This document discusses various techniques for motivating employees, including setting specific and measurable goals, providing regular feedback and rewards for good performance, giving employees autonomy and responsibility, showing appreciation, and ensuring work is meaningful and provides opportunities for growth. It emphasizes that different employees have different needs and motivations, so managers should understand individual employees and provide an environment where they can succeed and feel valued. Punishment is discouraged as a demotivating approach that does not encourage better performance.

1. Motivation
Session by
A.Selvaraj CIT Mumbai

2. Motivation
“A great man is one who can
make a small man feel great, and
perform great.”

3. The hierarchy of needs
• Self actualization
needs
• Esteem needs
• Social needs
• Security needs
• Physiological needs

4. Motivation…
• is setting audacious objectives &
getting people to own & achieve them.
• is getting someone else to do what you
want done because he wants to do it.
• is making people feel & take pride that
they have done it.
• is letting go while retaining the right to
know what is going on.
• is the art of accomplishing more than
what scientific mgt says is possible.

5. What I hate about my boss..
• He lacks enthusiasm.
• He is insecure.
• He doesn’t accept
responsibility.
• He lacks people skills.
• He is unwilling to guide.
• He doesn’t inspire us to
perform.
• He doesn’t appreciate good
work.
• He doesn’t discuss new
strategies or ideas with us.
• His communication is negative
& de-motivating.

6. Men, not machines.
• A promise is a promise.
• Turn down in the first
place (rather than
withdraw it later).
• Spot talent, creativity &
promote.
• Encourage initiative.
• Tolerate mistakes.
• Learn from them.
• No mistakes, no initiative.
• Set an example.
• Think of them as
individuals.
• Meet them face to face.
Listen.
• Talk straight.
• Give clear instructions.
• Accept only after
weighing the pros & cons.
• Don’t put on airs.
• Never stand on ceremony.
• Take the rap yourself.

7. Give the right touch.
• Keep channels open.
• Why argue? Understand.
• To err is human.
• Listen to complaints.
• Don’t shout. Explain.
• Never hold out threats.
• Blow your top, but constructively.
• Soften the blow.
• Allow them to let off steam.
• Don’t accuse. Investigate.

8. Seniority – cum – ‘fitness’!
• From a cartoon by R K Laxman
• A well-dressed chimpanzee is sitting in an office, wearing
spectacles and poring into a file in all seriousness. Two
persons stand at some distance away. One of them,
probably an insider, to the other:
• “Prospects here are very good. Just 20
years back he was brought here for
experiments. By seniority he has become
the head of the department now.”

9. Punishment doesn’t reward!
• Gets only temporary redn in
unacceptable behaviour.
• Constant presence of punisher
necessary.
• Doesn’t teach appropriate
behaviour.
• Produces increased fear (less
effectiveness in work).
• Produces emotional side-effects.
• Produces rigid & inflexible
behaviour patterns.
• Suppresses more behaviour than
that punished.
• Can result in counter-aggression.
• Passed on down the line.

10. The secret to motivation(M)
is to understand your people
• Not all employees are alike, nor all situations. There is no
single best way for M.
• People are different in their needs & hence in their Ms.
• Individuals change their aspirations & needs frequently,
changing their Ms.
• A single goal can be reached in a no. of ways or Ms.
• A single goal can satisfy a host of needs & Ms.
• You cannot really motivate anyone. But you can provide
the environment in which he grows.

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

12. How to motivate?
• Allow them to develop their job, to continually improve.
• Set targets for them to get a sense of achievement.
• Give them variety & interest.
• Show trust. Be open.
• Keep them in the picture.
• Empower. Allow them control over what they do.
• Tell them: a work ill-done must be done twice.
• Give regular feedback to prevent misdirection.
• Give praise. Show appreciation.
• Encourage teamwork, sense of belonging, synergy.
• Ensure conducive work environment.

13. Motivation – the basics
• What gets asked for
gets done.
• What gets measured
gets done better.
• What gets rewarded
gets done best of
all.
• “People do what
they do because of
what happens to
them when they do
it.”
• Motivation requires
a SMART goal.
• Motivational instructions
are always ‘SMART’
• Specific
• Measurable
• Agreed
• Realistic
• Time-bound

14. What gets asked for ….
• Know what you want. Decide on the
performance level you require.
• If you don’t know what you want, you
cannot convey it to them.

15. What gets measured gets done
• End results to be specific
& quantifiable.
• Mere urgings - “do
better”, “work harder”,
etc. - are not
motivational.
• Let employee know what is
expected of him and when
it is to be completed.
• Specify the stages.
• Ensure he knows how he
has performed and when
he has completed it.

16. What gets rewarded…
• Reward!
• Given after the desired
behaviour or performance.
• Given as soon as possible.
• Specific to the accomplishment.
• Personal in impact.
• Valued by the recipient.
• Delivered consistently.
• Predictable by the recipient.

17. On rewards
• Ensure correct feedback.
• Keep changing rewards to get improved behaviour.
• Do not reward them all alike. Base it on their
performance.
• Continue to tell them – what they should do to deserve
it.
• Be consistent in your rewards. Have a firm link: for this
performance, this reward.
• No need to continue reward after the behaviour is
established.
• Be fair. The size of the reward must match the effort.
• Reward necessary for continued good performance.
• Reward them in other ways than just money.

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

19. “Delivering high performance is a journey
rather than a destination.”
• Show appreciation for good
work.
• Involve them in as many work
decisions as possible.
• Show real care & help in
personal problems.
• Hawthorne effect: if you
treat people as special their
performance would improve.
• Constantly upgrade the notion
of what is acceptable.

20. Tell them what to do, not how to
do.
• Know the extent up to which to
give detailed instructions.
• Know when to cut off debate &
initiate action.
• Seek & take responsibility in the
workplace.
• Ensure that tasks are understood
& accomplished.
• Know which is more important in a
given context – details or the
wider viewpoint.
• Set an example.

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

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

23. Try the mother’s rule!
Coupling of something not valued with something
that is valued.
• “When you have finished your dance
lessons, you can have your ice cream.”

24. Job enrichment
Employee satisfaction (to) motivation (to) performance
• Minimum controls
• Maximum personal accountability
• Work in complete entities
• Employee to have control over -which task & when
• Feedback on performance & quality directly to
employee
• Opportunity to do new jobs
• Individuals to choose their jobs with the rest of their
team
• Opportunity to discuss & comment on changes in work
• Job rotation instead of one single short cycle job.
• Ensure variety, personal autonomy and scope for
personality development.

25. Praise in public. Criticize in private.

26. Make them break through!
• Make people think in a
breakthrough fashion.
• Motivate. Create enthusiasm &
passion.
• Create a dream & make the team
go towards it.
• The ability to get the message
across is what ignites people to
act as one person.
• Mine more value.