1. • Binod, an accountant, is a reliable employee of CK Plastics Ltd. Binod can always be
counted on to get his work done accurately and on time. He is punctual, works
steadily and gets along well with other people. He has been in his current position
of accounting specialist for seven years, but the fact that he has not been
promoted recently is not of great concern to him. The pay is good, his supervisor is
fair and not overly demanding, his work area is well-equipped, he likes the people
he works with, and the company treats its employees well. Nevertheless, he looks
forward to 5 p.m.! He is active outside the office-especially with hobbies and
recreational pursuits. He is a member of the company cricket and basketball teams,
and also dabbles in oil-painting. During the income-tax season, he enjoys helping
friends to complete their personal tax returns.
4. Signals of low morale
• Employee unrest
• High rate of absenteeism
• Tardiness
• High employee turnover
• Grievances
• Need for discipline
• Fatigue and monotony.
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5. • Creation of whole jobs
• Job enrichment
• Building responsibility into a job
• Managerial effectiveness
• Flexing work hours
• Rotation of jobs
• Incentive and profit sharing plans
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Improving morale
6. Motive and Motivation
• Motive: Defined as an inner state that energies, activates
or moves and directs behavior towards goals
• Motivation: The drive and effort to satisfy a want or a
goal.
• Satisfaction: The contentment experienced when a want
is satisfied
7. The hierarchy needs theory
Hierarchy of Needs Theory
• There is a hierarchy of five needs—
physiological, safety, social, esteem, and
self-actualization; as each need is
substantially satisfied, the next need
becomes dominant.
Self-Actualization
• The drive to become what one is capable of
becoming.
8. The hierarchy needs theory
Lower-Order Needs
• Needs that are satisfied
externally; physiological
and safety needs.
Higher order needs
• Needs that are satisfied
internally; social, esteem,
and self-actualization
needs.
9.
10. Maslow’s hierarchy in Marketing
• If marketers know the wants and needs of their target market
(which every good marketer should!) then this can be used as a
selling point to influence.
• A great deal of research is undertaken to segment, target and
position (STP) customers by various criteria such as
demographics, social class, geographic and so on. From this
marketers will have a very specific idea about who their target
consumers are and tailor their marketing strategy accordingly.
• For example a car manufacturer targeting young families is not
likely to focus on the top speeds and luxury items in their
advertising campaigns but instead on the cost effectiveness and
safety features.
• It is important to note that your target market’s level or needs and
desires may not stay the same, especially in times of political and
economic change. Therefore remember to keep your marketing
strategy up to date and relevant.
11. Practical Applications of Maslow's Hierarchy of Needs
• A prospective customer driven by Maslow's second
needs level, safety and security, might be enticed to
buy a new car if you convince him that it is safe for
his family, reliable and well-rated in consumer
studies.
• Someone driven by the need for self-esteem, in needs
level four, is looking for recognition and validation,
so you might tailor your marketing to convince her
that acquiring and implementing your accounting
methods will bring accolades from her peers or make
her look good to her boss.
12.
13.
14. Theory – X and Theory – Y
Theory X (Traditional Belief)
• Assumes that employees dislike
work, lack ambition, avoid
responsibility, and must be directed
and coerced to perform.
Theory Y (Belief based on research)
• Assumes that employees like work,
seek responsibility, are capable of
making decisions, and exercise self-
direction and self-control when
committed to a goal.
15. Theory – X and Theory – Y
Theory X Managers and Theory X Workers
• Leadership has to be firmly, even cruelly and autocratic with tight
supervision.
• Workers tend to slack off work at every opportunity.
Theory Y Managers and Theory Y Workers
• No need for Managers to motivate people. Managers of today build and
maintain a healthy ‘Y’ work environment.
• Workers consult with each other about his work ideas, preferences,
methods and progress.
16. Herzberg 2 factor theory
Two-Factor (Motivation-Hygiene)
Theory
• Intrinsic factors are related to job
satisfaction, while extrinsic factors
are associated with dissatisfaction.
Hygiene Factors
• Factors—such as company policy
and administration, supervision,
and salary—that, when adequate
in a job, placate workers. When
factors are adequate, people will
not be dissatisfied.
18. Motivational Techniques (Positive)
• Praise the workers and give them due credit for all good work .
• Take sincere interest in subordinates as individual persons.
• Promote healthy competition among the individual employees.
• Find ways to develop and utilize the appeal of pride in or about the
workplace.
• Delegate substantial amount of responsibility to the subordinates.
• Fix fair wages and monetary individual or group incentives for employees.
• Formulate a suitable suggestion system.
• Provide opportunities for growth and promotion.
19. Motivational Techniques (Negative)
• Reprimanding the employees
• Demotion
• Lay-offs
• Discharge
• The proper proportioning of positive and negative techniques is the mark of a
skillful manager.
20. Special Motivational techniques
• Money: Economists and most
managers have tended to place
money high on the scale of
motivators, but behavioral
scientists place it low
• Positive reinforcement
• Job enrichment
• Participation
