The study of Organizational Behaviour (OB) is very interesting and challenging too. It is related to individuals, group of people working together in teams. The study becomes more challenging when situational factors interact. The study of organizational behaviour relates to the expected behaviour of an individual in the organization. No two individuals are likely to behave in the same manner in a particular work situation. It is the predictability of a manager about the expected behaviour of an individual. There are no absolutes in human behaviour. It is the human factor that is contributory to the productivity hence the study of human behaviour is important. Great importance therefore must be attached to the study. Researchers, management practitioners, psychologists, and social scientists must understand the very credentials of an individual, his background, social framework, educational update, impact of social groups and other situational factors on behaviour. Managers under whom an individual is working should be able to explain, predict, evaluate and modify human behaviour that will largely depend upon knowledge, skill and experience of the manager in handling large group of people in diverse situations. Preemptive actions need to be taken for human behaviour forecasting. The value system, emotional intelligence, organizational culture, job design and the work environment are important causal agents in determining human behaviour. Cause and effect relationship Plays an important role in how an individual is likely to behave in a particular situation and its impact on productivity. An appropriate organizational culture can modify individual behaviour. Recent trends exist in laying greater stress on organizational development and imbibing a
2
favourable organizational culture in each individual. It also involves fostering a team spirit and motivation so that the organizational objectives are achieved. There is a need for commitment on the part of the management that should be continuous and incremental in nature. The scope of the organizational behaviour is as under: (a) Impact of personality on performance (b) Employee motivation (c) Leadership (d) How to create effective teams and groups (e) Study of different organizational structures (f) Individual behaviour, attitude and learning (g) Perception (h) Design and development of effective organization (i) Job design (j) Impact of culture on organizational behaviour (k) Management of change (l) Management of conflict and stress (m) Organizational development (n) Organizational culture
3
(o) Transactional analysis (p) Group behaviour, power and politics (q) Job design (r) Study of emotions The field of the organizational behaviour does not depend upon deductions based on gut feelings but attempts to gather information regarding an issue in a scientific manner under controlled conditions. It uses information and interprets the findings so that the behaviour of an individual and group can be canalized as desired. Large number of psychologists, social scientists and academicians have carried out research on various issues related to organization behaviour. Employee performance and job satisfaction are determinants of accomplishment of individual and organizational goals. Organizations have been set up to fulfill needs of the people. In todays competitive world, the organizations have to be growth-oriented. This is possible when productivity is ensured with respect to quantity of product to be produced with zero error quality. Employee absenteeism and turnover has a negative impact on productivity. Employee who absents frequently cannot contribute towards productivity and growth of the organization. In the same manner, employee turnover causes increased cost of production. Job satisfaction is a major factor to analyse performance of an individual towards his work. Satisfied workers are productive workers who contribute towards building an appropriate work culture in an organization. Organizations are composed of number of individuals working independently or collectively in teams, and number of such teams makes a department and number of such departments make an organization. It is a
4
formal structure and all departments have to function in a coordinated manner to achieve the organizational objective. It is therefore important for all employees to possess a positive attitude towards work. They need to function in congenial atmosphere and accomplish assigned goals. It is also important for managers to develop an appropriate work culture. Use of authority, delegation of certain powers to subordinates, division of labour, efficient communication, benchmarking, re-engineering, job re-design and empowerment are some of the important factors so that an organization can function as well-oiled machine. This is not only applicable to manufacturing organizations but also to service and social organizations .
5
Meaning According to Keith Davis organizational behaviour is the study and application of knowledge about how people act within organizations. It is human tool for the human benefit. It applies broadly to behaviour of people in all type of organization such as business, government, schools, etc. It helps people, structure, technology, and the external environment blend together in to an effective operative system. Stephen Robins defines as a field of study that investigates the impact that individuals, groups, and structure have an organization for the purpose of applying such knowledge improving an organizations effectiveness. There are many definitions about organisational behaviour; every definition must include three important features, (1) organisational behaviour is the study of human behaviour, (2) study about behaviour in organisations and (3) knowledge about human behaviour would be useful in improving an organisations effectiveness. Organisational behaviour is the study of what an individual thinks feels or does in and around an organisation, both individual and in group. It investigates peoples emotions and behaviour, behaviour & performances in a team, systems & structures of organisations. It helps to explore and provide an understanding of all the factors that are necessary to create an effective organisation.
6
DEFINITIONS Organizational behaviour is a field of study that investigates the impact that Individuals, groups and organizational structure have on behaviour within the Organization, for the purpose of applying such knowledge towards improving an organizational effectiveness . Organizational behaviour can be defined as the study and application of knowledge about human behaviour related to other elements of an organization such as structure, technology and social systems (LM Prasad). Stephen P Robins defines Organizational behaviour as a systematic study of the actions and attitudes that people exhibit within organizations. Organizational behavior (OB) is " the study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself." OB can be divided into three levels the study of (a) individuals in organizations, (b)work groups (meso- level), and , how organizations behave . Organizational behavior is the study of both group and individual performance and activity within an organization. Internal and external perspectives are two theories of how organizational behavior can be viewed by companies.
7
History The Hawthorne studies stimulated OB researchers to study the impact of psychological factors on organizations. In his 1931 book, Human Problems of an Industrial Civilization, Elton Mayo advised managers to deal with emotional needs of employees. The human relations movement, an outgrowth of the Hawthorne studies, influenced OB researchers to focus on teams, motivation, and the actualization of individuals' goals within organizations. The Second World War prompted a shift the field, as it turned its attention to large-scale logistics and operations research. There was a renewed interest in rationalist approaches to the study of organizations. Herbert Simon, James G. March, and the so-called "Carnegie School" conducted influential OB research. Other prominent OB researchers include Chester Barnard, Henri Fayol, Frederick Herzberg, Abraham Maslow, David mcclelland, and Victor Vroom,Douglas mcgregor, Karl Weick and Mary Parker Follett. In the 1960s and 1970s, the field became more quantitative and produced such ideas as bounded rationality, the informal organization, and resource dependence.Contingency theory, institutional theory, and organizational ecology also emerged. Starting in the 1980s, cultural explanations of organizations and organizational change became areas of study. Informed by anthropology, psychology and sociology, qualitative research became more acceptable in OB.
8
CHALLENGES AND OPPORTUNITIES OF ORGANIZATIONAL BEHAVIOR 1. The creation of Q global village 2. Workforce diversity 3. Improving quality and productivity 4. Improving People skills 5. Management control to empowerment 6. Stability and flexibility 7. Improving ethical behavior. There are a lot of challenges and opportunities today for managers to use Organizational behavior concepts. The critical issues for which Organization behavior offers solutions are: 1. The creation of a global village The world has truly become global village. As multinational companies Develop operations world wide, as workers chase job opportunities across National borders, managers have to become capable of working with People from different culture. 2. Workforce diversity Workforce diversity addresses differences among people within given Countries. It means that Organizations are becoming more
9
Heterogeneous in terms of gender, race and ethnicity. When diversity is Not managed properly, there is potential for higher turnover, more difficult Communication and more interpersonal conflicts. So workforce diversity Has important implications for management practice. 3. Improving quality and productivity Toward Improving quality and productivity, managers are implementing Programs such as TQM (Total Quality Management) and Reengineering Programs that require extensive employee involvement. The Organizational behavior offers important insights into helping managers Work through those programs. 4. Improving people skills Organizational behavior represents relevant concepts and theories that Can help a manager to predict and explain the behavior of people at Work. In addition, it also provides insights into specific people skills that Can be used on the job. Organizational Behavior also helps at improving A manager's interpersonal skills. 5. Management control to empowermentin the 1980s, managers were encouraged to get their employees to Participate in work related decisions. But now managers are going
10
Considerably further by allowing employees full control of their work. In so Doing, managers have to learn how to give up control and employees Have to learn how to take responsibility for their work and make Appropriate decisions. 6. Stability and flexibility Now days, change is an ongoing activity for most managers. The study of Organizational behavior can provide important insights into helping a Manager better understand a work world of continual change and how To overcome resistance to change . So today's managers and employees Must learn to cope with temporariness. 7. Improving ethical behavior Today's manager needs to create an ethically healthy climate for his or Her employees where they can do their work productively and confront a Minimal degree of ambiguity regarding what constitutes right and wrong Behavior.
11
Types of Organizational Behavior in the Workplace The Workplace Communication website defines organizational behavior as how employees act as individuals within the company and how they interact as part of work groups. Understanding the way that people and groups interact in the workplace is important in being able to create positive organizational change. You need to be able to identify types of organizational behavior in the workplace in order to monitor the way in which your company functions. Managerial Control Managerial control over an organization is a critical part of organizational behavior, the Workplace Communication website notes. There are several levels of managerial control -- from autocratic control, in which the management team dictates to the staff, and interactive control, in which the staff has a say in how the company is run. The type of managerial control you choose for your organization will affect how you maintain policy. If you do not allow interaction from the staff, you could be blinding yourself to important input that would allow your company to run more smoothly. Ethics A company that creates and uses a strong ethical policy will notice that the ethic affects organizational behavior in the workplace. The management team is asked to enforce the company's ethical code when it comes to interacting with employees, treating customers and doing business with vendors. High turnover in an organization can put ethics in jeopardy because incoming employees are not familiar with the company culture and will need
12
time to get up to speed. A company needs to consider all factors that can affect organizational ethics and work to maintain the way of doing business at all times. Accountability A strong organizational structure can help maintain the organizational behavior of accountability. When the company knows which staff members are responsible for various company functions and projects, those employees can be made accountable for their success. If there is no accountability for success or failure within an organization, there is not way to reward productivity or punish those who take away from the company's bottom line. Developing a corporate culture where every employee is accountable for her actions can have a positive effect on staff behavior. Harassment Workplace harassment is one of the negative organizational behaviors that management must address with training, company policies and diligence. Harassment is any kind of intimidation or unwanted conduct between two employees. Federal laws bind employers investigate and deter harassment when it is reported by employees. Some of the more prevalent types of harassment include sexual, physical, mental and age discrimination. Work with an attorney to develop strong policies against harassment, and train your entire staff on how to properly deal with this negative organizational behavior.
13
MOTIVATION Introduction / Meaning of Motivation: Motivation is a term that refers to a process that elicits, controls, and sustains certain behaviors. For instance: An individual has not eaten, he or she feels hungry, as a response he or she eats and diminishes feelings of hunger. According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused with either volition or optimism.[1] Motivation is related to, but distinct from, emotion. Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Intrinsic Motivation is based on taking pleasure in an activity rather working towards an external reward.[6] Intrinsic motivation has been studied by social and educational psychologists since the early 1970s. Different types of motivation are frequently described as being either extrinsic or intrinsic. Extrinsic motivations are those that arise from outside of the individual and often involve rewards such as trophies, money, social recognition or praise. Intrinsic motivations are those that arise from within the individual, such as doing a complicated cross-word puzzle purely for the personal gratification of solving a problem.
14
Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, role, or subject, and to exert persistent effort in attaining a goal. The only way to get people to like working hard is to motivate them. Today, people must understand why theyre working hard. Every individual in an organization is motivated by something different.
15
5 Importance of Motivation in Business Importance of motivation in a business are as follows: Rensis Likert, while pointing out the importance of motivation, has called it the core of management. Similarly, Allen while stressing the need and importance of motivation has observed that poorly motivated people can nullify the soundest organisation. The importance of motivation is brought out by the following facts: (1) Improves Performance Level: The ability to do work and willingness to do work both affect the efficiency of a person. The ability to do work is obtained with the help of education and training and willingness to do work is obtained with the help of motivation. Willingness is more important in comparison to ability. For example, a person is highly educated and he is recruited on this very basis. But it is not essential that he will do outstanding work. He shall have to be motivated to do good work. This is possible only through motivation. Therefore, motivation improves efficiency. The efficiency of a person is reflected through increase in productivity and decrease in costs. (2) Helps to Change Negative or Indifferent Attitudes of Employees: Some employees of an organisation have a negative attitude. They always think that doing more work will not bring any credit. A manager uses various techniques to change this attitude.
16
For example, if the FINANCIAL situation of such an employee is weak, he gives him a raise in his remuneration and if his financial condition is satisfactory he motivates him by praising his work. (3) Reduction in Employee Turnover: The reputation of an organisation is affected by the employee turnover. This creates a lot of problems for the managers. A lot of time and MONEY go waste in repeatedly recruiting employees and giving them education and training. Only motivation can save an organisation from such wastage. Motivated people work for a longer time in the organisation and there is a decline in the rate of turnover. (4) Helps to Reduce Absenteeism in the Organisation: In some of the organisations, the rate of absenteeism is high. There are many causes for this-poor work conditions, poor relations with colleagues and superiors, no recognition in the organisation, insufficient reward, etc. A manager removes all such deficiencies and motivates the employees. Motivated employees do not remain absent from work as the workplace becomes a source of joy for them. (5) Reduction in Resistance to Change: New changes continue taking place in the organisation. Normally workers are not prepared to accept any changes in their normal routine. Whereas it becomes essential to bring in some changes because of the demands of time.
17
Employees can be made to accept such changes easily with the help of motivation. Motivated people accept these changes enthusiastically and improve their work performance.
18
TYPES OF MOTIVATION There is no one thing that motivates people to perform certain actions. People are different, so it follows that their motivations have to be different. Here are some types of motivation:
1) Achievement - This is the motivation of a person to attain goals. The longing for achievement is inherent in every man, but not all persons look to achievement as their motivation. They are motivated by a goal. In order to attain that goal, they are willing to go as far as possible. The complexity of the goal is determined by a person's perception.
To us, the terms "simple" and "complex" are purely relative. What one person thinks is an easy goal to accomplish may seem to be impossible to another person. However, if your motivation is achievement, you will find that your goals will grow increasingly complex as time goes by.
2) Socialization - Some people consider socialization to be their main motivation for actions. This is especially evident in the situation of peer pressure. Some people are willing to do anything to be treated as an equal within a group structure. The idea of being accepted among a group of people is their motivation for doing certain things.
3) Incentive motivation - This motivation involves rewards. People who believe that they will receive
19
rewards for doing something are motivated to do everything they can to reach a certain goal. While achievement motivation is focused on the goal itself, incentive motivation is driven by the fact that the goal will give people benefits. Incentive motivation is used in companies through bonuses and other types of compensation for additional work.
By offering incentives, companies hope to raise productivity and motivate their employees to work harder.
4)Fear motivation - When incentives do not work, people often turn to fear and punishment as the next tools. Fear motivation involves pointing out various consequences if someone does not follow a set of prescribed behavior. This is often seen in companies as working hand-in-hand with incentive motivation. Workers are often faced with a reward and punishment system, wherein they are given incentives if they accomplish a certain goal, but they are given punishments when they disobey certain policies.
5) Change motivation - Sometimes people do things just to bring about changes within their immediate environment. Change motivation is often the cause of true progress. People just become tired of how things are and thus, think of ways to improve it.
20
EFFECT OF MOTIVATION Job Satisfaction An employee rightly motivated by a supervisor should perform better in his specific job role, provided the supervisor understands the role and provides clear coaching. Your small business mission statement should point an employee to a definition of success. For example, if you motivate your employee by clearly stating that success in his position means detailing every car in the lot every other day, and you reward him when he does it, he understands what is expected. Performance Motivated employees perform better. If you offer commission to a salesperson, she typically tries harder to sell more. If you thank an employee for good customer service, she will likely strive to duplicate it since she feels appreciated. Likewise, if you motivate by threatening to reduce the hours of an underperforming employee, she may also try harder to prevent the negative consequence of the motivation. This "carrot and stick" approach to motivation is common in many realms.
Turnover If your attempts at motivation are flawed, poorly executed or unrealistic, they may lead to increased turnover. This may come in the form of dismissals or attrition. Employees may see others being rewarded for good performance and feel slighted. Employees that do not understand the rationale for motivation or what is expected of them sometimes do not
21
communicate this angst, they merely stop trying or resign. Staff turnover is expensive and time-consuming, especially for a small business. Dishonesty If you motivate wrongly, you may teach staff to be dishonest. Commission sales, not by definition but in special cases, can lead to integrity failure. If you do not tie customer satisfaction in with sales statistics when you motivate your employee, you by default are endorsing sales at any cost. This may lead to bait-and-switch techniques, employee quarreling over sales and over customers, and fabricating statistics. The resulting reduction in customer and employee satisfaction may be costly.
22
COCA COLA PVT. LTD. History The Coca-Cola Company was initially organised in 1891 as the J. S. Pemberton Medicine Company, a co-participation between Dr. John Stith Pemberton and Ed Holland. The company was establishes to sell 3 main products: Pemberton's Indian Queen Hair Dye, Pembertons French Wine Cola (later known as Coca-Cola) and Pemberton's Globe Flower Cough Syrup. In year 1884, the coca cola became a stock company and the name was modified to Pemberton Chemical Company. D. D. Doe and Ed Holland became the new president and Vice-President respectively. Pemberton remains the superintendent. The coca cola's factory was settled at No. 107, Marietta St. After 3 years, the company was again modified to Pemberton Medicine Company, again by co-participation, but this time between Pemberton, A. O. Murphy, E. H. Bloodworth, and J. C. Mayfield. Finally in October 1888, the company gained a charter with an empowered capital of $50,000. The charter became legitimate on January 15, 1889. By this time, the company had increased its propositions to include Pemberton's Orange and Lemon Elixir.
23
Types of Motivation used in coca cola Pvt. Ltd. Incentive A form of motivation that involves rewards, both monetary and nonmonetary is often called incentive motivation. Many people are driven by the knowledge that they will be rewarded in some manner for achieving a certain target or goal. Bonuses and promotions are good examples of the type of incentives that are used for motivation. Fear Fear motivation involves consequences. This type of motivation is often one that is utilized when incentive motivation fails. In a business style of motivation often referred to as the, carrot and stick, incentive is the carrot and fear is the stick. Punishment or negative consequences are a form of fear motivation. This type of motivation is commonly used to motivate students in the education system and also frequently in a professional setting to motivate employees. If we break the rules or fail to achieve the set goal, we are penalized in some way. Achievement Achievement motivation is also commonly referred to as the drive for competency. We are driven to achieve goals and tackle new challenges. We desire to improve skills and prove our competency both to others and to ourselves. Generally, this feeling of accomplishment and achievement is intrinsic in nature.
24
However, in certain circumstances be motivation for achievement may involve external recognition. We often have a desire or need to receive positive feedback from both our peers and our superiors. This may include anything from an award to a simple pat on the back for a job well done. Growth The need for self-improvement is truly an internal motivation. A burning desire to increase our knowledge of ourselves and of the outside world can be a very strong form of motivation. We seek to learn and grow as individuals. Motivation for growth can also be seen in our yearning for change. Many of us are wired by our personality or upbringing to constantly seek a change in either our external or internal environment or knowledge. We view stagnation to be both negative and undesirable. Power The motivation of power can either take the form of a desire for autonomy or other desire to control others around us. We want to have choices and control over our own lives. We strive for the ability to direct the manner in which we live now and the way our lives will unfold in the future. We also often aspire to control others around us. The desire for control is stronger in some people than others. In some cases, the craving for power induces people to harmful, immoral, or illegal behavior. In other situations, the longing for power is merely a desire to affect the behavior of others. We simply want people to do what we want, according to our timetable, and the way we want it done.
25
Social Many people are motivated by social factors. This may be a desire to belong and to be accepted by a specific peer group or a desire to relate to the people in our sphere or in the larger world. We have an innate need to feel a connection with others. We also have the need for acceptance and affiliation. A genuine and passionate desire to contribute and to make a difference in the lives of others can be another form of social motivation. If we have a longing to make a contribution to the world around us, it is generally a sign that we are motivated by social factors. The real importance of understanding the different types of motivation is in our ability to determine which form of motivation is the most effective for inspiring the desired behavior in either others or ourselves. None of these styles of motivation is inherently good or bad, the positive or negative outcome is truly determined by the way they are used.
26
11 Ways To Keep Your Employees Motivated, Engaged And Unified There are lots of examples of great companies and their highly motivated employees: APPLE , Disney, Starbucks, Southwest Airlines, Coca Cola, Zappos and Wynn Resorts are a few that come to mind. Companies on the Most Admired Company list have one thing in common: motivated employees. These employees readily tell anyone that they love what they do and where they work; its evident on their faces and in their words. If its there, they puff up like a proud peacock; if not, their shoulders slump. If its the former, they wont stop talking and raving about the job and company; if not, theyll complain to everyone they meet. Motivated employees will do everything to make what theyre doing great; theyll be role models for other employees, and theyll be the best advertising for a companys brand and products. The key is getting employees to love where they work. Heres a 11-step program ive used to get employees to love where they work and motivate them to move mountains. Clearly define your vision. Your vision is a roadmap for employees, and it should be very clear. While its probably clear to you, how well do you think your colleagues and subordinates know it? Try asking them and dont be surprised if theyre unclear or confused. Take time to write it down, show it to others and when its clear and concise, post it in the places where employees can see important stuff like this.
27
Give employees what they want and need. Put yourself in their shoes. Have you seen that new reality show where the boss goes undercover and works with some of his or her employees? Its amazing how shocked some of these bosses are at how hard the work really is, and how little their employees are provided to get that work done efficiently and effectively. Tools, training, support and a sensitive understanding from supervisors these are the things that employees expect. Dont presume they have any of these go check personally. If and when you find they dont, correct that immediately.
Communicate often and well. What channels do you use to communicate your message? Written and distributed memos and letters, faqs, newsletters, training classes, the Internet (do you have a portal, and how often do your employees access it), regular meetings all of these should be used to convey the vision of the organization. Spend time personally asking your employees what they know and think. If the responses show that they are unaware or confused, stop and redesign the messages and the ways you convey them.
Get everyone engaged. Dont expect much from employees who dont feel connected. Everybody talks about empowerment, but thats so yesterday. Successful companies you read about today all have lots of ways to get employees at all levels engaged
28
in planning and decision making that way, they own the things they do. And owners are always looking to improve what they do.
Stay the course. Dont keep changing things all the time. Sure, you have to adjust to and update for changing times, but most organizations change stuff because theyre uncertain about what theyre doing. That scares employees they want to have confidence in the people they work for, and change just for changes sake is confusing and unsettling. Come up with sensitive policies. Then keep the ones that work well and constantly amend and update those that dont.
Practice random acts of kindness. Remember to say thank you in all kinds of ways. These dont have to be overly formal sometimes a simple pat on the back goes a long way. Dont have complicated programs to give formal awards or recognition; just make whatever you do personal and from the heart. Catching people doing things right is a powerful philosophy and motivator.
Coach for success. Everyone wants to do well, and most want and need guidance to do that. Paying attention to the work that others do, giving them clear feedback and
29
showing them how to be better when needed is very motivating. Dont wait for those annual reviews to do this daily, in real time, is always better.
Act fairly. Weve all gotten hung up on being politically correct and unthinkingly consistent, and in the process weve forgotten that, in most things, one size does not fit all. If two sets of circumstances are exactly the same, then your decisions should be exactly the same. But when theyre not, you should use your wisdom, experience and good sense to do whats right. Take time to examine the circumstances, to understand the context in which they happen, to take into account the real things that happen to real people in the real world and then do whats right (thats often the same as what youd want to happen to you, if the roles were reversed). You and your employees will be glad you did.
Inspect what you expect. Employees dont care what you ask them to do as long as they know you care. And what better way to show that you care than paying attention to them, discussing what you see, and letting them know what you think? Unlike that old If a tree fall in a forest mantra, everything that happens at work, by every employee, has a ripple effect on everyone and everything else. Good bosses pay attention to everything and manage effectively.
30
Give respect and create trust. This seems like such a simple thing, and yet most employees in most organizations will tell you that they dont feel like their bosses respect them (and their needs and wishes). And when thats the case, its awfully hard to trust the people youre working for. So respect and trust your team, and see whether theyll trust you in return.
Make work fun. We all have to go to work each day, but theres no reason it shouldnt be enjoyable. Whens the last time you laughed at work, or encouraged your team to enjoy themselves, or did something playful, or any one of a thousand other things that could improve what is usually a pretty drab and colorless environment? Cmon lighten up, and youll be surprised how much more people can do when theyre enjoying themselves. Employees who are enjoying themselves, and what they do, can and will be motivated to move mountains. Together, all this stuff works to create and to support your culture. And your culture is what People see and judge you by because it becomes the foundation of who you are, what you stand for, how people (employees and customers) feel, and ultimately how youre referred to. If you follow these 12 steps, youll have a chance to make it onto one of those Most Admired Company lists. Even better, you could have employees who are motivated to move mountains. Its all up to you.
31
Conclusion Employee motivation is an important task for managers. Early motivational theory such as that of Taylor suggested that pay motivated workers to improve production. However businesses now need employees to have greater motivation and have a stake in the company for which they work, as shown by Mayo. Maslow and Herzberg demonstrated that employees are motivated by many different factors. Since every employee is an individual, with different needs and aspirations, the process of reviews and personal development plans allows recognition of their abilities and achievement, as well as potential development. This benefits the individual by providing career progression. It also benefits Tesco by ensuring the business can deliver high levels of customer service through its skilled employees.