PROJECT

WORK
ON
MOTIVATION
 ACKNOWLEDGEMENT
We would first like to express our heartiest thanks to Dr. Irfan A. Rizvi
for his invaluable guidance and support.He,rather than just teaching
the subject,gave more attention and importance to our practical
learning from the subject and that only encouraged we people to apply
study of ORGANIZATIONAL BEHAVIOR in our lives.

We cannot forget to thank Mr. Parameswaran,HR Manager of TCS and

Mr. Ramesh Rajan from POLARIS, for their incalculable co-operation.
 Ohhhh…a new presentation
again. How would I do it? Last
time, I somehow managed but this
time…………NO…I can’t do it

I think I should take help of this

graph in presentation. It would
surely make my presentation
effective. After all I have to give
my best this time.

CAN YOU NOTICE THE DIFFERENCE BETWEEN

THE TWO?
WHAT IS THAT DIFFERENCE????
IT’S MOTIVATION

MOTIVATION

The heart of motivation is to give people what they really want most from
work. The more you are able to provide what they want, the more you should
expect what you really want, namely: productivity, quality, and service.
Motivation is a way by which a person is encouraged to give in his/her best to
what he is supposed to do or paid to do. Motivation is not always directed by
money or materials. It has a lot to do with how a person is made to feel to do
better in his/her job.

What employees want from work?

Every person has different reasons for working. The reasons for working are
as individual as the person. But, we all work because we obtain something
that we need from work. The something obtained from work impacts morale,
employee motivation, and the quality of life. To create positive employee
motivation, treat employees as if they matter - because employees matter.

Emplo yee Motiv atio n - Ho w to Motiv ate Em plo yee s, C r eate a

Motiv atio nal W or kplac e?

Every person is motivated. The challenge at work is to create an environment

in which people are motivated about work priorities. Too often, organizations
fail to pay attention to the employee relations, communication, recognition,
and involvement issues that are most important to people.

The first step in creating a motivating work environment is to stop taking

actions that are guaranteed to de-motivate people. Identify and take the
actions that will motivate people. It’s a balancing act. Employers walk a fine
line between meeting the needs of the organization and its customers and
meeting the needs of its internal staff. Do both well and thrive.

When you think of motivation, then, you first expect that every individual has
motivation, the will to become invested and involved to the point of action, in
some aspect of life. Second the employer must provide a work environment
that fosters and enables motivation in people. You need to identify and tap
into the intrinsic motivation each person has. Third, motivation is often
induced with recognition and rewards that appeal to an individual. The key
with recognition is to provide motivational resources that match what
motivates your employees. An unmotivated staff will cost you dearly.

Ma na ger's Rol e a nd imp or tan ce of Suc ce ssf ul Motiv ation

The manager plays the most important role in successful employee

motivation. A manager's role in a workplace fosters high employee morale and
positive employee motivation.

In today's turbulent, often chaotic, environment, commercial success depends

on employees using their full talents. Yet in spite of the myriad of available
theories and practices, managers often view motivation as something of a
mystery. In part this is because individuals are motivated by different things
and in different ways.

In addition, these are times when de-layering and the flattening of hierarchies
can create insecurity and lower staff morale. Moreover, more staff than ever
before are working part time or on limited-term contracts, and these
employees are often especially hard to motivate.

Tata Consultanc y Ser vices ( TCS)

On interaction with Mr. Parameswaran, HR Manager of TCS, we have gathered

the following information on how employees are motivated in TCS and what
they do to make it effective.

“You can make their day or break their day. Your choice. No kidding. Other
than the decisions individuals make on their own about liking their work, you
are the most powerful factor in employee motivation and morale.” This is how
Mr. Parameswaran started when we asked him the first question.

As a manager or supervisor, your impact on employee motivation is

immeasurable. By your words, your body language, and the expression on your
face, as a manager, supervisor, or leader, you telegraph your opinion of their
value to the people you employ.

Feeling valued by their supervisor in the workplace is key to high employee

motivation and morale. Feeling valued ranks right up there for most people
with liking the work, competitive pay, opportunities for training and
advancement, and feeling "in" on the latest news.

Building high employee motivation and morale is both challenging and yet
supremely simple.
Building high employee motivation and morale requires that you pay attention
every day to profoundly meaningful aspects of your impact on life at work.

It Is n’t Ma gic. It's Disci pline.

Supervisors frequently ask, "How do I motivate employees?" It's one of the

most common questions I am asked. Wrong question. Ask instead, "How do I
create a work environment in which individual employees choose to be
motivated about work goals and activities?"

That question I can answer. The right answer is that, generally, you know what
you should do; you know what motivates you. You just do not consistently, in a
disciplined manner, adhere to what you know about employee motivation.

Foc us on the De vel opm ent of Peo ple f or Em plo yee Motiv atio n

Most people want to learn and grow their skills at work. No matter their
reason: a promotion, different work, a new position or a leadership role,
employees appreciate your help.

Talk about changes they want to make to their jobs to better serve their
customers.

Encourage experimentation and taking reasonable risk to develop employee

skills. Get to know them personally. Ask what motivates them. Ask what
career objectives they have and are aiming to achieve. Make a performance
development plan with each person and make sure you help them carry out
the plan. The quarterly performance development meeting is your opportunity
to formalize plans for people.

Pr ovi de Re gular F eed ba ck f or Empl oyee Motiv atio n

When I poll supervisors, the motivation and morale builder they identify first is
knowing how they are doing at work. Your staff members need the same
information. They want to know when they have done a project well and when
you are disappointed in their results. They need this information as soon as
possible following the event.

They need to work with you to make sure they produce a positive outcome the
next time. Set up a daily or weekly schedule and make sure feedback
happens. You'll be surprised how effective this tool can be in building
employee motivation and morale. You can make their day.
Peo ple Nee d P ositiv e an d Not So Positi ve Co ns eq ue nc es

Hand-in-hand with regular feedback, employees need rewards and recognition

for positive contributions. One of my clients has started a "thank you" process
in which supervisors are recognizing employees with personally written thank
you cards and a small gift for work that is above and beyond expectations.

Employees need a fair, consistently administered progressive disciplinary

system for when they fail to perform effectively. The motivation and morale of
your best-contributing employees is at stake. Nothing hurts positive
motivation and morale more quickly than unaddressed problems, or problems
addressed inconsistently.

What about supervisory discretion, you are probably thinking.

I'm all for supervisory discretion, but only when it is consistent. People need
to know what they can expect from you. In employee relations, an apt
statement is: "Fool me once, shame on you. Fool me twice, shame on me."
(Attribution unknown) You can make their day.

Co ntinu e L ea r ni ng and T r yin g Out New Id ea s f or Empl oyee

Motiv atio n

Use whatever access you have to education and training. You may have an
internal trainer or you can seek classes from an outside consultant, a training
company, or a college or university. If your company offers an educational
assistance plan, use all of it.

If not, start talking with your Human Resources professionals about creating
one. The ability to continuously learn is what will keep you moving in your
career and through all the changes I expect we'll see in the next decade.

Minimally, you will want to learn the roles and responsibilities of supervisors
and managers and how to:

• provide feedback,
• provide praise and recognition,
• provide proper progressive discipline,
• give instructions,
• interview and hire superior employees,
• delegate tasks and projects,
• listen actively and deeply,
• write records, letters, file notations, and performance evaluations,
• make presentations,
• manage time,
 • plan and execute projects,
• problem solve and follow up for continuous improvement,
• make decisions,
• manage meetings, and
• build empowered teams and individuals in a teamwork environment.

What does all this have to do with employee motivation, you may ask?
Everything. The more comfortable and confident you are about these work
competencies, the more time, energy, and ability you have to devote to
spending time with staff and creating a motivating work environment. You can
make their day.

Your A r rival a t W or k Sets the Empl oyee Moti va ti on Tone f or

th e Day

Picture Mr. Stressed-Out and Grumpy. He arrives at work with a frown on his
face. His body language telegraphs "over-worked" and unhappy. He moves
slowly and treats the first person who approaches him abruptly. It takes only a
few minutes for the entire workplace to get the word. Stay away from Mr.
Stressed-Out and Grumpy if you know what's good for you this morning.

Your arrival and the first moments you spend with staff each day have an
immeasurable impact on positive employee motivation and morale. Start the
day right. Smile. Walk tall and confidently. Walk around your workplace and
greet people. Share the goals and expectations for the day. Let the staff know
that today is going to be a great day. It starts with you. You can make their
day.

Use Simpl e, P owerful W or ds f or Em plo yee Motiv atio n

Sometimes in my work, I get gifts. I recently interviewed an experienced

supervisor for a position open at a client company. She indicated that she was
popular with the people at her former company as evidenced by employees
wanting to work on her shift.

Responding to my question, she said that part of her success was that she
liked and appreciated people. She sent the right message. She also uses
simple, powerful, motivational words to demonstrate she values people. She
says "please" and "thank you" and "you're doing a good job." How often do you
take the time to use these simple, powerful words, and others like them, in
your interaction with staff? You can make their day.
For Empl oyee Motiv atio n, Ma ke Sur e P eopl e Kn ow W ha t You
Exp ect

Setting clear expectations is often a supervisor's first failure. Supervisors

think they have clearly stated work objectives, numbers needed, report
deadlines and requirements, but the employee received a different message.

Or, the requirements change in the middle of the day, job, or project. While the
new expectations are communicated - usually poorly - the reason for the
change or the context for the change is rarely discussed. This causes staff
members to think that the company leaders don't know what they are doing.
This is hardly a confidence, morale-building feeling.

This is bad news for employee motivation and morale. Make sure you get
feedback from the employee so you know he understands what you need.
Share the goals and reasons for doing the task or project. In a manufacturing
environment, don't emphasize just numbers if you want a quality product
finished quickly. If you must make a change midway through a task or a
project, tell the staff why the change is needed; tell them everything you
know. You can make their day.

Ma ke Time f or P eo ple f or Em plo yee Motiv atio n

Spend time daily with each person you supervise. Managers might aim for an
hour a week with each of their direct reports. A key employee work motivation
factor is spending positive interaction time with the supervisor. Schedule
quarterly performance development meetings on a public calendar so people
can see when they can expect some quality time and attention from you.

Shar e the Goals an d the Cont ext: Comm uni ca te f or Empl oyee
Motiv atio n

People expect you to know the goals and share the direction in which your
work group is heading. The more you can tell them about why an event is
happening, the better.

Prepare staff in advance if visitors or customers will come to your workplace.

Hold regular meetings to share information, gain ideas for improvement, and
train new policies. Hold focus groups to gather input before implementing
policies that affect employees. Promote problem solving and process
improvement teams.

Above all else, to effectively lead a work group, department, or unit, you must
take responsibility for your actions, the actions of the people you lead, and the
accomplishment of the goals that are yours.
If you are unhappy with the caliber of the people you are hiring, whose
responsibility is that? If you are unhappy about the training people in your
work group are receiving, whose responsibility is that? If you are tired of
sales and accounting changing your goals, schedule, and direction, whose
responsibility is that?

If you step up to the wire, people will respect you and follow you. You are
creating a work environment in which people will choose motivation. It does
start with you. You can make their whole experience with your company.

POLARIS

We spoke to Mr. Ramesh Rajan from Polaris who shared with us the below
valuable pointers on how Polaris motivates its employees and what we can do
to do the same.

Guid elin es f or a Motiv atin g W or k En vir on me nt

• Make only the minimum number of rules and policies needed to protect
your organization legally and create order in the work place.
• Publish the rules and policies and educate all employees.
• With the involvement of many employees, identify organizational values
and write value statements and a professional code of conduct.
• Develop guidelines for supervisors and educate them about the fair and
consistent application of the few rules and policies.
• Address individual dysfunctional behaviors on a “need-to” basis with
counseling, progressive discipline, and performance improvement
plans.
• Clearly communicate work place expectations and guidelines for
professional behavior.

Hints f or Em plo yee Motiv atio n

• Solicit employee feedback on potential policies, areas in which policies

are needed, and so on. (Do not, as one company did recently, announce
a new attendance policy by posting it on a bulletin board.)
• If you decide to adhere to and hold employees accountable for an
existing policy, don’t ambush your company members. If you have not
enforced the policy in the past, meet with employees and explain the
policy, the intent of the policy, why the policy is necessary, and why it
was not enforced in the past. Then, tell everyone that following the
meeting, everyone is accountable for adherence to the policy.
 • You’ll be surprised how much support for legitimate policies and rules
you receive from the people in your organization. People like a well-
organized work place in which expectations are clear. People thrive in a
work place in which all employees live by the same rules.

If you create an environment that is viewed as fair and consistent, you give
people little to push against. You open up a space in which people are focused
on contribution and productive activities rather than gossip, unrest, and
unhappiness.

Guid elin es f or a W or k En vir on me nt T hat Emp hasi zes Empl oyee

Motiv atio n

• Express the expectation that people make decisions that will improve
their work.
• Reward and recognize the people who make decisions about and
improvements in their work as heroes.
• Make certain employees know and understand your organization's
mission, vision, values, goals, and guidelines so they can funnel their
involvement in appropriate directions. Education, communication,
measurement feedback and coaching keep employee involvement from
becoming a free-for-all.
• Never punish a thoughtful decision. You can coach and counsel and
provide training and information following the decision. Don’t undermine
the employee’s confidence that you are truly supportive of her
involvement.
• If you are a supervisor and people come to you continually to ask
permission and receive instructions about their work, ask yourself this
question.

• What am I doing that makes people believe they must come to me for
each decision or permission? You are probably communicating a mixed
message which confuses people about your real intentions.

When an employee comes to you, ask him what he thinks he should do

in the situation. Assuming his response is reasonable; tell him his
approach sounds fine and that he doesn’t need to consult with you
about this type of decision in the future.

If you can assist the employee to find a better answer, act as a

consultant without taking the monkey onto your own shoulders. You will
reinforce his belief in his own decision making ability. You also
reinforce his belief that you are telling the truth about trusting his
competency.
 • If you see an employee embark on a course of action you know will fail
or cause a problem for a customer, intervene as a coach. Ask good
questions that help the individual find a better approach. Never allow a
person to fail to "teach a lesson."

• If you already know what you will do in a particular situation, don’t

solicit ideas and feedback. You insult your employees, create an
atmosphere of distrust, and guarantee unrest, unhappiness, and low
motivation in your workplace. If you are genuinely open to ideas and
feedback, your employees will know. It is not so much what you say as
what you do that communicates your wishes and intentions to them.
• If you are not open to feedback, step back and ask yourself, "Why?"
Almost any decision is improved with feedback and input. Even more
importantly, the people who have to live with or implement the decision
will own the decision. This ownership creates motivation and channels
energy in the directions that will help your organization succeed.

Examine your beliefs about people. The majority of people do not get up in the
morning and come to work with the intention of causing problems. How many
people do you know who want to go home at the end of a work day feeling as
if they failed all day? Not many, if any.

These work environments are perceived as fair and structured just enough for
perceived emotional safety. At the same time, your more courageous
employees feel unfettered and encouraged in their efforts to make a
difference. Set them free.

• Remove the barriers that discourage work place motivation.

Consequent actions and motivation displayed by ordinary people will
amaze and gratify you.

Actio n Che ckli st f or Motiv atio n in Polari s

Polaris uses this checklist for managers with responsibilities for managing,
motivating, and developing staff at a time when organizational structures and
processes are undergoing continual change.

1. Read the Gur us

Familiarize yourself with Hertzberg’s hygiene theory, McGregor's X and Y

theories and Maslow's hierarchy of needs. Although these theories date back
some years, they are still valid today. Consult a digest to gain a basic
understanding of their main principles; it will be invaluable for building a
climate of honesty, openness, and trust.
2. W hat Motiv ate s Y ou?

Determine which factors are important to you in your working life and how
they interact.

What has motivated you and de-motivated you in the past?

Understand the differences between real, longer-term motivators and short-

term spurs.

3. Fi nd Out W ha t Your P eopl e W ant F r om W or k

People may want more status, higher pay, better working conditions, and
flexible benefits. But find out what really motivates your employees by asking
them in performance appraisals, attitude surveys, and informal conversations
what they want most from their jobs.

Do people want, for example:

• More interesting work?

• More efficient bosses?
• More opportunity to see the end result of their work?
• Greater participation?
• Greater recognition?
• Greater challenge?
• More opportunities for development?

4. Walk th e J ob

Every day, find someone doing something well and tell the person so. Make
sure the interest you show is genuine without going overboard or appearing to
watch over people's shoulders. If you have ideas as to how employees' work
could be improved, don't shout them out, but help them to find their way
instead. Earn respect by setting an example; it is not necessary to be able do
everything better than your staff. Make it clear what levels of support
employees can expect.

5. Remo ve De-motiv ator s

Identify factors that de-motivate staff - they may be physical (buildings,

equipment) or psychological (boredom, unfairness, barriers to promotion, lack
of recognition). Some of them can be dealt with quickly and easily; others
require more planning and time to work through. The fact that you are
concerned to find out what is wrong and do something about it is in itself a
motivator.
6. Dem on str ate S up po r t

Whether your working culture is one that clamps down on mistakes and
penalizes error or a more tolerant one that espouses mistakes as learning
opportunities, your staff need to understand the kind and levels of support
they can expect. Motivation practice and relationship building often falter
because staff does not feel they are receiving adequate support.

7. Be W ar y of Cash Inc entiv es

Many people say they are working for money and claim in conversation that
their fringe benefits are an incentive. But money actually comes low down in
the list of motivators, and it doesn't motivate for long after a raise. Fringe
benefits can be effective in attracting new employees, but benefits rarely
motivate existing employees to use their potential more effectively.

8. De cid e on an Action

Having listened to staff, take steps to alter your organization's policies and
attitudes, consulting fully with staff and unions. Consider policies that affect
flexible work, reward, promotion, training and development, and participation.

9. Ma na ge Chan ge

Adopting policies is one thing, implementing them is another. If poor

motivation is entrenched, you may need to look at the organization's whole
style of management. One of the most natural of human instincts is to resist
change even when it is designed to be beneficial. The way change is
introduced has its own power to motivate or de-motivate, and can often be the
key to success or failure. If you:

• tell - instruct or deliver a monologue - you are ignoring your staff's

hopes, fears, and expectations;
• tell and sell - try to persuade people - even your most compelling
reasons will not hold sway over the long term if you don't allow
discussion;
• Consult - it will be obvious if you have made up your mind beforehand;
• look for real participation - sharing the problem solving and decision
making with those who are to implement change - you can begin to
expect commitment and ownership along with the adaptation and
compromise that will occur naturally.

10. Und er sta nd Le ar nin g Pr ef er enc es

Change involves learning.

In Manual of Learning Styles, Peter Honey and Alan Mumford distinguish four
basic styles of learning:

• Ac ti vi st s : like to get involved in new experiences, problems, or

opportunities. They're not too happy sitting back, observing, and being
impartial;
• T heo ri st s : are comfortable with concepts and theory. They don't like
being thrown in at the deep end without apparent purpose or reason;
• Reflec to rs : like to take their time and think things through. They don't
like being pressured into rushing from one thing to another;
• Pra gma ti st s : need a link between the subject matter and the job in
hand. They learn best when they can test things out.

As each of us learns with different styles, preferences, and approaches,

your people will respond best to stimuli and suggestions that take
account of the way they do things best.

11. Pr ovid e F ee db ac k

Feedback is one of the most valuable elements in the motivation cycle. Don't
keep staff guessing how their development, progress, and accomplishments
are shaping up. Offer comments with accuracy and care, keeping in mind next
steps or future targets.

Dos an d Don'ts F or Motiva ting Your St af f in a Time of Cha ng e

Do :

• Recognize that you don't have all the answers.

• Take time to find out what makes others tick and show genuine caring.
• Lead, encourage, and guide staff - don't force them.
• Tell your staff what you think.

Don' t:

• Don't make assumptions about what drives others.

• Don't assume others are like you.
• Don't force people into things that are supposedly good for them.
• Don't neglect the need for inspiration.

Don't delegate work -- delegate responsibility.

Conc lusion

Motivation is crucial in the process of management. Without little or no

motivation you, as a manger of an organization will not be able to get as much
from your employees as you may need. Motivation is the driving force in
people. It makes people feel committed to others, and feel responsible for the
actions of an organization. Motivating to excellence deals with how to ensure
a positively motivated team of employees.