MOTIVATION FOR EFFECTIVE MANAGEMENT
MANAGING HUMAN RESOURCE: KEY
ASPECTS
• Harness your people for competitive advantage – Jeck Welch
• The proud peacock of today may be only a feather duster
tomorrow. – Rick Barnes
• Beware of past performance proofs. If history books were key to
riches, the Forbes 400 would consist of librarian – Warren Buffet
• Psychologists and management theorists have devoted much
research and thought to the field of managing people at work
• Sally Helgesen, the author of book “ The web of inclusion:
Architecture for building great organizations” – Heroes and Drones
syndrome
What is Motivation?
Motivation explains behavior.
It represents the reasons for people's actions,
desires, and needs.
Employee motivation
“Psychological forces that determine the direction
of a person's behavior in an organization, a
person's level of effort and a person's level of
persistence"
Need for Employee Motivation
To increase productivity of employees
(efficiency & effectiveness)
To reduce absenteeism of employees
To increase organization citizenship behavior
(creating loyal employees)
To reduce employee turnover
To reduce workplace deviance (strikes, gherao,
politics)
Maslow’s hierarchy of needs
theory
EMPLOYEE EXPERIENCE INDEX
(IBM Smarter Workforce Institute)
The Employee Experience Index measures:
• Belonging – feeling part of a team, group or organization
• Purpose – understanding why one’s work matters
• Achievement – a sense of accomplishment in the work that is
done
• Happiness – the pleasant feeling arising in and around work
• Vigor – the presence of energy, enthusiasm and excitement at
work
• when employees are positive about their experience at work and high in
engagement, they are passionate about what they are doing; when
employees are negative about their experience and low in engagement,
they appear apathetic.
DIAGNOSIS
• Listen regularly to the voice of your employees (through
platforms such as census and pulse surveys, social listening,
etc.) to understand the nature of their experiences at work.
• Conduct a drivers analysis to diagnose the culturally relevant
workplace practices that are strengths to build upon or areas
for improvement.
• Pulse survey:
– As pulse rate is an indicator of human health, pulse survey
is an indicator of company’s health.
– A pulse survey aims to indicate and provide evaluation
regarding employee issues such as job satisfaction, work
environment, and pay satisfaction.
Benefits of “Pulse Survey”
Some of the benefits of conducting a Pulse Survey are-
[Link] conducted and analyzed surveys help to identify problem areas and
provides improvement scope.
2.A pulse survey increase employee and organizational awareness.
3.A pulse survey is a powerful employee relation strategy.
4. A pulse survey helps in process and work culture improvement.
ACTIONS
• Recognize the unique role of employees.
• Ensure mutually supportive coworker relationships.
• Help employees understand the deeper meaning of their
work and how it contributes to the wider organizational
purpose and goals.
• Treat performance as a continuous conversation, fueled by
social recognition, feedback and growth opportunities.
• Offer employees opportunities to participate in decision-
making and trust them with the autonomy they need to find
the best paths to achieving success.
Studies find that:
Employees like challenging job roles
Employees enjoy interaction with people in jobs
They enjoy opportunities to express creativity
They like jobs where they can use their skills and
creativity
They like to do variety of things in their job roles.
They want freedom to choose their working
patterns
Staying closer to work place increases happiness
at work
Motivational Tools & Techniques
JOB DESIGN
Designing jobs that create both a challenging and
interesting task for the employee and is effective and
efficient for getting the job done.
Job Simplification:
Jobs are broken into simple tasks.
Ex. Lengthening a short handle on a dustpan to avoid bending
Job Enlargement:
Expand the scope of the job.
Ex. A cashier can be store keeper
Job Rotation:
Move workers to different tasks periodically.
Job Enrichment:
Adding meaningful value to a job.
Example: providing training in office automation to clerks who
have no prior exposure to computers
Non-Financial Incentives
• Materialistic Incentives • Non-Materialistic Incentives
• Canteens • Recognition and praise
• Housing Facilities • Good working environment
• Education Facilities • Cordial human relations
• Pension
• Job satisfaction
• Provident Fund Schemes
Fringe Benefits
• Car benefits.
• Loan Benefits.
• Expenses Payment Benefits.
• Housing Benefits.
• Airline Transport benefits.
• Living-Away-from-Home allowance benefits.
• Property Benefits.
ACTIVE LISTENING
• Active listening is listening, understanding and showing that you
have understood. This doesn’t mean that you agree, you just show
you understand.
How do you do it? (Acknowledgement)
Paraphrasing – to repeat parts of what the other has told you, but
in your own words
Repeating – to repeat the last words the other has mentioned in the
form of a question – to ask if you have understood correctly what
he/she said
Summarizing – to repeat the other’s ideas in a shorter version and in
your own words
Asking questions – asking for additional details either through closed
questions (Yes/No) or open questions (that ask for more information
and keep the conversation going)
Verbal signs - Uh – uh, Yeah, I see, OK, Of course, Oh
Non-verbal signs – tilting your head, visual contact, body language
(staying with your body towards the speaker), raising your eyebrows
to show interest;
HAPPINESS
Happiness is a measure of-
Good physical health
Prosperity- freedom from scarcity and wants
Contentment in relationships (with co-workers & family)
Participation in a system which provides above three
An organization which provides an environment which
guarantees above points would create happy and productive
employees.
What makes employees happy at
work?
Source: Self Determination Theory by Edward Deci and Raymond Ryan 1985
The money factor
The Easterlin Paradox
The economist Richard
Easterlin found a paradox:
high incomes do correlate
with happiness, but long
term, increased income
doesn’t correlate with
increased happiness.
Money is surprisingly not
particularly important
once you have enough to
meet all your basic
requirements.
The Hedonic Treadmill problem
Too many people buy things they don't need, with money
they haven't got, to impress people they don't like.
Too many people buy things they don't need, with money
they haven't got, to impress people they don't like.
Things which actually makes Things which advertisers want
us happy us to believe what makes
happy
• Love • Mansions
• Empathy • Cars
• Achievement • Jewelry
EMPOWERMENT
•Giving employees more responsibility and decision-making
authority increases their control over the tasks.
•Energy is diverted from self-preservation to improved task
accomplishment.
Employee participation
– Have a profit-sharing or gain-sharing plan where both the
employer and employee benefit
– Implement a long-term employment relationship to instill
job security
– Make a concerted effort to build and maintain group
cohesiveness
– Provide protection of the individual employee’s rights
Contd…
Example
Open-book management:
Employees need to know how the company, as a
whole, is doing financially.
Sharing important financial data with employees.
Employers must teach their employees how to read
and interpret the financial data.
Employees have to be empowered to make
necessary changes and decisions for the success of
the organization.
Employers paying their employees a fair share of
profits through bonuses and incentives.
COMMUNICATION
JOHARI WINDOW
Psychologists Joseph Luft (1916–2014) and Harrington Ingham
(1916–1995)
The Johari Window is a communication model that can be used to
improve understanding between individuals.
CREATIVITY AND INNOVATION
•Employees with creative ideas do not express them to management
for fear of jeopardizing their jobs.
•When the power to create in the organization is pushed down from
the upper echelon to line personnel, employees are empowered.
•Those who know a job, product, or service best are given the
opportunity to use their ideas to improve it.
•The power to create motivates employees and benefits the
organization in having a more flexible workforce, using more wisely the
experience of its employees.
•These improvements also create an openness to change that can give a
company the ability to respond quickly to market changes and sustain a
first mover advantage in the marketplace.
IMPROVING QUALITY OF LIFE FOR MOTIVATION
The number of hours worked each week by Indian workers is on the rise
again and many families have two adults working those increased hours.
Under these circumstances, many workers are left wondering how to meet
the demands of their lives beyond the workplace.
Often, this concern occurs while at work and may reduce an employee's
productivity and morale.
Companies that have instituted flexible employee arrangements have
gained motivated employees whose productivity has increased.
Programs incorporating flextime, condensed workweeks, or job sharing, for
example, have been successful in focusing overwhelmed employees toward
the work to be done and away from the demands of their private lives.
Examples:
A wellness program can involve having an
exercise facility, offering counseling, or even
having programs set up to help employees lose
weight or stop smoking cigarettes.
Family support programs involve help with
parenting and childcare
Google’s Case
Philosophy of work culture
“To create the happiest, most productive workplace
in the world.”
“It’s less about the aspiration to be No. 1 in the
world, and more that we want our employees and
future employees to love it here, because that’s
what’s going to make us successful.”
- Vice President of
Google
At Google Fun is a Regular Aspect of Work
• Frequent breaks
• Facilities for wall climbing, beach volleyball or
bowling; and personal creative sessions.
• There are pajama days, dress up days and a
Halloween costume party, Every April Fool’s Day,
Googlers are permitted to plan and implement
some major gags and tricks to the world.
• Google’s office design too incorporates some fun.
Food at Google
• Wherever they are, Googlers don’t have to go far (not beyond
150 feet) to get access to food. , from sources of food, whether
it is a restaurant, a micro-kitchen or a huge cafeteria.
• Food is stocked in open kitchen areas includes waters,
beverages, snacks and candy.
• The healthier options are more easily visible than their non-
healthy counterparts showing how much Google cares about
their employees’ health.
• For example, while sodas are somewhat hidden behind
translucent glass, various kinds of waters and juices are visible
straight away.
• Healthier snacks (such as almonds and dried banana chips)
occupy transparent glass jars while the non-healthier kinds
occupy opaque ceramic jars with conspicuous nutritional labels.
Unconventional Office Designs
• Rooms for Googlers include a meeting room that
resembles a pub, or a sidewalk café.
• Idea is to include casual collisions for creative people
and engineers to come together while also ensuring
employee happiness.
• Google permits its software engineers to design their
own work stations or desks out of what look like huge
Tinker toys.
THANK YOU