healing through motivation - bullets

SMCG : Synergy Management Consulting Group

We make businesses work

Healing through Motivation

Is monetary rewards the only key to boost organizational motivation?



The Fastest Man Alive

• He was a football and cricket player

• Had noticeable speed on cricket pitch

• Pablo McNeil a former sprint athlete

motivated this uncommitted runner

His fee starts at $200,000 and can reach $350,000

He earns $ 24 Million a year



Why they run?



Motivation

Let’s see whether we have a Motivation case here



Senior Manager

case Analysis

A high level consultant team from SMCG Visited

Scope of the study to learn their success stories also to find out if there are any room for improvement

Interview was focused on: Cross-cultural issues, Decision making, Conflict resolution, Motivation, Performance and Leadership

Sl. Full Name I.D.1 Rezaur Rahman 132 1367 0902 Shanjidha Akhter 122 0958 0903 Md. Rashedul Islam 142 1153 690

4 Muhammad Mehedi Hasan Shikder 123 0381 0905 Mohammad Oliur Rahman 121 0909 090



Method of Study

Observation: To get an on-location idea, visit was made to OTOBI’s Head Office at Gulshan.

Experience Survey: A short visit was also made in a display center and a show-room

Questionnaire Survey: An interview with the Chief of HR was conducted on an unstructured questionnaire: organizational behavior and motivation practices



Motivational practices(Extrinsic Benefits)

Fair pay & benefits

Provident Fund & Gratuity

Leave Encashment

Product On Credit

Life Insurance

Loan For Education & Training



Motivational practices(Intrinsic Benefits)

Friendly Environment

Open Door Policy

Convenient Sitting Arrangement

Quality Supervision

30 Days’ Annual Leave

Punctuality Award

Best Employee Award

Delegation Of Authority

Job Rotation

Leisure Day Outs



Findings

Training and Development with Annual Performance Appraisal and Development Programs:

Otobi Furniture, a profitable wing of Otobi group had Spillover effect of its sister concern Quantum Power Systems

Otobi Group paid liquidity damage to Power Development Board

Plan to generate cash through Initial Public Offering is delayed

Delayed Performance Appraisal and yearly increment for last two consecutive years



How to motivate

employees incase of delayed

payment: without money

Studies say, Money is not the only key; often emotional incentives bring better returns to the employer.

Organizations need to understand employee’s individual need and structure the work environment



Don’t

Concentrate on late attendance and absenteeism rather focus on Performance

Monitor every single step of their activity, give them some freedom

Form investigation committee and terminate employees rather allow easy exit

Concentrate too much on Group/Corporate activities

How to motivate





Do’s(Short term)

Applause & on-the-spot praise

Flextime, Job sharing, Time off

Job title

Individual Variable-Pay: Piece-Rate pay, Merit-Based pay, Gain sharing, Stock plan

Stress Management

Job Redesigning: rotation, enrichment

How to motivate





Use Herzberg model to identify individual need before offering customized solution

Form alliance with SMCG to roll-out the motivation program through the company

Train Management and Senior Management team, before rolling-out to officer or other management staffs

Do’s(Mid term)

How to motivate





Do’s(Mid term)

Comprehensive Training Module and Diagnostic Tool

proposed by SMCG

How to motivate





Summery

Case study shows classroom learning experiences can be applied to the real world business.

Herzberg model key understand individual motivating factors

With limited or no money; often emotional incentives bring better returns to the employer.

If you have any identified or unidentified organizational issues please call SMCG- WE MAKE BUSINESS WORK



Thank You

Questions?



Training package

Motivation techniques



How to How to motivatemotivate

How to motivateHow to motivateWhat is motivation ?What is motivation ?

Each strategy and planEach strategy and plan

find its limit in the membersfind its limit in the members

of the team (people) ?of the team (people) ?



What is What is motivatiomotivation?n?

What is motivation?What is motivation?

The mechanics of motivationThe mechanics of motivation

Energy Energy WorkWork

FamilyFamily

HobbiesHobbies




The Maslow pyramidThe Maslow pyramid

spiritualspiritual

eateat

drinkdrink

breathbreath

sexsex

Social Social securitysecurity

ProtectionProtection

Social recognitionSocial recognitionPrestige, powerPrestige, power

Self satisfactionSelf satisfaction

LibertyLiberty

Be Be

lovedloved

eateat

What is motivation ?What is motivation ?




Herzberg study of motivation at workHerzberg study of motivation at work

40 30 20 10 0 10 20 30 4040 30 20 10 0 10 20 30 40

Progress in work – results

Recognition - compliments

The job content –Work satisfaction

ResponsibilityAble to decide

PromotionCompany policies - rules

The management

Salary

Personal relationship withThe managerWorking conditions

Th

e m

ot iv

at i n

g

f acto

r s

Th

e h

yg

ien

e

facto

rs




To know the motivation of your To know the motivation of your people is essential.people is essential.

1. It is more important to have a well paid job, even if it meansthat I don’t get recognition of the work done..

2. It is important that your work receives recognition, evenif it means that I earn less.

3. It is better to have have a good relationship with your managereven if it means reduced responsibility.

4. It is better to have more responsibility even if it means thatit is a little more difficult to got along with your manager.

5. It is essential to have a good relationship with your managereven if it means doing uninteresting work.

6. It is essential to have interesting work even if it means that therelationship with your manager is not so good.

7. It is essential to get a promotion even if it means the possibilityof increasing your salary is reduced..

8. It is essential to have a position with a high salary even if itmeans reduced possibilities for promotion.

• It is better to receive recognition for a meaningless task than itis to perform a task which is meaningful but unrecognized.

3. It is better to have a meaningful task than to carry out anunimportant task which will receive praise and recognition

A

B

D

C

D H

E A

B H

11. I prefer to do an uninteresting job providing I get on well with my colleagues.

12. I prefer to do a stimulating job, even if it meant I were unpopularwith my colleagues.

13. The most important thing for you to perform well is to haveresponsibility and the authority to make own decisions

14. The most important thing for good performance is the assuranceof a good salary.

15. It is essential for you to have a job where there is a good relationship with the manager even if it means a slightly lower salary.

16. It is essential to have job with a good salary even if it means difficulties in the cooperation with the manager.

17. I prefer to have responsibility in my job even if it means less recognition and praise.

18. I prefer to have a job with less responsibility providing I get recognition and praise..

11. You feel more stimulated in your job when you receive recognitionand praise you really deserve..

12. You feel more stimulated in working with a manager with whom you have a good relationship and with whom to cooperate well..

I

H

C

A

D

A

C

B

B

D




21. You would rather feel that you had been successful in a difficultjob, than to feel you had an easier but well paid job..

22. You would rather have a well paid job than one that presentedproblems which had to and could be overcome.

23. I get greater satisfaction in my job when I know that I have thesupport of my colleagues, than when I receive recognition for a well done job.

24. I get greater satisfaction from receiving recognition and praise for a job well done, than receiving support from other staff members.

25. To know that other people are very happy to have you as a colleaguegives more stimulation in the job than to have responsibility.

26. To know that you have a responsible job is more stimulating than tobe popular among other staff members.

27. You regard it as more interesting to take on a job which has greaterresponsibility, even if the chance for promotion is not available.

28. You regard it as more interesting to gain promotion, even if the jobcovered has less responsibility.

21. I think it is more essential to receive accurate feedback about my results than to receive recognition and praise for them.

22. I think it is more essential to get recognition praise than to reallyknow how successful I am, or not, in carrying out my job.

F

A

I

B

I

C

C

E

F

B

31. You regard it as more essential to have the support of your colleagues than to have a good relationship with the manager.

32. You regard it as more essential to know that you have a good relationship with your manager than to know that you have thesupport of other staff members.

33. You would prefer a job which carries responsibility even if it is less interesting.

34. You would prefer an interesting job, even if it carries lessresponsibility.

35. To feel that I have a salary that corresponds with the efforts putin is essential for full satisfaction, even if it is a tedious job.

36. To have a working task that is meaningful , is essential for fullsatisfaction even if it means a lower salary.

37. I you change your job it would be because there is no possibility of promotion in your present situation.

38. If you change your job it would be because you don’t have a sense of achievement in your current position.

31. It is more important to have an information system which tells you how successful you are than it is to get on with your manager.

32. It is more important to have a good relationship with your manager than it is to have an information system which

highlights your personal success.

I

D

C

H A

H

E F

F D

To know the motivation of your people is essential.To know the motivation of your people is essential.




41. It is better to get on with your manager, than to risk this relationshipby accepting promotion.

42. It is better to accept a promotion even if this means a deteriorationof the relationship with your present manager.

43. The content of my job will certainly mean that I will stay withmy company, even if it means no chance of promotion.

44. Even if a new job is more a routine task, I would still preferthe promotion.

45. It is more essential to work in a group where there is support andCooperation than to work on your own, even if the isolated jobpays a higher salary.

46. It is essential to know you are well paid, even if it means you haveto work in isolation.

47. To have responsibility gives a positive feeling even if you are notalways successful and able to come up to expectations.

48. To be able to achieve what is expected of you is better than havinggreater responsibility.

• It is better to feel recognition in the job you have than to geta promotion.

43. It is better to get promotion, even if it means the possibility ofrecognition disappearing in the future.

D

E

H

E

I

A

C F

B E

51. It is more important for me to have support and cooperation from other people than to have a promotion and to separated from them.

52. It is better to be promoted even if it means isolation fromcolleagues.

53. It is better to be successful in your current job than to have a more interesting job where you quite often fail.

54. It is better to have an interesting task even if you fail quite often rather than have a simple and tiring job.

55. You would prefer to fail every now and then in your jobrather than know that you didn’t have other peoples support.

56. You prefer to know that you are always successful in your job even if it means you don’t have the support of other staff members.

I

E

F

H

I

F





Your resultYour result

Add up the points for each letter A to I Add up the points for each letter A to I and total each letter. As a check the and total each letter. As a check the total sum should be 140.total sum should be 140.

A A =

B B =

C C =

D D =

E E =

F F =

H H =

I I =

Total = 140

Transfer the score of the previous page Transfer the score of the previous page to the corresponding letters below.to the corresponding letters below.

AA Financial motivation Financial motivation

BB Recognition and praise Recognition and praise

CC Responsibility Responsibility

DD Relationship with your manager Relationship with your manager

EE Promotion Promotion

FF Achievement in the job (results) Achievement in the job (results)

HH Job content – the fob itself Job content – the fob itself

II Cooperation with others Cooperation with others

(team work) (team work)





302928272625242322 o21 o20 o19181716 o o1514 o o13 o121110987654321

D B A I E F C H

D Relationship with manager

B Recognition and praise

A Financial motivation

I Cooperation (team-work)

E Promotion

F Achievement Results

C Responsibility

H Job content – Job itself


How to motivateHow to motivate




How to detect lack of motivationHow to detect lack of motivation

1. « Constructive » behavior

The person discusses everythingThe person accepts everythingThe person prefers his hobbies

2. « Destructive » behavior

The person is :

aggressive

spreads rumors

looks for excuses

looks for scapegoats – « it’s his fault »

makes fixations

« I wont change »

« I am better »

expresses unrealistic requests

(I should be the manager)

retires

repeated sick absences

only the body is present

leaves the company = too late




Consequence of lack of motivation –Consequence of lack of motivation –The implications – reactions The implications – reactions

1. If a person is not motivated, it will concentrateon the hygiene factors

The person concentrates on imperfectthings it can’t control - (subjective)

Working hoursSalaryWork conditionsWork place ….

2. If you assure only the dissatisfaction of hygiene factors, you reduce the risk of non-satisfaction

but you don’t motivate. De-motivation will be recurrent

3. If a person is satisfied doesn’t mean he ismotivated

See Herzberg chart



Some practical rules for your motivational taskSome practical rules for your motivational task

1. Job enlargementIncrease of tasksVariation of tasks

2. Enrichment Larger responsibilitiesMore freedom :

of actionof initiativeof decisionto create to act

3. « Job-characteristics » model

Redesign the position to create

a new energy

Job rotation (if possible)

(change of region)

4. Explain what is expected = new objectives

5. Inform about the achieved results = feedback

6. Explain management actions

7. Adopt others perspectives

8. Create interesting jobs - motivating tasks

Larger

Richer




ExerciseExercise

302928272625242322 oo21 oo20 oo19181716 oo oo1514

oo

oo

13

oo

121110987654321

D B A I E F C H

D Relationship with manager

B Recognition and praise

A Financial motivation

I Cooperation (team-work)

E Promotion

F Achievement Results

C Responsibility

H Job content – Job itself

302928272625242322

oo21

oo

20 oo19181716 oo

oo

1514

oo

oo13 oo121110987654321

D B A I E F C H

xxxx xx

xx

xxxx xx

xx

xxxx xx

xx

xxxx

xx

xx



Group

Sl. Full Name Student I.D.

1 Rezaur Rahman 132 1367 090

2 Shanjidha Akhter 122 0958 090

3 Md. Rashedul Islam 142 1153 690

4 Muhammad Mehedi Hasan Shikder 123 0381 090

5 Mohammad Oliur Rahman 121 0909 090

healing through motivation - bullets

Documents