Why do some people climb

mountains?
While others run?
And others
just sit?
And why do millions
of people go to
work each day?
Motivation
is the force
that drives our actions
And with the
right
motivation
What
cant we do?
History has given us many models of
Motivation
Need for achievement
(n-ach)
Need for authority and
power (n-pow)
Need for affiliation (n-affil)
McClelland
Needs Based Motivational Model
Locke & Lathum
Goal Setting
Make goals
Specific and
measureable
Set challenging
goals
Set Goals
Belief that goal is
attainable
Incentive to
obtain goal
Goal
Commitment Training and skill
development
Timetable
Action
Planning
Bandura
Self Efficacy
Self
Efficacy
Locus of
Control
Mastery
Exper-iences
Affective
Control
Efficacy
Goal
Proximity
Technically Motivation is
Motive + Action
But I prefer this
And for employees, we need to
understand how to tap into
that
And for employees, we need to
understand how to tap into
that
Motive + Action
A great man is one who can make a
small man feel great, and perform
great.

He lacks enthusiasm.
He is insecure.
He doesnt accept responsibility.
He lacks people skills.
He is unwilling to guide.
He doesnt inspire us to perform.
He doesnt appreciate good work.
He doesnt discuss new strategies
or ideas with us.
His communication is negative & de-
motivating.



A promise is a promise.
Turn down in the first place
(rather than withdraw it
later).
Spot talent, creativity &
promote.
Encourage initiative.
Tolerate mistakes.
Learn from them.
No mistakes, no initiative.
Set an example.

Think of them as individuals.
Meet them face to face.
Listen.
Talk straight.
Give clear instructions.
Accept only after weighing
the pros & cons.
Dont put on airs.
Never stand on ceremony.
Take the rap yourself.

Keep channels open.
Why argue? Understand.
To err is human.
Listen to complaints.
Dont shout. Explain.
Never hold out threats.
Blow your top, but constructively.
Soften the blow.
Allow them to let off steam.
Dont accuse. Investigate.

Gets only temporary redn in
unacceptable behaviour.
Constant presence of punisher necessary.
Doesnt teach appropriate behaviour.
Produces increased fear (less
effectiveness in work).
Produces emotional side-effects.
Produces rigid & inflexible behaviour
patterns.
Suppresses more behaviour than that
punished.
Can result in counter-aggression.
Passed on down the line.
Not all employees are alike, nor all situations. There is no single
best way for M.
People are different in their needs & hence in their Ms.
Individuals change their aspirations & needs frequently,
changing their Ms.
A single goal can be reached in a no. of ways or Ms.
A single goal can satisfy a host of needs & Ms.
You cannot really motivate anyone. But you can provide the
environment in which he grows.

The four Rs - respect, recognition, responsibility &
recreation
Motivate yourself to motivate others.
Participate in order to motivate.
Motivation, even when estd., does not last forever.
Motivation requires lots of individual recognition.
Progress & success motivate.
Challenge motivates only if you succeed.
Team membership motivates.
Motivation is not appeasing. The formula for failure: Try
to please everybody!


Allow them to develop their job, to continually improve.
Set targets for them to get a sense of achievement.
Give them variety & interest.
Show trust. Be open.
Keep them in the picture.
Empower. Allow them control over what they do.
Tell them: a work ill-done must be done twice.
Give regular feedback to prevent misdirection.
Give praise. Show appreciation.
Encourage teamwork, sense of belonging, synergy.
Ensure conducive work environment.
The Question is
So What?
The Question is
Who Cares?
The Question is
How Does
This Matter?
It all really boils
down to


Why is this
important?
Because it
Increases
Effort
Because it
Increases
Effort
Aids
Retention
Because it
Increases
Effort
Aids
Retention
Enhances
Persistence
Because it
Increases
Effort
Aids
Retention
Drives
Creativity
Enhances
Persistence
Because it
Improves
Focus
Increases
Effort
Aids
Retention
Drives
Creativity
Enhances
Persistence
Because it
Know what you want. Decide on the
performance level you require.
If you dont know what you want, you cannot
convey it to them.




End results to be specific &
quantifiable.
Mere urgings - do better,
work harder, etc. - are not
motivational.
Let employee know what is
expected of him and when it is
to be completed.
Specify the stages.
Ensure he knows how he has
performed and when he has
completed it.
Reward!
Given after the desired behavior or
performance.
Given as soon as possible.
Specific to the accomplishment.
Personal in impact.
Valued by the recipient.
Delivered consistently.
Predictable by the recipient.
Ensure correct feedback.
Keep changing rewards to get improved behavior.
Do not reward them all alike. Base it on their performance.
Continue to tell them what they should do to deserve it.
Be consistent in your rewards. Have a firm link: for this
performance, this reward.
No need to continue reward after the behavior is established.
Be fair. The size of the reward must match the effort.
Reward necessary for continued good performance.
Reward them in other ways than just money.

However outstanding you may be, you can
hope to get an outstanding report only from
an outstanding superior.


Show appreciation for good work.
Involve them in as many work
decisions as possible.
Show real care & help in personal
problems.
Hawthorne effect: if you treat
people as special their
performance would improve.
Constantly upgrade the notion of
what is acceptable.

Know the extent up to which to give
detailed instructions.
Know when to cut off debate &
initiate action.
Seek & take responsibility in the
workplace.
Ensure that tasks are understood &
accomplished.
Know which is more important in a
given context details or the wider
viewpoint.
Set an example.

Set targets that stretch them.
Make them believe in themselves.
They can only succeed in targets they
believe they can achieve.
Achieving goals is a motivating force in
itself.
When realistic, they enhance performance
due to less anxiety and more motivation.
Goals are within individuals control & hence
are flexible.
They should be
- specific, measurable & behavioral.
- challenging, but realistic.



The goals enable employee to -
orientate himself to what is
required.
direct attention & activity towards
the task.
direct efforts towards achievement.
build persistence.
devise new learning strategies.
The harder the goal, and/ or the more
important the goal, the more is the
effort put in.
When more specific, they are more
achievable.



Minimum controls
Maximum personal accountability
Work in complete entities
Employee to have control over -which task & when
Feedback on performance & quality directly to employee
Opportunity to do new jobs
Individuals to choose their jobs with the rest of their team
Opportunity to discuss & comment on changes in work
Job rotation instead of one single short cycle job.
Ensure variety, personal autonomy and scope for personality
development.
Make people think in a breakthrough
fashion.
Motivate. Create enthusiasm &
passion.
Create a dream & make the team go
towards it.
The ability to get the message across
is what ignites people to act as one
person.
Mine more value.