Term

paper
of
MGT 102
Topic -: Employee motivation an analysis
 SUBMITTED BY- HARJAP KAUR

Definition of Employee Motivation

Twyla Dell writes of motivating employees, "The heart of

motivation is to give people what they really want most from
work. The more you are able to provide what they want, the more
you should expect what you really want, namely: productivity,
quality, and service." (An Honest Day's Work (1988))

INTRODUCTION

One of the most important factors that lead one to their goals is
the drive. This drive is known as motivation. It is a zest and
determination with a kind of excitement that leads one to
persevere to reach greater heights, in no matter what avenue of
their life; be it – personal or professional. The drive may come
from an internal or external source. The individual determines
this.

The factors that motivate an individual keep changing as one

climbs the ladder of age and maturity. And also, achievement of
one goal sets the ball rolling for another one to be achieved. Thus,
to be motivated is a constant need. There are times when one
faces a period of de-motivation and everything seems bleak. It is
then that they need to find what would motivate them back into
action.

For every individual there is a variable driving force. In fact, it is

not just a single factor, but a combination of factors that lead
people to achieve their goals. The fact is that with routine
monotony steps in and then everything seems like stagnant
waters. It feels like there is nothing new.
Breaking this cycle of monotony has helped many bounce back
with enthusiasm. This is why human resource managers create a
training calendar, which will take away employees from the
routine they are stuck to, as well as enhance their skills in various
areas.

Others pursue hobbies during the weekend, thus giving them

something to look forward to, as each week comes to a close.
There are people who redefine their goals and ambitions from
time to time in order to fill them with newer levels of enthusiasm
to achieve greater feats. One needs to take stalk every now and
then and find the motivator required to carry them through.

The project work entitled a STUDY ON EMPLOYEE MOTIVATION with

special reference to Hyderabad Industries Ltd; Thrissur is mainly
conducted to identify the factors which will motivate the
employees and the organizational functions in Hyderabad
Industries Ltd, Thrissur.

Management’s basic job is the effective utilization of human

resources for achievements of organizational objectives. The
personnel management is concerned with organizing human
resources in such a way to get maximum output to the enterprise
and to develop the talent of people at work to the fullest
satisfaction. Motivation implies that one person, in organization
context a manager, includes another, say an employee, to engage
in action by ensuring that a channel to satisfy those needs and
aspirations becomes available to the person. In addition to this,
the strong needs in a direction that is satisfying to the latent
needs in employees and harness them in a manner that would be
functional for the organization.

Employee motivation is one of the major issues faced by every

organization. It is the major task of every manager to motivate his
subordinates or to create the ‘will to work’ among the
subordinates. It should also be remembered that a worker may be
immensely capable of doing some work; nothing can be achieved
if he is not willing to work. A manager has to make appropriate
use of motivation to enthuse the employees to follow them.
Hence this studies also focusing on the employee motivation
among the employees of Hyderabad Industries Ltd.

TYPES OF MOTIVATION

(1) Achievement Motivation

It is the drive to pursue and attain goals. An individual with

achievement motivation wishes to achieve objectives and
advance up on the ladder of success. Here, accomplishment is
important for its own shake and not for the rewards that
accompany it. It is similar to ‘Kaizen’ approach of Japanese
Management.

(2) Affiliation Motivation

It is a drive to relate to people on a social basis. Persons with

affiliation motivation perform work better when they are
complimented for their favorable attitudes and co-operation.

(3) Competence Motivation

It is the drive to be good at something, allowing the individual to

perform high quality work. Competence motivated people seek
job mastery, take pride in developing and using their problem-
solving skills and strive to be creative when confronted with
obstacles. They learn from their experience.

(4) Power Motivation

It is the drive to influence people and change situations. Power

motivated people wish to create an impact on their organization
and are willing to take risks to do so.

(5) Attitude Motivation

Attitude motivation is how people think and feel. It is their self

confidence, their belief in themselves, their attitude to life. It is
how they feel about the future and how they react to the past.

(6) Incentive Motivation

It is where a person or a team reaps a reward from an activity. It

is “You do this and you get that”, attitude. It is the types of
awards and prizes that drive people to work a little harder.

(7) Fear Motivation

Fear motivation coercions a person to act against will. It is

instantaneous and gets the job done quickly. It is helpful in the
short run.
Advantages of Employee Motivation

A positive motivation philosophy and practice should improve

productivity, quality, and service. Motivation helps people:

• achieve goals;
• gain a positive perspective;
• create the power to change;
• build self-esteem and capability,
• manage their own development and help others with theirs.
•

Disadvantages of Motivating Staff

There are no real disadvantages to successfully motivating

employees, but there are many barriers to overcome.

Barriers may include unaware or absent managers, inadequate

buildings, outdated equipment, and entrenched attitudes, for
example:

• "We don't get paid extra to work harder."

• "We've always done it this way."
• "Our bosses don't have a clue about what we do."
• "It doesn't say that in my job description."
• "I'm going to do as little as possible without getting fired."

Such views will take persuasion, perseverance, and the proof of

experience to break down.

Employee motivation, positive employee morale, rewards and

recognition are explored in these resources. What creates
motivated, contributing people? How do you maintain high
employee morale when people work long hours? How does your
reward and recognition system contribute to or deflate employee
motivation, positive morale and retention? Answers are here.
What Employees Want From Work

Every person has different reasons for working. The reasons for
working are as individual as the person. But, we all work because
we obtain something that we need from work. The something
obtained from work impacts morale, employee motivation, and
the quality of life. To create positive employee motivation, treat
employees as if they matter - because employees matter. These
ideas will help you fulfill what people want from work and create
employee motivation.
Some people work for personal fulfillment; others work for love of
what they do. Others work to accomplish goals and to feel as if
they are contributing to something larger than themselves. The
bottom line is that we all work for money and for reasons too
individual to assign similarities to all workers. Learn more.

Specific Actions to Increase Employee Motivation

These are seven consequential ways in which a manager or

supervisor can create a work environment that will foster and
influence increases in employee motivation - quickly.

Communicate responsibly and effectively any information

employees need to perform their jobs most effectively.
Employees want to be members of the in-crowd, people who know
what is happening at work as soon as other employees know.
They want the information necessary to do their jobs. They need
enough information so that they make good decisions about their
work.

• Meet with employees following management staff meetings

to update them about any company information that may
impact their work. Changing due dates, customer feedback,
product improvements, training opportunities, and updates on
 new departmental reporting or interaction structures are all
important to employees. Communicate more than you think is
necessary.

• Stop by the work area of employees who are particularly

affected by a change to communicate more. Make sure the
employee is clear about what the change means for their job,
goals, time allocation, and decisions.

• Communicate daily with every employee who reports to you.

Even a pleasant “good morning” enables the employee to
engage with you.

• Hold a weekly one-on-one meeting with each employee who

reports to you. They like to know that they will have this time
every week. Encourage employees to come prepared with
questions, requests for support, troubleshooting ideas for their
work, and information that will keep you from being blindsided
or disappointed by a failure to produce on schedule or as
committed.

Keys to Employee Satisfaction

Americans of all ages and income brackets continue to grow

increasingly unhappy at work — a long-term trend that should
seriously concern employers, according to a report by The
Conference Board. The report, based on a survey of 5,000 U.S.
households conducted for The Conference Board by TNS, finds
only 45 percent of those surveyed say they are satisfied with their
jobs, down from 61.1 percent in 1987, the first year in which the
survey was conducted.
What Employers Can Do About Employee Satisfaction
In this environment for employee satisfaction, it is vitally
important to know which factors most affect employee
satisfaction. You want to spend your time, money, and energy on
programs, processes, and factors that will have a positive impact
on employee satisfaction. A 2009 survey, by the Society for
Human Resource Management (SHRM) looked at 24 factors that
are regularly thought to relate to employee satisfaction. The
study found that employees identified these five most important
factors:

• job security,
• benefits (especially health care) with the importance of
retirement benefits rising with age of the employee,
• compensation/pay,
• opportunities to use skills and abilities, and
• feeling safe in the work environment.

The next five most important satisfaction factors for employees

were:

• relationship with immediate supervisor,

• management recognition of employee job performance,
• communication between employees and senior
management,
• the work itself, and
• autonomy and independence.

Factors that did were not strongly connected to employee

satisfaction included: “the organization’s commitment to a ‘green’
workplace, networking, career development opportunities, paid
training and tuition reimbursement programs, and organization’s
commitment to professional development.”

In contrast, Human Resources professionals ranked these ten

factors as most important in employee satisfaction:

• job security,
• relationship with immediate supervisor,
• benefits,
 • communication between employees and senior
management,
• opportunities to use skills and abilities,
• management recognition of employee job performance,
• job-specific training,
• feeling safe in the work environment,
• compensation/pay, and
• overall corporate culture.

Two Musts For Employee Motivation

Minimize Rules and Policies

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

environment in which people are motivated about work priorities.
Too often, organizations fail to pay attention to the employee
relations, communication, recognition, and involvement issues
that are most important to people.
The first step in creating a motivating work environment is to stop
taking actions that are guaranteed to demotivate people. Identify
and take the actions that will motivate people. It’s a balancing
act. Employers walk a fine line between meeting the needs of the
organization and its customers and meeting the needs of its
internal staff. Do both well and thrive.

An attention-getting Gallup Poll about disengaged employees was

highlighted in a recent Wall Street Journal. Gallup found 19
percent of 1,000 people interviewed "actively disengaged" at
work. These workers complain that they don't have the tools they
need to do their jobs. They don't know what is expected of them.
Their bosses don't listen to them.

Based on these interviews and survey data from its consulting

practice, Gallup says actively disengaged workers cost employers
$292 billion to $355 billion a year. Furthermore, Gallup concluded
that disengaged workers miss more days of work and are less
loyal to employers. With this in mind, let’s look at a couple of
areas in which balance is critically needed for employee
motivation in organizations today.

Rules and Policies

Want to be a cop? That’s how some supervisors feel in

organizations that operate on the assumption that people are
untrustworthy. You’ve seen the company handbooks that list
pages and pages of rules. Step out of line? Fifty-seven potential
infractions, with resultant punishment, are listed on page 74.
Need time off for your grandma’s funeral? You get three paid days
off to travel 600 miles. Have a question? We have answers. In
fact, we’ve got policies that answer almost every question.

Supervisory discretion? What’s that? We’ve got employees who,

left to their own devices, will choose to do bad things. You can’t
trust supervisors to treat employees fairly and consistently either.
John in Accounting is a softy. People who work for him get away
with anything, everything. If you work for Beth in Sales however,
you can count on the rulebook guiding every decision.

Sound familiar? I‘ve heard these reasons and many more to

justify the need for hundreds of rules and policies in
organizations.

Helpful Hints for Employee Motivation

 • Solicit employee feedback on potential policies, areas in
which policies are needed, and so on. (Do not, as one company
did recently, announce a new attendance policy by posting it on
a bulletin board.)

• If you decide to adhere to and hold employees accountable

for an existing policy, don’t ambush your company members. If
you have not enforced the policy in the past, meet with
employees and explain the policy, the intent of the policy, why
the policy is necessary, and why it was not enforced in the past.
Then, tell everyone that following the meeting, everyone is
accountable for adherence to the policy.

• You’ll be surprised how much support for legitimate policies

and rules you receive from the people in your organization.
People like a well-organized work place in which expectations
are clear. People thrive in a work place in which all employees
live by the same rules.
•

If you create an environment that is viewed as fair and consistent,

you give people little to push against. You open up a space in
which people are focused on contribution and productive
activities rather than gossip, unrest, and unhappiness. Which
workplace would you choose?

Guidelines for a Motivating Work Environment

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

Motivating Your Staff in a Time of Change

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

In addition, these are times when delayering and the flattening of

hierarchies can create insecurity and lower staff morale.
Moreover, more staff than ever before are working part time or on
limited-term contracts, and these employees are often especially
hard to motivate.

Be Wary of Cash Incentives ( also one point of motivation)

Many people say they are working for money and claim in
conversation that their fringe benefits are an incentive. But
money actually comes low down in the list of motivators, and it
doesn't motivate for long after a raise. Fringe benefits can be
effective in attracting new employees, but benefits rarely
motivate existing employees to use their potential more
effectively.
Employee motivation describes an employee’s intrinsic
enthusiasm about and drive to accomplish work. Every employee
is motivated about something in his or her life. Enabling employee
motivation in pursuit of work accomplishments is the challenge.
Employee motivation is situational. Employee motivation depends
upon the needs and wants that are intrinsic to the employee and
the employee’s expectations and needs from work. And, it is the
interaction of these employee needs and wants with your
company's values, employee practices and policies, your
expectations of the employee, the quality of your leadership and
supervision, the health of your industry, the competitiveness of
the job market, and the economy, that enables employee
motivation in your workplace - or not.

These variables make employee motivation challenging. What, in

your experience, facilitates and makes possible employee
motivation at work - or not?

Celebrate Holidays for Motivation and Team Building

Traditions are important in companies just as they are in families.
And, nothing is more important than the annual traditions work
places establish around the celebration of seasonal holidays. A
holiday celebration builds positive morale which results in
increased employee motivation. High morale and motivation
contribute to team building and productivity. Productive teams
are responsible for the success of your organization. Here are
holiday celebration ideas for your work place.

Traditions can range from costume parades at Halloween to food

drives for the needy in November and December. Lunch
celebrations, evening holiday dinners and the wearing of the
green for St. Patrick’s Day are annual traditions that people can
count on and look forward to celebrating at work.

You will want to avoid celebrating specific religious holidays to

honor the diverse people in your organization. But for positive
motivation and team building, you’ll enjoy creating seasonal
holidays and celebrating secular occasions you designate as
special in your company. Here are ideas for the successful
organization of events, mistakes to avoid and ideas for traditions
you can start and share.

Form a Guiding Group for Holiday Planning

In my client company, a group of people spear head event

planning. Known as the Activity Committee, members from across
the company plan and orchestrate a diverse series of events
throughout the year. Because member continuity is strong in the
team, traditions are honored and continued during each passing
year. You do need a group, with representatives from across the
company, to plan and implement your events.

Quotations About Motivation

The only lifelong, reliable motivations are those that come from
within, and one of the strongest of those is the joy and pride that
grow from knowing that you've just done something as well as
you can do it." --Lloyd Dobens and Clare Crawford-Mason

Looking for an inspirational quote or a business quotation for your

newsletter, business presentation, bulletin board or inspirational
posters? These motivation quotes are useful to help motivation
and inspiration. These quotes about employee motivation will
help you create success in business, success in management and
success in life.
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?

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).

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.

MOTIVATING DIFFERENT PEOPLE IN DIFFERENT WAYS

Motivation is not only in a single direction i.e. downwards. In the

present scenario, where the workforce is more informed, more
aware, more educated and more goal oriented, the role of
motivation has left the boundries of the hierarchy of
management. Apart from superior motivating a subordinate,
encouragement and support to colleague as well as helpful
suggestions on the right time, even to the superior, brings about
a rapport at various work levels. Besides, where workforce is self
motivated, just the acknowledgement of the same makes people
feel important and wanted.

DIFFERENCE BETWEEN MOTIVATION, SATISFACTION,

INSPIRATION AND MANIPULATION

Motivation refers to the drive and efforts to satisfy a want or goal,

whereas satisfaction refers to the contentment experienced when
a want is satisfied. In contrast, inspiration is bringing about a
change in the thinking pattern. On the other hand Manipulation is
getting the things done from others in a predetermined manner.

Hence, manipulation or external stimulus as well as inspiration or

internal stimulus acts as carriers of either demotivation or
motivation which in turn either results into dissatisfaction or
satisfaction depending upon.
“Theory X and Theory Y” of Douglas McGregor :

McGregor, in his book “The Human side of Enterprise” states that

people inside the organization can be managed in two ways. The
first is basically negative, which falls under the category X and
the other is basically positive, which falls under the category Y.
After viewing the way in which the manager dealt with
employees, McGregor concluded that a manager’s view of the
nature of human beings is based on a certain grouping of
assumptions and that he or she tends to mold his or her behavior
towards subordinates according to these assumptions.

Under the assumptions of theory X :

• Employees inherently do not like work and whenever

possible, will attempt to avoid it.
• Because employees dislike work, they have to be forced,
coerced or threatened with punishment to achieve goals.
• Employees avoid responsibilities and do not work fill formal
directions are issued.
• Most workers place a greater importance on security over all
other factors and display little ambition.

In contrast under the assumptions of theory Y :

• Physical and mental effort at work is as natural as rest or

play.
• People do exercise self-control and self-direction and if they
are committed to those goals.
• Average human beings are willing to take responsibility and
exercise imagination, ingenuity and creativity in solving the
problems of the organization.
• That the way the things are organized, the average human
being’s brainpower is only partly used.
On analysis of the assumptions it can be detected that theory X
assumes that lower-order needs dominate individuals and theory
Y assumes that higher-order needs dominate individuals. An
organization that is run on Theory X lines tends to be
authoritarian in nature, the word “authoritarian” suggests such
ideas as the “power to enforce obedience” and the “right to
command.” In contrast Theory Y organizations can be described
as “participative”, where the aims of the organization and of the
individuals in it are integrated; individuals can achieve their own
goals best by directing their efforts towards the success of the
organization.

However, this theory has been criticized widely for generalization

of work and human behavior.