Title of the Project/Case - Motivating managers in the current scenario Course: PGCHRM 17 Name of the faculty: Dr I S F Irudayaraj Subject

t : Organisational Behaviour - 1 Submitted by (In case of Group) : Group No.: 38 Group members Ms. Nivedita Chatterji Roll No.:- (113758) Ms. Vibha Talreja Roll No.:- (113645) Mr. Johnson Paul Roll No.:- (113594) _______________________________________________________________________ Name of center:- Mumbai (Sion)

Motivation is an ongoing basic psychological or physiological process which is arising from needs to drives and backed with incentives/goals. Motivation is a feeling which is driven differently for different people. Each individual has his own need and reason for being motivated. In case of an organisation we need to have shared goals and vision hence motivating different teams for the same goal becomes essential. In the early stages of motivation theory coming into existence money was the only factor and incentive that motivated people to work but as time passed by it was felt that incentive could include working conditions, security and perhaps a democratic style of supervision. While the theories of motivation are specifically focused on work motivation there are several popular approaches. Maslow and Alderfer models attempt to identify specific content factors in the individual whereas Herzberg specifically talks about the job environment. The process theories provide a much sounder theoretical explanation of work motivation. Expectancy model of Vroom and extensions and refinements provided by Porter & Lawler help explain important cognitive variables and how they relate to one another in the complex process of work motivation. Equity theory which is focused on perceived inputoutcome ratios , attribution theory on the other hand can make potentially important contributions to cognitive development of work- motivation theory. (Ref: Fred LuthansOrganizational Behaviour, 7th edition, Pg.166) For years some of historys most influential thinkers like Sigmund Freud, Adam Smith and Abraham Maslow to name a few have struggled to understand what motivates us as human beings and the behaviors of people. The accepted myth backed by empirical evidence-that a motivated workforce means better corporate performance. But what actions, precisely, can managers take to satisfy the four drives and thereby increase their overall motivation? Executives, like most other people, have long believed that human beings are interested only in advancing their material interests. However, recent research in evolutionary biology, psychology, sociology, political science, and experimental economics suggests that people behave far less selfishly than most assume evolutionary biologists and psychologists have even found neural and, possibly, genetic evidence of a human predisposition to cooperate. These findings suggest that instead of using controls or carrots and sticks to motivate people, companies should use systems that rely on engagement and a sense of common purpose. several levers can help executives build cooperative systems: encouraging communication, ensuring authentic framing, fostering empathy and solidarity, guaranteeing fairness and morality, using rewards and punishments that appeal to intrinsic motivations, relying on reputation and reciprocity, and ensuring flexibility. Ref (HBR- The Unselfish Gene by Yochai Benkle) The secret to project a company into a leading position in terms of employee motivation is to improve its effectiveness in fulfilling all four basic emotional drives not just one. Each of the four drives we have described is independent; they cannot be ordered hierarchically or

substituted one for another. You cant just pay your employees a lot and hope theyll feel enthusiastic about their work in an organization where bonding is not fostered, or work seems meaningless, or people feel defenseless. Nor is it enough to help people bond as a tight-knit team when they are underpaid or toiling away at deathly boring jobs. You can certainly get people to work under such circumstancesthey may need the money or have no other current prospectsbut you wont get the most out of them, and you risk losing them altogether when a better deal comes along. To fully motivate your employees, you must address all four drives. For each of the four emotional drives that employees need to fulfill, companies have a primary organizational lever to use. This table matches each drive with its corresponding lever and lists specific actions a company can take to make the most of the tools at its disposal.

1) Acquire scarce goods (including intangibles, such as status) that bolster their sense of well-being. Most directly addressed through the organization's reward system. Actions management can take include sharply differentiating good performers from less productive co-workers; tying rewards clearly to performance; and keeping pay competitive. 2) Bond with individuals and groups.

Most directly addressed through the organization's culture. Actions management can take include fostering mutual reliance and friendship among coworkers; demonstrating that collaboration and teamwork are valued; and encouraging sharing of best practices. 3) Comprehend their world and how to view and respond to events. Most directly addressed through the organization's job design. Actions management can take include designing jobs that have distinct and important roles in the organization, and that are meaningful, with a clear link to helping the organization succeed. 4) Defend their selves, property, accomplishments, family and friends, and ideas and beliefs against external threats. Part of defending is promoting justice. Most directly addressed through the organization's performance management and resource allocation processes. Actions management can take include increasing the transparency of all processes; emphasizing fairness; and building trust by being just and transparent in granting rewards, assignments, and other forms of recognition. We need to motivate mainly the Millennials Gen Y. They view work as a key part of life, not a separate activity that needs to be balanced by it. For that reason, they place a strong emphasis on nding work thats personally fullling. They want work to afford them the opportunity to make new friends, learn new skills, and connect to a larger purpose. That sense of purpose is a key factor in their job satisfaction; according to our research, theyre the most socially conscious generation since the 1960s. Oh, they want total fulllment? managers may be thinking. Is that all? Yes, Millennials have high expectations of their employers but they also set high standards for themselves. Theyve been working on their rsums practically since they were toddlers, because there are so many of them and so few (relatively speaking) spots at top schools and top companies. Theyre used to overachieving academically and to making strong personal commitments to community service. Keep them engaged, and they will be happy to over-achieve for you. However, they want a road map to success, and they expect their companies to provide it. If youre not careful, grooming them for leadership roles could drain your managers energy. There are three kinds of mentoring that will prepare Millennials for success without requiring your experienced staffers to spend all their time coaching. While these approaches will work with employees in other generations, too, theyre especially effective with Millennials, because they suit this cohorts mobile, collaborative lifestyle and need for immediacy. 1) Reverse Mentoring - This approach shifts the responsibility for organizing mentoring to line employees, who learn from senior executives by mentoring them. A Millennial is matched to an executive and assigned to teach him or her how to, say, use social media to connect with customers. Its an effective way to give junior employees a window into the higher levels of the organization, so that when the mentees retire, the younger generation has a better understanding of the business.

2) Group Mentoring- Group mentoring is a less-resource-intensive but still effective way of giving Millennials the feedback they crave. It can be led by a more senior manager or can be peer-to-peer, but in both cases, the company sets up a technology platform that allows employees to dene mentoring in their own terms. Example : At AT&T mentoring takes place in self- organizing, topic-based groups, which AT&T calls leadership circles. The self-organizing approach allows them to reach far more employees than programs run by HR. Using an online platform, one mentor can work with several mentees at a timesometimes in different locationson skills like generating sales leads or leading teams. The circles take advantage of platform features such as community forums, document-sharing spaces, group polling, and calendars that announce events and mentor avail- ability. Since the supporting software has some built-in social-networking capability, mentees are able to connect to others with very little hands-on assistance from HR; peer-to-peer mentoring often starts to take place within a circle as it matures. Managers frequently share mentoring responsibilities within a circlefor instance, three executives might work together to advise a group of nine employees. Face-toface meetings, conference calls, and webcasts supplement the online coaching. 3) Anonymous Mentoring- This method uses psychological testing and a background review to match mentees with trained mentors outside the organization. Exchanges are conducted entirely online, and both the mentee and the mentor, who is usually a professional coach or seasoned executive, remain anonymous. The engagement, generally paid for by the mentees company, lasts six to 12 months. (Ref Mentoring Millennials by Jeanne C. Meister and Karie Willyerd- Harvard business review may 2010 page 2)