Motivating

Employees
Theory and
applications
 The Power of a Smile
She smiled at the sorrowful stranger.
The smiling seemed to make him feel better.
He remembered past kindnesses of a friend
And wrote him a thank you letter.
The friend was so pleased with the thank you
That he left a large tip after lunch.
The waitress, surprised by the size of the tip,
Bet the whole thing on a hunch.
The next day she picked up her winnings,
And gave part to a man on the street.
The man on the street was grateful;
For two days he'd had nothing to eat.
After he finished his dinner,
He left for his small dingy room.
He didn't know at that moment
That he might be facing his doom.
On the way he picked up a shivering puppy
And took him home to get warm.
The puppy was very grateful
To be in out of the storm.
That night the house caught on fire.
The puppy barked the alarm.
He barked till he woke the whole household
And saved everybody from harm.
One of the boys that he rescued
Grew up to be President.
All this because of a simple smile
That hadn't cost a cent.
MOTIVATION

What is motivation?
MOTIVATION = Value of outcome x expectation of
achieving it

Motivation is a desire to achieve a goal, combined

with the energy to work towards that goal.
Motivation is everything. You can do the work of
two people, but you can't be two people. Instead,
you have to inspire the next guy down the line and
get him to inspire his people.

Motivation is the art of getting people to do what

you want them to do because they want to do it.
WHAT MOTIVATES PEOPLE

External Rewards Internal Rewards

Salary Achievement
Working conditions Responsibility
Benefits Recognition
Environment Feedback
Learning and growth
WHAT MOTIVATES PEOPLE

Achievement Recognize achievements through programs

that showcase performers.
Responsibility
Recognition
Feedback
Learning and growth
WHAT MOTIVATES PEOPLE

Achievement
Responsibility Have volunteer programs and other
Recognition programs that enable employees to
showcase their responsibility towards each
Feedback other and the society at large.
Learning and growth
WHAT MOTIVATES PEOPLE

Achievement
Responsibility
Recognition Recognize winners through awards like
Service Quality Awards, Best Operations
Feedback
Awards, Best Trainer Awards, etc.
Learning and growth
WHAT MOTIVATES PEOPLE

Achievement
Responsibility
Recognition
Feedback Follow a system of feedback and
performance appraisal i.e the 360o system
Learning and growth
in which both the boss and subordinate
participate.
WHAT MOTIVATES PEOPLE

Achievement
Responsibility
Recognition
Feedback
Learning and growth Give a lot of importance to training and
development and have various training
academies to cater to various sections of
employees.
Analyze training needs to recognize
competency gaps and impart knowledge
through customized training programs.
WHAT MOTIVATES PEOPLE

In addition to the external and internal awards, have:

Employee engagement
Challenging job profiles
Keep them self-motivated
Good projects
Job rotation
Job security / stability
Good team, co-workers, bosses
 But what happens when there is
not enough motivation among the
employees?

LESS or NO MOTIVATION =
DEMOTIVATION
WHY PEOPLE LEAVE

Top Reasons why people leave their jobs

- Harvard Business Review

Learning Opportunities In addition to:

to learn new skills
Job content
Feedback, especially for stars Level of responsibility
Coaching and feedback by
managers Company culture
Caliber of Colleagues
Bad Bosses
conflict with the boss as one of Low growth potential
the top most reasons for the Lack of challenge
departure of top performing
Lack of autonomy
employees
Not enough money
Work environment issues
THEORIES ON
MOTIVATION
Maslows
McGregors
McClellands
MASLOWS HIERARCHY OF NEEDS

Self
actualization
(Confidence,
achievements,
freedom)
Self esteem
(fame, recognition,
reputation, dignity)
Love and belonging
(children, friends,
partners)
Safety needs
(shelter, job security,
retirement plan, insurance)

Physiological needs
(air, water, food, rest, exercise,etc)
MCGREGORS XY THEORY
MCCLELLANDS MOTIVATIONAL NEEDS THEORY

ACHIEVEMENT AFFILIATION POWER

MCCLELLANDS: ACHIEVEMENT

The belief that it is important to meet or exceed a standard of

excellence.

Focus upon:
Out-performing others
Performing against internal standards of excellence
Achieving unique or innovative accomplishments
Long-range career planning
If you scored highest in Achievement:
You place importance on doing things better, faster or
in new ways
You want to use time well and get frustrated by time-
wasting
You can see organizational politics as a waste of time
Given the choice of doing something yourself or
delegating, you would probably choose to do it
yourself
MCCLELLANDS: AFFILIATION

The belief that establishing and maintaining close, friendly

relationships is important

Focus upon:
Being liked, accepted and popular
Concern about separation or disruption of relationships
Seeing group tasks as primarily social activities

If you scored highest in Affiliation:

You place highest priority on avoiding conflict and
maintaining good relations
You are concerned about peoples feelings
You take time to socialize at work and are in touch
the grapevine
If you had to delegate to someone who might resent
the extra work, you would most likely do it yourself
MCCLELLANDS: POWER

The belief that having an impact matters.

Focus upon:
Feeling or being perceived as strong, effective and influential
Taking forceful actions that affect people
Giving unsolicited support or advice
Influencing, persuading or making a point
The value for Power can take 2 forms:
1. Personalized Power used for self-benefit
2. Socialized Power used for the benefit of others

If you scored highest in Power:

You are most concerned with having impact on events
and people
You make a point of understanding organizational
politics and influential relationships
When used as socialized power and given the choice of
doing something yourself or delegating, you would
prefer to let the other person complete the task so that
they can learn and develop.
JOB TENSION
Achievement Affiliation Power

Personal
Values

Job Requirement

Job
Requirement

Personal Values
JOB TENSION

PERSONAL VALUES
High in Imp Low in Imp.
Important to you Not important to you
+ +
JOB REQUIREMENTS
High

Necessary in your Necessary in your

job job
= =
No Tension Tension
Important to you Not important to you
+ +
Not necessary in Not necessary
Low

your job in your job

= =
Tension No Tension
DEALING WITH TENSION

A change in your personal or material desires

Exposure to new influences

The recognition of the negative results of your

current values

Immersion in a new environment

HOW YOU CAN
DO IT IN YOUR
ORGANIZATION
MOTIVATING

TRUST Respect, communication, credibility

PRIDE Work related to the person

CAMARADERIE Team building exercises, promoting

team work, contests, create
communities
PERFORMANCE APPRAISAL
How to evaluate your people?
Performance Appraisal Systems contain two basic systems:
Evaluation System
To identify the performance gap (if
any).
This gap is the shortfall that
occurs when performance does
not meet the standard set by the
organization as acceptable.
Feedback System
To inform the employee about the
quality of his or her performance.
The appraisers also receives
feedback from the employee
about job problems, etc.
STRATEGIES FOR MOTIVATION

Positive reinforcement
Effective discipline
Treating people fairly
Satisfying employees needs
Setting work related goals
Restructuring jobs
Base rewards on job performance
EXECUTIVE COMPENSATION

Five basic elements of executive compensation:

Salary
Short-term incentives
Long-term incentives
Employee benefits
Perks
EMPLOYEE ENGAGEMENT

X P
What it is not What it is
Praise Partnering
Merchandise Involvement
Money Respect
Pat on the back Individualism
EMPLOYEE ENGAGEMENT

Customized training programs

Help people build trust, pride and camaraderie
Develop high degrees of credibility in everything that we say and do
Play hard, party hard
Encourage community building
Follow a good feedback and appraisal system
Give everyone clear goals
Maintain mentor-mentee relationships
Follow shared responsibilities towards each other, client and the
franchisee
EMPLOYEE ENGAGEMENT

Why is employee engagement important?

Engaged Employees Loyal Customers Bigger Profits.

If the staff are motivated then the customers will be happy
The shareholders will then benefit through the company's success.
TOP 10 TIPS

Notice each individual

Say Thank-you, even a smile can make a big difference.

Make staff feel respected and valued

Share your experience and knowledge

Be confidence about people.

Be honest and trustworthy

Dont take personal credit for their success

Create a blame-free culture

Set developmental goals

Make work fun!!

Thank you