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Motivation
A great man is one who can make a small man feel great, and perform great.
Self actualization needs Esteem needs Social needs Security needs Physiological needs
Motivation
is setting audacious objectives & getting people to own & achieve them. is getting someone else to do what you want done because he wants to do it. is making people feel & take pride that they have done it. is letting go while retaining the right to know what is going on. is the art of accomplishing more than what scientific mgt says is possible.
Prospects here are very good. Just 20 years back he was brought here for experiments. By seniority he has become the head of the department now.
How to motivate?
Allow them to develop their job, to continually improve. Set targets for them to get a sense of achievement. Give them variety & interest. Show trust. Be open. Keep them in the picture. Empower. Allow them control over what they do. Tell them: a work ill-done must be done twice. Give regular feedback to prevent misdirection. Give praise. Show appreciation. Encourage teamwork, sense of belonging, synergy. Ensure conducive work environment.
On rewards
Ensure correct feedback. Keep changing rewards to get improved behaviour. Do not reward them all alike. Base it on their performance. Continue to tell them what they should do to deserve it. Be consistent in your rewards. Have a firm link: for this performance, this reward. No need to continue reward after the behaviour is established. Be fair. The size of the reward must match the effort. Reward necessary for continued good performance. Reward them in other ways than just money.
However outstanding you may be, you can hope to get an outstanding report only from an outstanding superior.
Setting goals
Set targets that stretch them. Make them believe in themselves. They can only succeed in targets they believe they can achieve. Achieving goals is a motivating force in itself. When realistic, they enhance performance due to less anxiety and more motivation. Goals are within individuals control & hence are flexible. They should be - specific, measurable & behavioural. - challenging, but realistic.
Goals work.
The goals enable employee to orientate himself to what is required. direct attention & activity towards the task. direct efforts towards achievement. build persistence. devise new learning strategies. The harder the goal, and/ or the more important the goal, the more is the effort put in. When more specific, they are more achievable.
When you have finished your dance lessons, you can have your ice cream.
Employee satisfaction (to) motivation (to) performance Minimum controls Maximum personal accountability Work in complete entities Employee to have control over -which task & when Feedback on performance & quality directly to employee Opportunity to do new jobs Individuals to choose their jobs with the rest of their team Opportunity to discuss & comment on changes in work Job rotation instead of one single short cycle job. Ensure variety, personal autonomy and scope for personality development.
Job enrichment