employee motivation
TRANSCRIPT
TIRED OF WAITING
MOTI-WATING
“ MOTIVATION IS USED TO DESCRIBE THE DRIVE THAT IMPELS AN INDIVIDUAL TO
WORK ”
A truly motivated person is one who wants to work
Motivating employees starts with motivating yourself
Each person is motivated by different things
ASK LISTEN OBSERVE
It is a well known fact that human beings have great potential but they do not use it fully, when motivation is absent.
To the extent that any organization can truly unleash the hidden value in its people, it will increase its chance of success.
“ As a manager, you play a key role in building on a solid foundation and motivating employees. Remember that 70% of people leave their boss,
not the company ”
TYPES OF MOTIVATION• Intrinsic motivation: It means that the
individual's motivational stimuli are coming from within.
• Extrinsic motivation: It means that the individual's motivational stimuli are coming from outside, Extrinsic motivation is external in nature
ROLE OF MOTIVATION
•Helps Organization Survive•More Productivity• Improvement in efficiency• Best utilization of resources• Cooperative environment
TECHNIQUES OF EMPLOYEE MOTIVATION
• Fair pay and conditions• A comfortable, safe, working
environment• Opportunities for employees
to socialize and make friends• Clearly defined work
responsibilities and goals• Education and training
opportunities• Career opportunities
CARE MODEL•C: Creative Communication•A: Atmosphere and Appreciation•R: Respect and reason for being•E: Empathy and Enthusiasm
THEORIES RELATED TO MOTIVATION
McGregor (1957) Theory X and Theory Y• Theory X assumptions:–people are naturally lazy and work as little as possible–workers lack ambition, avoid responsibility, and preferred to be led–employees are interested only in their own needs and not the needs of the organization–people are resistant to change–workers are basically gullible and not very bright
McGregor (1957) Theory X and Theory Y• Theory Y Assumptions:–people are not passive by nature and are
capable of self-control and self-direction–work is natural and pleasurable –workers are not resistant to change and
will work towards organizational goals–people seek and accept responsibility
• Delegation, job enlargement, and participative management are consistent with Theory Y assumptions
Working for Google is a dream of many, not just because of what this company has achieved in
the last 15 years, but because of its enviable work culture. With
37,000 employees in 40 countries
"It's less about the aspiration to be No. 1 in the world, and more
that we want our employees and future employees to love it
here, because that's what's going to make us successful,"
said Karen May, the VP of people development at Google.
Back when the company was just a startup, co-founders Larry Page and Sergey Brin had the goal of making Google a place the most talented people wanted to work at.
Their idea was simple: creating a work culture that keeps employees happy will motivate them to do their best and will keep them loyal to the company.
• Encourages a diverse workforce and invites people from all over the world and from different backgrounds to apply for positions. This is believed to bring more interest and opinions to the work force.
• Google does not have a formal hierarchical system in place. This means that all employees are considered to be at the same level as their peers which is believed to encourage better team work.
Working for Google comes with perks that most other
organizations can't provide –
• think bowling alleys,• free haircuts, • gym memberships, • and shuttles to and from work.
• The company invests a lot of time in areas and services that employees can enjoy while on their lunch breaks.
• For example, there are numerous snack rooms, cafés, and even a 24 hour doughnut shop.
• Google believes in investing time and money in showing the employees they are valued members of the team.
• Further training and education is also encouraged for employees who want to develop and learn new skills.
Every employee at Google has the opportunity to spend 20 percent
of his or her time on a project they choose.
This freedom takes employees out of their routine and away from the mundane tasks that often make workers feel uninspired
about their jobs.
• Lastly, Google shows each employee just how important he or she is to the company.
• Each employee, regardless of her spot on the totem pole, has an influence on how Google runs the show.
• "If you value people, and you care about them as whole people, one thing you do is give them [a] voice, and you really listen," May said.
• Google does just that by hosting employee forums every Friday, where they go over the 20 most-asked questions. Employees have access to all company information, adding a sense of trust, and employees and leaders work together to solve problems.
In 2005, HCL came with philosophy,
"EMPLOYEES FIRST, CUSTOMERS SECOND,"
It in many ways turned the traditional management hierarchy upside down.
The aim of EFCS • To create trust grow through transparency, • To make managers as accountable to
employees as employees were to their bosses,
• To transfer the responsibility for change and value creation to front-line employees working in the “value zone,” where HCL and its customers interact.
• Systems and processes were put in place designed to achieve these goals.
As a business philosophy, EFCS attracted the attention of academics :
• (Harvard Business School did a case study on the approach),
• the media (Fortune magazine characterized HCL management as “the world’s most modern”),
• and analysts (a Gartner research report highlighted the customer benefits of Employees First).
• Increments is largely driven by the individual’s capability and achievement of goals.
• TCS follow a total rewards philosophy and each element includes programs, practices, elements and dimensions that collectively define their strategy to attract, motivate and retain their employees.
• There will be greater emphasis on customized compensation, benefits and work related policies.
Employees are identified based on their roles, current performance and potential to take up higher roles through assessments by supervisors and performance appraisal.
The career management system facilitates structured career planning, development and movement of the employees in the organization.
• It gives employees a platform to put forth their career aspirations and attain guidance from their mentors on achieving the same.
• The complete process is driven through our digitized performance management system.
• TCS launched the Employee Assistance Program.
• It is a professional counseling service in matters such as personal, relationship, work and parenting concerns that an employee voluntarily seeks.
• Employees have a choice of reaching out to certified counselors and interact with them to enable better social and work life.
• As an organization TCS is sensitive to the pulse of its people.
• With major employee belonging to Gen Y, company steps to innovate their existing counseling program and tailor it to make it Gen Y friendly.
• This meant transforming a traditional face to face counseling interaction to be delivered via new communication channels such as online and telephonic.
• TCS have tied up with an organization providing such services.
MOTIVATIONAL TECHNIQUES• Wipro Believes In Overall Development And
Individual Growth. • Potential Are Recognized And Opportunities
For Further Learning Are Provided.
• Hard Work Doesn’t Get Unnoticed.
• Motivates Employees To Accomplish Greater Feats And Comforts For Rewards.
• Wipro takes pride in their long serving colleagues.
• Recognition of their contribution through a Comprehensive Reward Programme.
• Example holiday packages with special facalities.
• Compensation Package. Aimed At Retaining Employees.
• Medical Assistance Programme.
• Wipro Employee Stock Option Plan. Employee Share the Reward of Wipro’s Success.
MOTIVATION LEADS TO
