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Dissertation Report

On
EMPLOYEE MOTIVATION TECHNIQUES USED IN GREENLPLY INDUSTRI SIDKUL PANT NAGAR

In partial fulfillment of the requirement for the award of bachelor of business administration (2008-11) of the kumaun University, Nainital

Supervisor

Submitted by

SARASWATI INSTITUTE OF MANAGEMENT & TECHNOLOGY (U.S.NAGAR) (UTTRAKHAND)

Acknowledgement
The satiation and euphoric that accompany the successful completion of task, would be incomplete without the mention of the people who made it possible. After all, the success is the epitome of hard work, severance, undeterred, zeal, stead fast determination and most of all encouraging guidance. So with immense gratitude, I acknowledge all those whose guidance and encouragement served as a beacon light and crowned our efforts with success. I sincerely thank Mrs. , Honorable president- Alliance Business Academy, for giving us an opportunity to take up this research. I thank him for being a constant source of inspiration and encouragement. With a deep sense of gratitude and indebtedness, I sincerely and whole heartedly thank Prof. MOHD.ALI & Mrs. PUJA JOHARI my project guide for giving me valuable suggestions and advice through out the execution of the project. Last but not the least, I would like to thank almighty God, my parents, and my friends who helped me gather these data and have sat with me for hours discussing about the project.

DECLARATION

I am the student of SARASWATI INSTITUTE OF MANAGEMENT & TECHNOLOGY (RUDRAPUR) pursuing (BBA), hereby declare that this dissertation (EMPLOYEE MOTIVATION TECHNIQUES USED IN GREENLPLY INDUSTRI SIDKUL PANT NAGAR) has been prepared on the basis of the information provided and the work assigned to me. All the data given, is true to the best of my knowledge and prepared by my on efforts and with the consent of the concerned industry guide and the faculty at the college. The recommendations are made keeping al the costs, expenses, and technical barriers as constant, dissertation is the result of my own efforts EMPLOYEE MOTIVATION TECHNIQUES USED IN GREENLPLY INDUSTRI SIDKUL PANT NAGAR, prepared by me is my original work. This report is totally prepared up to my own efforts and has not been copied from any other sources.

SUPERVISIOR SIGNATURE

HOD SIGNATURE MRS. PUJA JOHARI

NAME OF CANDIDATE ASHISH KUMAR BBA VI SEM ROLL NO. 83613

(DEPT. OF MGT.)

SARASWATI INSTITUTE OF MANAGEMENT & TECHNOLOGY (RUDRAPUR)

CONTENTS lIST

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Title page Certificate Declaration Acknowledgement Preface Contents

CHAPTER-1 1- INTRODUCTION 2- OBJECTIVE OF STUDY 3- SCOPE OF STUDY CHAPTER-2 1- INDUSTRIAL PROFILE 2- COMPANY PROFILE CHAPTER-3
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1- BODY OF PROJECT CHAPTER-4 1- DATA ANALYSIS 2- SWOT ANALYSIS CHAPTER-5 1- SUGGESTION & RECOMMENDATION QUESTIONAIRE BIBLOGRAPHY

Introduction
In the organizational setting the word Motivation is used to describe the drive that impels an individual to work. A truly motivated person is one who wants to work .Both employees and employers are interested in understanding motivation if employees know what strengthens and what weakens their motivation, they can often perform more effectively to find more satisfaction in their job. Employers want to know what motivates their employees so that they can get them
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to work harder. When people speak of motivation or ask about the motives of person, they are really asking Why the person acts, or why the person acts the way he does .The concept of motivation implies that people choose the path of action they follow. When behavioral scientists use the word motivation, they think of its something steaming from within the person technically, the term motivation has its origin in the Latin word mover which means to move. Thus the word motivation stands for movement. One can get a donkey to move by using a carrot or a stick; with people one can use incentives, or threats or reprimands. However, these only have a limited effect. These work for a while and then need to be repeated, increased or reinforced to secure further movement. If a manager truly understands his subordinates motivation, he can channel their inner state towards command goals, i.e., goals, shared by both the individual and the organization. It is a well known fact that human being have great potential but they do not use it fully , when motivation is absent .Motivation factor are those which make people give more than a fair days work and that is usually only about sixty-five percent of a persons capacity .Obviously , every manager should be releasing hundred percent of an individuals to maximize performance for achieving organizational goals and at the same to enable the individual to develop his potential and gain satisfaction. Thus every manager should have both interest and concern about how to enable people to perform task willingly and to the best of their ability.

Motivation Theories
Understanding what motivated employees and how they were motivated was the focus of many researchers following the publication of the Hawthorne Study results (Terpstra, 1979). Five major approaches that have led to our understanding of motivation are Maslow's need-hierarchy theory, Herzberg's two- factor theory, Vroom's expectancy theory, Adams' equity theory, and Skinner's reinforcement theory.

According to Maslow, employees have five levels of needs (Maslow, 1943): physiological, safety, social, ego, and self- actualizing. Maslow argued that lower level needs had to be satisfied before the next higher level need would motivate employees. Herzberg's work categorized motivation into two factors: motivators and hygienes (Herzberg, Mausner, & Snyderman, 1959). Motivator or intrinsic factors, such as achievement and recognition, produce job satisfaction. Hygiene or extrinsic factors, such as pay and job security, produce job dissatisfaction. Vroom's theory is based on the belief that employee effort will lead to performance and performance will lead to rewards (Vroom, 1964). Rewards may be either positive or negative. The more positive the reward the more likely the employee will be highly motivated. Conversely, the more negative the reward the less likely the employee will be motivated. Adams' theory states that employees strive for equity between themselves and other workers. Equity is achieved when the ratio of employee outcomes over inputs is equal to other employee outcomes over inputs (Adams, 1965).
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Skinner's theory simply states those employees' behaviors that lead to positive outcomes will be repeated and behaviors that lead to negative outcomes will not be repeated (Skinner, 1953). Managers should positively reinforce employee behaviors that lead to positive outcomes. Managers should negatively reinforce employee behavior that leads to negative outcomes.

WHAT IS MOTIVATION?
A basic principle is that the performance of an individual depends on his or her ability backed by motivation. Stated algebraically the principle is: Performance =f (ability motivation) Ability refers to the skill and competence of the person to complete a given task. However, ability alone is not enough. The persons desire to accomplish the task is also necessary. Organizations become successful when employees have abilities and desire to accomplish given task.

Framework of motivation
Framework of motivation The framework comprises six steps. (step1) Motivation process begins with the individuals needs. Needs are telt deprivations which the individual experiences at a given time and act as energizers. These needs may be psychological (e.g., the needs for recognition), physiological (e.g., the needs for water, air or foods) or social (e.g., the needs for friendship). (step2) Motivation is goal directed. (step3) A goal is a specific result that the individual wants to achieve .An employees goal are often driving forces and accomplishing those goals can significantly reduce needs. (step4) Promotions and raises are two of the ways that organizations seek to maintain desirable behavior. They are signals to employees that their needs for advancement and recognition and their behaviors are appropriate. (step5) Once the employee have received either rewards or punishments.

INDUSTRY PROFILE
Greenply Industries Limited is an interior infrastructure company engaged in the business of manufacturing plywood and allied products, laminates, particle boards and medium density fibreboards. The Company operates in two segments: Plywood & Allied Products, and Laminates & Allied Products. Its plywood and allied products comprises of Green Club Premium plywood, Green Club Plus plywood, Green Marine plywood, Green Flexiply, Green Film Faced Shuttering plywood, Green Flush Doors, Green Block Board, Optima Red plywood, Greenply
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plywood, Green Fire Retardant plywood and Ecotec plywood. During the fiscal year ended March 31, 2010 (fiscal 2009), the Company's production of plywood and allied products totalled 26.36 million square meters. The Company offers its products under the brand Greenlam, Green Touch, Greenlam Supertuf, Green Gloss, Green flexilam, New Mika, New Pointeight and Green Deco wood. Its subsidiaries are Greenlam Asia Pacific Pte. Limited and Greenlam America Inc.

COMPNY PROFILE
Greenply Industries Limited is an interior infrastructure company engaged in the business of manufacturing plywood and allied products, laminates, particle boards and medium density fibreboards. The Company operates in two segments: Plywood & Allied Products, and Laminates & Allied Products. Its plywood and allied products comprises of Green Club Premium plywood, Green Club Plus plywood, Green Marine plywood, Green Flexiply, Green Film Faced Shuttering plywood, Green Flush Doors, Green Block Board, Optima Red plywood, Greenply plywood, Green Fire Retardant plywood and Ecotec plywood. During the fiscal year ended March 31, 2010 (fiscal 2009), the Companys production of plywood and allied products totalled 26.36 million square meters. The Company offers its products under the brand Greenlam, Green Touch, Greenlam Supertuf, Green Gloss, Green flexilam, New Mika, New Pointeight and Green Decowood. Its subsidiaries are Greenlam Asia Pacific Pte. Limited and Greenlam America Inc.

DEFINITIONS
Some definitions on motivation: how behavior gets started is energized, is sustained, is directed, is stopped, and what kind of subjective reaction is present in the organism while all this is going on jones, 1955). the term motivation refers to a process governing choices made by person or lower organisms among alternative forms of voluntary activity motivation is the result of process, internal or external to the individual that arouse enthusiasm and persistence to pursue a certain course of action. motivation is a process that starts with a physiological or psychological deficiency or need that activates behavior or a drive that aimed at a goal or an incentive

Obviously, the first definition covers all stages shown in the motivation model.

The Role of Motivation:

Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated employees are needed in our rapidly changing workplaces. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Of all the functions a manager performs, motivating employees is arguably the most complex. This is due, in part, to the fact that what motivates employees changes constantly (Bowen & Radhakrishna, 1991). For example, research suggests that as employees' income increases, money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting work becomes more of a motivator.

IMPORTANCE OF MOTIVATION:
Probably, no concept of HRM receives as much attention of academicians, researchers and practicing managers motivation. The increased attention towards motivation is justified by several reasons

1. Motivated employees are always looking for better ways to do a job. This statement can apply to corporate strategists and to production workers. It is the responsibility of managers to make employees look for better ways of doing their jobs. 2. A motivated employee generally is more quality oriented. This is true whether we are talking about a top manager spending extra time on data gathering and analysis for a report or a clerk taking extra care when filing important document. 3. Highly motivated worker are more productive than apathetic worker .The high productivity of Japanese worker and the fever worker are needed to produce an automobile in Japan than elsewhere is well known. An appreciation of the nature of motivation is highly useful manager. 4. Every organization requires human resources in addition to financial and physical resources for it to function .Three behavioral dimensions of HR are significant to organizations (i) people must be attracted not only to join the organizations but also to remain it (ii) people must perform he tasks for which they are hired and must do so in a dependable manner and (iii) people must go beyond this dependable role per performance and engage in some form of creative, spontantaneous, and innovative behavior at work.

5. Motivation as a concept represents a highly complex phenomenon that affects. and is affected
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by .a multitude of factors in the organizational milieu .an understanding of the topic of motivation is thus essential in order to comprehend more fully the effects of variations in other reaction as they relate to the performance, satisfaction, and so forth . 6. Why increasing attention is paid towards motivation can be found in the present and future technology required for production, as technology increases in complexity, machines tend to become necessary, yet insufficient, vehicles of effective and efficient operation .Consider the example of the highly technology-based space programmed in our country.

Purpose
The purpose of this study was to describe the importance of certain factors in motivating employees at the Piketon Research and Extension Center and Enterprise Center. Specifically, the study sought to describe the ranked importance of the following ten motivating factors: (a) job security, (b) sympathetic help with personal problems, (c) personal loyalty to employees, (d) interesting work, (e) good working conditions, (f) tactful discipline, (g) good wages, (h) promotions and growth in the organization, (i) feeling of being in on things, and (j) full appreciation of work done. A secondary purpose of the study was to compare the results of this study with the study results from other populations.

MOTIVATIONAL CHALLENGES
The framework of motivation indicates that motivation is a simple process. But in reality , the task is more daunting One reason why motivation is a difficult task is that the workforce is changing. Employees join organizations with different needs and expectations. Their values, beliefs, background, lifestyles, perceptions and attitudes are different. Not many organizations have understood these and not many HR experts are clear about the ways of motivating such diverse workforce. Motivating employees is also more challenging at a time when firms have dramatically changed the jobs that employees perform, reduced layers of hierarchy, and jetusoned large numbers of employees in the name of right-sizing or down-sizing .These actions have considerably damaged the level of trust and commitment necessary for employee to put in efforts above minimum requirements some organization have resorted to hire and fire and pay for- performance strategies almost giving up motivational efforts. Such strategies may have some effects (both positive and negative) but fail to make and individual overreach him or her Third, motives can only be inferred, but not seen. The dynamic nature of needs offend poses
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challenge to any manager in motivating his or her subordinate. An employee, at any given time, has a various needs, desire, and expectations. Employees who put in extra hours at work to fulfill their needs or accomplishment may find that these extra hours conflict directly with needs for affiliation and their desire to be with their families However, there is no shortage of models, strategies, and tactics for motivating employees. As a result, firms constantly experiment with next motivational programmed and practice.

Work Motivation
Craig Pinder echoing the basic definition of motivation, define it as follows: Work motivation is a set of energetic force that originate both within as well as beyond and individuals being, to initiate work related behavior, and to determine its form, direction, intensity, and duration. While general motivation is concerned with effort towards any goal, Stephen Robbins narrow the focus to organizational goals in order to reflect singular interest in work related behavior the effort element is a measure of intensity. The need means some internal state that makes certain outcomes appear attractive. And unsatisfied need creates tension that stimulates drives within the individual. This drives general a search behavior to find particular goals, if attend, will satisfied the needs and lead to the reduction of tension

Mechanism of motivation
Motivation is the process that starts with physiological or psychological deficiency or need that activate behavior or a drive that is aimed at a goal or incentive. Needs: Needs are created whenever there is a physiological or psychological imbalance For example: A need exists when cells in the body are deprived of food and water or when the personality is deprived of other people who serve friends or companions. Although psychological may be based on a deficiency, sometimes they are not. For instant, and individuals with a strong need to get ahead may have a history of consistent success Drives: Drives (Or motives) are set up to alleviate needs. Psychological needs can be simply defined as a deficiency with direction. Physiological or psychological drives are action oriented and provide energizing thrust towards reaching an incentive or goals. They are at the very heart of the motivational process. The needs for food and water are translated into hunger and thrust drives, and the need for friend becomes a drives affiliation. Thus, a drive is a psychological state which moves individuals satisfying a needs
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 Goals: At the end of the motivational cycle is the goal or incentive. It is anything that wills that will alleviate a need and reduce a drive. Thus, attaining a goal will tend to restore physiological or psychological balance and will reduce or cut off the drive. Eating food, drinking water and obtaining friends will tend to restore the balance and reduce the corresponding drives food, water and friends are the incentive are the goals in this example

Conceptual clarification: (motives, motivation and motivating) The terms motives, motivation and motivating which are derived from the Latin word Mover (to move) are important concept which have distinct connotation. In order to steer the energies of the employees towards organizational goals accomplishment, it is essential to grasp the meaning and significance of this concept and also to learn how to apply them intelligently

Motives: Motive is defined as a inner state that energizes, activates (Or moves) and directs (or channels) the behavior of individuals towards certain goals the strong motives or needs are fulfill. In order to minimize the restlessness, and keep it under control, the individual is propelled into action. Thus motive induce individual to channel their behavior towards such type of actions as would reduce their state of restlessness are inner disequilibrium. Thus motives can be thought of as drives that energize people to action. Motivation: while motives are energizers of action, motivation is the actual action that is work behavior itself. For instance, when a employee work hard, his level of motivation may be consider as low. Thus, the level of motivation of employee is judged by his actual work behavior

Motivating: Motivating it is the term that implies that one person induces another to engage in action or work. Behavior by ensuring that a channel to direct the motive of the individuals become available and accessible to the individual.

Managers play a significant role in channeling the strong motive in a direction that he satisfying to both the organization and the employees. Additionally, managers are also responsible for awakening or activating latent motives in individuals- that is the needs that are less strong and somewhat dormant and harness them in a manner that would be functional for the organization.

Classification of Motives: Primary motives are unlearned and physiologically based. Common primary motives include hunger, thirst, sleep, avoidance of pain, sex and maternal concern .The general motives are also unlearned but are not physiologically based. Competence, curiosity, manipulation, activity, and affection are examples of general motives.
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Secondary motives are products of learning. The needs for power, achievement, affiliation, security and status are major motivating forces in human behavior at work. Behavioral science especially industrial. Psychology motives is concerned with understanding an individuals through his motives .It studies the individuals socio-psychological motives at great length in order to be successful in understanding why man behaves the way he does.

Socio-psychological motives are neither inborn to him nor are they related directly to his survival .These motives originate from the training which he acquires from different social organizations to which he belongs. Socio-psychological motives, unlike physiological motives, are largely vary from culture to culture .They may be divided into affiliative and egoistic motives. Affiliative motives deal with belongingness, friendship or affection with people. Egoistic motives relate to a position over people rather than with people. Power, status, prestige or esteem fall under egoistic motives. Socio-psychological motives include acquisitiveness, security, status, autonomy, affiliation, achievement, dependence, aggression, power and nurturance.

The complexity of motivation: Human motivation is highly complex. Human behavior is multimotivational. Several motives are simultaneously at work when the individual behaves; and several times the individual himself is unaware of his motives. Therefore, motivational analysis if behavior is difficult. Another fact is that the same motive may give rise to various motives may lead to the same type of behavior in different individuals.

Thus, there can be several other ways of behaving to achieve these one and all these different forms of behavior may lead to the same amount of success by achieving the same end. The converse is also true. Different motives may sometimes result in one form of behavior. To complicate matters further, people often do things without being aware of the basic motive or motives involved. Giving good reasons rather than real reasons for behavior is known as rationalization Ex. Sublimation, projection, identification, and compensation are a few forms of behavior in which the real motive is unknown to the individual. Whether motives are consciously present or are unconscious, many of them act upon the individual simultaneously .As a result, the individual may face conflict some of the time .An employee who wants to tell the boss off but also wants to keep his job is in conflict. An employer who must decide whether to sell an oversupply of a commodity at a loss or hold it a little long, is likewise in conflict.

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There are various difficulties in inferring motives from behavior as we have seen thus far:

Similar motives may be manifested through different behaviors

Different motives may be expressed through similar behavior

Motives may appear in disguised form

Any single act of behavior may express several motives

Expression of motives differ from culture to culture and from person to person within a culture

Motives vary in strength not only from one individual to another but within the same individual at different times.Since it is difficult to know all there is to be known about the various motives that operate both within the individual and from outside, it is difficult to predict behavior. Motivation and Behavior: Systematic understanding of human behavior essentially involves the ability to determine the why of past behavior but also to predict, to change, and even to control as far as possible future behavior. Behavior is basically goal-oriented .that means the behavior of an individual is generally motivated by a desire to attain some goal. The specific goal is not always consciously known by the individual .Sometimes an individual may wonder, Why did I do that? or Why did I fail to do that? the reason for behavior is not always apparent to the conscious mind .individuals are not always aware of everything they want . The basic unit of behavior is an activity. In fact, all behavior is a series of activities .individual have preference for certain activities, they change activities, and they change activities accordingly. It is important for a manager to understand, predict, and even control the activities that an individual may perform at a given moment. To predict the behavior, manager must know which motives or needs of people evoke a certain action at a particular time. Motives: Every individual carries a set of inner motivations and drives that influence the way he behaves much more radically than he realizes .Individuals differ not only in their ability to do but also in their will to do, or motivation. Motives are sometimes defined as needs, wants, drives, or impulses within the individual .Motives are the whys of behavior .they arouse and maintain activity and determine a general direction of the behavior of an individual. In essence, motives or needs are the mainsprings of action. When we use these two terms interchangeably- motives and needs-we refer something within an individual that prompts that person to action.
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 Goals: Goals are outside an individual .Goals are something referred to as hoped for rewards towards which motives are directed Psychologists use the term incentives for these goals. Incentives include tangible financial rewards such as increased pay and also the managers who are successful in motivating employees are often providing an environment in which appropriate goals are available for needs satisfaction.

Motive Strength: We have seen that motives or needs are the reason underlying behavior. Every individual has several needs. All these needs compete for their behavior. These needs have different strengths. The need with the greatest strength at a particular moment leads to activities.

Motive strength
Motive B is the highest strength need and therefore .it is this need that determines behavior. Satisfied needs decrease in strength and normally do not motivated individuals to seek goals to satisfy them. Changes in motive strength: A motive tends to decrease in strength if it is either satisfied or blocked from satisfaction.

BEHAVIOUR MODIFICATION:
Organizational behavior modification (OB Mod) is yet another technique of influencing behavior of people in organizations. OB Mod is uses the reinforcement principle of B.F .Skinner to provide managers with powerful and proven means for changing employee behavior.

The steps in OB Mod are given below:

Identification of Critical Behavior: The first step is to identify the critical behaviors that make a significant impact on the employees job performance these are those 5 to10 percent of the behaviors that may account for up 70 to 80 percent of each employees performance. Measurement of the behaviors: After the behaviors have been identified, they are measured. A baseline frequency is obtained by determining the number of determining the number of times
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that the identified behavior occurs under present conditions .The purpose of the baseline measurement is to provide objective frequency data on critical behavior. Identify Performance Related Behavior Events Measure Baseline the Frequency of Response Identify Existing Behavioral Contingencies Through Functional Analysis Develop Intervention Strategy Apply Appropriate Strategy Measure: Chart the Frequency of Responses after Intervention Problem Solved? Maintain Desirable Behavior Evaluate for Performance Improvement Societies and behavior modification

In his novel Walden tow B. F. Skinner described an idea human community also known as Walden tow he envisioned a return to a simple culture of towns and villages that conducted their affairs face toface Skinners society rejected punishment and coercion as ways to motivate good behavior and relied on positive reinforcement in stead according Skinner the proper behavioral technology would make it easy to raise citizens who were brave creative happy candid affectionate humane and conscientious. Several to communes have taken their inspiration from Walden Two. One each such is Twin Oaks founded in share a common belief in co-operation, equality, and nonviolence, as well as a common desire to construct behaviorist theories are no longer central to the operation of Twin Oaks, the advantages of creating a positive environment and reinforcing desirable behavior are recognized.

China appears to be using behavior modification principles on a grand scale for population control. Chinese leaders are conceived that a rapid population growth will obstruct economic development. Initially, couples having a third baby except as the result of a multiple birth at the second confinement paid fines, Bearing two babies was strengthened because by doing so, couples avoided fines- a negative reinforcement strategy. Families that used contraction after their first child received positive reinforcement-annual bonuses as well as housing, schooling and employment priorities .Between the mid-1960 and the mid-1970, china halved its birth rate. There is evidence, however, of grave abuses among them, forced abortions and infanticides of the female offspring. Male are valued, in party, because, in keeping with long established customs, men remain with their immediate families after marriage, continuing to contribute
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financial support and care for elderly parents.

GOAL SETTING:
Goal setting is one of the most effective and widely practiced techniques of motivation. Goals are the immediate or ultimate objectives that employees are trying to accomplish from their work efforts in organizations. Goal setting is the process of motivating employees by establishing performance goals. That goal motivates any individual is an established fact. We tend to relax and siacken our efforts if we are not clear about what we want to achieve. A student does not do well in an examination if he or she does not keep a target in mind target may be a first class or securing distinction. An individual may not rise in personal life if he or she does not have clear career goals. It does not mean that performance of an individual is nil in the absence of a goal. The technique emphasizes that with clear goals, performance tends to increase. Goal setting requisites Goal setting is a very powerful technique of motivation when used correctly, carefully monitored and actively supported by managers. Goal setting can improve performance. However, neither goal setting not any other technique can be used to correct every problem.

QUALITY OF WORK LIFE

The term quality of work life (QWL) has different connotations to different person. For example, to a worker in an assembly line, it may just mean a fair days pay, safe working conditions, and a supervisor who treats him\her with dignity. To a young new entrant, it may mean opportunities for advancement, creative tasks and a successful career. To academics it means the degree to which members of work organization are able to satisfy important personal needs through their experiences in the organization.

There are many factors which can contribute to QWL. They are: 1.Adequate and fair compensation, adequacy to the extent to which the income from a full-time work meets the needs of the socially determined standard of living. 2. Safety and healthy working condition, including reasonable hours of work and rest pauses, physical working conditions that ensure safety, minimize risk of illness and occupational diseases and special measures for protection of women and children.
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3. Security and growth opportunity, including factors like security of employment, and opportunity for advancement and self-improvement.

4.Opportunity to use and develop creativity, such as work autonomy, nature of supervision, use of multiple skills, workers role in the total work process and his\her appreciation of the outcome of his\her own efforts and self-regulation. 5. Respect for the individuals personal rights, such as application of the principles of natural justice and equity, acceptance of the right to free speech, and right to personal privacy in respect of the workers off the job behavior.

6. Work and family life, including transfers, schedule of hours of work, travel requirement, overtime requirement, and so fourth.

It is worth noting that often the conditions that contribute to motivation [equitable salaries financial incentives, effective employee selection, etc] will also contribute to QWL some of these activities [like job enrichment] might contribute indirectly to QWL by tapping the workers higher .order needs and motivating them. Still, other activities may contribute directly to QWL providing for a safer workplace, less discrimination on the job, and so forth.

The Five-Step PRIDE Model Todays workplace is different, diverse, and constantly changing. The typical employer/employee relationship of old has been turned upside down. The combination of almost limitless job opportunities and less reward for employee loyalty has created an environment where the business needs its employees more than the employees need the business.

STEP 1--PROVIDE A POSITIVE WORKING ENVIRONMENT You dont have to be the highest paying employer to provide a positive and attractive work environment. One of the most important factors is how employees "feel" about the company. Motivated workers are more committed to the job and to the customer. On the other hand, demotivating workplaces force workers to vote with their feet.Take for example Rodger McAlister who owns a construction equipment dealership in Kentucky. His turnover is almost nonexistent.
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His employees and service technicians share a profit-sharing plan that possibly means $700,000 upon retirement. Every year employees celebrate their work anniversary with a cake and receive $100.00 for each year employed. Twice a year employees children receive a $50 savings bond when they bring in their "all As" report card. To minimize the we-they syndrome, every Friday employees rotate jobs. The person in the parts department becomes a service technician and visa versa. This builds a stronger team and improves both communication and retention

STEP 2--RECOGNIZE, REWARD AND REINFORCE THE RIGHT BEHAVIOR

Reward and recognition is not just a nice thing to do, but a critical element in the management toolkit. People have a basic human need to feel appreciated and recognition programs help meet that need. The second aspect of this science is management must create consequences for the behavior important for business success.One of the easiest and most effective recognition programs is "peer recognition." Peer recognition allows employees to reward each other for doing a good job. It works because employees themselves know whom works hard and deserves recognition. Also, workers may value each others opinion more than their supervisors. (Peer pressure) Managers cant be everywhere all the time. Therefore, the employees are in the best position to catch people doing the right things.

STEP 3--INVOLVE EVERYONE Studies show that having workers involved at all levels has a major impact on improving morale and motivation. TD Industries in Dallas, Tex., has a unique way of making its employees feel valued and involved. One wall in the company has the photographs of all employees who have been with the company more than five years. This involvement program goes beyond just photographs, slogans, posters, and HR policies. There are no reserved parking spaces for executives. Everyone uses the same bathrooms and the same water fountains. Everyone is an equal. Maybe thats why TD Industries was listed last year by Fortune magazine as one of the Top 100 Best Companies.

STEP 4--DEVELOP WORKER'S SKILLS AND POTENTIAL

Well-trained employees are more capable and willing to assume greater control and ownership over their jobs. They need less supervision, which frees management for other tasks. Employees are more capable of taking care of customers, which builds stronger customer loyalty. All this leads to better management-employee relationships.
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When former Intel executive David House became CEO of Bay Networks, he realized the troubled computer manufacturers problems involved some basic fundamentals. To solve the problem, he created four courses to teach the practices that hed set in place at Intel: DecisionMaking, Straight Talk, Managing for Results, and Effective Meetings. He personally taught the courses to Bays 120 highest-ranking executives who, in turn, taught the same courses to the other 6,000 employees. His personal example had a major impact on the entire company.Here are some tips for setting up your own processes to help develop the potential of your employees: Explain the "big picture" for the company and how this influences their employment and growth. Provide feedback on the employees performance. Be specific; mention a particular situation or activity. Make sure they understand the companys expectations. Involve the employee in the decision-making process whenever possible. Listen to their ideas and suggestions. Give them room to do the job without unnecessary restrictions. Pay for employees to attend workshops and seminars. Offer on-site classes where employees can learn new skills or improve upon old ones. Challenge them with lots of responsibility.

STEP 5--EVALUATE AND IMPROVE CONTINUOUSLY

Continuous evaluation and never ending improvement is the final step of the PRIDE system. The primary purpose of evaluation is to measure progress and determine what needs improving. Continuous evaluation includes, but is not limited to, the measurement of attitudes, morale, turnover and motivation of the workforce. It includes the identification of problem areas needing improvement and the design and implementation of an improvement plan.Businesses continue to search for the competitive advantage. It wont be found with gimmicks or within the latest management fad. The true competitive advantage is found within the hearts and minds of motivated people proudly working together and led by people driven by a higher purpose.

Motivation and frustration:

The basic process of motivation as defined earlier involves a smooth progression of the needdrive-goal motivational cycle. The motivational cycle begins with a need followed by a response directed toward a goal object, when this goal directed drive is blocked before reaching a desired goal, frustration result. Frustration is a common event in the daily lives of employees. The
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strength of frustration in a situation is related to the magnitude of the need which is being thwarted.

In the above figure, goal-directed drive faces a barrier and frustration results due to blocking of goal attainment. The barrier may be either overt (outward, or physical) or covert (inward, or mental-socio-psychological).

When a person is frustrated, defense mechanisms get triggered in him. Traditionally, psychologists like Dollard ** and others felt that frustration always leads to the defense mechanism of aggression. On becoming frustrated, it was thought that a person will react by physically or symbolically attacking the barrier. More recently, aggression is considered as only one possible reaction.

Responses to frustration are now viewed as defense mechanisms falling into four broad categories: aggression, withdrawal, fixation and compromise. In order to analyze specific aspects of on-the job behavioral reaction to know some behavioral reactions to frustration that may occur in the formal organization.

Fixation :

Maintaining a persistent non-adjustive reaction even though all the cues indicate the behavior is not an appropriate response to the problem. Behavior is repeated over and without accomplishing anything for instance, unreasonable stubbornness.

Compensation :

Individual devotes himself to a pursuit with increased vigor to make up for same feeling of real or imagined inadequacy. In indirect compensation the individual puts in hard efforts to make-up for a weakness in one area by becoming outstanding or excelling in some either area.

Conversion :
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Emotional conflicts are expressed in muscular, sensory, or bodily symptoms of disability, malfunctioning, or pain.

This is sometimes also known as introverted aggression and it is usually indicated by depression, lack of initiative, self-accusation and low energy. Individual anger is directed inwards. His sense of failure results in self-punishment.

Displacement :

It is also known as transferred aggression. Basic psychological process is redirecting pent-up emotions towards persons, ideas, or objects other than the primary source of the emotion. This form occurs when the obstacle is unknown or when the obstacle is known but it is unwise to show direct aggression.

When people cannot attack the cause of their frustration directly, they may look for a scapegoat as a target for their hostility. For instance, a worker feels hurt and gets angry when his boss insults him in front of some co-workers. However, the workers future prospects in the organizations and his fate are in the hands of the boss. In such situations. the resentful worker may pick a quarrel with his wife, kick the cat, beat his children. (poor fellows, without having done anything they have to face the consequences of what happened in the organization !) . or , more constructively, work off his feelings by chopping wood, by cursing and swearing, or engaging in violet exercises or horseplay of an aggressive nature. A typical example is seen when a disgruntled employee continually picks on a week colleague and makes him suffer for the frustration factory atmosphere.

Regression : Regression is essentially not acting ones own age. Individual returns to an earlier, less mature level of adjustment and behave in childish way when exposed to frustrating situation, for instance, individual may engage in behaviours such as crying, weeping, sulking or throwing temper- tantrums whenever they are under stress, annoyed or frustrated.

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 Reaction formation :

Individual acts contrary to his real feelings and emphasizes it with force Thus, an individual who has acquired a reputation as abrasive may behave cordially to minimize his anxieties arising from past abrasive activities. Urge not acceptable to consciousness are repressed and in their stead opposite attitudes or modes of behavior are expressed with considerable force.

Negativism :

Active or passive resistance operating unconsciously.

Negative adaptation :

Accepting things as they are, making psychological adaptations unpleasant situation.

Identification:

Individual may react to the characteristics and achievements of another person as if they were his own. The individual wants to become like someone else and thus, closely associates with his attitudes and actions identification is modeling oneself after another person imitating his or her characteristics, values, attitudes and other allied qualities. It is not simply copying another individual. It relates to incorporation of another individuals thinking and behavior in ones own thinking and behavior. For instance the junior executives take on the vocabulary, style and mannerisms, or even pomposity of their senior boss who may be highly successful.

Insulation: The individual tries to protect himself emotionally by keeping distance from others. He insulates himself, gets detected, uninvolved, aloof and isolated. He may appear self-sufficient but he maintains this behaviour as a protection rather than because he enjoy it. Individuals who learn to

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fear situations where they will fail or be ridiculed are particularly apt to adjust by using the mechanism of insulation.

Devaluation:

Since one of the common causes of self rejection is unfavorable social judgments. One way to defend ones ego against such judgments is to devalue their source. This can be done either by minimizing the importance of judgment or by trying to prove to oneself and others that those who made the adverse evaluation were not competent to pass judgment or were prejudiced.

Importance of frustration in Industry:

The concept of frustration is extremely important in a work situation. Frustrated ambitions, frustrated friendliness, and frustrated self-esteem in work situation lead to nervous tension. The pent up continuing frustrations produce people who are difficult to get along with, or who are centers of poor morale in industry. However, there are some people for whom lack of frustration is the most frustration situation of all. To them, the challenge of finding a way to deal effectively with whatever barriers confront them as they strive for a particular goal is what provides the spice to their job. They actually look forward to meeting these obstacles, and if they did not occur they would probably find their work very drab and dull. In this Activation theory, Scott suggests that human organism needs stimulation and variety in the environment; without this motivation will suffer and frustration may result. To the extent, then, that barriers and obstacles to goals provide variety and stimulation to the employee, they may actually tend to reduce the overall frustration experienced. Knowledge about theories of motivation, though useful, is not enough to motivate employees at work situations. An HR manager must know the specific ways which could help him\her motivate his\her motivate his\her subordinates. It goes to the credit of HRM that it has several readymade techniques and programmed that can be used by the manager. The more important among them, namely, rewards, job enrichment and job rotation, behavior modification, empowerment, goal setting, quality of work-life.

EASY WAYS TO MOTIVATE YOUR EMPLOYEES

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Set Goals Its important to help your employees set goals for themselves. These can include both long-term and short-term goals and they can be both work-related and personal in nature. Often, goals are set on a weekly, monthly, quarterly, or even yearly basis. Many companies use performance management systems, which get every employee on the same page, regardless of his or her position. If they understand the relationship between their specific job and the companys success, theyll often approach their work with a sense of belonging. Frequently, that sense is all it takes to get that individual to finish a given task. And, of course, rewarding your employees for achieving their goals goes a long way toward creating a consistently motivated workforce. Encourage Creative Thinking

Foster an Environment of Fun

Studies have shown that employees are more dependable and productive when they think their workplace is a fun place to come to every day. Ive found that one of the most effective methods of doing this is simply engaging my sales reps in conversations about topics that we both find interesting. Its not necessary to talk to them all day long, but a few minutes here and there throughout the day can work wonders. Little talks like these allow the employee to see you as a regular person, and when your employees like you as a person, they are more likely to listen to you when you need them to get something done.

REWARDS

People join organizations expecting rewards. Firms distribute money and other benefit in exchange for the employees availability, competence and behaviors. The following diagram identifies four types of rewards: membership and seniority, job status, competency and performance.

Membership and Seniority-based Rewards

Benefit an employee receives depends on the firm which he or she joins. An MBA taking up a

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job in Wipro or Infosys gets more benefits than boy or girl who joins a state government undertaking.

In the same firm, a senior employee receives more benefits than employee .Advancement , pay raises, retirement benefits and perquisites depend on seniority of an employee.

Job Status-based Rewards

Every firm rewards employees for the status of the jobs they are holding firms use job evaluation system which helps establish differentials in status of jobs. Status differentials are used as the basis for establishing salary / wage differentials. Jobs that require more skill and effort, have more responsibility and have difficult working conditions would have more value and consequently would be placed in higher pay grades. Firms that do not use job evaluation system still reward job status based on pay survey information about the labor market. A supervisor will receive higher rewards than purchasing assistant as the job of the former enjoys better status than the latter. It has more value to the organization (calculated by job evaluation system or pay survey) and therefore employees in that job receive more status-based rewards in the organization. High status job holders are also rewarded with more perquisites.

One advantage of status-based pay is that it helps maintain feelings of equity. Job evaluation system try to maintain internal equity, that is, to ensure that employees feel their pay is fair when compared to how much other jobs in the firm are paid. Pay survey helps maintain external equity, that is, ensure that employees feel their pay is fair when compared to how much people I other firms are paid. Job-based rewards also motivate employees to compete for positions higher up the organizational hierarchy. Sixth, money acts as punctuation in ones life. It is an attention-getting and effect-producing mechanism Money has, therefore, tremendous importance in influencing employee behavior. Seventh, money is easily vulnerable for manipulation. Other factors like satisfaction, responsibility, a challenging job and the like are nebulous. Payments and the plans with which they are linked are manipulatable. Finally, money will be a powerful motivator for a person who is tense and anxious about lack of money. Many worries and concerns are financially based. It is relaxing to receive sufficient money to clear the outstanding bills and past debts which have been causing tension.

But behavioral scientists think otherwise. They downgrade money as a motivator. They prefer,
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instead, other techniques such as challenging jobs, goals, participation in decision of behavioral scientists to money as a motivator is understandable for at least six reasons. First, money is not important to all people. High achievers, for example, are intrinsically motivated. Money has little impact on such people. Second, people fail to see a direct linkage between monetary and performance. In these days of unionization, protective legislation, seniority based promotion, and the coast of living indexation, pay raises do not depend on performance. Third, for money to motivate the difference in pay increase between a high performer and an average performer must be significant. In practice it rarely is. Fourth, management must have the discretion to reward high performers with more money. This is not possible, thanks to strong unionization. Fifth, relationships among employees are often ruptured because of the scramble for monetary rewards. Finally, financial incentives discourage risk-taking propensity of people. Whenever people are encouraged to think about what they will get for performing a task, they become less inclined to take risk or explore possibilities. The conclusion is that money can motivate some people under some conditions. Put it another way money cannot motivate all people under all circumstances. Studies too attest to the same assertion.

Motivating Employees without Money

The employees who work for your company are naturally motivated. All you need to do is to utilize their natural ability, which you can do without spending a time. That's right! No money. In fact, money can actually decrease an employee's motivation and performance. The first step in utilizing your employees' natural abilities is to eliminate your organization's negative practices that zap away their natural motivation. The second step your organization can take is to develop true motivators which can spark all your employees into being motivated. By decreasing negative zapping demotivators and by adding true motivators, you will tap into your employees' natural motivation. Your employees' natural motivation relies on the fact that all people have human desires for affiliation, achievement, and for control and power over their work. In addition, they have desires for ownership, competence, recognition, and meaning in their work. The following is a list of ten motivation zapping organizational behaviors that will demotivate your employees.

Create an atmosphere full of company politics. Develop unclear expectations regarding your employees' performance. Create a lot of unnecessary rules for employees to follow. Plan unproductive meetings for employees to attend. Promote internal competition between employees.
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 Withhold information critical for employees to perform their work. Provide criticism instead of constructive feedback. Tolerate poor performance so your high performing employees feel taken advantage of. Treat employees unfairly. Underutilize the capability of your employees.

The following are examples of true motivators that will help your employees tap into their natural ability to be motivated. Remember; implement these true motivators without spending money. Instead of focusing on money, focus on how you can make some changes within your organization. If your employees do routine work add some fun and variety to their routine. Provide employees with input and choice in how they do their work. Encourage responsibility and leadership opportunities within your company. Promote social interaction and teamwork between employees. Tolerate learning errors by avoiding harsh criticism. Promote job ownership. Develop goals and challenges for all employees. Provide lots of encouragement. Make appreciation part of your repertoire. Develop measurement that shows performance increase.

By eliminating demotivators and adding in no cost motivators you are tapping into your employees' natural human desires to perform at their maximum level of motivation and productivity. The following are the human desires that you are tapping into.

Desire for activity Desire for ownership Desire for power Desire for affiliation Desire for competence Desire for achievement Desire for recognition Desire for meaning

That's it! Remember; don't work to change one individual at a time. Work to change your organization to decrease the demotivators and thereby increase your employees natural ability to
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self motivates themselves.

Employee motivation
Principles of improving employee motivation and empowerment Employee motivation questionnaires or surveys Staff surveys are usually very helpful in establishing whether staff in your company is motivated and therefore performing to best effect. Aside from the information that questionnaires reveal, the process of involving and consulting with staff is hugely beneficial and motivational in its own right, (see the 'Hawthorne Effect'). Whilst your survey will be unique to your company, your staff issues, your industry and culture, some useful generic guidelines apply to most situations. Although not exhaustive, the following ten points may help you cover the relevant subject areas and help towards establishing facts rather than making assumptions about motivation when designing your own questionnaires on employee motivation. Ten tips for questionnaires on employee motivation

1. What is the 'primary aim' of your company? Your employees may be more motivated if they understand the primary aim of your business. Ask questions to establish how clear they are about your company's principles, priorities and mission. 2. What obstacles stop employees performing to best effect? Questionnaires on employee motivation should include questions about what employees are tolerating in their work and home lives. The company can eliminate practices that zap motivation. 3. What really motivates your staff? It is often assumed that all people are motivated by the same things. Actually we are motivated by a whole range of factors. Include questions to elicit what really motivates employees, including learning about their values. Are they motivated by financial rewards, status, praise and acknowledgment, competition, job security, public recognition, fear, perfectionism, results... 4. Do employees feel empowered? Do your employees feel they have job descriptions that give them some autonomy and allow them to find their own solutions or are they given a list of tasks to perform and simply told what to do?

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5. Are there any recent changes in the company that might have affected motivation? If your company has made redundancies, imposed a recruitment freeze or lost a number of key people this will have an effect on motivation. Collect information from employees about their fears, thoughts and concerns relating to these events. Even if they are unfounded, treat them with respect and honesty.

6. What are the patterns of motivation in your company? Who is most motivated and why? What lessons can you learn from patches of high and low motivation in your company?

7. Are employee goals and company goals aligned? First, the company needs to establish how it wants individuals to spend their time based on what is most valuable. Secondly this needs to be compared with how individuals actually spend their time. You may find employees are highly motivated but about the "wrong" priorities.

8. How do employees feel about the company? Do they feel safe, loyal, valued and taken care of? Or do they feel taken advantage of, dispensable and invisible? Ask them what would improve their loyalty and commitment.

9. How involved are employees in company development? Do they feel listened to and heard? Are they consulted? And, if they are consulted, are their opinions taken seriously? Are there regular opportunities for them to give feedback?

10. Is the company's internal image consistent with its external one? Your company may present itself to the world as the 'caring airline', 'the forward thinking technology company' or the 'family hotel chain'. Your employees would have been influenced, and their expectations set, to this image when they joined your company. If you do not mirror this image within your company in the way you treat employees you may notice motivation problems. Find out what the disparity is between the employees image of the company from the outside and from the inside.

Data Analysis
Key Info

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Review your data. Try to look at the results of your experiment with a critical eye. Ask yourself these questions:
o o o

Is it complete, or did you forget something? Do you need to collect more data? Did you make any mistakes?

Calculate an average for the different trials of your experiment, if appropriate. Make sure to clearly label all tables and graphs. And, include the units of measurement (volts, inches, grams, etc.). Place your independent variable on the x-axis of your graph and the dependent variable on the y-axis.

Overview
Take some time to carefully review all of the data you have collected from your experiment. Use charts and graphs to help you analyze the data and patterns. Did you get the results you had expected? What did you find out from your experiment? Really think about what you have discovered and use your data to help you explain why you think certain things happened.

Calculations and Summarizing Data

Often, you will need to perform calculations on your raw data in order to get the results from which you will generate a conclusion. A spreadsheet program such as Microsoft Excel may be a good way to perform such calculations, and then later the spreadsheet can be used to display the results. Be sure to label the rows and columns--don't forget to include the units of measurement (grams, centimeters, liters, etc.). You should have performed multiple trials of your experiment. Do you want to calculate the average for each group of trials, or summarize the results in some other way such as ratios, percentages, or error and significance for really advanced students? Or, is it better to display your data as individual data points? Do any calculations that are necessary for you to analyze and understand the data from your experiment.
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Use calculations from known formulas that describe the relationships you are testing. (F = MA , V = IR or E = MC2) Pay careful attention because you may need to convert some of your units to do your calculation correctly. All of the units for a measurement should be of the same scale (keep L with L and mL with mL, do not mix L with mL!)

Graphs
Graphs are often an excellent way to display your results. In fact, most good science fair projects have at least one graph. For any type of graph:

Generally, you should place your independent variable on the x-axis of your graph and the dependent variable on the y-axis. Be sure to label the axes of your graph don't forget to include the units of measurement (grams, centimeters, liters, etc.). If you have more than one set of data, show each series in a different color or symbol and include a legend with clear labels.

Different types of graphs are appropriate for different experiments. These are just a few of the possible types of graphs: A bar graph might be appropriate for comparing different trials or different experimental groups. It also may be a good choice if your independent variable is not numerical. (In Microsoft Excel, generate bar graphs by choosing chart types "Column" or "Bar.") A time-series plot can be used if your dependent variable is numerical and your independent variable is time. (In Microsoft Excel, the "line graph" chart type generates a time series. By default, Excel simply puts a count on the x-axis. To generate a time series plot with your choice of x-axis units, make a separate data column that contains those units next to your dependent variable. Then choose the "XY (scatter)" chart type, with a sub-type that draws a line.) An xy-line graph shows the relationship between your dependent and independent variables when both are numerical and the dependent variable is a function of the independent variable. (In
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Microsoft Excel, choose the "XY (scatter)" chart type, and then choose a sub-type that does draw a line.) A scatter plot might be the proper graph if you're trying to show how two variables may be related to one another. (In Microsoft Excel, choose the "XY (scatter)" chart type, and then choose a sub-type that does not draw a line.)

EMPOWERMENT
Empowerment is one of concepts discussed much in HRM. Empowerment is what young job aspirants are looking for in organizations. More than monetary rewards, it is the feeling that employee owns the job that motivates him or her nowadays. Empowerment may be understood as a process of enhancing feelings of self .efficacy among organizational members through the identification of conditions that foster powerlessness and through their removal by both formal organizational practices and informal techniques of providing efficacy information Empower employees are energetic and passionate. They aspire to do better job because they get personally rewarded for doing job.

Empowerment consist five stages. The first stage involves identifying .The conditions existing in the organizations that lead to feelings of powerlessness on the part of organizational members. These conditions manifest through poor communication, centralized resources, and authoritarian styles of leadership, low incentive value rewards, low task variety and unrealistic performance goals.

Diagnosis being completed as suggested above, the next stage is to introduce empowerment strategies and techniques. Use of participative management implementing merit-Pay systems and job enrichment are example of possible empowerment practices.

Empowerment result in performance

Empowerment is facilitated by a combination of factors including values, leadership, job structure and reward systems. Empowerment occurs when power of decision making and authority to share resources go to employees who then experiences a sense of ownership and control over jobs. Empowered employees know that know that their jobs belong to them. Given a say on how things are done, employees feel more responsible. When they feel responsible, they show more initiative in their
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work, get more done and enjoy the work more. The following tips may be useful in empowering employees: 1.Delegate responsibility and along with it authority. role with that of partner role.

2.Have tolerance for mistakes committed by subordinates. Demonstrate this tolerance through deeds and words.

3.Share information with subordinates. Empowered employees need sufficient information to get full perspective.

4.Allow teams to form. Teams are the best vehicles to empowerment.

5.Performance feedback is always important. It is particularly important for newly empowered employees. Feedback enhances learning and can provide needed assurance that the job is being mastered. Empowerment needs to be implemented with caution. Where employees suffer from inflated egos and are highly self-centered, empowerment does not work. Many employees entertain the feeling that they are subjected to be led and not to led. Empowerment has no appeal to such subordinates. When employees look for secured but not challenging jobs, empowerment sounds hollow.

Employee motivation principles - a short case study - sound familiar? When Michael started his own consultancy he employed top people; people he'd worked with in the past who had shown commitment, flair and loyalty and who seemed to share his values. But a few months down the line one of his team members started to struggle. Jo was putting in the hours but without enthusiasm. Her confidence was dropping; she was unfocused and not bringing in enough new business.

The granddaddy of motivation theory, Frederick Herzberg, called traditional motivation strategies 'KITA' (something similar to Kick In The Pants). He used the analogy of a dog. When the master wants his dog to move he either gives it a nudge from behind, in which case the dog moves because it doesn't have much choice, or he offers it a treat as an inducement, in which case it is not so much motivated by wanting to move as by wanting choc drops! KITA does the

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job (though arguably not sustainable) but it's hard work. It means every time you want the dog to move you have to kick it (metaphorically).

Wouldn't it be better if the dog wanted to move by itself? Transferring this principle back in to the workplace, most motivation strategies are 'push' or 'pull' based. They are about keeping people moving either with a kick from behind (threats, fear, tough targets, complicated systems to check people follow a procedure) or by offering choc drops (bonuses, grand presentations of the vision, conferences, campaigns, initiatives, etc). 10 management motivation examples to illustrate that there are better ways to motivate employees

Blaire Palmer's experience has enabled her to work with a wide range of individuals and groups from a variety of backgrounds. Some of these people are highly motivated themselves, but struggle to extend this state of mind to the people they manage. Other people are at the receiving end of KITA motivation strategies that (obviously) aren't working on them. These people know they 'should' be more engaged with their work. Sometimes they fake it for a few months but it's not sustainable. In this paper Blaire identifies some common assumptions about motivation and presents some new paradigms that can help motivate more effectively.

By adding these coaching tools and motivation principles to your capabilities you should find the job of leading those around you, and/or helping others to do the same, more of a joyful and rewarding activity. Instead of spending all your time and energy pushing and cajoling (in the belief that your people's motivation must come from you) you will be able to focus on leading your team, and enabling them to achieve their full potential - themselves.

Ultimately, motivation must come from within each person. No leader is ever the single and continuing source of motivation for a person. While the leader's encouragement, support, inspiration, and example will at times motivate followers, the leader's greatest role in motivating is to recognize people for who they are, and to help them find their own way forward by making best use of their own strengths and abilities. In this way, achievement, development, and recognition will all come quite naturally to the person, and it is these things which are the true fuels of personal motivation.

By necessity these case studies initially include some negative references and examples, which I would urge you to see for what they are. How not to do things, and negative references, don't normally represent a great platform for learning and development.
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In life it's so important always to try to accentuate the positive - to encourage positive visualisation - so, see the negatives for what they are; silly daft old ways that fail, and focus on the the positives in each of these examples. There are very many.

JOB ENLARGEMENT, ENRICHMENT AND ROTATION

Job is a significant aspect in ones life. It is the primary institution through which the employee satisfies his or her diverse needs. He or she earns a living from the job, socialize in work organizations, and realizes potentialities through work. Work is also a primary means of achieving goals-economic, social, political and cultural. People, in general, spend a considerable amount of time working. In fact, seems to be the only thing that people can do eight hours or more, day after day, without much interruption. All the other activities one enjoys, such as eating, plying and sex, no matter how much one enjoys these, are easily suitable. In our society, we philosophy upon work and treat it as worship.

Naturally, job has become a serious subject for social scientists and practicing managers. It has become an issue for many workers because it is losing its intrinsic value. Some workers express dissatisfaction with their jobs, and this dissatisfaction seems to have an adverse effect on motivation and quality of life general.

Attempts have been made to use jobs for motivating employees in organizations. Job enrichment and rotation are but example in that direction.

Job Enrichment
First coined by Herzberg in his famous research on motivators and maintenance factors, job enrichment has now become a popular concept.

It simply means adding a few more motivators to a job to make it more rewarding. To be specific, a job is enriched when the nature of the job is exciting, challenging, and creative, or it gives the job holder more decision-making, planning and controlling powers.

According to Herzberg, an enriched job has eight characteristics. These features are described as follows and illustrated.
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1.Direct feedback: Employees should be able to get immediate knowledge of the results they are achieving. The evaluation of performance can be built into a job (as in an electronic spellchecker, indicating the presence or absence of errors) or provided by supervisor. 2.Clint Relationship: An employee who serves a client or a customer directly has an enriched job. The client can be from outside the firm (such as a mechanic dealing with car owner) or from inside (such as a computer operator running a job for another department). 3.New learning: An enriched job allows its incumbent to feel that he\she is growing mentally. An assistant who clips relevant newspaper articles for his\her boss is, doing an enriched job. 4.Scheduling Own Work: Freedom to schedule ones own work contributes to enrichment. Deciding when to tackle which assignment is an example of self-scheduling. Employees who perform creative work have a greater opportunity to schedule their assignments than employees performing routine jobs. 5.Unique Experience: An enriched job has some unique qualities or features, such as a quality controller visiting suppliers place.

6.Control Over Resources: One approach to job enrichment is for each employee to have control over his\her resources and expenses. For example, he\she must have the authority to order supplies necessary for completing his\her job. 7.Direct Communication Authority: An enriched job allows the worker to communicate directly with people who use his\her output, such as a quality assurance handling a customers complaints about the quality of the company product. 8.Personal Accountability: An enriched job holds the incumbent responsible for the results. He or she receives praise for good work and blame for poor work. Being a direct outgrowth of herzbergs two-factor theory of motivation, job enrichment is a valuable motivational technique. A few studies conducted in the US demonstrated the usefulness of job enrichment as a motivator. For example, a study of AT&T with clerical and other company employees showed a positive improvement in job performance, and satisfaction after job enrichment.

The usefulness if job enrichment in motivating employees is well-known to everyone, specially

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to people working in government establishments. A laboratory technician in the health department of a state-government enterprise experiences frustration after 20 years of working in the same capacity. The incumbent hardly finds the job interesting. The only regular work the employee does on every working day is to sign the attendance register at 10 a.m. He or she, naturally, plans to take voluntary retirement. The frustration of such employees, whose number unfortunately is considerable, can be enriching the jobs. Some cautions about job Enrichment Since job enrichment has been so well-published in recent years, as a method of increasing worker motivation, one can easily be misled by its possibilities. Although job enrichment can cause increased employee motivation there are some other factors that should be considered. 1.Job Enrichment is not a substitute for good Management: Regardless of how enriched jobs might be in an organization, if other environmental factors in the organization are not adequate, job enrichment will have little or no effect. Job enrichment is not a substitute for good supervisory practices, wages, and company policies. 2.Enriched is a Relative Team: As a general rule, job enrichment proposes that jobs with little responsibility should be improved to provide a greater responsibility for the incumbent. However, we must remember that describing a job as one with little responsibility carries an implicit assumption about the person occupying that role. While the job may appear to be boring to the observer, the person actually performing the job may find it quite challenging. 3.Enriching Jobs may Create a Snowball Effect: Given that organizations have a fixed amount of authority to distribute among its member, enriching one persons job means taking authority away from another (most likely the manager). This not only present system design problems (for example, rewriting job descriptions) but it can also present a practical barrier since labour unions may resist a scheme that eliminates jobs. 4.Job Enrichment Assumes that Workers want More Responsibility: Clearly, if we take extreme case of a worker who is motivated by a lack of responsibility, then job enrichment for this person would be disaster. For workers, who for a variety of reasons, are satisfied with their current level of responsibility, job enrichment cause more problems that it may cure. 5.Job Enrichment may have Negative Short-term Effects: For a short time after an increase I the job responsibility, it is not unusual for organizations to experience a drop in productivity, as workers become accustomed to the new work systems. After this initial drop, however, many firms report an increased productivity that job enrichment is supposed to produce. If an evaluation of a job-enrichment programme is made too early, the management may erroneously conclude that the programme is not working.

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6.Job Enrichment is a Static Process: People become bored in their jobs because their capacity to make decisions is not fully utilized. Even though the job is changed to utilize this capacity, there is ample evidence to suggest that personal capacity is a dynamic, developing attribute. It is likely, therefore, that after a period of time (the exact amount varies from person to person) the worker will outgrow the enriched job. If this occurs, additional enrichment will be required to fully utilize the individuals increased capacity. If jobs cannot be changed over time to use this capacity, the worker could be transferred to another job which has a higher level of work (promotion). 7.Participation can Affect the Enrichment Process: Herzberg originally recommended that workers should not be involved in the enrichment process. His logic was that workers are often conditioned to see their jobs in terms of Hygiene factors and are unable to respond to the job content. No doubt, this is a factor that the management must consider in the participation process, but recent research indicted that participation can have a positive effect. 8.Change is Difficult to Implement: As is too well-known, any change is resisted and this applies to job enrichment jobs through increasing the level of responsibility will result in an increased motivation. On the other hand, our knowledge about change processes tells us that this type of change is one of the most difficult things to implement in a work situation. The initiation of a job-enrichment programme must take this factor into account. In other words, employees are not likely to be elated at the announcement of a job-enrichment programme.

Job Enlargement
Job enlargement refers to the expansion of the number of different tasks performed by an employee in a single job. For example, an auto mechanic switches from only changing oil to changing oil, greasing, and changing transmission fluid. Job enlargement attempts to add somewhat similar tasks to the job so that it will have more variety and more interesting. Figure shows the distinction between job enrichment and job enlargement. Historically too, job enlargement preceded job enrichment. 1.Task Variety Highly fragmented jobs requiring a limited number of unchanging responses tend to be extremely monotonous. Increasing the number of tasks to be performed can reduce the level of boredom.

2.Meaningful Work Modules Frequently, jobs are enlarged so that one worker completes a whole unit of work, or a major portion of it. This tends to increase satisfaction by allowing workers to appreciate their contribution to the entire project or product.
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3.Ability Utilization: Workers derive greater satisfaction from jobs that best utilize their physical and mental skills and abilities. Enlarged jobs tend to fulfill this condition. However, the management must be careful not to enlarge jobs too much, because jobs that require more skills and abilities than the worker possesses lead to frustration and present obstacles to task accomplishments. Enlarged jobs with optimal levels of complexity, on the other hand, create tasks that are challenging but attainable. 4.Worker-paced Control: Job-enlargement schemes often move a worker from a machine-paced production line to a job in which, if they can vary the rhythm and work at their own pace. 5.Performance Feedback: Workers performing narrow jobs with short performance cycles repeat the same set of motions endlessly, without meaningful and points. As a result, it is difficult to count the number of finished performance cycles. Even if they are counted, the feedback tends to be meaningless. Enlarged jobs allow for more meaningful feedback, and can be particularly motivated if it tied to evaluation and organizational rewards.

Although the benefits of job enlargement are several, certain disadvantages cannot be ignored. First training costs tend to rise. Workers may require additional training for their new, enlarged tasks. Besides if the job-enlargement programme involves breaking up of the existing production line of work system, redesigning a new2 system and training employees to adjust to it, the cost can be substantial. Moreover, productivity may fall during the introduction of a new system. Another drawback is that unions often argue for increased pay because of the increased work load. Finally, even after enlargement, many jobs may still be routine and boring.

Employee Understanding Motivation The employees who work for your company are naturally motivated. All you need to do is to utilize their natural ability, which you can do without spending a dime. That's right. No money. In fact, money can actually decrease an employee's motivation and performance. The first step in utilizing your employees' natural abilities is to eliminate your organization's negative practices that zap away their natural motivation. The second step your organization can take is to develop true motivators, which can spark all your employees into being motivated. By decreasing negative zapping demotivators and by adding true motivators, you will tap into your employees' natural motivation. Your employees' natural motivation relies on the fact that all people have human desires for affiliation, achievement, and for control and power over their work. In addition, they have desires for ownership, competence, recognition, and meaning in their work.But there are several ways that management unwittingly demotivates employees and diminishes, if not outright destroys, their enthusiasm. Many companies treat employees as disposable. At the first sign of business difficulty,
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employees-who are usually routinely referred to as "our greatest asset"-become expendable?Employees generally receive inadequate recognition and reward: About half of the workers in our surveys report receiving little or no credit, and almost two-thirds say management is much more likely to criticize them for poor performance than praise them for good work. Management inadvertently makes it difficult for employees to do their jobs. Excessive levels of required approvals, endless paperwork, insufficient training, failure to communicate, infrequent delegation of authority, and a lack of a credible vision contribute to employees' frustration. Clearing Up Common Myths about Employee Motivation The topic of motivating employees is extremely important to managers and supervisors. Despite the important of the topic, several myths persist -- especially among new managers and supervisors. Before looking at what management can do to support the motivation of employees, it's important first to clear up these common myths. Basics about Employee Motivation (Including Steps You Can Take) Basic Principles to Remember 1. Motivating employees starts with motivating yourself It's amazing how, if you hate your job, it seems like everyone else does, too. If you are very stressed out, it seems like everyone else is, too. Enthusiasm is contagious. If you're enthusiastic about your job, it's much easier for others to be, too. Also, if you're doing a good job of taking care of yourself and your own job, you'll have much clearer perspective on how others are doing in theirs.

A great place to start learning about motivation is to start understanding your own motivations. The key to helping to motivate your employees is to understand what motivates them. So what motivates you? Consider, for example, time with family, recognition, a job well done, service, learning, etc. How is your job configured to support your own motivations? What can you do to better motivate yourself?

2. Always work to align goals of the organization with goals of employeesas mentioned above, employees can be all fired up about their work and be working very hard. However, if the results of their work don't contribute to the goals of the organization, then the organization is not any better off than if the employees were sitting on their hands -- maybe worse off! Therefore, it's critical that managers and supervisors know what they want from their employees. These preferences should be worded in terms of goals for the organization. Identifying the goals for the organization is usually done during strategic planning. Whatever steps you take to support the motivation of your employees (various steps are suggested below), ensure that employees have strong input to identifying their goals and that these goals are aligned with goals of the organization. (Goals should be worded to be "SMARTER".

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3. Key to supporting the motivation of your employees is understanding what motivates each of them each person is motivated by different things. Whatever steps you take to support the motivation of your employees, they should first include finding out what it is that really motivates each of your employees. You can find this out by asking them, listening to them and observing them.

4. Recognize that supporting employee motivation is a process, not a taskOrganizations change all the time, as do people. Indeed, it is an ongoing process to sustain an environment where each employee can strongly motivate themselves. If you look at sustaining employee motivation as an ongoing process, then you'll be much more fulfilled and motivated yourself.

5. Support employee motivation by using organizational systems (for example, policies and procedures)--don't just count on good intentions dont just count on cultivating strong interpersonal relationships with employees to help motivate them. The nature of these relationships can change greatly, for example, during times of stress. Instead, use reliable and comprehensive systems in the workplace to help motivate employees. For example, establish compensation systems, employee performance systems, organizational policies and procedures, etc., to support employee motivation. Also, establishing various systems and structures helps ensure clear understanding and equitable treatment of employees.

Methodology
The research design for this study employed a descriptive survey method. The target population of this study included employees at the Piketon Research and Extension Center and Enterprise Center (centers). The sample size included all 25 employees of the target population. Twentythree of the 25 employees participated in the survey for a participation rate of 92%. The centers are in Piketon, Ohio.

The mission of the Enterprise Center is to facilitate individual and community leader awareness and provide assistance in preparing and accessing economic opportunities in southern Ohio. The Enterprise Center has three programs: alternatives in agriculture, small business development, and women's business development. The mission of the Piketon Research and Extension Center is to conduct research and educational programs designed to enhance economic development in southern Ohio. The Piketon Research and Extension Center has five programs: aquaculture, community economic development, horticulture, forestry, and soil and water resources.
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From a review of literature, a survey questionnaire was developed to collect data for the study (Bowen & Radhakrishna, 1991; Harpaz, 1990; Kovach, 1987). Data was collected through use of a written questionnaire hand-delivered to participants. Questionnaires were filled out by participants and returned to an intra-departmental mailbox. The questionnaire asked participants to rank the importance of ten factors that motivated them in doing their work: 1=most important . . . 10=least important. Face and content validity for the instrument were established using two administrative and professional employees at The Ohio State University. The instrument was pilot tested with three similarly situated employees within the university. As a result of the pilot test, minor changes in word selection and instructions were made to the questionnaire.

Results and Discussion

The ranked order of motivating factors were: (a) interesting work, (b) good wages, (c) full appreciation of work done, (d) job security, (e) good working conditions, (f) promotions and growth in the organization, (g) feeling of being in on things, (h) personal loyalty to employees, (i) tactful discipline, and (j) sympathetic help with personal problems.

A comparison of these results to Maslow's need-hierarchy theory provides some interesting insight into employee motivation. The number one ranked motivator, interesting work, is a selfactualizing factor. The number two ranked motivator, good wages, is a physiological factor. The number three ranked motivator, full appreciation of work done, is an esteem factor. The number four ranked motivator, job security, is a safety factor. Therefore, according to Maslow (1943), if managers wish to address the most important motivational factor of Centers' employees, interesting work, physiological, safety, social, and esteem factors must first be satisfied. If managers wished to address the second most important motivational factor of centers'
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employees, good pay, increased pay would suffice. Contrary to what Maslow's theory suggests, the range of motivational factors is mixed in this study. Maslow's conclusions that lower level motivational factors must be met before ascending to the next level were not confirmed by this study.

The following example compares the highest ranked motivational factor (interesting work) to Vroom's expectancy theory. Assume that a Centers employee just attended a staff meeting where he/she learned a major emphasis would be placed on seeking additional external program funds. Additionally, employees who are successful in securing funds will be given more opportunities to explore their own research and extension interests (interesting work). Employees who do not secure additional funds will be required to work on research and extension programs identified by the director. The employee realizes that the more research he/she does regarding funding sources and the more proposals he/she writes, the greater the likelihood he/she will receive external funding.

Because the state legislature has not increased appropriations to the centers for the next two years (funds for independent research and extension projects will be scaled back), the employee sees a direct relationship between performances (obtaining external funds) and rewards (independent research and Extension projects). Further, the employee went to work for the centers, in part, because of the opportunity to conduct independent research and extension projects. The employee will be motivated if he/she is successful in obtaining external funds and given the opportunity to conduct independent research and extension projects. On the other hand, motivation will be diminished if the employee is successful in obtaining external funds and the director denies the request to conduct independent research and Extension projects.

The following example compares the third highest ranked motivational factor (full appreciation of work done) to Adams's equity theory. If an employee at the centers feels that there is a lack of appreciation for work done, as being too low relative to another employee, an inequity may exist and the employee will be dis-motivated. Further, if all the employees at the centers feel that there is a lack of appreciation for work done, inequity may exist. Adams (1965) stated employees will attempt to restore equity through various means, some of which may be counter- productive to organizational goals and objectives. For instance, employees who feel their work is not being appreciated may work less or undervalue the work of other employees.

This final example compares the two highest motivational factors to Herzberg's two-factor theory. The highest ranked motivator, interesting work, is a motivator factor. The second ranked motivator, good wages is a hygiene factor. Herzberg, Mausner, & Snyderman (1959) stated that to the degree that motivators are present in a job, motivation will occur. The absence of
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motivators does not lead to dissatisfaction. Further, they stated that to the degree that hygienes are absent from a job, dissatisfaction will occur. When present, hygienes prevent dissatisfaction, but do not lead to satisfaction. In our example, the lack of interesting work (motivator) for the centers' employees would not lead to dissatisfaction. Paying centers' employees lower wages (hygiene) than what they believe to be fair may lead to job dissatisfaction. Conversely, employees will be motivated when they are doing interesting work and but will not necessarily be motivated by higher pay.

The discussion above, about the ranked importance of motivational factors as related to motivational theory, is only part of the picture. The other part is how these rankings compare with related research. A study of industrial employees, conducted by Kovach (1987), yielded the following ranked order of motivational factors: (a) Interesting work, (b) Full appreciation of work done, and (c) Feeling of being in on things. Another study of employees, conducted by Harpaz (1990), yielded the following ranked order of motivational factors: (a) Interesting work, (b) Good wages, and (c) Job security.

In this study and the two cited above, interesting work ranked as the most important motivational factor. Pay was not ranked as one of the most important motivational factors by Kovach (1987), but was ranked second in this research and by Harpaz (1990). Full appreciation of work done was not ranked as one of the most important motivational factors by Harpaz (1990), but was ranked second in this research and by Kovach (1987). The discrepancies in these research findings supports the idea that what motivates employees differs given the context in which the employee works. What is clear, however, is that employees rank interesting work as the most important motivational factor.

Are Your Employees Having Fun Yet?

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Are you having fun as a manager or is it a lot of work? Is your team enjoying themselves? How often do you hear laughter flowing through the workspace? We get so busy doing the work that we forget how important it is to enjoy the people we work with. Everyone is there to do a job and thats fairly obvious to most people. Yet, as their manager, you need to know that happy employees are productive and definitely more loyal to you and the company.

Fun comes in different formats: planned fun events such as company picnics, holiday parties or special launch events. Then there is the spontaneous fun experiencethe manager brings in bagels and muffinsjust because. Both kinds of fun build employees productivity, though the every day type of fun adds more value to the overall happiness of your employees. Question: Do you say we have so much work to do, that it is impossible to fit in a fun event during the day. If you were to create a 10-minute fun experience for the staff, would the work really suffer? I dont think so! Its all a matter of priority that fun is for you and your team. Youre the manageryou set the tone of a working environmentwill there be fun or not? Fun energizes your team. Start small and build your fun muscles. Here are some fun ideas that you can bring back to your team:Create fun specialists that generate fun ideasyou can have an opinion here. Food is always a great way to bring people together. Bring in bagel and muffins in the morning, put out some candy, pop some popcorn or pizza for lunch. Whatever your budget, you can always find a goody to share.

One company had employees from different countries. They had a potluck luncheon where everyone brought in a special ethnic dish to share with others. Have someone organize a Friday night after work gathering Birthday fun.bring in a balloon or whatever fun idea you have to recognize a persons birthday. Or have a birthday card passed around for everyone to sign and then give it to the birthday person.

New hire gathering. One company of 20 people scheduled a half-hour before the close of the day for a cookies and drinks event. Everyone introduce himself or herself to the new person, sharing with the new person one fun fact about themselves. Lots of laughter going on here and

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the new person felt it..what a great way to introduce this person to the team. By the way, the new person also had to offer one fun fact about them. Schedule spontaneously a random acts of kindness day where everyone has to do one kind thing to someone that day without them knowingbring in lunch, or as the day closes, come together over some goodies to celebrate a great day. Creating a fun workplace and thought this would be great material in your own brainstorming: Have fun today!

Understanding Employee Drives and Motivations - The First Step Towards Motivation at Work Soon to be completed and published: A practical step-by-step guide on the subject for managers, supervisors, trainers, and human resources directors. List yourself here to be advised when the book will be ready for sale.

However large or small a company or business is, it is employees at all levels that can make or break it. This holds true not only for the people we hire on a regular basis, but also for temporary and contracted workers. It is as important to research and study the needs, drives, and expectations of people we hire or employ, and aim at responding to and satisfying those, as it is with regard to customers.

In actual fact, considering the role each "employee" plays in a company's success, analyzing and planning an adequate response to employees' motivations deserves first place in the order of business.

Before going any further, let us shift our approach from grouping people under the generic category of "employee" to individual human beings and term them as "hired workers" or "working partners". This is what they are. We must acknowledge them as human beings with individual needs, drives, characteristics, personalities, and acknowledge their contribution to the business success.

Though each person has specific needs, drives, aspirations, and capabilities, at varying degrees of intensity, people's basic needs are the same, as illustrated by Abraham Maslow in the following model:

It is only when these needs are met that workers are morally, emotionally, and even physically

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ready to satisfy the needs of the employer and the customers. Worker motivation must also be viewed from two perspectives:

1. Inner drives 2. Outer (external) motivators.

A person's inner drives push and propel him/her towards an employer, a particular job, career, line of study, or other activity (such as travel or recreation). It is these drives that Maslow delineates in his hierarchy of needs, and which we must understand and internalize, use as guidelines in our efforts to help employees feel motivated. The outer (external) motivators are the mirror image the employer or outside world offers in response to the inner drives. In order to attract the "cream of the crop" of available workers, same as in his/her dealings with customers, the employer not only tries to satisfy these basic needs, but to exceed them - taking into consideration additional extraordinary needs individual workers have.

Most workers need to:

1. Earn wages that will enable them to pay for basic necessities and additional luxuries such as the purchase of a home, or travel 2. Save for and enjoy old age security benefits 3. Have medical and other insurance coverage 4. Acquire friends at work 5. Win recognition 6. Be acknowledged and rewarded for special efforts and contributions 7. Be able to advance in life and career-wise 8. Have opportunities for self-development 9. Improve their skills, knowledge, and know-how 10. Demonstrate and use special gifts and abilities 11. Realize their ideal(s).

The employer responds to those needs by offering and providing:

1. Employment 2. Adequate pay 3. Assistance to workers for their special needs (such as child care arrangements, transportation, flexible work schedules)
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4. Job security (to the degree possible) 5. Clear company policies 6. Clear and organized work procedures 7. A stable, just and fair work environment 8. A safe work environment 9. Medical coverage and other benefits 10. An atmosphere of teamwork and cooperation 11. Social activities 12. Reward and recognition programs 13. Incentive programs 14. Open lines of communication (formal and informal) 15. Systematic feedback 16. Training and development programs 17. Opportunities for promotion 18. Company/ business information 19. Information on customer feedback 20. Sharing of company goals and objectives 21. Information on the market situation and industry 22. Future expectations 23. Plans for the future 24. Guidance and mentoring.

It is important that the employer discover other extraordinary needs applicants have before hiring them and know beforehand whether he/she can satisfy those needs or not. An employee may have:

Family responsibilities and be unable to work shifts, overtime, or weekends Heavy financial responsibilities which he/she can meet only by working at two jobs, leading to exhaustion, "sick leave", and deficient work performance A desperate financial need for additional overtime and weekend remuneration Premature expectations of swift promotions. Some other needs the employer can expect, for which company policies should be planned accordingly: If the company is in a remote location, all employees will have a need for more social activities Many single people look for dates and spouses at work Some women may not be ready to work late shifts unless the employer provides transportation back home Some workers may have a problem with drug or alcohol abuse.

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In addition to needs and drives, adult workers have expectations from their employer - they expect:

A knowledgeable, experienced, expert employer Clear and fair policies, procedures, and employment practices Business integrity Clear job descriptions Two-way communications Effective management and supervision Positive discipline Good company repute Good customer relations Company survival Opportunities for personal growth Company growth A share in the company's success.

Business owners and managers are under constant scrutiny by the people they hire. Adult workers care beyond the salary - they care to know to whom they entrust their fate, reputation, and security. They consider their work as a major factor that shapes their lives and the lives of those dear to them. Hence the scrutiny. Once they feel confident that the employer and their place of work is what they wished for and expected, they are ready to contribute above and beyond "the call of duty".

Most of these needs, expectations and aspirations are unexpressed - it is up to the employer to develop a good system of company communications, employee relations, training and development that will lead to an environment of openness, cooperation, teamwork, and motivation that will benefit all the parties involved.

Motivational theory
Employee motivation theory team building activities, workshops, inspirational quotes, and the power of positive experience Alignment of aims, purpose and values between staff, teams and organization is the most fundamental aspects of motivation. The batter the alignment and personal association with organizational aims, the better the platform for motivation.

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Where the people find it difficult to align and associate with the organizational aims, then most motivational ideas and activities will have a reduced level of success. Motivation is a complex area. Its different for reach person. See the personality materials for useful explanation about different motivational needs.

Motivational receptiveness and potential in everyone changes from day to day, from situation to situation, Get the alignment and values right, and motivational methods work better. Motivational methods of any sort will not work if people and organization are not aligned. People are motivated towards something they can relate to and something they can believe in. Times have changed. People want more. You should view the following motivational methods and ideas as structure, activities and building blocks, to be used when you have a solid foundation in place. The following is a cohesive alignment of peoples needs values with the aims and purpose of the organization.

Motivation and creativity

Creativity and initiative are crucial capabilities for modern organizational effectiveness. Juggling and other games activities dispel the notion that actions must be according to convention and that response can only be to stimulus. Successful organizations have staff that initiate, create, innovate, and find new ways to do things better, without being told. Using mind and body together in a completely new way encourages pro-active thought and lateral thinking, which opens people's minds, and develops creative and initiative capabilities. See the brainstorming process, which integrates well with team building activities and workshops. See also the workshops process and ideas.

Motivation for problem-solving and decision-making Problem-solving is integral to decision-making - see the problem-solving and decision-making section. Learning to juggle or taking part in new challenging stimulating activities uses the intuitive brain to solve the problem, the same part that's vital for creatively solving work problems. People who can solve problems creatively can make decisions - and organizations need their staff and employees to have these abilities.

Physical activity is motivational

Team building activities like juggling, construction exercises, or outdoor games, get the body
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moving, which is good for general health and for an energetic approach to work. A minute of juggling three balls is 200 throws, the equivalent of pumping over 20 kilos. Physical activity also provides significant stress relief, and stress management is part of every organization's duty of care towards its employees. People concentrate and work better when they have had some light exercise and physical stimulus. Physical activity energizes people and reduces stress and tension. See details on the stress section.

Team building workshops are empowering and motivational See the section on workshops. Workshops are good vehicles for team building games and activities, and also great for achieving team consensus, collective problem-solving, developing new direction and strategy, and to support the delegation and team development process (see the Tannenbaum and Schmidt Continuum for example).

Team building games and activities are motivational

Learning new things - even simple skills like plate-spinning - help to build confidence, promote team-working and unleash creativity. Taking part in workshops and brainstorming sessions are empowering activities. Combine all three and it's even more effective for team building, development and motivation. See particularly the 'Hellespont Swim' case study and exercise. If you think about it, all manner of left-side-brain conventional training and business skills can be integrated within an innovative, participative right-side-brain activity-based approach, to increase interest, participation, involvement, retention and motivation.

Saying thanks is hugely motivational

Saying thanks and giving praise are the most commonly overlooked and under-estimated ways of motivating people. And it's so easy. Saying thanks is best said naturally and from the heart, so if your intentions are right you will not go far wrong. When you look someone in the eye and thank them sincerely it means a lot. In front of other people even more so. The key words are the ones which say thanks and well done for doing a great job, especially where the words recognize each person's own special ability, quality, contribution, and effort, whatever. People always appreciate sincere thanks, and they appreciate being valued as an individual even more. When you next have the chance to thank your team or an individual team-member, take the time to find out a special thing that each person has done and make a point of mentioning these things. Doing this, the praise tends to carry even greater meaning and motivational effect.

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Motivational quotes - using inspirational quotations and sayings is motivational Inspirational quotations, and amusing maxims and sayings are motivational when used in team building sessions, conferences, speeches and training courses. Inspirational quotes contribute to motivation because they provide examples and role models, and prompt visualization. Inspirational quotes stimulate images and feelings in the brain - both consciously and unconsciously. Powerful positive imagery found in motivational quotations and poems is genuinely motivational for people, individually and in teams, and can help to build confidence and belief. Inspirational examples motivate people in the same way that the simple 'power of positive thinking', and 'accentuate the positive' techniques do - people imagine and visualize themselves behaving in the way described in the quotation, saying, story or poem. Visualization is a powerful motivational tool - quotes, stories and poems provide a very effective method for inspiring and motivating people through visualization, imagination and association. See the stories section, and 'If', Rudyard Kipling's famous inspirational poem.

Here are a few motivational quotes, relating to different situations and roles, for example; achievement, management, leadership, etc. When using quote for motivation it's important to choose material that's relevant and appropriate. Motivational posters showing inspirational quotes or poems can be effective for staff and employee motivation, and in establishing organizational values. There are more quotations about inspiration and achievement on the quotes section. These quotes all make effective motivational posters, and are excellent materials for motivational speakers:

Motivational quotes
"We cannot solve our problems with the same level of thinking that created them." (Albert Einstein) "It is amazing what you can accomplish if you do not care who gets the credit." (President Harry S Truman) "In the midst of winter, I finally learned that within me there lay an invincible summer." (Albert Camus, 1913 - 1960, French author & philosopher) "If you're not part of the solution you must be part of the problem." (the commonly paraphrased version of the original quote: "What we're saying today is that you're either part of the solution, or you're part of the problem" by Eldridge Cleaver 1935-98, founder

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member and information minister of the Black Panthers, American political activist group, in a speech in 1968 - thanks RVP)

"A dream is just a dream. A goal is a dream with a plan and a deadline." (Harvey Mackay - thanks Brad Hanson)

"I have learned that success is to be measured not so much by the position that one has reached in life as by the obstacles overcome while trying to succeed." (Booker T Washington, 1856-1915, American Educator and African-American spokesman, thanks for quote M Kincaid, and for biography correction M Yates and A Chatterjee)

"Most people never run far enough on their first wind to find out they've got a second. Give your dreams all you've got and you'll be amazed at the energy that comes out of you." (William James, American Philosopher, 1842-1910 - thanks Jean Stevens) "Whatever you can do - or dream you can, begin it. Boldness has genius, power and magic in it." (Johann Wolfgang von Goethe, German writer, 1749-1832 - thanks Yvonne Bent)

"A dwarf standing on the shoulders of a giant may see farther than the giant himself." (Didacus Stella, circa AD60 - and, as a matter of interest, abridged on the edge of an English 2 coin) "If I have seen further it is by standing on the shoulders of giants." (Sir Isaac Newton, 1676.) "The most important thing in life is not to capitalise on your successes - any fool can do that. The really important thing is to profit from your mistakes." (William Bolitho, from 'Twelve against the Gods') "Out of the night that covers me, Black as the pit from pole to pole, I thank whatever gods may be, For my unconquerable soul. In the fell clutch of circumstance, I have not winced nor cried aloud: Under the bludgeoning of chance my head is bloody but unbowed . . . . . It matters not how strait the gait, how charged with punishments the scroll, I am the master of my fate: I am the captain of my soul." (WE Henley, 1849-1903, from 'Invictus') "Management means helping people to get the best out of themselves, not organizing things." (Lauren Appley) "It's not the critic who counts, not the one who points out how the strong man stumbled or how the doer of deeds might have done them better. The credit belongs to the man who is actually in the arena; whose face is marred with the sweat and dust and blood; who strives valiantly; who errs and comes up short again and again; who knows the great enthusiasms, the great devotions and spends himself in a worthy cause and who, at best knows the triumph of high achievement and who at worst, if he fails, at least fails while daring greatly so that his place shall never be
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with those cold and timid souls who know neither victory nor defeat." (Theodore Roosevelt, 23 April 1923.) "The world is divided into people who do things, and people who get the credit. Try, if you can, to belong to the first class. There's far less competition." (Dwight Morrow, 1935.) "What does not kill us makes us stronger." (Attributed to Friedrich Nietzsche, probably based on his words: "Out of life's school of war: What does not destroy me, makes me stronger." from The Twilight of the Idols, 1899) "A life spent in making mistakes is not only more honorable but more useful than a life spent doing nothing." (George Bernard Shaw, 1856-1950.) "I praise loudly. I blame softly." (Catherine the Great, 1729-1796.) . Motivational ideas for sales managers for sales teams (These principles are applicable to all job roles subject to the notes at the end of this item.) Motivation of sales people commonly focuses on sales results, but nobody can actually 'do' a result. What matters in achieving results is people's attitude and activity and the areas of opportunity on which the attitude and activity is directed. What sales people can do is to adopt a positive and creative attitude, and carry out more productive and efficient activity, directed on higher-yield strategic opportunities. By doing these things sales people and sales teams will improve their results. However the tendency remains for sales managers, sales supervisors and team leaders (typically under pressure from above from executives who should know better) to simply direct people to 'meet the target', or to 'increase sales', or worse still, to pressurize customers into accelerating decision-making, which might work in the short-term but is extremely unhelpful in the mediumterm (when business brought forward leaves gaps in the next months' forecasts), and damages the long-term (when as a result of supplier-driven sales pressure, the customer relationship is undermined or ruined). Instead think about what really motivates and excites people, and focus on offering these opportunities to sales people and sales teams, on an ongoing basis. Don't wait until you find yourself 25% behind target with only half of the year remaining, and with targets set to increase as well in the final quarter.

People will not generally and sustainable improve their performance, or attitude when they are shouted at or given a kick up the backside. People will on the other hand generally improve their performance if empowered to develop their own strategic capability and responsibility within the organization. Herzberg, Adams, Handy, Maslow, McGregor, and every other management and motivation expert confirmed all this long ago.

Sales teams generally comprise people who seek greater responsibility. They also seek recognition, achievement, self-development and advancement.
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So if we know these things does it not make good sense to offer these opportunities to them, because we know that doing so will have a motivational effect on them, and also encourage them to work on opportunities that are likely to produce increasing returns on their efforts? Of course. So do it.

If you are managing a sales team try (gently and progressively) exploring with the team how they'd like to develop their experience, responsibilities, roles, status, value, contribution, within the business. Include yourself in this. Usually far more ideas and activity come from focusing on how the people would like to develop their roles and value (in terms of the scale and sophistication of the business that they are responsible for), rather than confining sales people to a role that is imposed on them and which is unlikely to offer sustainable interest and stimulation. All businesses have many opportunities for new strategic growth available. Yours will be no different.

Most employees are capable of working at a far higher strategic level, developing ever greater returns on their own efforts.

Performance improvement is generally found through enabling people and teams to discover and refine more productive and strategic opportunities, which will lead to more productive and motivating activities.

For example: reactive sales people are generally able to be proactive account mangers; account managers are generally able to be major accounts developers; major accounts developers are generally able to be national accounts managers; national accounts mangers are generally able to be strategic partner and channel developers; strategic partner and channel managers are generally able to be new business sector/service developers, and so on... Again include yourself in this.

If necessary (depending on your organizational culture and policies seek approval from your own management/executives for you to embark on this sort of exploration of strategic growth. (If you are unable to gain approval there are many other organizations out there who need people to manage sales teams in this way....)

Obviously part of the approach (and your agreement with your people - the 'psychological contract') necessarily includes maintaining and meeting existing basic business performance target levels. This is especially so since strategic growth takes time, and your business still needs
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the normal day-to-day business handled properly. But people can generally do this, ie., maintain and grow day-to-day performance while additionally developing new higher-level strategic areas, because genuinely motivated people are capable of dramatic achievements. The motivation and capacity to do will come quite naturally from the new responsibility and empowerment to operate at a higher level.

N.B. The principles described above generally apply to most other job roles. People are motivated by growth and extra responsibility, while at the same time the organization benefits from having its people focus on higher strategic aims and activities. Be aware however that people in different roles will be motivated by different things, and particularly will require different types of support and guidelines when being encouraged to work at a higher strategic level. For example, engineers require more detail and clarification of expectations and process than sales people typically do; administrators are likely to require more reassurance and support in approaching change than sales people typically do. For sure your should encourage and enable people to develop their roles, but make sure you give appropriate explanation, management and support for the types of people concerned.

Case studies
Severn Trent Water chooses Capital Bonds to Say Thanks to employees Background Severn Trent Water serves over 8 million people in the heart of the UK, supplying nearly 2 billion liters of drinking water a day in Europe. Since privatization in 1989, Severn Trent Water has invested nearly 5 billion in improving the quality of its service to customers. As a company, they wanted to enhance the quality of their service to employees by improving employee satisfaction and motivation.

Objectives Severn Trent Water required an employee motivation and incentive scheme that empowered managers at a local level to recognize individuals for their exceptional contribution to the company, which directly or indirectly related to improving customer service. It was essential that the provider that undertook the administration of the scheme did so in a cost effective manner as the business operates in a tight regulatory environment. It was also important that rewards offered would appeal to all across the wide spectrum of business processes. Solution Severn Trent Water turned to Capital Incentives and Motivation to implement a cheque book based reward and recognition incentive scheme called Saying Thanks. To launch the campaign, each Business Manager was given a Saying Thanks branded cheque book with a range of serial numbered cheques ranging from 25 - 250 with a covering letter and instructions confirming their reward & recognition budget. The cheques are presented with a
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personal letter of thanks at the discretion of the Business Manager, to employees who have provided an exceptional contribution. The recipients simply return the cheque to Capital Incentives in a pre-paid envelope, specifying their choice of voucher from a selection on the rear of the cheque. Rewards Severn Trent Water chose Capital Bond vouchers to provide recipients with unlimited choice as they can be spent at over 140 famous high street stores from fashion and accessories, home and DIY, leisure and travel to food and drink. To complement the Capital Bond voucher and ensure the employees have maximum choice, vouchers from Argos, Kingfisher, Leisure Vouchers, M&S, Next, Toys R Us and WH Smith were also recommended. Saying Thanks Awards are distributed to the recipient in a Saying Thanks personalized voucher wallet, accompanied by a letter of Congratulations. Capital Incentives & Motivation also manages the administration of the scheme including the implementation of comprehensive audit procedures for every cheque received the processing of cheques and the distribution of vouchers; this is supported by provision of detailed management information.

ResultsThe scheme proves to be an ongoing success according to the Pay & Benefits Manager,: "The 'Saying Thanks' scheme has helped develop the manager and employee relationship as there is a significant 'feel good factor' due to the fact the award is a personal one made by the manager. The scheme has definitely been one of the factors in helping the company improve its customer service levels reported to the industry regulator. The overall company perception has also dramatically improved through the introduction of the scheme. Employees achievements are now recognized upstream in the management hierarchy and as a result this has increased job satisfaction and increased motivation". The employees were also impressed with the scheme as one recipient comments - I always really appreciate receiving a 'Saying Thanks' award. It's nice to be recognized for doing a bit extra and the Capital Bonds are useful as they can be spent in so many different ways."

Maslow's Hierarchy of Needs

The theory of Abraham H. Maslow (1943) on staff motivation is also evident at RBS. Maslow referred to a 'Hierarchy of Needs' which is usually drawn as a pyramid. According to Maslow, the most basic needs on this hierarchy had to be satisfied before workers could look to the next level. Basic physical needs were things like shelter, food, warmth and
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bodily functions. Next, people had to feel safe in their environment. RBS provides these basic needs wherever it creates jobs.

Maslow's higher levels of need are less obvious and less easy to describe but of great importance. Social needs refer to the fact that we want to feel part of something we share in. RBS creates the opportunity for its community of employees worldwide to share in its common goals and vision for the group. It does this by rewarding the people who contribute to its success through their commitment and hard work.

RBS provides 'self actualization' by offering recognition, promotion opportunities and the chance to develop a lifelong career with the Group. The next level 'esteem' - refers to our need to feel valued, that what we do matters. The RBS mindset is that employees can 'make it happen' for themselves. It provides opportunities for all employees through promotion or training and then recognizes their achievements. Through this RBS employees can improve their self-esteem.

At the very top of Maslow's hierarchy is our human need for 'self actualization'. This means we work hard in order to be as good as we possibly can be. RBS meets this by offering recognition, promotion opportunities and the chance to develop a lifelong career with the Group.

Retention: An explanatory study of Swedish employees in the financial sector regarding leadership style, remuneration and elements towards job satisfaction University essay from Vxj universitet/Ekonomihgskolan Author: Sanna Paulsson; Linda Lindgren; [2008]

Keywords: retention; remuneration; reward; leadership; leadership style; management; motivation; employee;

Abstract: Introduction: Companies today are forced to function in a world full of change and complexity, and it is more important than ever to have the right employees in order to survive the surrounding competition. It is a fact that a too high turnover rate affects companies in a negative way and retention strategies should therefore be high on the agenda. When looking at this problem area we found that there may be actions and tools that companies could use to come to terms with this problem. Research told us that leadership, remuneration and elements like participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere is
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important for job satisfaction and retention. Object: The main objective is to increase the understanding regarding employees retention in relation to leadership style, remuneration and elements such as participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere in the Swedish financial

Sector. Method: We wanted to investigate how employee of the Swedish financial sector prefers to be retained, and how they consider and react to the chosen areas. The survey has a quantitative approach with a web based questionnaire and includes 129 respondents from banks, insurance and finance companies. The theoretical framework includes leadership and leadership style, financial as well as non-financial remuneration and research done in later years regarding participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere connected to retention.

Conclusion: The result shows that regarding leadership the respondents prefer leadership based on relations were they feel appreciation. Both appreciations from the closest manager as well as the company management influences employee job satisfaction in a positive way. More money was the most common reason for wanting to change jobs, and when asking how the remuneration system should be designed, base pay with additional bonus and benefits were preferred. But also non financial factors such as participation, feedback, autonomy, fairness, responsibility, development and work-atmosphere must be taken in consideration to satisfy since they seem to increase employees?

Willingness to stay in the company.

What leaders can do to keep their key employees - Retention Management University essay from Goteborgs university/Fretagsekonomiska institutional Author: Lisa Hedberg; Maria Helnius; [2007-09-03T08:22:31Z] Keywords: leadership; recruitment; communication; motivation; key organizational members; retention management; employee turnover;

Abstract: Background: retention management is a highly topical subject and an important dilemma many organizations might face in the future, if not facing it already. We believe that the leader plays a key role in employee retention and retention management. The concept of retention management can both have a narrow, and a broader significance. Both parts of its significance are generally included in this thesis. The background of the thesis present a few articles that discuss issues that makes it important for the organization, and the leaders, to work hard with retention management. The research is based on the leaders in the Finnish case company Tradeka. Following key questions are intended to be answered: What are the
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consequences between leaders actions and employees retention? Which is the leaders role when it comes to retaining employees? Purpose statement: The purpose of the thesis is to investigate and analyze how company leaders today can retain their key employees. How can the provision of key human resources develop a long-term relationship that makes top employees stay in the company? The study aims to establish the procedure leaders apply to retain employees. The purpose is to compare the qualitative study, made at the case company, with findings from the thesis theoretical framework. Research method: The study is a qualitative, as well as a theoretical study where empirical findings and theories has been compared. The intention of investigating and using the Finnish company Tradeka Limited as a case company, is to make the information from the theories more valid, and also the interest in how retention management works in practice. Eleven qualitative interviews were conducted at Tradeka?s financial department, both with supervisors and employees to get a broader view at the phenomenon retention management. Result: Leaders and their skill in creating a culture of retention, has becoming a key in why people stay and what usually drives them away from a company. The leader has become the main factor in what motivates peoples decision to stay or leave. For organizations to keep its key employees their number one priority should be to look at their management, because people leave managers and not companies. Characteristics in a leader that are of importance, as the leader plays a key role in retention management is: trust builder, esteem builder, communicator, talent developer and coach, and talent finder. The leaders relation to the employees plays a central role in retaining employees, because employees need to feel involvement, and that their presence count. When retention is a core value, good things happen for customers, employees, and the company.

Motivation in practice - case study - share save schemes Profit-share and share save schemes have provided good returns for the staff of retailers and other large groups.

In 2002, Tesco paid out 50 million to just over 100,000 of its workers after holding 38 millionworth of shares on their behalf for three years in its profit-share scheme. Since 1999, when the shares were placed in trust for the employees, Tesco's share price had risen by more than 30 per cent, from 188p to 258p when the scheme matured. Employees were able to keep the shares or cash them in.

Staff can join Tesco's profit-share scheme after two years' service. The number of shares allocated to each employee depends on the number of hours they work each week. During 2002, Tesco, which has 195,000 staff, distributed more than 200 million through share save and bonus schemes.

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In February 2002, two Save As You Earn share schemes matured and released 116 million to 37,000 staff who had been saving into the schemes for either three or five years. Savers who had started the scheme three years before could buy Tesco shares at the 1998 option price of 1.36, while savers in the five-year scheme could buy at 83p per share. The shares they bought at these prices were actually worth about 2.35 each.

Those who had saved the maximum 250 per month saw an investment over five years turn into a maturity value of 49,000, a return of almost three times what they put in. Savers who put away as little as 10 per month saw the value of their investment soar from 600 to 1,953 once the savings had been used to buy shares at the end of the five-year term. By contrast, if these employees had saved the same 10 per month into a savings account paying the building society average of 4.8 per cent gross per year, each would have 695.96 before tax after five years.

A Terry Leahy, chief executive of Tesco, said: "The popularity of SAYE has increased dramatically in 21 years as staff recognizes the value of the benefit. The most recent three and five-year schemes to be offered to Tesco staff in October 2001 attracted more than 63,000 applications. This equates to over one in four staff - more than 66 times the 1981 figure when 942 employees signed up for the scheme." Most large companies operate share-save schemes for their staff. Under government rules, employees can save between 5 and 250 per month into a scheme, which can run for three, five or seven years with an option to buy shares in the company at a price determined at the outset. This price is often the market price at outset, but companies have the right to discount the market price by up to 20 per cent - which Tesco did.

Contributions are paid into a bank or building society account nominated by the employer and interest is paid at a rate set universally by the Treasury. This year, the rates were 3.67 per cent gross per annum for three-year schemes, 3.99 per cent for five-year schemes, and 4.07 per cent for seven-year schemes.

Staff makes 36 payments into the three-year scheme, and 60 payments into the five and sevenyear schemes. Their savings are left in the deposit account for an extra two years under the seven-year scheme.

At the end of the period, the employee has the right to choose whether to buy the shares at the pre-determined option price with the savings they have made; or, if the current market price has
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dipped below the price at outset, to take the savings in cash, free of tax, instead. Motivating for success - motivating employees - includes related article on demotivates Nation's Business, March, 1988 by Sharon Nelton

Motivating For Success

"Motivation is excitement about work," Norman M. Scarborough and Thomas W. Zimmerer say in Effective Small Business Management (Merrill Publishing Company, Columbus, Ohio). While motivation does not guarantee high performance, they say, "When employees (and owners and managers) are excited about their work, there is a good likelihood that high performance will follow."

"Motivation is not a sign on the wall that says, 'Gee, let's get motivated,'" says Harvey L. Miller, co-owner with his two brothers of Quill Corporation, a mail-order office supply business in Lincolnshire, Ill. "It has to be a way of life." In his view, creating the right corporate climate is what keeps employees at their peaks. And it starts even before they are hired.

Motivate Your Employees

Creating a dedicated and motivated workplace isn't just about giving raises. Learn how the best employers bring the best out of their employees. Carl La Mell, the president of Clear brook, a nonprofit organization based in Arlington Heights, Illinois that specializes in helping children with developmental disabilities, spends his time among a staff that loves him. Last year, they nominated him for the Best Boss Award given out every year by Winning Workplaces, an organization that honors small-to-midsize business leaders who inspire intensely dedicated workforces. When a spokesman from Winning Workplaces called to inform him that he had won along with 17 others, La Mells humble manner had actually prevented him from learning that he had even made the finalists. I thought the notification e-mail was spam, La Mell says with a smile. I deleted it. La Mells advice for small business owners seeking to keep their own employees motivated is simple: I think it comes down to one wordrespect, La Mell says. You have to respect everyones job in your organization. Its easy to see that La Mell puts his own advice into constant practice. As he makes his way through the Clear brook offices, he takes the time to talk to each person he passes.

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PHYSIOLOGICAL NEEDS - Job security, basic physical needs: the ability to acquire food, shelter, clothing and other basics to survive

SAFETY NEEDS - A safe and non-threatening work environment, job security, safe equipment and installations

SOCIAL NEEDS - Contact and friendship with fellow-workers, social activities and opportunities

EGO - Recognition, acknowledgment, rewards

SELF-ACTUALIZATION - Realizing one's dreams and potential, reaching the heights of one's gifts and talents.

Douglas McGregor's Theory X and Y, whereby he links employee motivation to the way managers express themselves through attitude, behaviour and organizational policies, and his encouragement to manage through democratic involvement rather than unilateral authority.

Frederick Herzberg's two-dimensional theory, distinguishing between "Hygiene Factors" and "Motivational Factors". He explains the hygiene factors (company policy, supervision, interpersonal relations, working conditions and salary) as those elements of the work environment which do not by themselves cause motivation but whose absence lead to job dissatisfaction; while the motivational factors (achievement, recognition, the work itself, responsibility and advancement) do in effect cause increased job motivation. William Ouchi's Theory Z, based on the model of Japanese management and the theory that workers want to have a close, cooperative and participative working relationship with the people they work for. Ouchi's motivational theory is also built around people's individual value and the role they have in determining the organization's success.

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Conclusion
Motivation is an important concept that has been receiving considerable attention from academicians, researchers and practicing HR managers. In its essence, motivation comprises important elements such as the need or content, search and choice of strategies, goal-directed behavior, social comparison of rewards reinforcement, and performance-satisfaction. The increasing attention paid towards motivation is justified because of several reasons. Motivated employees come out with new ways of doing jobs. They are quality oriented. They are more productive. Any technology needs motivated employees to adopt it successfully. Several approaches to motivation are available. Early theories are too simplistic in their approach towards motivation. For example, advocates of scientific Management believe that money is the motivating factor. The Human Relations Movement posits that social contacts will motivate workers.

Mere knowledge about the theories of motivation will not help manager their subordinates. They need to have certain techniques that help them change the behavior of employees.

One such technique is reward. Reward, particularly money, is a motivator according to needbased and process theories of motivation. For the behavioral scientists, however, money is not important as a motivator. Whatever may be the arguments, it can be stated that money can influence some people in certain circumstance. Being an outgrowth of Herzbergs, two factor theory of motivation, job enrichment is considered to be a powerful motivator. An enriched job has added responsibilities. The makes the job interesting and rewarding. Job enlargement refers to adding a few more task elements horizontally. Task variety helps motivate job holders. Job rotation involves shifting an incumbent from one job to another. This reduces boredom and disinterest.

OB Mod uses the reinforcement principle of B.F. skinner to give the management a powerful technique to change employee behavior. Several reputed organizations in a America have used OB Mod programmes successfully to achieve positive results.

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Recommendation
Motivation is essential for each and every organization because its helps in avoiding the frustration and it also create the healthy work environment. . This concern for, and investment in, future scenarios will ingrain unshakable trust and loyalty towards the company. The word motivation stands for movement. Every manager should have both interest and concern about how to enable people to perform task willingly and to the best of their ability. Motivation is essential for any company because employee is Asset of company. Motivation is important for the growth of employees as well as growth of the organization. Motivated employees help organizations survive. Motivated employees are more productive. To be effective, managers need to understand what motivates employees within the context of the roles they perform. Motives can only be inferred, but not seen. The dynamic nature of needs offend poses challenge to any manager in motivating his or her subordinate. An employee, at any given time, has a various needs, desire, and expectations. Employees who put in extra hours at work to fulfill their needs or accomplishment may find that these extra hours conflict directly with needs for affiliation and their desire to be with their families.

BIBLIOGRAPHY

www.Google.com www.GIL.com www.Greenply.com

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Questionnaire

Name..

E-MaiID Telephone

Occupation

1) What is your perception about Plywood?

a) Costly b) Cheap c) Any other (Please specify)

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2) What are the different types of Plywood you are aware of?

a) Softwood Plywood b) Decorative plywood c) Waterproof

3) How do you rank the following Plywood Companies in order of your preference? Plywood Companies a) Greenply Ind. Ltd. b) Supreme plywood c) Shivam Plywood d) Galaxy plywood e) Magic plywood f) Reliance Mutual Fund

5) What are the reasons behind your ranking? a) Brand Name b) Advertisement c) Good service d) Good Quality e) Any other reason

6) Have you heard Greenply Industry Ltd.? a) Yes b) No

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7) Have you ever used plywood of Greenply? a) Yes b) No

8) If yes what is your experience with Greenply?

.. Date:

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