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SUBMITTED BY:
JARMANJIT SINGH
Reg.no.11001985
MBA(HHM)
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MOTIVATION
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.
Work performance
High levels of fatigue cause reduced performance and productivity, and increases
the risk of accidents and injuries. Fatigue affects the ability to think clearly. As a
result people who are fatigued are unable to gauge their own level of impairment,
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and are unaware that they are not functioning as well or as safely as they would be
if they were not fatigued.
Performance levels drop as work periods become longer and sleep loss increases.
Staying awake for 17 hours has the same effect on performance as having a blood
alcohol content of 0.05%. Staying awake for 21 hours is equivalent to a blood
alcohol content of 0.1%.
• Desire to sleep;
• Lack of concentration;
• Irritability;
• Poor judgement;
METHODOLOGY
The person who experiences something might hold himself responsible for the
cause of the event. The other component is the permanence and the experience
might be considered to be unchangeable. The last component is the pervasiveness
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of the event which means the way a certain event affects life. Explanatory studies
can make a person both optimistic and pessimistic.
OBJECTIVES:
REVIEW OF LITERATURES :
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examined in terms of Adams' equity theory. (1)
• 2)Motivating Employees:
Bill Risse STUDIED As a manager, the author has studied about and been
involved in motivating or attempting to motivate people since the time he
had hair on the top of his head. He believes that people can set up the right
conditions for people to motivate themselves. Employees motivate
themselves more readily when the reward benefits them personally. Most
employees will be less inspired by actions that benefit the credit union as a
whole and more inspired if their actions benefit themselves. As long as the
reward is the same, employees motivate themselves to achieve prizes that
are more immediate compared to those that are delayed.(2).
• 3) A peek into the future L&D practitioners couldn't carry on doing "the
same old thing" because executives' attitudes towards skills had changed.
For the first time, they were acknowledging that skills were vital to
organisational success - "fantastic!"- but, at the same time, recent research
had shown that many of them didn't believe that L&D practitioners were
capable of delivering the skills they needed.
Eileen Wubbe, studied that Morale and motivation have become increasingly
important among human resources departments and employees. Budget cuts,
organizational changes, layoffs and increased workloads in recent years have
added to the extreme stress that comes with the downtrodden economy. Companies
have had to get creative and find new strategies to keep employees motivated. To
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overcome the uncertainty and build trust, it's critical that employers express
empathy to those affected by changes and amp up communication regarding the
strategy for overcoming challenges. Some companies are offering lateral job
moves, especially in areas that have been downsized where there's a need for more
personnel. Even after the recession ends, human capital and morale will still be
important, only with new challenges, such as retaining good employees and
handling the demands of Generation Y workers.(5)
Jim Clemmer, said that there are many interconnected factors that inhibit or
enhance energy. People can't really motivate others, but they can create a high-
energy environment that dramatically magnifies and expands the energy of
individuals, teams or organizations. Those high-energy environments are the result
of these timeless leadership principles: 1. People who feel victimized and
powerless don't have a lot of energy for change and improvement. 2. An
environment that doesn't ring true with honesty, integrity and trust is an
environment that drains energy. 3. Meaningless work that doesn't connect with a
deeper part of people will drain energy. 4. Individuals, teams and organizations
with a strong sense of self, clear direction and meaningful purpose have a high
degree of energy(6)
• 7) PEP TALK:
• 8) THE 4 RS OF MOTIVATION:
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Michael Maccoby, Daniel H. Pink, author of Drive: The Surprising Truth About
What Motivates Us , believes that what most motivates people at work are the
"intrinsic" rewards of mastering a task that engages them. Before you decide that
you are better off not trying to motivate your team, the authors consider the
proposition that Pink's thesis fits some people in some contexts, but not others.
This is what he observed over fifty years of studying motivation, starting with
research on concept formation for his honors thesis at Harvard. The anxious
students did better at problem solving when there were no rewards, but those with
low anxiety did better when stimulated by the possibility of gaining a reward. The
pressure seemed to motivate them. In Why Work? (1988, 1995), he suggested that
to motivate followers, leaders should employ a mix of four Rs: Responsibilities,
Relationships, Rewards, Reasons.(8)
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Company in Abidjan, Cote d'Ivoire. There were 143 participants and 120 (85 males
and 35 females) out of this number participated in the research. This represents an
83.91% response. The results of this paper are noteworthy within acceptable limits
as they indicate that interesting work; good pay; full appreciation of work done and
job security are outstanding drivers for employee motivation. (10)
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Hung-Wen Lee, Rapid changes of working environments have resulted in changes
to employment relations and psychological contracts, a special form of contracts,
have been gaining attention. This study investigated government, and examined the
personal characteristics that affect psychological contracts. In other words, it
explored whether the psychological needs to approach success (achievement
motivation) are affected by psychological contracts. It sampled administrative
personnel in government because they play an important role. The classifications
of Work Motivation Measurement, as defined by Helmreich and Spence (1979),
i.e. mastery of needs, work orientation, and competitiveness are used as
measurement tools to assess achievement motivation. Meanwhile, this study
adopted the psychological contract measurement, as proposed by Raja, Johns, and
Ntalianis (2004), to measure the realization of psychological contracts by
employees. The results showed that only competition has no significant influence
on psychological contracts. Mastery of needs and work orientation both have
significant influence on psychological contracts. Lastly, suggestions were proposed
based on the results.(12)
Vidya Gawali, While high employee turnover reflects on low morale and lack of
motivation, interestingly, seen from another angle, the absence of turnover quickly
results in de-motivation, because the possibility of lateral and forward-motion is
withhold from employees. It is against human nature to remain static, performing
the same duties day in day out, without expectation of change in routine or
opportunities for advancement. Moreover, the mundane methods of employee
motivation such as monetary rewards and perks have been left behind in
preventing employee turnover. This article reports effectiveness of employee
Cross-Training as a motivational technique compared to other motivational factors
like performance based compensation, working environment, leadership, perks and
perquisites. For this purpose a survey was conducted on 100 executives and
managers from 20 different companies. The results revealed that cross training
substantially prevents turnover. (13)
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Anonymous, Healthcare organizations are experiencing a strong demand for
employees, a situation brought on, in part, by the aging population. With the gap
between work force supply and demand widening in the coming years, healthcare
organizations should look for ways to effectively manage the human resources
piece of their organization. While hospitals should routinely evaluate their
compensation structures, non-monetary motivators also can be leveraged to attract
top talent. An important first step is to identify reasons a prospective employee
would choose your organization over one of your competitors. Those reasons
become the brand to promote in all recruiting efforts. Other ways to promote your
hospital include its physical structure.(14)
Vidya Gawali, While high employee turnover reflects on low morale and lack of
motivation, interestingly, seen from another angle, the absence of turnover quickly
results in de-motivation, because the possibility of lateral and forward-motion is
withhold from employees. It is against human nature to remain static, performing
the same duties day in day out, without expectation of change in routine or
opportunities for advancement. Moreover, the mundane methods of employee
motivation such as monetary rewards and perks have been left behind in
preventing employee turnover. This article reports effectiveness of employee
Cross-Training as a motivational technique compared to other motivational factors
like performance based compensation, working environment, leadership, perks and
perquisites. The results revealed that cross training substantially prevents turnover.
(15)
Bill Santamour, talked about how hospital leaders can create an environment in
which staff are inspired by what they do and inspire those around them. She said
that employees know there are at least five intrinsic motivators that cause them to
do what they do, such things as being in healthy relationships with others,
recognizing that there's meaning to the work that produces a contribution, that they
see progress in their work, that they have choices and are involved in decision-
making. If you have engaged workers who are happy to be there, who feel happy
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about what they do, who feel respected, who feel honored, they treat people the
same way. It ripples. Patients can pick up unhappiness in employees within a
nanosecond.(16)
Regina M. Clark, give some ideas about how to create a motivating work
environment. A motivating environment will lead to increased productivity ad
reduced turnover. Regina Clark speaks at association conferences and corporate
meetings throughout the year. The ideas found in this article were communicated
by audience members or were a result of experiences that Regina had as a
management consultant. There are many practical applications cited in the article.
All of the ideas have been implemented. This paper aims to share best practices.
(17)
John Sullivan, Unfortunately, at most firms, employees' passion for their jobs
seems to be one of the organization's best-kept secrets. It almost seems as if HR is
purposely making it difficult for outsiders to discover the excitement and to learn
about the people who make a firm unique. If you want to test this premise, make a
list of your organization's most exciting aspects and people. Next, see if outsiders
can feel the excitement when they visit your corporate careers Web site. Now
visualize a visit to your facility. Will visitors walking into the lobby be greeted by
an unfriendly security process and little more than a corporate magazine to
demonstrate that your company is a great place to work? The firm that wins the
recruiting and retention battle is the one that communicates its message the best.
(18)
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in enough exciting tasks in your nonwork hours so that you feel that your life isn't,
in an overall sense, boring.(19)
T L Stanley. There are various opinions about the motivating forces in the
workplace. Every person has different reasons for working. Individual employees
are distinct, so their reasons and motivations for working are also distinct. When an
organization is proactive in addressing issues that are important to employees, the
workplace becomes very motivated. Employee motivation is at the heart of a
motivated workplace. A positive motivation plan will improve overall productivity.
In many instances, a positive employee outlook can turn an entire organization
around. Here are some steps in creating a motivated workplace: 1. Recognize good
work. 2. Keep the work interesting. 3. Allow input from employees. 4. Supervisors
must be organized. 5. Develop good training programs. 6. Treat each employee
with respect. 7. Always keep employees informed. 8. Provide opportunities for
advancement. 9. Keep confidential employee information private. 10. Supply
employees with the latest technology, but do not overwhelm them.(20)
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MOTIVATION:
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Intrinsic and extrinsic motivation
• attribute their educational results to internal factors that they can control
(e.g. the amount of effort they put in),
• believe they can be effective agents in reaching desired goals (i.e. the results
are not determined by luck),
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• Extrinsic motivation comes from outside of the individual. Common
extrinsic motivations are rewards like money and grades, coercion and threat
of punishment. Competition is in general extrinsic because it encourages the
performer to win and beat others, not to enjoy the intrinsic rewards of the
activity. A crowd cheering on the individual and trophies are also extrinsic
incentives.
• Social psychological research has indicated that extrinsic rewards can lead to
overjustification and a subsequent reduction in intrinsic motivation. In one
study demonstrating this effect, children who expected to be (and were)
rewarded with a ribbon and a gold star for drawing pictures spent less time
playing with the drawing materials in subsequent observations than children
who were assigned to an unexpected reward condition and to children who
received no extrinsic reward.
WORK PERFORMANCE:
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Performance = Potential -
Interference
Once you know what has caused your (i) the next stage is to find enjoyment,
finding out what you enjoy about your work will have an immediate impact
on your working life, work in our humble opinion needs to be more, much
more than just results.
Conclusion: There are various opinions about the motivating forces in the
workplace. Every person has different reasons for working. A positive motivation
plan will improve overall productivity. To motivate your employee give rewards to
them and appreciate them. To improve work performance or for motivating them
give increment them they desire. If you have engaged workers who are happy to
be there, who feel happy about what they do, who feel respected, They do the same
with others. Companies have had to get creative and find new strategies to keep
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employees motivated. Motivating employees begins with the way to influence
worker's behaviour. Cultivate goals, structure, skill and culture with care, and
watch the value from the people in your organization grow.
REFERENCES
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2. Bill Rissel. Credit Union Management. Madison: Oct 2010. Vol. 33, Iss. 10; pg.
18, 1 pg
3. Elizabeth Eyre. Training Journal. Ely: Oct 2010. pg. 10, 3 pgs
4. Joel Jellison. McClatchy - Tribune Business News. Washington: Oct 12, 2010.
5. Eileen Wubbe. The Secured Lender. New York: Sep 2010. Vol. 66, Iss. 6; pg.
25, 3 pgs
6. Jim Clemmer. Print Professional. Philadelphia: Jul 20, 2010. Vol. 48, Iss. 7; pg.
19, 1 pgs
7. Tennile M Robinson. Black Enterprise. New York: Jul 2010. Vol. 40, Iss. 12;
pg. 104, 1 pgs
9. Tom Stevens. Print Professional. Philadelphia: May 20, 2010. Vol. 48, Iss. 5; pg.
19, 1 pgs
12. Hung-Wen Lee. Journal of Global Business Issues. Burbank: Spring 2010. Vol.
4, Iss. 1; pg. 9, 8 pgs
14. Anonymous. Healthcare Executive. Chicago: Mar/Apr 2009. Vol. 24, Iss. 2;
pg. 78, 1 pgs
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16. Bill Santamour. Hospitals & Health Networks. Chicago: Mar 2009. Vol. 83,
Iss. 3; pg. 10, 1 pgs
18. John Sullivan. Workforce Management. Costa Mesa: Sep 8, 2008. Vol. 87, Iss.
14; pg. 66, 1 pgs
19. Anonymous. Office Solutions. Mt. Airy: Jul 2008. Vol. 25, Iss. 3; pg. 15, 1 pgs
20. T L Stanley. SuperVision. Burlington: Mar 2008. Vol. 69, Iss. 3; pg. 5, 4 pgs
21. http://en.wikipedia.org/wiki/
22. http://www.google.co.in/
23.http://www.proquest.umi.com/
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