This document discusses motivation and how to motivate employees. It defines motivation and discusses intrinsic and extrinsic motivation. Maslow's hierarchy of needs is presented as influencing motivation. Recognition and rewarding are discussed as ways to motivate employees. Expectations at work from both managers and employees are outlined. Ten stimuli that can motivate are listed. Key aspects that motivate employees are described as having a compelling purpose, clear roles and responsibilities, and challenging goals and plans.

1. Motivation

2. Overview of Presentation
• Burning Desire – Definite Goal
• 16 Basic Desires
• Purpose – Why?
• Motivation – Definition
• Intrinsic and Extrinsic motivation
• Motivation – Definition
• Maslow's Hierarchy of Needs
• Recognition and Rewarding
• Expectations at Work Place
• 10 Mind Stimuli
• Motivated Employees

3. Burning Desire – Definite Goal
• Desire is not a Hope, not a wish IT IS DEFINITE
• Starting Point
• Place all you Energy,
all your Willpower,
all your Effort, everything back of that Goal
A drive or desire can be described as a deficiency or need that
activates behavior that is aimed at a goal or an incentive

4. The 16 basic desires that motivate our
actions and define our personalities are:
1. Acceptance, the need for
approval
2. Curiosity, the need to learn
3. Eating, the need for food
4. Family, the need to raise
children
5. Honor, the need to be loyal
to the traditional values of
one's clan/ethnic group
6. Idealism, the need for social
justice
7. Independence, the need for
individuality
8. Order, the need for
organized, stable, predictable
environments
9. Physical activity, the need for
exercise
10. Power, the need for
influence of will
11. Romance, the need for sex
and for beauty
12. Saving, the need to collect
13. Social contact, the need for
friends (peer relationships)
14. Social status, the need for
social standing/importance
15. Tranquility, the need to be
safe
16. Vengeance, the need to
strike back and to compete

5. Why?

6. Purpose Defines the enduring
character of an
indivdual/Orgainzation –
its self identity consistent
through time and
transcends market life
cycles,
technological breakthroughs,
management fads and
individual leaders.
WHY?
Why do we attend
this training
programe?
Direction –
continually pursues
but never fully
achieves or
completes its
purpose.
“Why we exists and What we stand for”
that does not change even after 100 years
“This who we are; this is what we stand for;
this is what we are all about”

7. Examples of Core Purpose
Company Name Core Purpose
3M To solve unsolved problems innovatively
HP To make technical contributions for the advancement
and welfare of humanity
McKinsey To help leading corporations and governments be more
successful
Merck To preserve and improve human life
Nike To experience the emotions of competitions, winning,
and crushing competitors

8. Why do we run the
Institutions / Organizations?
1. Why is that important?
2. Why is that important?
3. Why is that important?
4. Why is that important?
5. Why is that important?
To guide and inspire
people inside the
Institutions /
Organizations

9. Purpose- Discovery process
 To prepare the engineers to live and to face the challenges and opportunities
in the work place
 To prepare the engineers to compete in the world markets in the “Knowledge
Age” as engineering leaders and global citizens.
 To implement the teaching learning and assessment process that move a
student from one state of knowledge and professional preparation to another
state.
 To provide and facilitate lifelong learning opportunities of the highest quality
 To continually improve the faculty skill sets with those needed to deliver the
desired curriculum in the light of the different learning styles of students.
 To give a basic understanding of business process and organizations

 To provide quality education to all at a reasonable cost.
 To think clearly about professional ethics and social responsibility

10. Motivation- Definition
• A reason or reasons for acting or behaving in a
particular way.
• It gives the reasons for people's actions,
desires, and needs
• One's direction to behavior
• A motive is what prompts the person to act in
a certain way
People are motivated by unsatisfied needs. -Abraham H. Maslow 1954

11. Factors that Define Motivation
Intrinsic motivation
• self-desire to seek out new things
and new challenges,
• to analyze one's capacity,
• to observe and to gain knowledge
• driven by an interest or
enjoyment in the task itself
• exists within the individual rather
than relying on external pressures
or a desire
• Eg: Online….., Computer Games,
Social Networking
• Advantages: long-lasting and self-
sustaining
• Disadvantages: slow to affect
behavior and can require special
and lengthy preparation.
Extrinsic motivation
• performance of an activity
in order to attain a desired
outcome
• comes from influences
outside of the individual
• Rewards, threat of
punishment following
misbehavior
• Eg: Competition, cheering
crowd and the desire to
win

12. Definition
Internal and external factors that stimulate desire and energy in
people to be continually interested and committed to a job, role or
subject, or to make an effort to attain a goal.
Motivation results from the interaction of both conscious and
unconscious factors such as the
(1) intensity of desire or need,
(2) incentive or reward value of the goal, and
(3) expectations of the individual and of his or her peers.
These factors are the reasons one has for behaving a certain way.
An example is a student that spends extra time studying for a test
because he or she wants a better grade in the class.

13. Maslow's Hierarchy of Needs
1. Biological and Physiological needs - air,
food, drink, shelter, warmth, sex, sleep.
2. Safety needs - protection from elements,
security, order, law, stability, freedom from
fear.
3. Love and belongingness needs - friendship,
intimacy, trust and acceptance, receiving and
giving affection and love. Affiliating, being part
of a group (family, friends, work).
4. Esteem needs - achievement, mastery,
independence, status, dominance, prestige,
self-respect, respect from others.
5. Self-Actualization needs - realizing personal
potential, self-fulfillment, seeking personal
growth and peak experiences.

15. Recognition
• Recognition mostly refers to non monetary ways of saying thank
you and can take the form of thank you notes, pins, plaques, award
ceremonies, company products, gift vouchers, employee
photograph in the company newsletter or on “the wall of fame” , to
name just a few.
• There are unlimited ways to say thank you for doing the «right
thing» and they are not necessarily expensive.
• They cater to the psychological need of the employees of being
appreciated and have high intrinsic value

16. Rewarding
• Rewarding aims at strategically designing ways
to compensate employees for their efforts
and contribution towards the organisation.
• It motivates by fulfilling employees’ desire for
monetary gain.
• This allows employees to receive a share in
the financial gains made by the organization
through their contribution

17. Expe ctations at Work Place
From Manager/ Boss
• Feed back
• Empowerment
• Coaching
• Transparency
• Recognition
• Opportunity
• Clear Tasks
• Aaccess
• Respect for Personal Time
From Employee
• 100% Effort
• Loyalty
• Honesty
• Get-It-Done Results

18. 10 Mind Stimuli
1. The desire for sexual expression
2. Love
3. A burning desire for fame, power, MONEY
4. Music
5. Close friendship with same or Opposite sex
6. Master Mind Alliance for Advancement
7. Mutual suffering
8. Autosuggestion
9. Fear
10. Narcotics or Alcohol

19. Compelling purpose.
• People want to feel like they are a part of
something important.
• Do you talk about the purpose of your work
— not just what you do but why you do it?
• Do you talk about those outside your group
who benefit from what you do?

20. Clear roles and responsibilities
• People often need to know what they’re
responsible for individually and what others
expect of them.
• They want to see the link between their work and
the team’s overall purpose because that’s how
they will feel both valued and valuable.
• With clarity about what they do, and clear
feedback about how they’re doing, they can take
control of their own work, and you won’t need to
supervise their activities, which can be a powerful
source of discouragement.

21. Challe nging goals and plans
• Besides feeling like they are a part of
something important, people often want to
strive toward something important.
• They need challenging goals based on their
purpose and plans that show how they can
achieve those goals.

22. Motivated Employees
• McGregor places money in his Theory X category
and feels it is a poor motivator. Praise and
recognition are placed in the Theory Y category
and are considered stronger motivators than
money.
• Motivated employees always look for better ways
to do a job.
• Motivated employees are more quality oriented.
• Motivated workers are more productive.