Employee motivation

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about driving employee motivation

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Employee motivation

  1. 1. WALJAT COLLEGES OF APPLIED SCIENCE BIT -MUSCATDriving Employee Motivation Lekshmi S Nair MBA/50026/11
  2. 2. Why do some people climb mountains?
  3. 3. While others run?
  4. 4. And others just sit?
  5. 5. And why do millions of people go towork each day?
  6. 6. Motivation is the force that drives our actions
  7. 7. And with the right motivation Whatcan’t we do?
  8. 8. MOTIVATION What is motivation? MOTIVATION = Value of outcome x expectation of achieving it Motivation is a desire to achieve a goal, combined with the energy to work towards that goal.
  9. 9. Motivation is everything. You can do thework of two people, but you cant be twopeople. Instead, you have to inspire thenext guy down the line and get him toinspire his people.Motivation is the art of getting people todo what you want them to do becausethey want to do it.
  10. 10. WHAT MOTIVATES PEOPLE External Internal Rewards Rewards • Salary • Achievement • Working • Responsibility conditions • Recognition • Benefits • Feedback • Environment • Learning and growth
  11. 11. WHAT MOTIVATES PEOPLE • Recognize achievements through programs • Achievement that showcase performers. • Have volunteer programs and other programs that enable employees to • Responsibility showcase their responsibility towards each other and the society at large. • Recognize winners through awards like • Recognition Service Quality Awards, Best Operations Awards, Best Trainer Awards, etc. • Follow a system of feedback and performance appraisal i.e the 360 system in o • Feedback which both the boss and subordinate participate. • Give a lot of importance to training and • Learning and development and have various training growth academies to cater to various sections of employees. • Analyze training needs to recognize competency gaps and impart knowledge through customized training programs.
  12. 12. WHAT MOTIVATES PEOPLE In addition to the external and internal awards, have: • Employee engagement • Challenging job profiles • Keep them self-motivated • Good projects • Job rotation • Job security / stability • Good team, co-workers, bosses
  13. 13. LESS or NO MOTIVATION = DEMOTIVATION
  14. 14. WHY PEOPLE LEAVE Top Reasons why people leave their jobs - Harvard Business Review  Learning Opportunities In addition to: to learn new skills • Job content  Feedback, especially • Level of responsibility for stars • Company culture Coaching and feedback by • Caliber of Colleagues managers • Low growth potential  Bad Bosses • Lack of challenge conflict with the boss as one of the top most • Lack of autonomy reasons for the departure • Not enough money of top performing • Work environment employees issues
  15. 15. THEORIES ONMOTIVATIO Maslow’s N McGregor’s McClelland’s
  16. 16. MASLOW’S HIERARCHY OF NEEDS Self actualization (Confidence, achievements, Self esteem freedom) (fame, recognition, reputation, dignity) Love and belonging (children, friends, partners) Safety needs (shelter, job security, retirement plan, insurance) Physiological needs (air, water, food, rest, exercise,etc)
  17. 17. MCGREGOR’S XY THEORY
  18. 18. MCCLELLAND’S MOTIVATIONAL NEEDS THEORY ACHIEVEME AFFILIATIO POWER NT N
  19. 19. MCCLELLAND’S: ACHIEVEMENT The belief that it is important to meet or exceed a standard of excellence. Focus upon:  Out-performing others  Performing against internal standards of excellence  Achieving unique or innovative accomplishments  Long-range career planning
  20. 20. MCCLELLAND’S: AFFILIATION The belief that establishing and maintaining close, friendly relationships is important Focus upon:  Being liked, accepted and popular  Concern about separation or disruption of relationships  Seeing group tasks as primarily social activities
  21. 21. MCCLELLAND’S: POWER The belief that having an impact matters. Focus upon:  Feeling – or being perceived as – strong, effective and influential  Taking forceful actions that affect people  Giving unsolicited support or advice  Influencing, persuading or making a point The value for Power can take 2 forms: 1. Personalized Power – used for self-benefit 2. Socialized Power – used for the benefit of others

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