What Is Motivation?
Define motivation.
Explain motivation as a need-satisfying process.
Early Theories of Motivation
Describe the five levels in Maslow’s hierarchy and how Maslow’s hierarchy can be used in motivational efforts.
Discuss how Theory X and Theory Y managers approach motivation.
Describe Herzberg’s motivation-hygiene theory.
Explain Herzberg’s views of satisfaction and dissatisfaction.
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria. The model proposes that there are four core drives that motivate employees: acquire, bond, comprehend, and defend. The document suggests that employers can impact each of these four drives through strategies like reward systems, culture, job design, and protecting reputation in order to improve employee motivation, focus, effort, retention, creativity, and persistence.
Motivation refers to the process by which a person's efforts are energized, directed, and sustained towards attaining a goal. There are three key elements: energy, direction, and persistence. Motivation theories include Maslow's hierarchy of needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three-needs theory. These theories provide different perspectives on understanding human motivation and what drives employee performance.
The document discusses several theories of motivation:
1. Frederick Taylor believed workers are motivated mainly by pay and breaking work into small repetitive tasks. However, this led to worker dissatisfaction.
2. Elton Mayo found workers are motivated by social factors like interaction and attention from managers.
3. Abraham Maslow's hierarchy of needs theory proposes workers must have lower level needs met like pay before pursuing higher needs like fulfillment.
4. Frederick Herzberg argued motivators like interesting work that provides responsibility are more effective than dissatisfiers like pay. Methods like job enrichment and empowerment can motivate.
This document discusses employee motivation and techniques for motivating employees. It defines employee motivation as the internal drive that determines an employee's effort, direction, and persistence at work. Some motivation techniques discussed include job enlargement, job rotation, job enrichment, and job simplification. The document also discusses how employers can encourage motivation by providing a work environment that fulfills employee needs and expectations through communication, recognition, involvement, and attention to employee relations issues. Motivation is influenced by biological, intellectual, social and emotional factors and exists in every employee through their interests, people and goals.
The document discusses ways to motivate and inspire employees, including sharing your company's vision and goals, communicating effectively, encouraging teamwork, providing a healthy work environment, giving positive feedback and rewards, and offering opportunities for professional development. Motivating employees is important because the team is the business's most important asset. When employees feel encouraged and inspired, they will be more productive and help the business achieve great results.
What Is Motivation?
Define motivation.
Explain motivation as a need-satisfying process.
Early Theories of Motivation
Describe the five levels in Maslow’s hierarchy and how Maslow’s hierarchy can be used in motivational efforts.
Discuss how Theory X and Theory Y managers approach motivation.
Describe Herzberg’s motivation-hygiene theory.
Explain Herzberg’s views of satisfaction and dissatisfaction.
The document discusses an employee motivation model called the 4-Drive Model developed by Lawrence and Nohria. The model proposes that there are four core drives that motivate employees: acquire, bond, comprehend, and defend. The document suggests that employers can impact each of these four drives through strategies like reward systems, culture, job design, and protecting reputation in order to improve employee motivation, focus, effort, retention, creativity, and persistence.
Motivation refers to the process by which a person's efforts are energized, directed, and sustained towards attaining a goal. There are three key elements: energy, direction, and persistence. Motivation theories include Maslow's hierarchy of needs theory, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's three-needs theory. These theories provide different perspectives on understanding human motivation and what drives employee performance.
The document discusses several theories of motivation:
1. Frederick Taylor believed workers are motivated mainly by pay and breaking work into small repetitive tasks. However, this led to worker dissatisfaction.
2. Elton Mayo found workers are motivated by social factors like interaction and attention from managers.
3. Abraham Maslow's hierarchy of needs theory proposes workers must have lower level needs met like pay before pursuing higher needs like fulfillment.
4. Frederick Herzberg argued motivators like interesting work that provides responsibility are more effective than dissatisfiers like pay. Methods like job enrichment and empowerment can motivate.
This document discusses employee motivation and techniques for motivating employees. It defines employee motivation as the internal drive that determines an employee's effort, direction, and persistence at work. Some motivation techniques discussed include job enlargement, job rotation, job enrichment, and job simplification. The document also discusses how employers can encourage motivation by providing a work environment that fulfills employee needs and expectations through communication, recognition, involvement, and attention to employee relations issues. Motivation is influenced by biological, intellectual, social and emotional factors and exists in every employee through their interests, people and goals.
The document discusses ways to motivate and inspire employees, including sharing your company's vision and goals, communicating effectively, encouraging teamwork, providing a healthy work environment, giving positive feedback and rewards, and offering opportunities for professional development. Motivating employees is important because the team is the business's most important asset. When employees feel encouraged and inspired, they will be more productive and help the business achieve great results.
Employee engagement is defined as an employee who is fully absorbed in and enthusiastic about their work. There are three aspects that influence engagement: individual psychology, employer environment, and employee interactions. Engagement can be measured and improved through communication, rewards, culture building, team building, and leadership development activities. Highly engaged employees benefit organizations through increased satisfaction, productivity, retention, innovation, and profitability, while also benefiting employees through safety, health, happiness, and work-life balance. Crafting HR practices to increase engagement can help organizations achieve their goals.
Employee engagement refers to the commitment and passion employees feel towards their work and organization. Engaged employees strive to do their best work, feel loyal to the company, and want the company to succeed. Engagement is influenced by employer practices like job design, training, compensation, and career development opportunities. Highly engaged employees benefit organizations through increased productivity, customer satisfaction, innovation, and competitive advantage, while lowering absenteeism and turnover. Managers can promote engagement through open communication, employee learning, rewards, work-life balance, and selecting the right managers to coach employees.
This document outlines key concepts for employee engagement from A to Z. It emphasizes that engagement begins with acceptance of all employees and ensuring everyone benefits. Strong leadership is needed to connect all parts of the organization and sustain engagement over time. Engagement provides energy that drives great performance when employees' work flows like water. It is important for managers to view employees as human beings and unlock their potential through meaningful work. Ultimately, engagement creates results when the focus is on purpose, understanding others, and a shared sense of "we" over "me".
This document discusses employee engagement and its importance. It defines three levels of employee engagement: actively engaged employees who strive to meet and exceed expectations; not engaged employees who feel overlooked and have unproductive relationships; and actively disengaged employees who undermine others and damage the organization. Factors that influence engagement include importance, attrition rates, productivity, costs, and innovation. Measuring engagement involves listening, surveying current levels using tools like the Gallup Q12, and analyzing survey results.
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
This document outlines the key elements of an effective reward and recognition framework. It discusses the differences between rewards and recognition, and notes that lack of appreciation is a common reason employees quit. Research shows that improved recognition can boost employee engagement. The document then identifies common reasons recognition programs fail and the necessities of an effective framework, such as timeliness, frequency, specificity, visibility, and personalization of rewards. It emphasizes getting the right reasons, times, people, rewards, and results for optimal recognition.
Unlock the secrets to how increasing employee motivation can be your organization’s secret weapon to better performance and decreased HR issues.
Try Greatify: www.greatify.co/signup
Employee empowerment and engagement can significantly impact productivity. Research shows that work environments that foster trust and quality relationships create the most committed and productive employees. Outstanding leadership means creating an environment where team members are happy and committed. There are several factors that can impact productivity, including providing environmental support, practicing uneventful management, and leaders exhibiting confidence, credibility, and flexibility. Highly engaged employees can see a 25% increase in performance compared to disengaged employees. Case studies show how different levels of engagement can impact annual wages and lost potential performance.
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
This document discusses motivation in the workplace. It defines motivation as the driving force behind behavior that compels us to action and success. Several theories of motivation are explained, including Hertzberg's two-factor theory, Maslow's hierarchy of needs, the Hawthorne effect, and expectancy theory. Challenges to motivating employees and tips to increase motivation are provided. Effective motivation techniques include creating a positive work environment, setting goals, building trust, incentives, and recognition.
The document discusses various ways to motivate employees from the perspective of a company manager. It defines motivation and lists theories of motivation. It also discusses the importance of motivation for both individuals and businesses. Finally, it provides examples of financial and non-financial ways for managers to motivate employees, such as flexible work schedules, recognition programs, stock options, and job enrichment.
This document discusses employee motivation. It begins by explaining that motivating employees is important for achieving organizational goals after hiring and training. A variety of factors can motivate employees, including success, money, empowerment, work satisfaction, and recognition. Companies conduct employee satisfaction surveys to understand sources of motivation and demotivation in order to improve satisfaction. High turnover rates and counterproductive behaviors can indicate low motivation, while low turnover signifies a suitable organizational environment. Managers should use techniques like job rotation, enrichment, and recognition programs to motivate employees.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
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The document discusses various methods for motivating employees, including incentive schemes, job enrichment, and employee empowerment. It defines motivation and its importance for employee performance. Some key motivation theories are explained, such as Maslow's hierarchy of needs and Herzberg's two-factor theory. Incentive schemes can include financial bonuses or non-financial rewards to improve motivation. Job enrichment aims to make jobs more challenging and reduce repetitive tasks. Employee empowerment gives workers more autonomy and responsibility over decisions. The strategies outlined can increase productivity but require adequate training and support.
The document discusses employee motivation and how companies can motivate their employees. It defines motivation as a need or desire that causes a person to act or be enterprising. From an employer's perspective, motivation increases productivity and loyalty. The document outlines personal motivators for employees like feeling they contribute, receiving praise, respect from colleagues, and meaningful work. It also states that good management is necessary for any organization to motivate employees. Specific motivational techniques discussed include celebrating milestones, providing support and recognition, cross-training opportunities, and involving employees in decisions. Nestle is highlighted as a company that motivates employees through competitive salaries and benefits, family celebrations, and providing more facilities than competitors.
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
The document discusses employee engagement and what managers need to know. It defines three levels of engagement that employees can experience: checked out, compliant, and engaged. It also identifies six categories that influence engagement: people, work, competitive rewards, company practices, opportunities, and quality of life. The document then outlines three imperatives for creating sustained engagement: creating real meaning, cultivating trust and respect, and balancing effort and recovery. It provides case studies of initiatives at an airline, bank, and consultancy that addressed these imperatives.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Motivating Employees Myths and Realities
Motivation comes in many different shapes and sizes. How you motivate yourself does not apply to others. In a Jeopardy style game show format, learn myths and realities about motivation. Attend this session and learn different methods to motivate your team members with little or no budget. Takeaways Eddie will discuss are lessons learned, successes and failures. He will provide exercises for you to use your creative minds to leave with ideas to take back to your organization.
The document discusses theories and factors related to motivating employees. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include goal-setting theory, reinforcement theory, job design models, equity theory and expectancy theory. Current issues around motivating diverse workforces and different types of employees are also examined. The document provides guidelines for applying motivation concepts in practice.
Telltale Signs to Know Emotional Intelligence LevelM R Jhalawad
This document discusses the story of Mr. Craig, who lacked emotional intelligence. While Mr. Craig was able to drive results, he had a tendency to lash out at peers and was unable to motivate or retain talent. The document encourages introspection on one's own emotional intelligence and provides telltale signs that emotional intelligence may be lacking, such as being surprised by others' reactions or thinking being liked is overrated. It suggests getting feedback, being aware of intent vs impact, pausing before responding, and putting oneself in others' shoes to remedy issues with emotional intelligence.
Employee engagement is defined as an employee who is fully absorbed in and enthusiastic about their work. There are three aspects that influence engagement: individual psychology, employer environment, and employee interactions. Engagement can be measured and improved through communication, rewards, culture building, team building, and leadership development activities. Highly engaged employees benefit organizations through increased satisfaction, productivity, retention, innovation, and profitability, while also benefiting employees through safety, health, happiness, and work-life balance. Crafting HR practices to increase engagement can help organizations achieve their goals.
Employee engagement refers to the commitment and passion employees feel towards their work and organization. Engaged employees strive to do their best work, feel loyal to the company, and want the company to succeed. Engagement is influenced by employer practices like job design, training, compensation, and career development opportunities. Highly engaged employees benefit organizations through increased productivity, customer satisfaction, innovation, and competitive advantage, while lowering absenteeism and turnover. Managers can promote engagement through open communication, employee learning, rewards, work-life balance, and selecting the right managers to coach employees.
This document outlines key concepts for employee engagement from A to Z. It emphasizes that engagement begins with acceptance of all employees and ensuring everyone benefits. Strong leadership is needed to connect all parts of the organization and sustain engagement over time. Engagement provides energy that drives great performance when employees' work flows like water. It is important for managers to view employees as human beings and unlock their potential through meaningful work. Ultimately, engagement creates results when the focus is on purpose, understanding others, and a shared sense of "we" over "me".
This document discusses employee engagement and its importance. It defines three levels of employee engagement: actively engaged employees who strive to meet and exceed expectations; not engaged employees who feel overlooked and have unproductive relationships; and actively disengaged employees who undermine others and damage the organization. Factors that influence engagement include importance, attrition rates, productivity, costs, and innovation. Measuring engagement involves listening, surveying current levels using tools like the Gallup Q12, and analyzing survey results.
ABC (Pvt) Ltd is facing motivational issues with their employees. Currently, their motivation activities include providing salaries, overtime pay, bonuses and other financial benefits. However, employees feel their salary increments are insufficient, they try to take all their leaves, and there is a high turnover among female workers. The company also lacks transportation facilities, has issues with working environments and facilities, and takes too long to address problems and give promotions. To improve motivation based on Maslow's hierarchy of needs theory, the company should increase basic pay and benefits, improve safety measures, encourage socialization, implement performance evaluations, and support self-actualization through training.
This document outlines the key elements of an effective reward and recognition framework. It discusses the differences between rewards and recognition, and notes that lack of appreciation is a common reason employees quit. Research shows that improved recognition can boost employee engagement. The document then identifies common reasons recognition programs fail and the necessities of an effective framework, such as timeliness, frequency, specificity, visibility, and personalization of rewards. It emphasizes getting the right reasons, times, people, rewards, and results for optimal recognition.
Unlock the secrets to how increasing employee motivation can be your organization’s secret weapon to better performance and decreased HR issues.
Try Greatify: www.greatify.co/signup
Employee empowerment and engagement can significantly impact productivity. Research shows that work environments that foster trust and quality relationships create the most committed and productive employees. Outstanding leadership means creating an environment where team members are happy and committed. There are several factors that can impact productivity, including providing environmental support, practicing uneventful management, and leaders exhibiting confidence, credibility, and flexibility. Highly engaged employees can see a 25% increase in performance compared to disengaged employees. Case studies show how different levels of engagement can impact annual wages and lost potential performance.
This presentation describes employee engagement, the three inclinations employees have towward being engaged, a spectrum of engagement, eight factors that affect engagement levels, and information about surveys and the correlation between engagement - personal behaviors - business results.
This document discusses motivation in the workplace. It defines motivation as the driving force behind behavior that compels us to action and success. Several theories of motivation are explained, including Hertzberg's two-factor theory, Maslow's hierarchy of needs, the Hawthorne effect, and expectancy theory. Challenges to motivating employees and tips to increase motivation are provided. Effective motivation techniques include creating a positive work environment, setting goals, building trust, incentives, and recognition.
The document discusses various ways to motivate employees from the perspective of a company manager. It defines motivation and lists theories of motivation. It also discusses the importance of motivation for both individuals and businesses. Finally, it provides examples of financial and non-financial ways for managers to motivate employees, such as flexible work schedules, recognition programs, stock options, and job enrichment.
This document discusses employee motivation. It begins by explaining that motivating employees is important for achieving organizational goals after hiring and training. A variety of factors can motivate employees, including success, money, empowerment, work satisfaction, and recognition. Companies conduct employee satisfaction surveys to understand sources of motivation and demotivation in order to improve satisfaction. High turnover rates and counterproductive behaviors can indicate low motivation, while low turnover signifies a suitable organizational environment. Managers should use techniques like job rotation, enrichment, and recognition programs to motivate employees.
Keeping Employees Engaged In The WorkplaceJumpstart:HR
Jumpstart:HR is your trusted HR Outsourcing and Strategic Counseling partner. We work with your organization as a virtual and on-site service provider to solve your HR challenges, alleviate your burdens and free up your time.
Visit us at http://www.jumpstart-hr.com to learn more about how we can save your organization time and bring about a greater ROI on your Human Capital Management strategy.
Twitter: http://www.twitter.com/jumpstarthr
Facebook: https://www.facebook.com/jumpstarthr
LinkedIn: http://www.linkedin.com/company/jumpstart-hr
Sign up for our newsletter and learn "What HR Can Learn from Steve Jobs.": http://www.eepurl.com/jAbNf
The document discusses various methods for motivating employees, including incentive schemes, job enrichment, and employee empowerment. It defines motivation and its importance for employee performance. Some key motivation theories are explained, such as Maslow's hierarchy of needs and Herzberg's two-factor theory. Incentive schemes can include financial bonuses or non-financial rewards to improve motivation. Job enrichment aims to make jobs more challenging and reduce repetitive tasks. Employee empowerment gives workers more autonomy and responsibility over decisions. The strategies outlined can increase productivity but require adequate training and support.
The document discusses employee motivation and how companies can motivate their employees. It defines motivation as a need or desire that causes a person to act or be enterprising. From an employer's perspective, motivation increases productivity and loyalty. The document outlines personal motivators for employees like feeling they contribute, receiving praise, respect from colleagues, and meaningful work. It also states that good management is necessary for any organization to motivate employees. Specific motivational techniques discussed include celebrating milestones, providing support and recognition, cross-training opportunities, and involving employees in decisions. Nestle is highlighted as a company that motivates employees through competitive salaries and benefits, family celebrations, and providing more facilities than competitors.
The document discusses employee retention and engagement. It defines employee engagement as the level of commitment and involvement an employee has towards their organization and its values. Measuring current engagement levels through surveys is important, as is identifying problem areas, creating action plans to address issues, and taking action to improve engagement. Engaged employees are more productive, committed, and less likely to leave. Consultant reports show engagement links to higher performance, productivity, customer satisfaction and financial outcomes. Various techniques can improve engagement, like action teams, storytelling and appreciative inquiry. Regular measurement is important to track engagement over time.
The document discusses employee engagement and what managers need to know. It defines three levels of engagement that employees can experience: checked out, compliant, and engaged. It also identifies six categories that influence engagement: people, work, competitive rewards, company practices, opportunities, and quality of life. The document then outlines three imperatives for creating sustained engagement: creating real meaning, cultivating trust and respect, and balancing effort and recovery. It provides case studies of initiatives at an airline, bank, and consultancy that addressed these imperatives.
How to build High Performance Culture
Content: Why, How & Reward of High Performance Culture
presented in Indonesia HR Expo 2015
Jakarta, 11 Dec 2015
by Erwin Muniruzaman
Motivating Employees Myths and Realities
Motivation comes in many different shapes and sizes. How you motivate yourself does not apply to others. In a Jeopardy style game show format, learn myths and realities about motivation. Attend this session and learn different methods to motivate your team members with little or no budget. Takeaways Eddie will discuss are lessons learned, successes and failures. He will provide exercises for you to use your creative minds to leave with ideas to take back to your organization.
The document discusses theories and factors related to motivating employees. It covers early theories like Maslow's hierarchy of needs and Herzberg's motivation-hygiene theory. Contemporary theories discussed include goal-setting theory, reinforcement theory, job design models, equity theory and expectancy theory. Current issues around motivating diverse workforces and different types of employees are also examined. The document provides guidelines for applying motivation concepts in practice.
Telltale Signs to Know Emotional Intelligence LevelM R Jhalawad
This document discusses the story of Mr. Craig, who lacked emotional intelligence. While Mr. Craig was able to drive results, he had a tendency to lash out at peers and was unable to motivate or retain talent. The document encourages introspection on one's own emotional intelligence and provides telltale signs that emotional intelligence may be lacking, such as being surprised by others' reactions or thinking being liked is overrated. It suggests getting feedback, being aware of intent vs impact, pausing before responding, and putting oneself in others' shoes to remedy issues with emotional intelligence.
This document summarizes key theories and concepts related to motivating employees from a management textbook. It discusses early theories like Maslow's hierarchy of needs, McGregor's Theory X and Y, and Herzberg's two-factor theory. Contemporary theories covered include goal-setting theory, reinforcement theory, job design approaches like the job characteristics model, and equity theory. The document also outlines current issues in motivation like cross-cultural challenges and motivating unique worker groups.
This document contains contact information, educational background, work experience, skills, and details about a fundraising campaign by Vishvas Yadav of CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to support orphanages, NGOs, and charitable trusts. The campaign called "Mission Vishvas" aims to provide funds to over 500 organizations and will donate 50% of profits from sales of research papers to these causes after tax deductions.
Cmmaao pmi-research summary and recommendations v1bmission_vishvas
The document discusses research for a project management certification. The 3-sentence summary is:
The research summary provides an overview of the research gathered for the project and recommendations to guide it. Key findings from interviews and comparative analysis with other certifications found individuals with the certification can increase their earnings by 25%. The research recommends the certification to help individuals earn more, enjoy better career opportunities, and get globally recognized.
The document appears to be a resume for an individual named Vishvas Yadav. It includes contact information, educational background attending School1 from 1998-2002 and School2 from 2002-2006, work experience at Company1 from 2006-2009 and Company2 from 2009-2011, and mentions fundraising efforts on behalf of an organization called CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to support orphanages, NGOs, and charitable trusts.
The document contains information about an individual including their name, job title, contact information, education history from 1998-2006, work experience from 2006-2011, and involvement with fundraising for various charitable organizations through an organization called CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED. It also contains information about project management certification courses offered.
The document appears to be a resume for an individual named Vishvas Yadav. It includes contact information, educational background attending two schools from 1998-2006, work experience at two companies from 2006-2011, and information about running a fundraising campaign through their company CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED to support orphanages, NGOs, and charitable trusts. It also provides information about project management certification courses.
The document appears to be a resume for an individual named Your Name. It includes contact information, educational background attending School1 and School2, work experience at Company 1 and Company 2, and certifications in project management. There is also information about a fundraising campaign led by Vishvas Yadav to support orphanages, NGOs, and charitable trusts through the sale of research papers.
The document appears to be a resume for an individual named Your Name. It includes contact information, educational background attending School1 and School2, work experience at Company 1 and Company 2, and certifications in project management. There is also information about a fundraising campaign led by Vishvas Yadav to support orphanages, NGOs, and charitable trusts through the sale of research papers.
This document appears to be a resume or CV for an individual named [NAME]. It includes sections on profile, education, experience, skills, and contact information. It also includes advertisements for project management certification and fundraising campaigns by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED and Vishvas Yadav.
The document contains information about an individual including their name, job title, contact information, education history, work experience, and involvement with an organization that provides project management certification and conducts fundraising for charities. It appears to be a resume or profile for an individual named Vishvas Yadav who works with an organization called CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED that offers project management certification and fundraising campaigns.
The document appears to be a resume or CV for an individual. It includes sections for personal details, education history from 1998-2002 and 2002-2006, work experience from 2006-2009, 2009-2011, and 2011-present, skills, and a certification in project management.
The resume is for an individual with a background in project management and certifications in that field. It details their education and work history in three companies from 2006 to present, as well as technical skills.
This document contains contact information, educational background, work experience, skills, and certifications for an individual. It also includes advertisements for Project Management certification courses and fundraising campaigns for orphanages and charitable trusts. The documents contain repetitive text blocks promoting certification and fundraising.
This document provides an overview of the Windows Presentation Foundation (WPF) architecture. It discusses key WPF concepts like XAML, the visual and logical trees, and core services. XAML is an XML-based language used to define user interfaces in WPF. It maps XML elements and attributes to CLR classes. WPF provides layout, graphics, media, and document features through core services. These services include XAML processing, properties, input/events, and more. WPF uses a retained mode rendering model where visual objects are rendered intelligently rather than through constant repaint requests.
This document outlines the "Mission Vishvas" fundraising campaign. It announces that CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED will donate 50% of profits from selling research papers/white papers to over 500 NGOs, orphanages, charitable trusts, and cancer care organizations. It provides contact information for Mr. Vishvas Yadav, the Program Director, and requests that recipient organizations provide bank account details to receive donations. The campaign aims to help create a poverty-free and employment-rich India through these fundraising efforts.
The document contains information about an individual including their name, job title, contact information, education history from 1998-2006, work experience from 2006-2011, and details about a fundraising campaign by CODOCA MTVCOLA MARKETING ADVERTISING AND OUTSOURCING PRIVATE LIMITED led by Vishvas Yadav to provide funds for social causes and NGOs. It also contains information about project management certification offered at INR 5500.
The document appears to be a resume or CV for an individual named [NAME]. It includes sections for personal details, education history from 1998-2006, work experience from 2006-present, skills, and contact information. The resume lists multiple degrees and diplomas as well as experience at several companies. It provides details on the person's qualifications, background, and credentials.
The document provides a Customer Readiness Signoff for a project before a product goes live. It summarizes the current state of project deliverables and any open issues. Stakeholders must sign off, acknowledging they approve moving the product to production. It details deliverables, any acceptance conditions, and plans to resolve open issues. Stakeholders must also respond to a readiness checklist and approve making the product operational.
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
1) Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of career growth opportunities, and poor management.
2) There are several theories that aim to explain what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs can motivate. Herzberg's two-factor theory separates motivators like achievement and recognition from hygiene factors like salary and job security.
3) Effective leaders can motivate employees by recognizing individual needs, encouraging growth, acting as a role model, and involving employees in decisions that affect their work. Regular feedback and
1. Employee retention is important for organizations to reduce turnover rates and costs. However, to reduce rates, organizations must understand the main reasons why employees leave, such as feeling undervalued, lack of growth opportunities, or poor management.
2. There are several motivational theories that can help organizations understand what motivates employees. Maslow's hierarchy of needs suggests that lower level needs must be met before higher level needs. Herzberg's two-factor theory separates motivators like achievement from hygiene factors like salary.
3. To motivate employees, leaders should recognize individual needs, encourage growth, act as role models, and create a supportive environment. Understanding what employees want, like fair treatment or meaningful work, can help
This document discusses motivating employees in the workplace. It begins by defining motivation and explaining that motivated employees perform better. It then outlines several objectives for motivating employees, including getting them to achieve different results, develop new skills, and have opportunities to apply those skills. The document discusses various methods for motivating employees, such as flexibility, training, rewards, promotion opportunities, and recognizing their work. It concludes that motivation plays an important role in any company by encouraging employees to fulfill their tasks willingly rather than just as an obligation.
This document discusses employee retention and motivation. It defines key terms like employee, organization, employee engagement, and employee retention. Retaining employees benefits organizations by reducing costs, maintaining company knowledge, and ensuring customer service continuity. Common reasons for employee turnover include poor management, work-life imbalance, unmet job expectations, and lack of growth opportunities. Motivation theories from Maslow, Herzberg, and McClelland are overviewed. Strategies to create a motivating work environment include clear expectations, fairness, team building, and recognition.
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity, revenue, and satisfaction. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that small gestures and relationships with managers are often more motivating than material rewards.
This document discusses motivation in the workplace. It defines motivation and outlines several theories of motivation, including instinct, incentive, arousal, drive, and humanistic theories. It discusses why motivating both employees and managers is important for productivity and performance. It provides techniques for motivating managers, such as praise, respect, education, feedback, and incentives. For motivating employees, it suggests treating them as partners, keeping them informed, providing training and resources, and building trust. The conclusion emphasizes that what motivates individuals varies and small gestures can be effective.
A study of over 80,000 employees identified 12 dimensions that are consistently present in workplaces with high employee retention, customer satisfaction, productivity and profits. These dimensions include clear expectations, the right tools and equipment, using employees' strengths, recognition and praise, caring supervisors, encouragement of development, valuing employees' opinions, a clear company mission, quality work, strong coworker relationships, feedback on progress, and opportunities to learn and grow. Recognition and praise specifically ranked fourth among the 12 dimensions in correlating with successful workgroups.
I am sharing a PowerPoint I developed 20 years ago to coach and train all levels of Management. Through the years I have made changes to offer Managers a better understanding of what employees in the workforce look for from their Leadership. I hope you enjoy it.
The document discusses employee engagement, defining it as the extent to which employees enjoy their work, feel valued, and are willing to go above and beyond for the organization's success. It identifies key drivers of engagement like interesting work, career development opportunities, trust in leadership, and clear direction/feedback. The document outlines 11 practices leaders can use to increase engagement, such as connecting with employees, providing career paths, communicating vision, and recognizing good work. It also discusses how engagement impacts business metrics and recommends conducting surveys and training leaders to better engage employees.
This document discusses factors that affect employee morale in an organization. It defines morale as the level of voluntary cooperation and desire to attain common goals among individuals or work groups. Key factors that can lower or improve morale are identified as job factors, personal factors, organizational efficiency, goals and objectives of the organization, unfair promotions and selections, lack of recognition, and rewards/incentives. Autonomy, flexibility, financial incentives, recognition, and an understanding attitude from management are discussed as important motivational factors. A survey identified appreciation/recognition, communication, management attitude, job security, good wages, interesting work, career opportunities, loyalty, and working conditions as top motivators for employees.
This document discusses various tips and strategies for boosting employee morale and motivation in the workplace. It outlines approaches like supervisors greeting employees, writing personal notes, inviting part-time staff to social events, and allowing flexible work hours. The document also summarizes several major motivation theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Herzberg's two-factor theory, and McClelland's motivational drives of achievement, affiliation, competence and power.
This document provides guidance on motivating employees in 5 chapters. Chapter 1 discusses the importance of focusing on the bigger picture to provide employees with clear strategies and direction. It emphasizes that motivated employees are vital for business success. Chapter 2 will cover emphasizing the importance of process. Chapter 3 will discuss building employees' involvement. Chapter 4 will cover recognizing achievement. And Chapter 5 will spread positive energy to others. Motivation is important for maximizing employee performance and business outcomes. Different factors can motivate or cause stress, so managing stress is important. The document will explore motivation theories to help employees perform well while reducing workplace stress.
This document discusses motivation in the workplace. It begins by noting that many organizations struggle to motivate employees despite trying various reward systems. It then explores what motivation is, categorizing it as intrinsic or extrinsic, and examining how motivation is linked to needs models. The document outlines specific behaviors organizations want to motivate, like performance and citizenship. It also discusses how to stimulate motivation, such as through goal-setting, meeting needs, responsibility, trust, and fostering self-motivation. The conclusion is that businesses often focus too much on financials without considering the human element of motivation.
Keep Employees Engaged, Happy, Productive, and Loyal to an Organization. Be flexible: Not just with hours but how you treat them. Motivating employees is an important component to a successful company.
Motivating employees is important for business success. Motivated employees stay with companies longer, work harder, and are more productive. There are several ways to motivate employees, including flexibility, training opportunities, rewarding good work, promoting professional growth, setting goals, and maintaining perspective. The key challenge for employers is keeping employees motivated over the long run by understanding motivation sources and fostering an environment where people feel valued and have opportunities to develop their skills.
The document provides guidance for supervisors on managing employees effectively. It discusses setting clear expectations and goals for employees, providing positive and constructive feedback, and supervising with flexibility based on individual employee needs. The key responsibilities of a supervisor include recognizing good performance, treating employees fairly and with respect, communicating goals and results, and helping employees learn and develop.
[Slideshare] Cracking the Employee Engagement Code - Workforce GroupWorkforce Group
On a scale of 1-10, how would you rate the effectiveness of your employee engagement strategies? How would your employees rate it?
As a leader, do you find it challenging to engage your direct reports effectively? What would you consider "an engagement strategy"? Do your employees lack the motivation to perform their daily tasks? Are you worried about their dedication or commitment levels? If yes, there is a good chance that your Employee Engagement methods are ineffective.
Many organisations are aware of the importance of employee engagement, yet, many leaders struggle to create the right strategies and implement the best engagement practices. In the same vein, extensive research has proven that the rate of engagement of an employee is directly proportional to the quality of work output and the level of commitment to that organisation.
Therefore, what practices can business leaders adopt to drive emotional connection, foster loyalty, and encourage their employees to bring their best selves to work every day?
This slide deck provides proven engagement strategies that business leaders can deploy to drive employee engagement, motivation and performance.
In the deck, we share how you can crack the employee engagement code.
Adopt the best practices shared in this deck to improve employee development and effectiveness, invariably reducing employee burnout and leading to better business outcomes.
Learn how to engineer a shift from robotic compliance-driven practices to genuine commitment-driven initiatives where employees thrive and perform optimally by downloading this deck today.
1
Observation Paper
Observation Paper for Equity Management
Taihessa Lee
Organizational Leadership
Professor Stephen D. Griffin
June 30, 2013
The purpose of this paper is to describe the observable aspects of my current organization’s culture. I will address my perceptions using the following three viewpoints: vision, mission and core values. I am currently employed at Equity Management Corporation, which is a leading third party management company throughout the property management industry. It is a highly competitive organization that works on creating opportunity for their employees and managing with integrity. On the grounds that I work for Equity Management I know first-hand the extent they will go to meet their expectation out of every department and one thing they will always strive to be number one in the housing market. The greater part of these things are expressed inside Equity Management’s vision and mission statement. Their vision and mission are similar as it precisely what the company does and how it plans to develop.
The Mission: Managing with integrity. The Vision: Creating opportunity. The Core Values: will focus on the heart of our company. There are many other parts of Equity. Leasing Agents are the face of Equity. Property Managers are the arms of Equity. Regional Directors represent the head of Equity. But it takes one fundamental body part to keep all this going- the heart. Ultimately, the heart has to beat to make the parts all function together. The heart is where love, care and concern reside evidenced by our commitment to the job, one another and the people we serve. As Equity pays attention to the condition of our personal and corporate heart they can experience a deeper commitment to our everyday activities. The owner’s vision is to improve the heart of Equity in a deeper way. The owner realizes that our hearts inspire us to be our best, and create loyalty in ourselves. Becoming #1 in the industry means being financially strong and growing. But being #1 is also found in a company filled with loyal employees with high integrity, stellar performance while showing you care. I have witnessed this in my current employment with Equity.
Working at the corporate office was hard for me at times because of how clan culture the company is however it likewise has numerous motivating forces as well. I started my employment with Equity Management three years prior. This employment has been assisting me to develop passionately and also professionally. They are showing me to strive to be passionately and the best constantly. The major lesson I am learning while at Equity Management is their Core Values which is the heart of an employee to keep it functioning properly.
A great deal can be learned about an organization by analyzing and exploring the various aspects of organizational observation. My observation of Equity’s leadership and organizational culture would be healthy organization culture. .
In highly competitive business world, it is human resource of an organization that play critical role in survival & growth of the organization through their commitment, competency & motivation.
This mantra of Peter Drucker helps in self realization & development to be a successful leader in highly competitive environment. His ideas still matter & pave the way for success
Team work is critical for smooth working of an organization. This implies working together in cooperative & coordinated manner to achieve organizational goals.
This story was presented in a book on team work.I regret that I do not remember name of the book & the author.
Intellectual ability is one of the basic competency for managerial personnel. But to clime higher levels of management leader what is critical is wisdom. Let us see difference between the two.
This presentation is based on famous book 'My Iceberg is melting.' The author has taken great pain to explain principles of leadership, teamwork & change management in simple yet appealing manners.
I had received these florid philosophies of life from one of my relatives in June 2014. In a heart touching manner they explain complicated aspects of life. Source is not known to me.
Managing an organization is like fighting a righteous war. This presentation shows plus & minus points of great war leaders who were part of this epic war.
• Bhagwad Geeta is essentially a discourse on motivation & focus on as to how under odd conditions success can be made sure?
• In this candid discussion Krishna talks about three approaches that can lead to obtaining desired results:
Path of Action, Path of Knowledge, Path of Love
• He leaves it to Arjun which path he wants to choose?
• Geeta is a synthesis of essential abilities that leaders need to exhibit to write success stories:
Intellectual Emotional Spiritual
Training & Development - Systems Approach to TrainingM R Jhalawad
The document discusses the systems approach to training. It begins by stating the objective of training and development is to make people fit for their jobs or occupations. It then explains that the systems approach comprises different phases: analyze, design, develop, implement and evaluate.
The systems approach contributes by recognizing performance needs, identifying training needs, and developing comprehensive training plans from the perspectives of the organization, designing effective training models, and considering various training factors. The systems approach ensures all stages are interdependent and functionally linked to form an integrated whole work system. Neglect of any system could impact the entire training process.
Corporate innovation with Startups made simple with Pitchworks VC StudioGokul Rangarajan
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
Neal Elbaum Shares Top 5 Trends Shaping the Logistics Industry in 2024Neal Elbaum
In the ever-evolving world of logistics, staying ahead of the curve is crucial. Industry expert Neal Elbaum highlights the top five trends shaping the logistics industry in 2024, offering valuable insights into the future of supply chain management.
Maximize Your Efficiency with This Comprehensive Project Management Platform ...SOFTTECHHUB
In today's work environment, staying organized and productive can be a daunting challenge. With multiple tasks, projects, and tools to juggle, it's easy to feel overwhelmed and lose focus. Fortunately, liftOS offers a comprehensive solution to streamline your workflow and boost your productivity. This innovative platform brings together all your essential tools, files, and tasks into a single, centralized workspace, allowing you to work smarter and more efficiently.
m249-saw PMI To familiarize the soldier with the M249 Squad Automatic Weapon ...LinghuaKong2
M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge.The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition.The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
evolving today as it should be seen as a strategy for maintaining a longterm relationship with customers.
A CRM business strategy includes the internet with the marketing,
sales, operations, customer services, human resources, R&D, finance, and
information technology departments to achieve the company’s purpose and
maximize the profitability of customer interactions (Chen and Popovich,
2003, p. 673).
After Corona Virus Disease-2019/Covid-19 (Coronavirus) first
appeared in Wuhan, China towards the end of 2019, its effects began to
be felt clearly all over the world. If the Coronavirus crisis is not managed
properly in business-to-business (B2B) and business-to-consumer
(B2C) sectors, it can have serious negative consequences. In this crisis,
companies can typically face significant losses in their sales performance,
existing customers and customer satisfaction, interruptions in operations
and accordingly bankruptcy
2. Motivating Employees 2
Management is a practice of consciously & continually
shaping an organization
Organization utilizes four resources:
For effective & efficient utilization of resources
five managerial functions are performed:
Managers perform these activities to achieve
organizational goals
Human Monetary Physical Information
Planning & Decision Making Organizing
Staffing
Leading /
Motivating
Controlling
3. Work Motivation 3
A person’s performance depend on three factors:
Ability Motivation Environment
Motivation can be understood as:
Set of process that
determine behavioral
choices
Set of force that
cause people to
behave in certain
ways
4. Work Motivation 4
“Willingness to exert high level of efforts
towards org goals, conditioned by efforts ability
to satisfy some individual needs.”
Stephen R Robbins
Key elements of definition:
NeedsOrg GoalsEfforts
5. Work Motivation 5
MOTIVATION PROCESS
Inner Drive, Needs, or Motives cause
Behavioral Action
Fulfill Goal
Bring Satisfaction
Provide Reinforcement
7. Motivating People 7
Identified two different sets of factors:
Satisfaction or no
satisfaction
Dissatisfaction or no
dissatisfaction
Factors influencing satisfaction:
• Called MOTIVATION factors
• Relate specifically to work content
Factors causing dissatisfaction:
• Called HYGIENE factors
• Relate to work environment
8. Motivating People 8
Achievement
Recognition
The work itself
Responsibility
Advancement
Supervisor
Working conditions
Interpersonal
relations
Pay & security
Company policy
Motivation Factors Hygiene Factors
9. External Drivers of Motivation
Motivating Employees 9
Money
Teamwork
Security of
job
Bonus
Recognition
Promotion
Workplace
conditions
Friendly
working
Environment
Reward /
Punishment
10. Internal Drivers of Motivation
Motivating Employees 10
Growth The need to improve knowledge,
skill & attitude
Security
Value
Ego
Social
The need to feel secure & provide
security
The need to provide money or worth
The need to be seen to be a leader
The need to create time for doing
what you really want to do
11. Present Level of Motivation
Motivating Employees 11
Before We Proceed
Further Let Us Assess
Motivation Level Of
The Organization
12. How to Examining Motivation Level of Dept
People generate fresh solutions to the company's most
pressing problems.
Teams collaborate to create innovative products & services
that revolutionise marketplace
Employees enthusiastically give their energy, time &
dedication to the company
People remain loyal to the organization even during tough
times
Everyone feels stimulated by the challenges of his role
Employees take pride in their work & feel accountable for
company's future.
A workforce with these sterling qualities can vault a company
far ahead of its rivals
0
13. Motivation More Important Than Ever
Honest answers to such questions will reveal present
motivation level
In present business conditions, motivating people has
become crucial
Through motivation managers help their employees
generate excellent performance.
True motivation is complex & require artful blend of
managerial skills
1
14. Comprehensive Approach to Motivation
This can be discussed in five parts:
1. Helping employees find meaning
2. Strengthening personal qualities
3. Fostering commitment beyond just the
job
4. Retaining your top performers
5. Selecting right rewards, recognition,
and incentives
1
15. Helping Employees Finding Meaning
People believe that their work & efforts matter
Must have continual activities
View employees as customer
Foster a sense of mutual partnership
Managers must tailor their communication style &
recognition systems based on what drive them to
workplace.
Eight Career anchors have been identified in this
respect
1
16. Career Anchors
1. Technical / functional competence
2. Managerial competence
3. Autonomy
4. Security
5. Entrepreneurial creativity
6. Pure challenge
7. Sense of service
8. Ability to balance work life & private life
1
17. Strengthening Personal Qualities
Motivated people demonstrate a set of distinctive
personal qualities
They are optimistic also while being realistic
They take pride in their work
Build relationship of trust
Take steps to avoid burnout
Manager may help in strengthening these qualities
1
18. Trust
Build it, earn it & re - establish when it is
broken
Trust allow people to work more effectively
Elements that may help in creating trust:
1. Develop your own capacity for trust first
2. Build trust behaviourally &
incrementally
3. Tackle betrayal head-on
1
19. Fostering Commitment Beyond Just the Job
You can foster commitment beyond job by
clarifying company's objectives & goals
Ways of measuring progress towards goals
Challenging employees to identify opportunities
to leverage existing knowledge
Ensuring that people know how all parts of
organisation work together
19
20. Fostering commitment beyond just the job
When you motivate people to excel, their energy &
creativity ripple across entire organisation
Motivated employees make others to focus on
possibilities rather than problems
They feel responsible for entire business processes, not
just on their own tasks
They work to "unstick" knowledge - to transfer
practices across units & functions
As a result company as a whole can benefit.
20
21. How to Energise
Power & influence in today' companies have less to
do with employees' position and more to do with
their ability to energise others.
A research study by Baker & Andrew Parker was
able to measure the long noted influence that
energising relationship have on performance.
21
22. What Distinguishes Energisers?
Energisers do five things very well:
1. They create a compelling vision by focusing on
possibilities rather than current or past problems
2. They help others feel fully engaged
3. Energisers are also learning from their colleagues
4. Energisers are goal oriented but flexible about how to
get there
5. Energisers speak their mind, maintaining integrity
between their words & actions
22
23. Retaining Top Performers
It is crucial to secure top performers loyalty to the company
by retaining them
Techniques for talent management are:
1. Aim for retention of top people & attrition of low performers
2. Enhance collaboration & cooperation among talented direct
reports
3. Identify people for whom loyalty, community building and
being part of something bigger matter a great deal
4. Match star performers to work that challenges them to
develop their skills
23
24. Retention Strategy
Hire for retention - look beyond skills & experience to
individual values and attitude
Research what particular group of employees want -
identify the "root cause" of turnover among specific
group of employees.
Structure the company to allow choices - choices may
be of two types - 1. Career path, 2. Facilities
Single out people for special programs - companies
must find ways to know what employees want & need
24
25. Nine Steps Toward Creating a Great Workplace
Help people see the purpose of what they do
Expect a lot
But do not dictate the "How"
Be really available
Break the golden rule
Get the world out in 24 hours or less
Make sure people have what they need to do
their job
Say: ‘I appreciate’ / ‘thank you’
Have fun 25
26. How Good is Your Workplace
Job satisfaction is notoriously hard to measure.
A Gallup study of one million persons found
that satisfaction depend on how employees
answer just 12 questions, listed below in order
of importance.
To assess your workplace, ask people for their
responses:
26
27. How good is your workplace
1. Do I know what is expected of me at work?
2. Do I have materials & equipment I need to do my work
right?
3. At work, do I have opportunity to do what I do best every
day?
4. In the last seven days, have I received recognition or praise
for good work?
5. Does my supervisor or someone else at work seem to care
about me as a person?
6. Is there someone at work who encourages my development ?
27
28. How good is your workplace?
7. At work, do my opinions seem to count?
8. Does the mission of my company make me feel like my
work is important?
9. Are my coworkers committed to doing quality work?
10. Do I have a best friend at work?
11. In the last six months, have I talked with someone
about my progress?
12. At work, have I had opportunities to learn & grow?
28
29. Selecting Right Rewards, Recognition, &
Incentives
None can honestly say that financial incentives do not
matter in professional lives.
But money alone is not enough to motivate people to
excel on the job
Most effective incentive systems blend monetary
with non-monetary forms of rewards.
Often it is non monetary types that prove most
motivating
29
30. Monetary Reward
In the compensation half of your incentives
equation, consider letting employees select from
a manure including cash, variable compensation
to achievement of performance targets
You shall give your people a direct line of sight
between their on the job accomplishments &
rewards they receive.
30
31. How to Choose Right Mix of Rewards?
Understand what employees most values:
‡ Praise
‡ Authority to do their work & make decisions
‡ Involving them in decisions
‡ Managerial support & involvement
‡ Asking employees their opinions
‡ Support from managers when they have made a mistake
‡ Learning & development opportunities
‡ Manager availability & time
31
33. Where Managers Go Wrong in Managing?
Fail to get know employees as people
Fail to provide clear directions
Fail to trust
Fail to listen to & help employees to feel that their
opinions are valued
Make decision & then ask people for their input
Fail to react to problems & issues that will soon foster
Trying to be friend with employees who report to you
Fail to communicate effectively
Not treating all people equal
33Motivating Employees
34. How to Destroy Motivation at Work
Treat employees like children
Make rules for many because of behavior of few
Focus on mistakes & errors, no matter how
trivial they are in comparison with success
Apply policies unfairly & inequitably
Stomp on employee initiative & ideas
Tell employees that they are empowered & then
review & retain veto power over small decisions
Motivating Employees 34
35. How to Destroy Motivation at Work
In meetings, coaching sessions & performance
reviews in which manager does majority of talk
Violate employees confidentiality by sharing
information inappropriately
Measure aspects of work for employee review
that the employee cannot control
Set unattainable goals & panelize employee for
not meeting them
Motivating Employees 35
36. Conclusion
While what employees want from work is
situational, depending on the person, his needs &
rewards that are meaningful to him, giving
people what they want from work is really quite
straight forward. People want:
Control of their work inspires motivation
To belong to the in-crowed creates motivation
The opportunity for growth & development is
motivational
Leadership is key in motivation
Motivating Employees 36
37. **Story of Appreciation**
One young academically excellent person went to apply for a
managerial position in a big company.
He passed the first interview, the director did the last interview,
made the last decision.
The director discovered from the CV that the youth's academic
achievements were excellent all the way, from the secondary
school until the postgraduate research, never had a year when he
did not score.
The director asked,
"Did you obtain any scholarships in school?"
the youth answered "none“.
38. The director asked,
" Was it your father who paid for your school fees?"
The youth answered,
"My father passed away when I was one year old, it
was my mother who paid for my school fees.
The director asked,
" Where did your mother work?"
The youth answered,
"My mother worked as clothes cleaner.
The director requested the youth to show his hands.
The youth showed a pair of hands that were smooth and
perfect.
39. The director asked,
" Have you ever helped your mother wash the clothes
before?"
The youth answered,
"Never, my mother always wanted me to study and read
more books.
Furthermore, my mother can wash clothes faster than me.
The director said,
"I have a request. When you go back today, go and clean
your mother's hands, and then see me tomorrow morning.
The youth felt that his chance of landing the job was high.
40. When he went back, he happily requested his mother to
let him clean her hands.
His mother felt strange, happy but with mixed feelings,
she showed her hands to the kid.
The youth cleaned his mother's hands slowly. His tear fell
as he did that.
It was the first time he noticed that his mother's hands
were so wrinkled, and there were so many bruises in her
hands. Some bruises were so painful that his mother
shivered when they were cleaned with water.
41. This was the first time the youth realized that it was this pair
of hands that washed the clothes everyday to enable him
to pay the school fee.
The bruises in the mother's hands were the price that the
mother had to pay for his graduation, academic
excellence and his future.
After finishing the cleaning of his mother's hands,
the youth quietly washed all the remaining clothes for
his mother.
That night, mother and son talked for a very long time.
Next morning, the youth went to the director's office.
42. The Director noticed the tears in the youth's eyes,
asked:
" Can you tell me what have you done and learned
yesterday in your house?"
The youth answered,
" I cleaned my mother's hand, and also finished
cleaning all the remaining clothes'
The Director asked,
Please tell me your feelings
43. The youth said,
Number 1,
I know now what is appreciation. Without my mother,
there would not the successful me today.
Number 2,
by working together and helping my mother, only I now
realize how difficult and tough it is to get something done.
Number 3,
I have come to appreciate the importance and value
of family relationship.
44. The director said,
" This is what I am looking for to be my manager.
I want to recruit a person who can appreciate
the help of others, a person who knows the
sufferings of others to get things done,
and a person who would not put money as his only
goal in life.
You are hired.
Later on, this young person worked very hard,
and received the respect of his subordinates.
Every employee worked diligently and as a team.
The company's performance improved tremendously.
45. Motivating Employees 45
This presentation was prepared taking help
from text books, general books & articles.
I am sorry, I have not taken note of
authors’ names.
So, I am unable to quote them.
This presentation is purely for
academic purpose.