regular basls buL also for Lemporary and conLracLed
workers lL ls as lmporLanL Lo research and sLudy Lhe needs drlves and expecLaLlons of people we hlre
or employ and alm aL respondlng Lo and saLlsfylng Lhose as lL ls wlLh regard Lo cusLomers
ln acLual facL conslderlng Lhe role each employee plays ln a companys success analyzlng and
plannlng an adequaLe response Lo employees moLlvaLlons deserves flrsL place ln Lhe order of buslness
8efore golng any furLher leL us shlfL our approach from grouplng people under Lhe generlc caLegory of
employee Lo lndlvldual human belngs and Lerm Lhem as hlred workers or worklng parLners 1hls ls
whaL Lhey are We musL acknowledge Lhem as human belngs wlLh lndlvldual needs drlves
characLerlsLlcs personallLles and acknowledge Lhelr conLrlbuLlon Lo Lhe buslness success
1hough each person has speclflc needs drlves asplraLlons and capablllLles aL varylng degrees of
lnLenslLy peoples baslc needs are Lhe same as lllusLraLed by Abraham Maslow ln Lhe followlng model

SelfAcLuallzaLlon

Lgo

Soclal needs

SafeLy needs

hyslologlcal needs
MASLCWS PlL8A8CP? Cl nLLuS
Maslow explalns Lhe Plerarchy of needs as applled Lo workers roughly as follows
hyslologlcal needs
8aslc physlcal needs Lhe ablllLy Lo acqulre food shelLer cloLhlng and oLher baslcs Lo survlve
SafeLy needs
A safe and nonLhreaLenlng work envlronmenL [ob securlLy safe equlpmenL and lnsLallaLlons
Soclal needs
ConLacL and frlendshlp wlLh fellowworkers soclal acLlvlLles and opporLunlLles
Lgo
8ecognlLlon acknowledgmenL rewards
SelfAcLuallzaLlon
8eallzlng ones dreams and poLenLlal reachlng Lhe helghLs of ones glfLs and LalenLs
lL ls only when Lhese needs are meL LhaL workers are morally emoLlonally and even physlcally ready Lo
saLlsfy Lhe needs of Lhe employer and Lhe cusLomers
Worker moLlvaLlon musL also be vlewed from Lwo perspecLlves
1 lnner drlves
2 CuLer (exLernal) moLlvaLors
A persons lnner drlves push and propel hlm/her Lowards an employer a parLlcular [ob career llne of
sLudy or oLher acLlvlLy (such as Lravel or recreaLlon) lL ls Lhese drlves LhaL Maslow dellneaLes ln hls
hlerarchy of needs and whlch we musL undersLand and lnLernallze use as guldellnes ln our efforLs Lo
help employees feel moLlvaLed
1he ouLer (exLernal) moLlvaLors are Lhe mlrror lmage Lhe employer or ouLslde world offers ln response
Lo Lhe lnner drlves ln order Lo aLLracL Lhe cream of Lhe crop of avallable workers same as ln hls/her
deallngs wlLh cusLomers Lhe employer noL only Lrles Lo saLlsfy Lhese baslc needs buL Lo exceed Lhem
Laklng lnLo conslderaLlon addlLlonal exLraordlnary needs lndlvldual workers have

MosL workers need Lo
1 Larn wages LhaL wlll enable Lhem Lo pay for baslc necesslLles and addlLlonal luxurles such as Lhe
purchase of a home or Lravel
2 Save for and en[oy old age securlLy beneflLs
3 Pave medlcal and oLher lnsurance coverage
4 Acqulre frlends aL work
3 Wln recognlLlon
6 8e acknowledged and rewarded for speclal efforLs and conLrlbuLlons
7 8e able Lo advance ln llfe and careerwlse
8 Pave opporLunlLles for selfdevelopmenL
9 lmprove Lhelr skllls knowledge and knowhow
10 uemonsLraLe and use speclal glfLs and ablllLles
11 8eallze Lhelr ldeal(s)
1he employer responds Lo Lhose needs by offerlng and provldlng
1 LmploymenL
2 AdequaLe pay
3 AsslsLance Lo workers for Lhelr speclal needs (such as chlld care arrangemenLs LransporLaLlon flexlble
work schedules)
4 !ob securlLy (Lo Lhe degree posslble)
3 Clear company pollcles
6 Clear and organlzed work procedures
7 A sLable [usL and falr work envlronmenL
8 A safe work envlronmenL
9 Medlcal coverage and oLher beneflLs
10 An aLmosphere of Leamwork and cooperaLlon
11 Soclal acLlvlLles
12 8eward and recognlLlon programs
13 lncenLlve programs
14 Cpen llnes of communlcaLlon (formal and lnformal)
13 SysLemaLlc feedback
16 1ralnlng and developmenL programs
17 CpporLunlLles for promoLlon
18 Company/ buslness lnformaLlon
19 lnformaLlon on cusLomer feedback
20 Sharlng of company goals and ob[ecLlves
21 lnformaLlon on Lhe markeL slLuaLlon and lndusLry
22 luLure expecLaLlons
23 lans for Lhe fuLure
24 Culdance and menLorlng
lL ls lmporLanL LhaL Lhe employer dlscover oLher exLraordlnary needs appllcanLs have before hlrlng Lhem
and know beforehand wheLher he/she can saLlsfy Lhose needs or noL An employee may have
lamlly responslblllLles and be unable Lo work shlfLs overLlme or weekends
Peavy flnanclal responslblllLles whlch he/she can meeL only by worklng aL Lwo [obs leadlng Lo
exhausLlon slck leave and deflclenL work performance
A desperaLe flnanclal need for addlLlonal overLlme and weekend remuneraLlon
remaLure expecLaLlons of swlfL promoLlons
Some oLher needs Lhe employer can expecL for whlch company pollcles should be planned accordlngly
lf Lhe company ls ln a remoLe locaLlon all employees wlll have a need for more soclal acLlvlLles
Many slngle people look for daLes and spouses aL work
Some women may noL be ready Lo work laLe shlfLs unless Lhe employer provldes LransporLaLlon back
home
Some workers may have a problem wlLh drug or alcohol abuse
ln addlLlon Lo needs and drlves adulL workers have expecLaLlons from Lhelr employer Lhey expecL
A knowledgeable experlenced experL employer
Clear and falr pollcles procedures and employmenL pracLlces
8uslness lnLegrlLy
Clear [ob descrlpLlons
1woway communlcaLlons
LffecLlve managemenL and supervlslon
oslLlve dlsclpllne
Cood company repuLe
Cood cusLomer relaLlons
Company survlval
CpporLunlLles for personal growLh
Company growLh
A share ln Lhe companys success
8uslness owners and managers are under consLanL scruLlny by Lhe people Lhey hlre AdulL workers care
beyond Lhe salary Lhey care Lo know Lo whom Lhey enLrusL Lhelr faLe repuLaLlon and securlLy 1hey
conslder Lhelr work as a ma[or facLor LhaL shapes Lhelr llves and Lhe llves of Lhose dear Lo Lhem Pence
Lhe scruLlny Cnce Lhey feel confldenL LhaL Lhe employer and Lhelr place of work ls whaL Lhey wlshed for
and expecLed Lhey are ready Lo conLrlbuLe above and beyond Lhe call of duLy
MosL of Lhese needs expecLaLlons and asplraLlons are unexpressed lL ls up Lo Lhe employer Lo develop
a good sysLem of company communlcaLlons employee relaLlons Lralnlng and developmenL LhaL wlll
lead Lo an envlronmenL of openness cooperaLlon Leamwork and moLlvaLlon LhaL wlll beneflL all Lhe
parLles lnvolved
MoLlvaLlonal Lheory
Lmployee moLlvaLlon Lheory Leam bulldlng acLlvlLles workshops lnsplraLlonal quoLes and Lhe power
of poslLlve experlence
AllgnmenL of alms purpose and values beLween sLaff Leams and organlzaLlon ls Lhe mosL fundamenLal
aspecLs of moLlvaLlon 1he baLLer Lhe allgnmenL and personal assoclaLlon wlLh organlzaLlonal alms Lhe
beLLer Lhe plaLform for moLlvaLlon
Where Lhe people flnd lL dlfflculL Lo allgn and assoclaLe wlLh Lhe organlzaLlonal alms Lhen mosL
moLlvaLlonal ldeas and acLlvlLles wlll have a reduced level of success
MoLlvaLlon ls a complex area lL's dlfferenL for reach person See Lhe personallLy maLerlals for useful
explanaLlon abouL dlfferenL moLlvaLlonal needs
MoLlvaLlonal recepLlveness and poLenLlal ln everyone changes from day Lo day from slLuaLlon Lo
slLuaLlon CeL Lhe allgnmenL and values rlghL and moLlvaLlonal meLhods work beLLer MoLlvaLlonal
meLhods of any sorL wlll noL work lf people and organlzaLlon are noL allgned eople are moLlvaLed
Lowards someLhlng Lhey can relaLe Lo and someLhlng Lhey can belleve ln 1lmes have changed eople
wanL more ?ou should vlew Lhe followlng moLlvaLlonal meLhods and ldeas as sLrucLure acLlvlLles and
bulldlng blocks Lo be used when you have a solld foundaLlon ln place 1he followlng ls a coheslve
allgnmenL of people's needs values wlLh Lhe alms and purpose of Lhe organlzaLlon












MoLlvaLlonal meLhods and Lheory assumlng people and organlzaLlon are allgned
MoLlvaLlonal and lnsplraLlonal quoLes poems posLers moLlvaLlonal speakers and sLorles Leam bulldlng
games and acLlvlLles all develop employee moLlvaLlon for sales and buslness sLaff ln all klnds of
organlzaLlons MoLlvaLlonal and lnsplraLlonal experlences lmprove employees aLLlLudes confldence and
performance Cood leadershlp demands good peoplemoLlvaLlon skllls and Lhe use of lnsplraLlonal
Lechnlques MoLlvaLlonal meLhods are wlderanglng from lnsplraLlonal quoLes and poems Lo Leam
bulldlng games and acLlvlLles as lcebreakers warmups and exerclses for conferences workshops
meeLlngs and evenLs whlch ln Lhemselves can ofLen be helpful for sLaff moLlvaLlon Loo See Lhe
moLlvaLlon prlnclples and LemplaLe for sLaff moLlvaLlon quesLlonnalres and surveys MoLlvaLlon ls an
essenLlal parL of llfe coachlng processes and Lechnlques Loo MoLlvaLed people perform beLLer see
McCregors x? 1heory for example eople playlng games or compeLlng ln Leams learn abouL each oLher
Lhey communlcaLe beLLer and see each oLher ln a new llghL MuLual respecL grows See Lhe !oharl
Wlndow Lheory for example eople ofLen en[oy evenLs whlch lnclude new nonwork acLlvlLles
especlally when bosses and superlors Lake parL ln Lhe same Leams as Lhelr [unlor sLaff whlch also helps
coheslveness and cando culLure lnsplraLlonal quoLes sLorles and poems all help moLlvaLlon Loo
owerful poslLlve lmagery sLlmulaLes vlsuallzaLlon ln Lhe consclous and subconsclous braln whlch
encourages selfmoLlvaLlon developmenLal behavlor confldence and bellef laylng games enables
people Lo experlence wlnnlng and achlevlng ln a way LhaL Lhelr normal work mlghL noL eople become
moLlvaLed Lo achleve and do beLLer when Lhey have experlenced Lhe feellngs of success and
achlevemenL regardless of conLexL 1hls ls why flrewalklng and ouLwardbound acLlvlLles have such
powerful moLlvaLlonal effecL All of Lhese ldeas and more explalned below conLrlbuLe Lo lmprovlng
moLlvaLlon lnsplraLlon and performance Pere ls Lhe Lheory of how Leam bulldlng games acLlvlLles llke
[uggllng develop moLlvaLlon poslLlve lmages ln quoLes and sLorles lnsplraLlonal posLers quoLaLlons
moLlvaLlonal speakers Leam workshops and bralnsLormlng eLc all help Lo sLrengLhen relaLlonshlps
bulld undersLandlng lncrease moLlvaLlon and lmprove performance
Pow games and oLher lnsplraLlonal references and acLlvlLles help moLlvaLlon and moLlvaLlonal Lralnlng
Work and buslnessbased Lralnlng commonly concenLraLes on process rules Lheory sLrucLure and loglc
all of whlch Lend Lo develop and use Lhe lefLslde of Lhe braln Powever modern successful
organlzaLlons rely [usL as heavlly on Lhelr people havlng welldeveloped sofL skllls and aLLrlbuLes such
as selfmoLlvaLlon confldence lnlLlaLlve empaLhy and creaLlvlLy whlch all Lend Lo use Lhe rlghLslde of
Lhe braln lor more lnformaLlon abouL braln Lype and blas see Lhe 8enzlger Lheory secLlon for example
uslng games and acLlvlLles llke [uggllng helps Lo unleash rlghLslde braln skllls because Lhese acLlvlLles
necessarlly draw on a persons lnLulLlve spaLlal and feellng capablllLles found ln Lhe rlghLslde of Lhe
braln
Also uslng acLlvlLles and references LhaL Lake people ouL of Lhelr normal work envlronmenL creaLes new
opporLunlLles for Lhem Lo experlence wlnnlng achlevemenL Leamworklng learnlng and personal
developmenL ln ways LhaL are ofLen noL posslble ln Lhelr usual work conLexL Lxperlenclng Lhese
poslLlve feellngs ls vlLal for Lhe consclous and subconsclous vlsuallzaLlon of success and achlevemenL
essenLlal for broadenlng peoples horlzons ralslng Lhelr slghLs seLLlng new personal sLandards and
goals and lncreaslng moLlvaLlon 1he use of role playlng games and role play exerclses ls an especlally
effecLlve moLlvaLlonal and vlsuallzaLlon Lechnlque desplLe peoples normal averslon Lo Lhe pracLlce (see
Lhe role playlng games and acLlvlLles Llps Lo see how Lo manage roleplaylng acLlvlLles successfully)
lnsplraLlonal references sLorles quoLes and examples also help Lhe llfe coachlng process
lcebreakers and warmups for moLlvaLlon
When a group or Leam of people assembles for a conference or Lralnlng course Lhere ls always a feellng
of uncerLalnLy and dlscomforL Lven lf people know each oLher Lhey feel uncomforLable ln Lhe new
sLrange slLuaLlon because lL ls dlfferenL Manklnd has evolved parLly because of Lhls awareness Lo
poLenLlal LhreaLs and fear of Lhe unknown Cames and Leam bulldlng acLlvlLles relax people so LhaL Lhey
can fully concenLraLe on Lhe maln purpose of Lhe day whaLever lL ls raLher Lhan spendlng Lhe mornlng
sLlll wonderlng whaL everyone else ls Lhlnklng See Lhe sLress Lheory secLlon for examples AcLlvlLles and
games are greaL levelers Lhey break down Lhe barrlers and Lherefore help develop rapporL and
relaLlonshlps
8ulldlng confldence for moLlvaLlon
Learnlng someLhlng new and compleLely dlfferenL llberaLes Lhe mlnd laclng a challenge meeLlng lL and
masLerlng lL helps bulld confldence
MoLlvaLlonal Leam bulldlng
When you break down barrlers mlsundersLandlngs pre[udlces lnsecurlLles dlvlslons LerrlLorles and
hlerarchles you begln Lo bulld Leams CeL a group of people ln a room havlng fun wlLh [uggllng balls or
splnnlng plaLes and barrlers are lmmedlaLely removed 1eams unlLe and work LogeLher when Lhey
ldenLlfy a common purpose wheLher Lhe alm ls Lhe LallesL Lower made ouL of newspapers or a game of
rounder on Lhe park CompeLlLlon ln Leams or groups creaLes Leams and lgnlLes Leam efforL
MoLlvaLlonal coachlng and Lralnlng moLlvaLlon
Learnlng Lo [uggle or some oLher new acLlvlLy demonsLraLes how we learn and how Lo coach oLhers
8reaklng new Lasks down lnLo sLages provldlng clear lnsLrucLlons demonsLraLlon pracLlce Llme and
space Lo make mlsLakes dolng lL one sLage aL a Llme all Lhe essenLlal Lralnlng and coachlng
Lechnlques can be shown wheLher [uggllng ls Lhe vehlcle or some oLher Leambulldlng ldea and Lhe
learnlng ls clearer and more memorable because lL ls Laken ouL of Lhe work conLexL where prevlously
people canL see Lhe wood for Lhe Lrees Cames and acLlvlLles provlde a perfecL vehlcle for explalnlng
Lhe Lralnlng and developmenL process (Lraln Lhe Lralner for example) Lo managers Leam leaders and
Lralners
ersonal moLlvaLlon sLyles and learnlng moLlvaLlon
Lveryone ls dlfferenL 1aklng parL ln new games and acLlvlLles ouLslde of Lhe work slLuaLlon lllusLraLes
peoples dlfferenL sLrengLhs and worklng sLyle preferences MuLual respecL develops when people see
skllls and aLLrlbuLes ln oLhers LhaL Lhey dldnL know exlsLed Also people work and learn ln dlfferenL
ways see Lhe kolb learnlng sLyle model and 8enzlger Lhlnklng sLyles model for examples
ConLlnual developmenL and moLlvaLlon
Learnlng and Laklng parL ln a compleLely new acLlvlLy or game llke [uggllng demonsLraLes LhaL earnlng ls
ongolng 1he lessons never flnlsh unless people declde Lo sLop learnlng !uggllng Lhe baslc Lhree ball
cascade paLLern doesnL end Lhere lLs [usL a sLarL as wlLh all learnlng and developmenL MasLer
[uggler Lnrlch 8asLelll pracLlced all Lhe dayllghL hours [uggllng Len balls lnLroduclng people sLaff or
employees Lo new experlences opens Lhelr mlnds Lo new avenues of personal developmenL and
emphaslzes Lhe opporLunlLy for conLlnuous learnlng LhaL ls avallable Lo us all
lmprovlng empaLhy and communlcaLlons for moLlvaLlon
Seek flrsL Lo undersLand and Lhen Lo be undersLood (SLeven Covey) See Lhe Seven PablLs Cf Plghly
LffecLlve eople summary and revlew
1o communlcaLe we musL undersLand Lhe oLher person LmpaLhy and lnLulLlve skllls are rlghLslde braln
ConvenLlonal classroom Lralnlng or dlsLance learnlng do noLhlng Lo address Lhls vlLal area !uggllng and
playlng sponLaneous or creaLlve games deflnlLely promoLe developmenL and awareness ln Lhe rlghLslde
of Lhe braln whlch we use when we communlcaLe and undersLand oLhers 1eam acLlvlLles and games
promoLe communlcaLlons and beLLer muLual undersLandlng essenLlal for good organlzaLlonal
performance (see Lhe !oharl Wlndow model and Lheory)
MoLlvaLlon and creaLlvlLy
CreaLlvlLy and lnlLlaLlve are cruclal capablllLles for modern organlzaLlonal effecLlveness !uggllng and
oLher games acLlvlLles dlspel Lhe noLlon LhaL acLlons musL be accordlng Lo convenLlon and LhaL response
can only be Lo sLlmulus Successful organlzaLlons have sLaff LhaL lnlLlaLe creaLe lnnovaLe and flnd new
ways Lo do Lhlngs beLLer wlLhouL belng Lold uslng mlnd and body LogeLher ln a compleLely new way
encourages proacLlve LhoughL and laLeral Lhlnklng whlch opens peoples mlnds and develops creaLlve
and lnlLlaLlve capablllLles See Lhe bralnsLormlng process whlch lnLegraLes well wlLh Leam bulldlng
acLlvlLles and workshops See also Lhe workshops process and ldeas
MoLlvaLlon for problemsolvlng and declslonmaklng
roblemsolvlng ls lnLegral Lo declslonmaklng see Lhe problemsolvlng and declslonmaklng secLlon
Learnlng Lo [uggle or Laklng parL ln new challenglng sLlmulaLlng acLlvlLles uses Lhe lnLulLlve braln Lo solve
Lhe problem Lhe same parL LhaLs vlLal for creaLlvely solvlng work problems eople who can solve
problems creaLlvely can make declslons and organlzaLlons need Lhelr sLaff and employees Lo have
Lhese ablllLles
hyslcal acLlvlLy ls moLlvaLlonal
1eam bulldlng acLlvlLles llke [uggllng consLrucLlon exerclses or ouLdoor games geL Lhe body movlng
whlch ls good for general healLh and for an energeLlc approach Lo work A mlnuLe of [uggllng Lhree balls
ls 200 Lhrows Lhe equlvalenL of pumplng over 20 kllos hyslcal acLlvlLy also provldes slgnlflcanL sLress
rellef and sLress managemenL ls parL of every organlzaLlons duLy of care Lowards lLs employees eople
concenLraLe and work beLLer when Lhey have had some llghL exerclse and physlcal sLlmulus hyslcal
acLlvlLy energlzes people and reduces sLress and Lenslon See deLalls on Lhe sLress secLlon
1eam bulldlng workshops are empowerlng and moLlvaLlonal
See Lhe secLlon on workshops Workshops are good vehlcles for Leam bulldlng games and acLlvlLles and
also greaL for achlevlng Leam consensus collecLlve problemsolvlng developlng new dlrecLlon and
sLraLegy and Lo supporL Lhe delegaLlon and Leam developmenL process (see Lhe 1annenbaum and
SchmldL ConLlnuum for example)
1eam bulldlng games and acLlvlLles are moLlvaLlonal
Learnlng new Lhlngs even slmple skllls llke plaLesplnnlng help Lo bulld confldence promoLe Leam
worklng and unleash creaLlvlLy 1aklng parL ln workshops and bralnsLormlng sesslons are empowerlng
acLlvlLles Comblne all Lhree and lLs even more effecLlve for Leam bulldlng developmenL and
moLlvaLlon See parLlcularly Lhe PellesponL Swlm case sLudy and exerclse
lf you Lhlnk abouL lL all manner of lefLsldebraln convenLlonal Lralnlng and buslness skllls can be
lnLegraLed wlLhln an lnnovaLlve parLlclpaLlve rlghLsldebraln acLlvlLybased approach Lo lncrease
lnLeresL parLlclpaLlon lnvolvemenL reLenLlon and moLlvaLlon
Saylng Lhanks ls hugely moLlvaLlonal
Saylng Lhanks and glvlng pralse are Lhe mosL commonly overlooked and underesLlmaLed ways of
moLlvaLlng people And lLs so easy Saylng Lhanks ls besL sald naLurally and from Lhe hearL so lf your
lnLenLlons are rlghL you wlll noL go far wrong When you look someone ln Lhe eye and Lhank Lhem
slncerely lL means a loL ln fronL of oLher people even more so 1he key words are Lhe ones whlch say
Lhanks and well done for dolng a greaL [ob especlally where Lhe words recognlze each persons own
speclal ablllLy quallLy conLrlbuLlon and efforL whaLever eople always appreclaLe slncere Lhanks and
Lhey appreclaLe belng valued as an lndlvldual even more When you nexL have Lhe chance Lo Lhank your
Leam or an lndlvldual Leammember Lake Lhe Llme Lo flnd ouL a speclal Lhlng LhaL each person has done
and make a polnL of menLlonlng Lhese Lhlngs uolng Lhls Lhe pralse Lends Lo carry even greaLer meanlng
and moLlvaLlonal effecL
MoLlvaLlonal quoLes uslng lnsplraLlonal quoLaLlons and saylngs ls moLlvaLlonal
lnsplraLlonal quoLaLlons and amuslng maxlms and saylngs are moLlvaLlonal when used ln Leam bulldlng
sesslons conferences speeches and Lralnlng courses lnsplraLlonal quoLes conLrlbuLe Lo moLlvaLlon
because Lhey provlde examples and role models and prompL vlsuallzaLlon lnsplraLlonal quoLes
sLlmulaLe lmages and feellngs ln Lhe braln boLh consclously and unconsclously owerful poslLlve
lmagery found ln moLlvaLlonal quoLaLlons and poems ls genulnely moLlvaLlonal for people lndlvldually
and ln Leams and can help Lo bulld confldence and bellef lnsplraLlonal examples moLlvaLe people ln Lhe
same way LhaL Lhe slmple power of poslLlve Lhlnklng and accenLuaLe Lhe poslLlve Lechnlques do
people lmaglne and vlsuallze Lhemselves behavlng ln Lhe way descrlbed ln Lhe quoLaLlon saylng sLory or
poem vlsuallzaLlon ls a powerful moLlvaLlonal Lool quoLes sLorles and poems provlde a very effecLlve
meLhod for lnsplrlng and moLlvaLlng people Lhrough vlsuallzaLlon lmaglnaLlon and assoclaLlon See Lhe
sLorles secLlon and lf 8udyard klpllngs famous lnsplraLlonal poem
Pere are a few moLlvaLlonal quoLes relaLlng Lo dlfferenL slLuaLlons and roles for example achlevemenL
managemenL leadershlp eLc When uslng quoLe for moLlvaLlon lLs lmporLanL Lo choose maLerlal LhaLs
relevanL and approprlaLe MoLlvaLlonal posLers showlng lnsplraLlonal quoLes or poems can be effecLlve
for sLaff and employee moLlvaLlon and ln esLabllshlng organlzaLlonal values 1here are more quoLaLlons
abouL lnsplraLlon and achlevemenL on Lhe quoLes secLlon 1hese quoLes all make effecLlve moLlvaLlonal
posLers and are excellenL maLerlals for moLlvaLlonal speakers
MoLlvaLlonal quoLes
We cannoL solve our problems wlLh Lhe same level of Lhlnklng LhaL creaLed Lhem (AlberL LlnsLeln)
lL ls amazlng whaL you can accompllsh lf you do noL care who geLs Lhe credlL (resldenL Parry S
1ruman)
ln Lhe mldsL of wlnLer l flnally learned LhaL wlLhln me Lhere lay an lnvlnclble summer (AlberL Camus
1913 1960 lrench auLhor phllosopher)
lf youre noL parL of Lhe soluLlon you musL be parL of Lhe problem (Lhe commonly paraphrased verslon
of Lhe orlglnal quoLe WhaL were saylng Loday ls LhaL youre elLher parL of Lhe soluLlon or youre parL
of Lhe problem by Lldrldge Cleaver 193398 founder member and lnformaLlon mlnlsLer of Lhe 8lack
anLhers Amerlcan pollLlcal acLlvlsL group ln a speech ln 1968 Lhanks 8v)
A dream ls [usL a dream A goal ls a dream wlLh a plan and a deadllne (Parvey Mackay Lhanks 8rad
Panson)
l have learned LhaL success ls Lo be measured noL so much by Lhe poslLlon LhaL one has reached ln llfe
as by Lhe obsLacles overcome whlle Lrylng Lo succeed (8ooker 1 WashlngLon 18361913 Amerlcan
LducaLor and AfrlcanAmerlcan spokesman Lhanks for quoLe M klncald and for blography correcLlon M
?aLes and A ChaLLer[ee)
MosL people never run far enough on Lhelr flrsL wlnd Lo flnd ouL Lheyve goL a second Clve your
dreams all youve goL and youll be amazed aL Lhe energy LhaL comes ouL of you (Wllllam !ames
Amerlcan hllosopher 18421910 Lhanks !ean SLevens)
WhaLever you can do or dream you can begln lL 8oldness has genlus power and maglc ln lL (!ohann
Wolfgang von CoeLhe Cerman wrlLer 17491832 Lhanks ?vonne 8enL)
A dwarf sLandlng on Lhe shoulders of a glanL may see farLher Lhan Lhe glanL hlmself (uldacus SLella
clrca Au60 and as a maLLer of lnLeresL abrldged on Lhe edge of an Lngllsh 2 coln)
lf l have seen furLher lL ls by sLandlng on Lhe shoulders of glanLs (Slr lsaac newLon 1676)
1he mosL lmporLanL Lhlng ln llfe ls noL Lo caplLallse on your successes any fool can do LhaL 1he really
lmporLanL Lhlng ls Lo proflL from your mlsLakes (Wllllam 8ollLho from 1welve agalnsL Lhe Cods)
CuL of Lhe nlghL LhaL covers me 8lack as Lhe plL from pole Lo pole l Lhank whaLever gods may be lor
my unconquerable soul ln Lhe fell cluLch of clrcumsLance l have noL wlnced nor crled aloud under Lhe
bludgeonlng of chance my head ls bloody buL unbowed lL maLLers noL how sLralL Lhe galL how
charged wlLh punlshmenLs Lhe scroll l am Lhe masLer of my faLe l am Lhe capLaln of my soul (WL
Penley 18491903 from lnvlcLus)
ManagemenL means helplng people Lo geL Lhe besL ouL of Lhemselves noL organlzlng Lhlngs (Lauren
Appley)
lLs noL Lhe crlLlc who counLs noL Lhe one who polnLs ouL how Lhe sLrong man sLumbled or how Lhe
doer of deeds mlghL have done Lhem beLLer 1he credlL belongs Lo Lhe man who ls acLually ln Lhe arena
whose face ls marred wlLh Lhe sweaL and dusL and blood who sLrlves vallanLly who errs and comes up
shorL agaln and agaln who knows Lhe greaL enLhuslasms Lhe greaL devoLlons and spends hlmself ln a
worLhy cause and who aL besL knows Lhe Lrlumph of hlgh achlevemenL and who aL worsL lf he falls aL
leasL falls whlle darlng greaLly so LhaL hls place shall never be wlLh Lhose cold and Llmld souls who know
nelLher vlcLory nor defeaL (1heodore 8oosevelL 23 Aprll 1923)
1he world ls dlvlded lnLo people who do Lhlngs and people who geL Lhe credlL 1ry lf you can Lo
belong Lo Lhe flrsL class 1heres far less compeLlLlon (uwlghL Morrow 1933)
WhaL does noL klll us makes us sLronger (ALLrlbuLed Lo lrledrlch nleLzsche probably based on hls
words CuL of llfes school of war WhaL does noL desLroy me makes me sLronger from 1he 1wlllghL of
Lhe ldols 1899)
A llfe spenL ln maklng mlsLakes ls noL only more honorable buL more useful Lhan a llfe spenL dolng
noLhlng (Ceorge 8ernard Shaw 18361930)
l pralse loudly l blame sofLly (CaLherlne Lhe CreaL 17291796)

MoLlvaLlonal ldeas for sales managers for sales Leams
(1hese prlnclples are appllcable Lo all [ob roles sub[ecL Lo Lhe noLes aL Lhe end of Lhls lLem)
MoLlvaLlon of sales people commonly focuses on sales resulLs buL nobody can acLually do a resulL
WhaL maLLers ln achlevlng resulLs ls peoples aLLlLude and acLlvlLy and Lhe areas of opporLunlLy on whlch
Lhe aLLlLude and acLlvlLy ls dlrecLed
WhaL sales people can do ls Lo adopL a poslLlve and creaLlve aLLlLude and carry ouL more producLlve and
efflclenL acLlvlLy dlrecLed on hlgheryleld sLraLeglc opporLunlLles 8y dolng Lhese Lhlngs sales people and
sales Leams wlll lmprove Lhelr resulLs
Powever Lhe Lendency remalns for sales managers sales supervlsors and Leam leaders (Lyplcally under
pressure from above from execuLlves who should know beLLer) Lo slmply dlrecL people Lo meeL Lhe
LargeL or Lo lncrease sales or worse sLlll Lo pressurlze cusLomers lnLo acceleraLlng declslonmaklng
whlch mlghL work ln Lhe shorLLerm buL ls exLremely unhelpful ln Lhe medlumLerm (when buslness
broughL forward leaves gaps ln Lhe nexL monLhs forecasLs) and damages Lhe longLerm (when as a
resulL of suppllerdrlven sales pressure Lhe cusLomer relaLlonshlp ls undermlned or rulned)
lnsLead Lhlnk abouL whaL really moLlvaLes and exclLes people and focus on offerlng Lhese opporLunlLles
Lo sales people and sales Leams on an ongolng basls uonL walL unLll you flnd yourself 23 behlnd
LargeL wlLh only half of Lhe year remalnlng and wlLh LargeLs seL Lo lncrease as well ln Lhe flnal quarLer
eople wlll noL generally and susLalnable lmprove Lhelr performance or aLLlLude when Lhey are shouLed
aL or glven a klck up Lhe backslde eople wlll on Lhe oLher hand generally lmprove Lhelr performance lf
empowered Lo develop Lhelr own sLraLeglc capablllLy and responslblllLy wlLhln Lhe organlzaLlon
Perzberg Adams Pandy Maslow McCregor and every oLher managemenL and moLlvaLlon experL
conflrmed all Lhls long ago
Sales Leams generally comprlse people who seek greaLer responslblllLy 1hey also seek recognlLlon
achlevemenL selfdevelopmenL and advancemenL
So lf we know Lhese Lhlngs does lL noL make good sense Lo offer Lhese opporLunlLles Lo Lhem because
we know LhaL dolng so wlll have a moLlvaLlonal effecL on Lhem and also encourage Lhem Lo work on
opporLunlLles LhaL are llkely Lo produce lncreaslng reLurns on Lhelr efforLs? Cf course So do lL
lf you are managlng a sales Leam Lry (genLly and progresslvely) explorlng wlLh Lhe Leam how Lheyd llke
Lo develop Lhelr experlence responslblllLles roles sLaLus value conLrlbuLlon wlLhln Lhe buslness
lnclude yourself ln Lhls usually far more ldeas and acLlvlLy come from focuslng on how Lhe people
would llke Lo develop Lhelr roles and value (ln Lerms of Lhe scale and sophlsLlcaLlon of Lhe buslness LhaL
Lhey are responslble for) raLher Lhan conflnlng sales people Lo a role LhaL ls lmposed on Lhem and whlch
ls unllkely Lo offer susLalnable lnLeresL and sLlmulaLlon
All buslnesses have many opporLunlLles for new sLraLeglc growLh avallable ?ours wlll be no dlfferenL
MosL employees are capable of worklng aL a far hlgher sLraLeglc level developlng ever greaLer reLurns
on Lhelr own efforLs
erformance lmprovemenL ls generally found Lhrough enabllng people and Leams Lo dlscover and reflne
more producLlve and sLraLeglc opporLunlLles whlch wlll lead Lo more producLlve and moLlvaLlng
acLlvlLles
lor example reacLlve sales people are generally able Lo be proacLlve accounL mangers accounL
managers are generally able Lo be ma[or accounLs developers ma[or accounLs developers are generally
able Lo be naLlonal accounLs managers naLlonal accounLs mangers are generally able Lo be sLraLeglc
parLner and channel developers sLraLeglc parLner and channel managers are generally able Lo be new
buslness secLor/servlce developers and so on
Agaln lnclude yourself ln Lhls
lf necessary (dependlng on your organlzaLlonal culLure and pollcles seek approval from your own
managemenL/execuLlves for you Lo embark on Lhls sorL of exploraLlon of sLraLeglc growLh (lf you are
unable Lo galn approval Lhere are many oLher organlzaLlons ouL Lhere who need people Lo manage sales
Leams ln Lhls way)
Cbvlously parL of Lhe approach (and your agreemenL wlLh your people Lhe psychologlcal conLracL)
necessarlly lncludes malnLalnlng and meeLlng exlsLlng baslc buslness performance LargeL levels 1hls ls
especlally so slnce sLraLeglc growLh Lakes Llme and your buslness sLlll needs Lhe normal dayLoday
buslness handled properly 8uL people can generally do Lhls le malnLaln and grow dayLoday
performance whlle addlLlonally developlng new hlgherlevel sLraLeglc areas because genulnely
moLlvaLed people are capable of dramaLlc achlevemenLs 1he moLlvaLlon and capaclLy Lo do wlll come
qulLe naLurally from Lhe new responslblllLy and empowermenL Lo operaLe aL a hlgher level
n8 1he prlnclples descrlbed above generally apply Lo mosL oLher [ob roles eople are moLlvaLed by
growLh and exLra responslblllLy whlle aL Lhe same Llme Lhe organlzaLlon beneflLs from havlng lLs people
focus on hlgher sLraLeglc alms and acLlvlLles 8e aware however LhaL people ln dlfferenL roles wlll be
moLlvaLed by dlfferenL Lhlngs and parLlcularly wlll requlre dlfferenL Lypes of supporL and guldellnes
when belng encouraged Lo work aL a hlgher sLraLeglc level lor example englneers requlre more deLall
and clarlflcaLlon of expecLaLlons and process Lhan sales people Lyplcally do admlnlsLraLors are llkely Lo
requlre more reassurance and supporL ln approachlng change Lhan sales people Lyplcally do
lor sure your should encourage and enable people Lo develop Lhelr roles buL make sure you glve
approprlaLe explanaLlon managemenL and supporL for Lhe Lypes of people concerned
Case sLudles
Severn 1renL WaLer chooses CaplLal 8onds Lo 'Say 1hanks' Lo employees 8ackground
Severn 1renL WaLer serves over 8 mllllon people ln Lhe hearL of Lhe uk supplylng nearly 2 bllllon llLers of
drlnklng waLer a day ln Lurope Slnce prlvaLlzaLlon ln 1989 Severn 1renL WaLer has lnvesLed nearly 3
bllllon ln lmprovlng Lhe quallLy of lLs servlce Lo cusLomers
As a company Lhey wanLed Lo enhance Lhe quallLy of Lhelr servlce Lo employees by lmprovlng employee
saLlsfacLlon and moLlvaLlon
Cb[ecLlvesSevern 1renL WaLer requlred an employee moLlvaLlon and lncenLlve scheme LhaL empowered
managers aL a local level Lo recognlze lndlvlduals for Lhelr excepLlonal conLrlbuLlon Lo Lhe company
whlch dlrecLly or lndlrecLly relaLed Lo lmprovlng cusLomer servlce
lL was essenLlal LhaL Lhe provlder LhaL underLook Lhe admlnlsLraLlon of Lhe scheme dld so ln a cosL
effecLlve manner as Lhe buslness operaLes ln a LlghL regulaLory envlronmenL lL was also lmporLanL LhaL
rewards offered would appeal Lo all across Lhe wlde specLrum of buslness processes
SoluLlonSevern 1renL WaLer Lurned Lo CaplLal lncenLlves and MoLlvaLlon Lo lmplemenL a cheque book
based reward and recognlLlon lncenLlve scheme called 'Saylng 1hanks'
1o launch Lhe campalgn each 8uslness Manager was glven a 'Saylng 1hanks' branded cheque book wlLh
a range of serlal numbered cheques ranglng from 23 230 wlLh a coverlng leLLer and lnsLrucLlons
conflrmlng Lhelr reward recognlLlon budgeL 1he cheques are presenLed wlLh a personal leLLer of
Lhanks aL Lhe dlscreLlon of Lhe 8uslness Manager Lo employees who have provlded an excepLlonal
conLrlbuLlon 1he reclplenLs slmply reLurn Lhe cheque Lo CaplLal lncenLlves ln a prepald envelope
speclfylng Lhelr cholce of voucher from a selecLlon on Lhe rear of Lhe cheque
8ewardsSevern 1renL WaLer chose CaplLal 8ond vouchers Lo provlde reclplenLs wlLh unllmlLed cholce as
Lhey can be spenL aL over 140 famous hlgh sLreeL sLores from fashlon and accessorles home and ul?
lelsure and Lravel Lo food and drlnk
1o complemenL Lhe CaplLal 8ond voucher and ensure Lhe employees have maxlmum cholce vouchers
from Argos klngflsher Lelsure vouchers MS nexL 1oys 8 us and WP SmlLh were also recommended
'Saylng 1hanks Awards' are dlsLrlbuLed Lo Lhe reclplenL ln a 'Saylng 1hanks' personallzed voucher walleL
accompanled by a leLLer of CongraLulaLlons
CaplLal lncenLlves MoLlvaLlon also manages Lhe admlnlsLraLlon of Lhe scheme lncludlng Lhe
lmplemenLaLlon of comprehenslve audlL procedures for every cheque recelved Lhe processlng of
cheques and Lhe dlsLrlbuLlon of vouchers Lhls ls supporLed by provlslon of deLalled managemenL
lnformaLlon
8esulLs1he scheme proves Lo be an ongolng success accordlng Lo Lhe ay 8eneflLs Manager
1he Saylng 1hanks scheme has helped develop Lhe manager and employee relaLlonshlp as Lhere ls a
slgnlflcanL feel good facLor due Lo Lhe facL Lhe award ls a personal one made by Lhe manager 1he
scheme has deflnlLely been one of Lhe facLors ln helplng Lhe company lmprove lLs cusLomer servlce
levels reporLed Lo Lhe lndusLry regulaLor 1he overall company percepLlon has also dramaLlcally
lmproved Lhrough Lhe lnLroducLlon of Lhe scheme
Lmployees' achlevemenLs are now recognlzed upsLream ln Lhe managemenL hlerarchy and as a resulL
Lhls has lncreased [ob saLlsfacLlon and lncreased moLlvaLlon
1he employees were also lmpressed wlLh Lhe scheme as one reclplenL commenLs l always really
appreclaLe recelvlng a Saylng 1hanks award lLs nlce Lo be recognlzed for dolng a blL exLra and Lhe
CaplLal 8onds are useful as Lhey can be spenL ln so many dlfferenL ways


8uslness Case SLudles 8oyal 8ank of ScoLland whaL ls moLlvaLlon?



MoLlvaLlng Lhrough 1oLal 8eward



WhaL ls moLlvaLlon?
lor many years managemenL LheorlsLs have Lrled Lo undersLand whaL makes some people work harder
Lhan oLhers Some of Lhe moLlvaLlon facLors ldenLlfled by LheorlsLs can be seen aL work ln 88S
Larly LheorlsLs on sLaff moLlvaLlon always looked aL facLors ouLslde Lhe lndlvldual
1aylor and Lhe plece raLe
lrederlck W 1aylor (1911) was Lhe creaLor of sclenLlflc managemenL Pe felL LhaL every [ob was
measurable and each elemenL of a [ob could be Llmed All managers had Lo do was pay for every lLem
Lhe workers produced and Lhey would work harder Lo geL more money 1hls led Lo a long esLabllshed
pay scheme called Lhe plece raLe where workers recelved a flxed amounL for every unlL of ouLpuL
Schemes llke Lhls are usually assoclaLed wlLh manufacLurlng lndusLrles and are noL approprlaLe for a
complex servlceled organlzaLlon llke 88S
Perzberg and LwofacLor Lheory
AnoLher LheorlsL lrederlck Perzberg (1939) carrled ouL a largescale survey lnLo moLlvaLlon ln Amerlcan
lndusLry 1he resulLs of hls survey led hlm Lo develop a LwofacLor Lheory of moLlvaLlon llrsLly he
esLabllshed LhaL lf an employees baslc needs (such as a sulLable worklng envlronmenL and a baslc raLe
of pay) were noL meL Lhen Lhls creaLes a source of dlssaLlsfacLlon Perzberg Lermed Lhese hyglene
facLors Cn Lhe oLher hand Lhe presence of less Langlble facLors such as Lhe provlslon of challenglng
work and recognlLlon for dolng well can creaLe or lncrease work moLlvaLlon Perzberg Lermed Lhese
moLlvaLors
88S has puL ln place several of Perzbergs moLlvaLors
employees geL recognlLlon for good work
Lhey have a collecLlve sense of achlevemenL when Lhe whole buslness does well
Lhey galn exLra responslblllLy and advancemenL Lhrough regular performance revlews
when 88S people do well ln Lhelr work Lhe company rewards Lhem
Maslows Plerarchy of needs

1he Lheory of Abraham P Maslow (1943) on sLaff moLlvaLlon ls also evldenL aL 88S Maslow referred Lo
a Plerarchy of needs whlch ls usually drawn as a pyramld
Accordlng Lo Maslow Lhe mosL baslc needs on Lhls hlerarchy had Lo be saLlsfled before workers could
look Lo Lhe nexL level 8aslc physlcal needs were Lhlngs llke shelLer food warmLh and bodlly funcLlons
nexL people had Lo feel safe ln Lhelr envlronmenL 88S provldes Lhese baslc needs wherever lL creaLes
[obs
Maslows hlgher levels of need are less obvlous and less easy Lo descrlbe buL of greaL lmporLance Soclal
needs refer Lo Lhe facL LhaL we wanL Lo feel parL of someLhlng we share ln 88S creaLes Lhe opporLunlLy
for lLs communlLy of employees worldwlde Lo share ln lLs common goals and vlslon for Lhe group lL does
Lhls by rewardlng Lhe people who conLrlbuLe Lo lLs success Lhrough Lhelr commlLmenL and hard work
88S provldes self acLuallzaLlon by offerlng recognlLlon promoLlon opporLunlLles and Lhe chance Lo
develop a llfelong career wlLh Lhe Croup
1he nexL level esLeem refers Lo our need Lo feel valued LhaL whaL we do maLLers 1he 88S mlndseL
ls LhaL employees can make lL happen for Lhemselves lL provldes opporLunlLles for all employees
Lhrough promoLlon or Lralnlng and Lhen recognlzes Lhelr achlevemenLs 1hrough Lhls 88S employees can
lmprove Lhelr selfesLeem
AL Lhe very Lop of Maslows hlerarchy ls our human need for self acLuallzaLlon 1hls means we work
hard ln order Lo be as good as we posslbly can be 88S meeLs Lhls by offerlng recognlLlon promoLlon
opporLunlLles and Lhe chance Lo develop a llfelong career wlLh Lhe Croup

Pow AudlLlng Company x Works wlLh 8eLalnlng valuable Lmployees Swedlsh Case sLudy
unlverslLy essay from Pgskolan l !nkplng/lPP LMM (LnLrepreneurskap Marknadsfrlng
ManagemenL)
AuLhor !oslp 8oglc Lllna ArmanLo Ma[a Cassel 2008
keywords 8eLenLlon AudlLlng
AbsLracL 1oday nelLher employees nor employers seem Lo Lake for granLed LhaL a person wlll sLay wlLh
Lhe same flrm unLll reLlremenL ?eL keeplng employees for longer perlods ls an lmporLanL challenge for
flrms Cne lndusLry where reLenLlon ls lnLeresLlng ls Lhe audlLlng lndusLry ln Sweden Lhls because
cerLaln requlremenLs are needed Lo become an audlLor llrsLly Lhe employee needs Lo have a Swedlsh
unlverslLy degree lncludlng speclflc courses wlLhln audlLlng/accounLlng lurLhermore Lhe person needs
pracLlcal experlence for a speclflc perlod of Llme uue Lo Lhese sLaLemenLs Lhe challenge of reLalnlng and
moLlvaLlng valuable employees ls cruclal for Lhe audlLlng flrms whlch ls why we have chosen Lo do a
case sLudy aL AudlLlng Company x Lo see how Lhey work wlLh employee reLenLlon We have compared
Lhe flndlngs Lo our chosen Lheory whlch conslsL of four caLegorles Lhe hlrlng process lnLernal labor
markeL and career moLlvaLlon and performance and flnally culLure and leadershlp 1hese four
caLegorles are lnlLlally based on Lelgh 8ranham?s book ?keeplng Lhe people who keep you ln buslness
24 ways Lo hang on Lo your mosL valuable LalenL? (8ranham 2001)ln our conducLed case sLudy aL
AudlLlng Company x we have been able Lo conclude LhaL Lhe flrm's reLenLlon pracLlces are Lo a greaL
exLend ln llne wlLh Lhe LheoreLlcal framework 1here are some areas LhaL need furLher aLLenLlon from
Lhe company such as an lndlvlduallzed reward sysLem and communlcaLlon beLween managers and
employees Lven Lhough Lhere are some parLs Lo work on Lhe mosL lmporLanL aspecLs of reLenLlon such
as havlng a hollsLlc and longLerm orlenLaLlon AudlLlng Company x seems Lo have lncorporaLed Lhls lnLo
Lhelr pracLlces successfully

8eLenLlon An explanaLory sLudy of Swedlsh employees ln Lhe flnanclal secLor regardlng leadershlp sLyle
remuneraLlon and elemenLs Lowards [ob saLlsfacLlon
unlverslLy essay from vax[ unlverslLeL/Lkonomlhgskolan
AuLhor Sanna aulsson Llnda Llndgren 2008
keywords reLenLlon remuneraLlon reward leadershlp leadershlp sLyle managemenL moLlvaLlon
employee
AbsLracL lnLroducLlon Companles Loday are forced Lo funcLlon ln a world full of change and complexlLy
and lL ls more lmporLanL Lhan ever Lo have Lhe rlghL employees ln order Lo survlve Lhe surroundlng
compeLlLlon lL ls a facL LhaL a Loo hlgh Lurnover raLe affecLs companles ln a negaLlve way and reLenLlon
sLraLegles should Lherefore be hlgh on Lhe agenda When looklng aL Lhls problem area we found LhaL
Lhere may be acLlons and Lools LhaL companles could use Lo come Lo Lerms wlLh Lhls problem 8esearch
Lold us LhaL leadershlp remuneraLlon and elemenLs llke parLlclpaLlon feedback auLonomy falrness
responslblllLy developmenL and workaLmosphere ls lmporLanL for [ob saLlsfacLlon and reLenLlon
Cb[ecL 1he maln ob[ecLlve ls Lo lncrease Lhe undersLandlng regardlng employee's reLenLlon ln relaLlon
Lo leadershlp sLyle remuneraLlon and elemenLs such as parLlclpaLlon feedback auLonomy falrness
responslblllLy developmenL and workaLmosphere ln Lhe Swedlsh flnanclal
SecLor MeLhod We wanLed Lo lnvesLlgaLe how employee of Lhe Swedlsh flnanclal secLor prefers Lo be
reLalned and how Lhey conslder and reacL Lo Lhe chosen areas 1he survey has a quanLlLaLlve approach
wlLh a web based quesLlonnalre and lncludes 129 respondenLs from banks lnsurance and flnance
companles 1he LheoreLlcal framework lncludes leadershlp and leadershlp sLyle flnanclal as well as non
flnanclal remuneraLlon and research done ln laLer years regardlng parLlclpaLlon feedback auLonomy
falrness responslblllLy developmenL and workaLmosphere connecLed Lo reLenLlon
Concluslon 1he resulL shows LhaL regardlng leadershlp Lhe respondenLs prefer leadershlp based on
relaLlons were Lhey feel appreclaLlon 8oLh appreclaLlons from Lhe closesL manager as well as Lhe
company managemenL lnfluences employee [ob saLlsfacLlon ln a poslLlve way More money was Lhe
mosL common reason for wanLlng Lo change [obs and when asklng how Lhe remuneraLlon sysLem
should be deslgned base pay wlLh addlLlonal bonus and beneflLs were preferred 8uL also non flnanclal
facLors such as parLlclpaLlon feedback auLonomy falrness responslblllLy developmenL and work
aLmosphere musL be Laken ln conslderaLlon Lo saLlsfy slnce Lhey seem Lo lncrease employees?
Wllllngness Lo sLay ln Lhe company

WhaL leaders can do Lo keep Lhelr key employees 8eLenLlon ManagemenL
unlverslLy essay from CLeborgs unlverslLeL/lreLagsekonomlska lnsLlLuLlonen
AuLhor Llsa Pedberg Marla Pelnlus 200709031082231Z
keywords leadershlp recrulLmenL communlcaLlon moLlvaLlon key organlzaLlonal members reLenLlon
managemenL employee Lurnover
AbsLracL 8ackground reLenLlon managemenL ls a hlghly Loplcal sub[ecL and an lmporLanL dllemma
many organlzaLlons mlghL face ln Lhe fuLure lf noL faclng lL already We belleve LhaL Lhe leader plays a
key role ln employee reLenLlon and reLenLlon managemenL 1he concepL of reLenLlon managemenL can
boLh have a narrow and a broader slgnlflcance 8oLh parLs of lLs slgnlflcance are generally lncluded ln
Lhls Lhesls 1he background of Lhe Lhesls presenL a few arLlcles LhaL dlscuss lssues LhaL makes lL
lmporLanL for Lhe organlzaLlon and Lhe leaders Lo work hard wlLh reLenLlon managemenL 1he research
ls based on Lhe leaders ln Lhe llnnlsh case company 1radeka lollowlng key quesLlons are lnLended Lo be
answered WhaL are Lhe consequences beLween leaders acLlons and employees reLenLlon? Whlch ls Lhe
leader's role when lL comes Lo reLalnlng employees? urpose sLaLemenL 1he purpose of Lhe Lhesls ls Lo
lnvesLlgaLe and analyze how company leaders Loday can reLaln Lhelr key employees Pow can Lhe
provlslon of key human resources develop a longLerm relaLlonshlp LhaL makes Lop employees sLay ln
Lhe company? 1he sLudy alms Lo esLabllsh Lhe procedure leaders apply Lo reLaln employees 1he
purpose ls Lo compare Lhe quallLaLlve sLudy made aL Lhe case company wlLh flndlngs from Lhe Lhesls
LheoreLlcal framework 8esearch meLhod 1he sLudy ls a quallLaLlve as well as a LheoreLlcal sLudy where
emplrlcal flndlngs and Lheorles has been compared 1he lnLenLlon of lnvesLlgaLlng and uslng Lhe llnnlsh
company 1radeka LlmlLed as a case company ls Lo make Lhe lnformaLlon from Lhe Lheorles more valld
and also Lhe lnLeresL ln how reLenLlon managemenL works ln pracLlce Lleven quallLaLlve lnLervlews
were conducLed aL 1radeka?s flnanclal deparLmenL boLh wlLh supervlsors and employees Lo geL a
broader vlew aL Lhe phenomenon reLenLlon managemenL 8esulL Leaders and Lhelr sklll ln creaLlng a
culLure of reLenLlon has becomlng a key ln why people sLay and whaL usually drlves Lhem away from a
company 1he leader has become Lhe maln facLor ln whaL moLlvaLes people's declslon Lo sLay or leave
lor organlzaLlons Lo keep lLs key employees Lhelr number one prlorlLy should be Lo look aL Lhelr
managemenL because people leave managers and noL companles CharacLerlsLlcs ln a leader LhaL are of
lmporLance as Lhe leader plays a key role ln reLenLlon managemenL ls LrusL bullder esLeem bullder
communlcaLor LalenL developer and coach and LalenL flnder 1he leader's relaLlon Lo Lhe employees
plays a cenLral role ln reLalnlng employees because employees need Lo feel lnvolvemenL and LhaL Lhelr
presence counL When reLenLlon ls a core value good Lhlngs happen for cusLomers employees and Lhe
company



MoLlvaLlon ln pracLlce case sLudy sharesave schemes
roflLshare and sharesave schemes have provlded good reLurns for Lhe sLaff of reLallers and oLher large
groups
ln 2002 1esco pald ouL 30 mllllon Lo [usL over 100000 of lLs workers afLer holdlng 38 mllllonworLh of
shares on Lhelr behalf for Lhree years ln lLs proflLshare scheme
Slnce 1999 when Lhe shares were placed ln LrusL for Lhe employees 1escos share prlce had rlsen by
more Lhan 30 per cenL from 188p Lo 238p when Lhe scheme maLured Lmployees were able Lo keep Lhe
shares or cash Lhem ln
SLaff can [oln 1escos proflLshare scheme afLer Lwo years servlce 1he number of shares allocaLed Lo
each employee depends on Lhe number of hours Lhey work each week
uurlng 2002 1esco whlch has 193000 sLaff dlsLrlbuLed more Lhan 200 mllllon Lhrough sharesave and
bonus schemes
ln lebruary 2002 Lwo Save As ?ou Larn share schemes maLured and released 116 mllllon Lo 37000
sLaff who had been savlng lnLo Lhe schemes for elLher Lhree or flve years
Savers who had sLarLed Lhe scheme Lhree years before could buy 1esco shares aL Lhe 1998 opLlon prlce
of 136 whlle savers ln Lhe flveyear scheme could buy aL 83p per share 1he shares Lhey boughL aL
Lhese prlces were acLually worLh abouL 233 each
1hose who had saved Lhe maxlmum 230 per monLh saw an lnvesLmenL over flve years Lurn lnLo a
maLurlLy value of 49000 a reLurn of almosL Lhree Llmes whaL Lhey puL ln
Savers who puL away as llLLle as 10 per monLh saw Lhe value of Lhelr lnvesLmenL soar from 600 Lo
1933 once Lhe savlngs had been used Lo buy shares aL Lhe end of Lhe flveyear Lerm
8y conLrasL lf Lhese employees had saved Lhe same 10 per monLh lnLo a savlngs accounL paylng Lhe
bulldlng socleLy average of 48 per cenL gross per year each would have 69396 before Lax afLer flve
years
A1erry Leahy chlef execuLlve of 1esco sald 1he popularlLy of SA?L has lncreased dramaLlcally ln 21
years as sLaff recognlse Lhe value of Lhe beneflL 1he mosL recenL Lhree and flveyear schemes Lo be
offered Lo 1esco sLaff ln CcLober 2001 aLLracLed more Lhan 63000 appllcaLlons 1hls equaLes Lo over
one ln four sLaff more Lhan 66 Llmes Lhe 1981 flgure when 942 employees slgned up for Lhe scheme
MosL large companles operaLe sharesave schemes for Lhelr sLaff under governmenL rules employees
can save beLween 3 and 230 per monLh lnLo a scheme whlch can run for Lhree flve or seven years
wlLh an opLlon Lo buy shares ln Lhe company aL a prlce deLermlned aL Lhe ouLseL 1hls prlce ls ofLen Lhe
markeL prlce aL ouLseL buL companles have Lhe rlghL Lo dlscounL Lhe markeL prlce by up Lo 20 per cenL
whlch 1esco dld
ConLrlbuLlons are pald lnLo a bank or bulldlng socleLy accounL nomlnaLed by Lhe employer and lnLeresL ls
pald aL a raLe seL unlversally by Lhe 1reasury 1hls year Lhe raLes were 367 per cenL gross per annum for
Lhreeyear schemes 399 per cenL for flveyear schemes and 407 per cenL for sevenyear schemes
SLaff makes 36 paymenLs lnLo Lhe Lhreeyear scheme and 60 paymenLs lnLo Lhe flve and sevenyear
schemes 1helr savlngs are lefL ln Lhe deposlL accounL for an exLra Lwo years under Lhe sevenyear
scheme
AL Lhe end of Lhe perlod Lhe employee has Lhe rlghL Lo choose wheLher Lo buy Lhe shares aL Lhe pre
deLermlned opLlon prlce wlLh Lhe savlngs Lhey have made or lf Lhe currenL markeL prlce has dlpped
below Lhe prlce aL ouLseL Lo Lake Lhe savlngs ln cash free of Lax lnsLead
MoLlvaLlng for success moLlvaLlng employees lncludes relaLed arLlcle on demoLlvaLors
naLlons 8uslness March 1988 by Sharon nelLon
MoLlvaLlng lor Success
Long ago when he worked for someone else PC !ackson of San 8afael Callf spenL 13 or 20 mlnuLes
one day buoylng up a group of employees Lelllng Lhem how good Lhey were and how proud he was of
Lhem 1hen hls own boss walked ln and undld !acksons pep Lalk ?ou clerks are a dlme a dozen Lhe
boss declared l could plck somebody off Lhe sLreeL Lo do your [ob
Lverybody was crushed !ackson recalls Pe knew lL was lmposslble Lo replace hls people wlLh [usL
anybody off Lhe sLreeL he says buL Lhey dldnL know LhaL lL Look a long Llme Lo repalr Lhe damage
When he was an employee of a Lanslng Mlch company called SLamp8lLe Wendell W arsons
remembers belng Lold he couldnL Lake Llme off Lo Lravel wlLh hls wlfe Lo her grandfaLhers funeral ln
uelaware Pls lmmedlaLe supervlsor refused wlLhouL offerlng a reason l dldnL have anyLhlng
earLhshaklng LhaL had Lo be done lL was [usL Lhls guy who was Lelllng me no you canL do lL says
arsons
1hough decades have passed boLh !ackson and arsons sLlll feel Lhe sLlng of Lhese lncldenLs now
however Lhey are ln command and whaL Lhey learned so long ago has helped Lhem unlock Lhe secreL Lo
keeplng Lhelr own employees moLlvaLedln effecL creaLlng wlnners ouL of Lhelr employees so LhaL Lhelr
companles can Lhrlve
lLs so slmple 1reaL people Lhe way you wanL Lo be LreaLed 8e honesL 8e falr says !ackson who
sLarLed !acksons Pardware a company wlLh $10 mllllon ln annual sales and over 30 employees ln 1964
ln pracLlce however !ackson and oLher managers who succeed ln moLlvaLlng Lhelr workers
demonsLraLe LhaL applylng LhaL slmple rule requlres hard work 1here ls no onemlnuLe moLlvaLor Lhey
say no formula LhaL can be applled easlly and lefL Lo operaLe on lLs own 1he person aL Lhe Lop has Lo
caregenulnely careabouL employees and show LhaL carlng by LreaLlng each employee as an
lndlvldual Cnly Lhen wlll Lhe employee care enough abouL Lhe company Lo glve hls or her besL all Lhe
Llme
WhaL ofLen seem Lo be Llmeworn Lechnlques Lake on a new llfe and usefulness when looked aL as Lhese
managers see Lhem
arsons worked hls way Lhrough Mlchlgan SLaLe unlverslLy whlle employed aL SLamp8lLe and now he
owns Lhe company 1he $13 mllllonayear flrm makes rubber sLamps and ldenLlflcaLlon producLs such
as nameplaLes name Lags and slgns
LmpaLhy governs Lhe way he LreaLs hls 23 employees he says because l remember whaL lL was llke
belng Lhe engraver l remember whaL lL was llke belng ln Lhe sLeel deparLmenL and ln Lhe label
deparLmenL 1he memorles lnclude good ones llke Lhe manager who made lL a polnL Lo leave Lhe fronL
offlce every day and flnd ouL how arsons was 1haL someone cared enough Lo make sure he was dolng
Ck made a lasLlng lmpacL on hlm arsons says
lLs noL uncommon Lo hear buslness owners and managers complaln LhaL employees [usL donL wanL Lo
work or LhaL Lhey have poor aLLlLudes And lazlness and lack of commlLmenL mean low producLlvlLy and
a lower boLLom llne
8uL many psychologlsLs buslness experLs and buslness people dlspuLe Lhe noLlon LhaL employees are
unmoLlvaLed
l Lhlnk by naLure people are lnLeresLed ln dolng well ln belng effecLlve workers and effecLlve
achlevers says Ldward L uecl professor of psychology aL Lhe unlverslLy of 8ochesLer ln 8ochesLer
n? and a speclallsL ln human moLlvaLlon ln cases where people donL wanL Lo work hard he
malnLalns lLs because Lheyve had a seL of experlences LhaL have allenaLed Lhem from work
Some experLs even conLend LhaL Lhe managers [ob ls noL Lo moLlvaLe employees aL all Leaders who
wlsh Lo belleve LhaL Lhey musL conLlnuously scurry abouL moLlvaLlng everyone are desLlned Lo a
faLlgulng ulceraLlng career says 8oberL Crandford WrlghL a professor of organlzaLlon Lheory aL
epperdlne unlverslLy ln Mallbu Callf 1he facL ls we hlre only moLlvaLed people
lf Lhelr moLlvaLlon wanes WrlghL suggesLs lLs because Lhe leader dampens Lhelr splrlL lLs Lhe [ob of
Lhe boss Lo creaLe a workplace LhaL nurLures hlgh moLlvaLlon he says a place where moLlvaLed people
can flourlsh
eople wanL Lo feel effecLlve people wanL Lo feel free or auLonomous or responslble for Lhem and
people wanL Lo feel lnvolved or relaLed or cared abouL by oLher people says uecl WhaL we need Lo do
ls sLrucLure Lhe workplace ln such a way LhaL people can feel Lhese Lhlngs when Lheyre dolng Lhelr
[obs
WhaL ls moLlvaLlon anyway?
MoLlvaLlon ls exclLemenL abouL work norman M Scarborough and 1homas W Zlmmerer say ln
LffecLlve Small 8uslness ManagemenL (Merrlll ubllshlng Company Columbus Chlo) Whlle moLlvaLlon
does noL guaranLee hlgh performance Lhey say when employees (and owners and managers) are
exclLed abouL Lhelr work Lhere ls a good llkellhood LhaL hlgh performance wlll follow
MoLlvaLlon ls noL a slgn on Lhe wall LhaL says Cee leLs geL moLlvaLed says Parvey L Mlller co
owner wlLh hls Lwo broLhers of Culll CorporaLlon a mallorder offlce supply buslness ln Llncolnshlre lll
lL has Lo be a way of llfe ln hls vlew creaLlng Lhe rlghL corporaLe cllmaLe ls whaL keeps employees aL
Lhelr peaks And lL sLarLs even before Lhey are hlred

MoLlvaLe ?our Lmployees
CreaLlng a dedlcaLed and moLlvaLed workplace lsnL [usL abouL glvlng ralses Learn how Lhe besL
employers brlng Lhe besL ouL of Lhelr employees
Carl La Mell Lhe presldenL of Clearbrook a nonproflL organlzaLlon based ln ArllngLon PelghLs llllnols
LhaL speclallzes ln helplng chlldren wlLh developmenLal dlsablllLles spends hls Llme among a sLaff LhaL
loves hlm LasL year Lhey nomlnaLed hlm for Lhe 8esL 8oss Award glven ouL every year by Wlnnlng
Workplaces an organlzaLlon LhaL honors smallLomldslze buslness leaders who lnsplre lnLensely
dedlcaLed workforces When a spokesman from Wlnnlng Workplaces called Lo lnform hlm LhaL he had
won along wlLh 17 oLhers La Mell's humble manner had acLually prevenLed hlm from learnlng LhaL he
had even made Lhe flnallsLs l LhoughL Lhe noLlflcaLlon emall was spam" La Mell says wlLh a smlle l
deleLed lL"La Mell's advlce for small buslness owners seeklng Lo keep Lhelr own employees moLlvaLed ls
slmple l Lhlnk lL comes down Lo one wordrespecL" La Mell says ?ou have Lo respecL everyone's [ob
ln your organlzaLlon" lL's easy Lo see LhaL La Mell puLs hls own advlce lnLo consLanL pracLlce As he
makes hls way Lhrough Lhe Clear brook offlces he Lakes Lhe Llme Lo Lalk Lo each person he passes
1hough he [okes LhaL he's someLlmes Loo open wlLh hls sLaff La Mell belleves LhaL llsLenlng Lo Lhe advlce
of employees and acLlng on lL ls one of Lhe besL ways Lo keep a sLaff moLlvaLed Lven lf an ldea ls bad
you'd raLher have sLaff glve you an ldea Lhan noL glve you one" La Mell says lf you creaLe an
envlronmenL ln whlch you can'L come up wlLh an ldea you sLlfle people lL doesn'L maLLer lf Lhe ldea's
off Lhe wall ?ou could even Lell Lhem '?ou're off Lhe wall' and Lhey'll laugh lf you do lL wlLh respecL and
ln Lhe rlghL way"
8eallzlng LhaL lL was dlfflculL Lo recognlze hls employees' excepLlonal efforLs offslLe La Mell began
glvlng cusLomer servlce awards Lo employees who wenL above and beyond Lhelr [ob descrlpLlon Some
nomlnaLlons come from Lhe famllles Lhey serve oLhers come from Lhe sLaff Lhemselves Cne of Lhe
Lhlngs LhaL l Lhlnk ls mlsslng ln oLher places ls Lhe ldea LhaL cusLomer servlce lsn'L [usL abouL Lhe
cusLomer" La Mell says lL's also Lhe oLher deparLmenLs you deal wlLh"ln addlLlon he hosLs a sLaff
recognlLlon dlnner every year ln whlch he glves ouL awards based on years of servlce AL Lhe dlnner
each deparLmenL puLs on a sklL and Lhe besL sklL wlns a small award llke a free plzza 1here are also
hollday parLles where employees can wln prlzes La Mell has also added flnanclal lncenLlves for
performlng well as deLermlned by a performancebased measuremenL sysLem
Leaders such as La Mell demonsLraLe LhaL money ls far from Lhe only means of moLlvaLlng your
employees ln facL he belleves LhaL glvlng ralses ls one of Lhe leasL effecLlve meLhods Above all La Mell
belleves LhaL a properly moLlvaLed workplace musL begln wlLh an enLhuslasLlc and moLlvaLed employer
lL sLarLs aL Lhe Lop" he says lf you show respecL and keep an open envlronmenL Lhen people wlll
follow your lead"

A Supervlsors ullemma Pow Lo MoLlvaLe Lmployees ln 1odays Lconomy
Supervlsors aL all levels and ln dlfferenL Lypes of organlzaLlons flnd lL harder Lhan ever Lo creaLe a loyal
and moLlvaLed work Leam who wlll perform accordlng Lo managemenL and cusLomers hlgh
expecLaLlons
Cone are Lhe days when organlzaLlons were conLenL wlLh average employees who were rewarded wlLh
llfeLlme [ob securlLy as a reward for expecLed performance levels and good aLLendance And gone are
Lhe days when employees were conLenL wlLh an average wage enabllng Lhem Lo saLlsfy baslc personal
needs 8eallLy has creaLed a new seL of rules
ln Lodays shlfLlng economy organlzaLlons and buslnesses Lhemselves ln a consLanL sLruggle for survlval
ofLen sacrlflclng [obs and employees along Lhe way As a resulL employees sLrongesL drlve also became
one for survlval 1rusL and loyalLy Lowards employer evaporaLed lnLo Lhln alr and have been replaced by
economlc lnLeresLs Lmployers and supervlsors musL undersLand Lhls scenarlo before aLLempLlng Lo
regaln employees LrusL dedlcaLlon and love for Lhe [ob
lL ls supervlsors who are sandwlched ln beLween 1hey Loo are vlcLlm of Lhe markeL reallLles whlch brlng
frequenL company acqulslLlons mergers resLrucLurlng and downslzlng of operaLlons Supervlsors
Lhemselves fear for Lhelr [obs and Lhelr fuLure ?eL Lo galn some sorL of solld fooLlng ln Lhe new
envlronmenL Lhey musL prove Lhelr worLh and succeed ln achlevlng company goals 1hey cannoL do so
wlLhouL Lhelr employees cooperaLlon 1hey musL lgnore Lhelr own fears and feellngs of lnsecurlLy
doubLs abouL Lhe employers agenda and dellver a crew of flrsLclass performers 1hey are [udged by
resulLs and resulLs depend on Lhelr capaclLy Lo lead a dedlcaLed crew of flawless performers 1he
pressure ls greaL
unforLunaLely many supervlsors aLLalned Lhelr poslLlon based on yardsLlcks oLher Lhan proven
leadershlp skllls Lechnlcal knowhow and pasL experlences unrelaLed Lo slmllar crlsls slLuaLlons 1he
problem ls furLher compounded by Lhe facL LhaL ln Lhelr quesL Lo cuL down on expenses employers do
noL offer supervlsors Lhe speclallzed supporL and Lralnlng Lhey need Supervlsors are lefL Lo fend on Lhelr
own 1helr drlve Lo succeed becomes one for survlval ?eL Lhls ls a secreL Lhey musL keep Lo Lhemselves
1hey become avld readers of books and arLlcles on Lhe sub[ecL of employee moLlvaLlon 1hey conducL
searches on Lhe lnLerneL 1hey [oln newsgroups Lo elLher llsLen ln anonymously ask quesLlons or
dlscover Lhe maglc key 1hey Lry Lo undersLand and lnLernallze moLlvaLlonal Lheorles wrlLLen for
dlfferenL economlc and markeL slLuaLlons
ln Lhe course of Lhelr search Lhey casL aslde any awareness or lnslghL Lhey may have had abouL Lhe rooL
of Lhe problem and Lhe reasons whlch led Lo employees mlsLrusL and changed behavlor 1hey Lry Lo
lnsLlll enLhuslasm among employees and are Laken aback when Lhelr besL performers suddenly leave or
behave llke Lhe resL ln Lhls dogflghL for survlval ln an uncerLaln fuLure supervlsors are qulLe ofLen
undermlned by
Lhelr own asslsLanLs who have an eye on Lhelr poslLlon AsslsLanLs Loo are drlven by a flerce survlval
lnsLlncL and are noL ready Lo walL for Lhelr careers Lo Lake lLs naLural course 1hey do noL LrusL Lhe
fuLure WlLh Lhe emergence of Lechnology [ob poslLlons are belng merged and ellmlnaLed by Lhe day
unless supervlsors geL backlng and commlLmenL from upper managemenL Lo deal wlLh employees fear
and loss of LrusL Lhere ls llLLle Lhey can do LefL Lo Lhelr own resources all Lhey can hope Lo accompllsh
ls crlsls managemenL 8uslness owners and upper managemenL ofLen forgeL Lhls heavy burden Lhe
supervlsor carrles MosL of Lhelr efforLs are focused on economlc lssues
1hey fall Lo see LhaL supervlsors are Lhe unlL leaders Lhey send Lo Lhe baLLlefleld Lo wln Lhe war 1hey
also fall Lo see Lhe value of Lhe rankandflle wlLhouL whom Lhe war cannoL be won 1hey seem obllvlous
Lo whaL ls happenlng ln Lhe mlnds and hearLs of Lhelr people 1hey are Loo qulck Lo condemn and
replace MosL supervlsors face Lhe dllemma of havlng Lo choose beLween appeallng Lo managemenL for
Lhe help and guldance Lhey urgenLly need aL Lhe rlsk of loslng Lhelr sLandlng or poslLlon wlLhln Lhe
organlzaLlon or Lrylng Lo run Lhe show on Lhelr own
MoLlvaLlonal Lheorles LhaL can asslsL ln undersLandlng Lhe lssues
1o help gulde supervlsors ln Lhelr search for soluLlons for employee moLlvaLlon here are brlef
descrlpLlons of Lhe moLlvaLlonal Lheorles worLh sLudylng
Abraham Maslows Lheory of MoLlvaLlon based on needs SelfAcLuallzaLlon Lgo Soclal needs SafeLy
needs hyslologlcal needs
As applled Lo Lhe workplace we can LranslaLe lL as follows sLarLlng wlLh Lhe baslc essenLlals
P?SlCLCClCAL nLLuS !ob securlLy baslc physlcal needs Lhe ablllLy Lo acqulre food shelLer cloLhlng
and oLher baslcs Lo survlve
SAlL1? nLLuS A safe and nonLhreaLenlng work envlronmenL [ob securlLy safe equlpmenL and
lnsLallaLlons
SCClAL nLLuS ConLacL and frlendshlp wlLh fellowworkers soclal acLlvlLles and opporLunlLles
LCC 8ecognlLlon acknowledgmenL rewards
SLLlAC1uALlZA1lCn 8eallzlng ones dreams and poLenLlal reachlng Lhe helghLs of ones glfLs and
LalenLs
uouglas McCregors 1heory x and ? whereby he llnks employee moLlvaLlon Lo Lhe way managers
express Lhemselves Lhrough aLLlLude behavlour and organlzaLlonal pollcles and hls encouragemenL Lo
manage Lhrough democraLlc lnvolvemenL raLher Lhan unllaLeral auLhorlLy
lrederlck Perzbergs Lwodlmenslonal Lheory dlsLlngulshlng beLween Pyglene lacLors and
MoLlvaLlonal lacLors Pe explalns Lhe hyglene facLors (company pollcy supervlslon lnLerpersonal
relaLlons worklng condlLlons and salary) as Lhose elemenLs of Lhe work envlronmenL whlch do noL by
Lhemselves cause moLlvaLlon buL whose absence lead Lo [ob dlssaLlsfacLlon whlle Lhe moLlvaLlonal
facLors (achlevemenL recognlLlon Lhe work lLself responslblllLy and advancemenL) do ln effecL cause
lncreased [ob moLlvaLlon
Wllllam Cuchls 1heory Z based on Lhe model of !apanese managemenL and Lhe Lheory LhaL workers
wanL Lo have a close cooperaLlve and parLlclpaLlve worklng relaLlonshlp wlLh Lhe people Lhey work for
Cuchls moLlvaLlonal Lheory ls also bullL around peoples lndlvldual value and Lhe role Lhey have ln
deLermlnlng Lhe organlzaLlons success
All Lhe Lheorles make sense 1hough expressed from dlfferenL perspecLlves Lhey carry Lhe same
underlylng message Clarlfy ob[ecLlves geL well organlzed ln managemenL know your employees well
exLend Lo Lhem respecL and acknowledgmenL dlscover Lhelr asseLs and resourcefulness use Lhese
democraLlcally Lo accompllsh your goals share goals wlLh Lhem and reward Lhem for Lhelr conLrlbuLlon
ln achlevlng Lhese goals
lL sounds loglcal and slmple buL requlres Lhe commlLmenL of upper managemenL an lnvesLmenL ln
Llme efforL and money for acLual appllcaLlon ln a slLuaLlon where upper managemenL ls noL Loo ready
Lo lnvesL along Lhose llnes Lhe supervlsor ls lefL Lo hls own resources Pe has Lhe challenge of Lurnlng
Lhe slLuaLlon around on hls own WlLh a clear ob[ecLlve adequaLe preparaLlon organlzaLlon and
sysLemaLlc lmplemenLaLlon he noL only comes ouL Lhe wlnner buL also leads Lo a wln/wln slLuaLlon
beLween managemenL and employees
CrowLh Lhrough problemsolvlng
1he besL supervlsors can do when embarklng on such a pro[ecL on Lhelr own ls Lo adopL a problem
solvlng approach 1o Lhe exLenL posslble Lhey musL dlsLance Lhemselves from Lhelr own personal
lnLeresLs and sLudy Lhe slLuaLlon ob[ecLlvely lf Lhey feel comforLable approachlng upper managemenL
Lhey can ask for ouLslde coachlng asslsLance lf noL Lhey can Lry dolng lL on Lhelr own wlLh 'learnlng'
aLLlLude lnsLead of wasLlng energy on frusLraLlon Lhey can use Lhelr Llme Lo sLudy and analyze Lhe
organlzaLlon upper managemenLs moLlves and sLraLegles employee morale performance needs and
expecLaLlons
1hey can draw a plan on how managemenL goals and employee goals can meeL halfway or ln Lhe besL
of slLuaLlons merge 8earlng ln mlnd LhaL acLlon plans by Lhemselves do noL appeal Lo upper
managemenL unless LranslaLed lnLo Lhe cosLs lnvolved supervlsors are well advlsed Lo sLudy and wrlLe
down all Lhe pros and cons and cosLs lnvolved 1he work musL be Lhorough ln Lhe course of Lhelr
problemsolvlng supervlsors musL remember LhaL Lhe uppermosL LhoughL and quesLlon of any parLy Lo
a proposed soluLlon ls WhaLs ln lL for me? 1he proposal Lhey submlL musL answer Lhls alllmporLanL
quesLlon even lf noL arLlculaLed
1he supervlsor grows and becomes a beLLer leader Lhrough Lhe problemsolvlng process lL moLlvaLes
hlm Lowards successful accompllshmenL AL Lhls sLage lL would be wlse for Lhe supervlsor Lo examlne
Lhe changes he hlmself ls golng Lhrough Lhe new skllls he acqulres hls LhoughLs and emoLlons Lowards
employees and Lhe organlzaLlon
Can Lhe same learnlng process be applled Lo employees?
lf Lhe supervlsor presenLs Lhem wlLh a problem Lo solve wlll lL creaLe Lhls exclLemenL and selfless drlve
for successful achlevemenL regardless of Lhe exlsLlng work envlronmenL? Wlll Lhelr LhoughLs and efforLs
be dlrecLed Lowards consLrucLlve soluLlons raLher Lhan defenslve and dlsrupLlve acLlon? 1he supervlsor
can LesL Lhls noLlon by sharlng wlLh employees a work performance problem lnvlLlng Lhem Lo solve lL as
a Leam
lf Lhe dlscusslon ls held ln a cooperaLlve fashlon lnvlLlng Lhelr lnpuL he would be surprlsed Lo wlLness ln
Lhem a change of aLLlLude and eagerness Lo dlsplay Lhelr knowledge and capablllLy 1he supervlsor wlll
dlscover LhaL employees glve Lhelr besL when LreaLed as lnLelllgenL adulLs and are lnvlLed Lo parLlclpaLe
ln pollcles and declslons whlch affecL Lhelr llves and Lhe buslness lLself
Lmployees ofLen come up wlLh soluLlons whlch escape managemenL 1hey care for Lhe companys
success Powever Lhls success musL noL be aL Lhe sacrlflce of Lhelr own wellbelng and securlLy buL musL
be lnLerwoven wlLh Lhelr personal and professlonal goals
urlven by Lhe survlval lnsLlncL and moLlvaLed Lo flnd soluLlons employees creaLlvlLy now comes lnLo
play 1hey make suggesLlons for buslness growLh unLapped markeLs and unexplored opporLunlLles such
as posslble new producLs and servlces 1he supervlsor dlscovers a wealLh of resources among hls
employees Pe galns Lhelr lnvolvemenL and commlLmenL lrom supervlsor he Lurns lnLo a leader ln Lhe
process he also succeeds ln regalnlng Lhelr LrusL 1hey now expecL hlm Lo lnfluence upper managemenL
1o malnLaln Lhls LrusL Lhe supervlsor acknowledges lnpuL and glves credlL where due When presenLlng
a wlnnlng ldea Lo managemenL whlch may LranslaLe lnLo lncreased proflLs for Lhe company he makes
sure Lo slngle ouL Lhe employee or group of employees who suggesLed lL


Pe can suggesL developlng Lhe ldea furLher wlLh Lhe lnvolvemenL of Lhose who offered lL Pe can make
sure Lhe employees ln quesLlon are acknowledged and rewarded 1hls resulLs ln hlgh employee
moLlvaLlon and even leads Lo addlLlonal lnpuL by oLhers Lmployees now reallze LhaL Lhey Lhemselves
can do someLhlng Lo help secure Lhelr place of employmenL upper managemenL reallzes Lhe value of
Lhelr employees 1hrough Lhls example managemenLs sLance may change Lo one of sharlng and [olnL
problemsolvlng
WhaLever Lhelr level of educaLlon Lhe people who perform Lhe acLual work come across slLuaLlons
whlch Lrlgger LhoughLs for lmprovemenL Supervlsors musL reallze Lhls and so should upper
managemenL 1hey should also reallze LhaL company secreLs are hard Lo keep 1he busy grapevlne keeps
even Lhe lowesL ranklng employee lnformed of hlgherup declslons and plans lnsLead of leLLlng fears
and doubLs pervade Lhe workplace managers and supervlsors can share fuLure plannlng wlLh employees
and help prepare Lhem for opporLunlLles and dlfferenL scenarlos
ln hls book !ob ShlfL Pow Lo rosper ln a Workplace wlLhouL !obs Wllllam 8rldges explalns Lhe
employmenL and Lralnlng needs of Lhe new economy Pe says LhaL Lhe LradlLlonal concepL of [ob as
relaLed Lo a speclflc poslLlon wlLhln a company ls fasL dlsappearlng belng replaced by Lemporary Leam
pro[ecLs and Lask forces wlLh speclflc mandaLes Pe advocaLes crossLralnlng and advlses employers Lo
work LogeLher wlLh labor unlons Lo creaLe a mulLlskllled work force who can dynamlcally respond Lo
company and markeL needs
Wllllam 8rldges goes even furLher recommendlng LhaL employers Lraln employees ln buslness
managemenL and enLrepreneurshlp 1helr undersLandlng of buslness prlnclples wlll help Lhem
conLrlbuLe effecLlvely Lo Lhe companys success Should Lhey lose Lhelr [ob lL wlll also help Lhem
esLabllsh Lhelr own lndependenL buslnesses Lo provlde conLracLlng servlces Lo Lhe organlzaLlon for whlch
Lhey worked Pls reasonlng ls LhaL Lhrough Lhls lnvesLmenL companles wlll galn efflclenL loyal
conLracLors aLLuned Lo Lhe needs of Lhe company 1hls concern for and lnvesLmenL ln fuLure scenarlos
wlll lngraln unshakable LrusL and loyalLy Lowards Lhe company
8efore embarklng on such a course supervlsors and managers musL dlscover Lhe speclflc quallflcaLlons
and shorLcomlngs of all employees Some of Lhem may be born leaders coaches faclllLaLors medlaLors
or may perform besL when glven clear dlrecLlves and placed ln acLlve roles ShorLcomlngs can be
remedled 1he enLlre phllosophy here ls Lo share and help each oLhers survlval and growLh 1he
approach ls a carlng one as expecLed ln a famlly seLLlng ln Lhe long run lL works ouL for Lhe besL
lnLeresLs of all parLles
CrganlzaLlons may noL be ready yeL for such a heavy commlLmenL ln employee Lralnlng and a sharlng of
responslblllLy for Lhe fuLure Powever Lhls phllosophy has lLs merlLs and can lnsplre Lhe supervlsor ln hls
quesL for soluLlons wlLhln Lhe presenL work envlronmenL lf convlnced of Lhe need Lo care for
employees fuLure Lhe supervlsor wlll flnd Lhe soluLlon whlch wlll besL flL Lhe organlzaLlon and lLs
people
Pe wlll succeed ln lnfluenclng managemenL Lhlnklng one sLep aL a Llme Lmployees wlll sense Lhls and
wlll acknowledge hlm as leader Pe wlll flnd hls moLlvaLlonal problems resolved Lmployee moLlvaLlon ls
closely relaLed Lo Lhe quallLy and sLyle of leadershlp 8y creaLlng a carlng and parLlclpaLlve
envlronmenL Lhe supervlsor succeeds ln moLlvaLlng hls employees even when Lhe organlzaLlon ls noL
yeL ready Lo face work force reallLles



Concluslon
MoLlvaLlon ls an lmporLanL concepL LhaL has been recelvlng conslderable aLLenLlon from academlclans
researchers and pracLlclng P8 managers ln lLs essence moLlvaLlon comprlses lmporLanL elemenLs such
as Lhe need or conLenL search and cholce of sLraLegles goaldlrecLed behavlor soclal comparlson of
rewards relnforcemenL and performancesaLlsfacLlon
1he lncreaslng aLLenLlon pald Lowards moLlvaLlon ls [usLlfled because of several reasons MoLlvaLed
employees come ouL wlLh new ways of dolng [obs 1hey are quallLy orlenLed 1hey are more producLlve
Any Lechnology needs moLlvaLed employees Lo adopL lL successfully
Several approaches Lo moLlvaLlon are avallable Larly Lheorles are Loo slmpllsLlc ln Lhelr approach
Lowards moLlvaLlon lor example advocaLes of sclenLlflc ManagemenL belleve LhaL money ls Lhe
moLlvaLlng facLor 1he Puman 8elaLlons MovemenL poslLs LhaL soclal conLacLs wlll moLlvaLe workers
Mere knowledge abouL Lhe Lheorles of moLlvaLlon wlll noL help manager Lhelr subordlnaLes 1hey need
Lo have cerLaln Lechnlques LhaL help Lhem change Lhe behavlor of employees
Cne such Lechnlque ls reward 8eward parLlcularly money ls a moLlvaLor accordlng Lo needbased and
process Lheorles of moLlvaLlon lor Lhe behavloral sclenLlsLs however money ls noL lmporLanL as a
moLlvaLor WhaLever may be Lhe argumenLs lL can be sLaLed LhaL money can lnfluence some people ln
cerLaln clrcumsLance
8elng an ouLgrowLh of Perzberg's Lwo facLor Lheory of moLlvaLlon [ob enrlchmenL ls consldered Lo be a
powerful moLlvaLor An enrlched [ob has added responslblllLles 1he makes Lhe [ob lnLeresLlng and
rewardlng !ob enlargemenL refers Lo addlng a few more Lask elemenLs horlzonLally 1ask varleLy helps
moLlvaLe [ob holders !ob roLaLlon lnvolves shlfLlng an lncumbenL from one [ob Lo anoLher 1hls reduces
boredom and dlslnLeresL
C8 Mod uses Lhe relnforcemenL prlnclple of 8l sklnner Lo glve Lhe managemenL a powerful Lechnlque
Lo change employee behavlor Several repuLed organlzaLlons ln a Amerlca have used C8 Mod
programmes successfully Lo achleve poslLlve resulLs
8ecommendaLlon

MoLlvaLlon ls essenLlal for each and every organlzaLlon because lLs helps ln avoldlng Lhe frusLraLlon and
lL also creaLe Lhe healLhy work envlronmenL 1hls concern for and lnvesLmenL ln fuLure scenarlos wlll
lngraln unshakable LrusL and loyalLy Lowards Lhe company 1he word moLlvaLlon sLands for movemenL
Lvery manager should have boLh lnLeresL and concern abouL how Lo enable people Lo perform Lask
wllllngly and Lo Lhe besL of Lhelr ablllLy MoLlvaLlon ls essenLlal for any company because employee ls
AsseL of company MoLlvaLlon ls lmporLanL for Lhe growLh of employees as well as growLh of Lhe
organlzaLlon
MoLlvaLed employees help organlzaLlons survlve MoLlvaLed employees are more producLlve 1o be
effecLlve managers need Lo undersLand whaL moLlvaLes employees wlLhln Lhe conLexL of Lhe roles Lhey
perform MoLlves can only be lnferred buL noL seen 1he dynamlc naLure of needs offend poses
challenge Lo any manager ln moLlvaLlng hls or her subordlnaLe An employee aL any glven Llme has a
varlous needs deslre and expecLaLlons Lmployees who puL ln exLra hours aL work Lo fulflll Lhelr needs
or accompllshmenL may flnd LhaL Lhese exLra hours confllcL dlrecLly wlLh needs for afflllaLlon and Lhelr
deslre Lo be wlLh Lhelr famllles
lor more noLes resenLaLlons ro[ecL 8eporLs vlslL
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