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DISCOVER

MOTIVATION

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Published in: Business Studies | MBA
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This note covers motivation theories along with real examples and figures.

Debarati M / Kolkata

13 years of teaching experience

Qualification: M.Sc (Calcutta University - 1999), ICWA ( - 2003), M.Com (Calcutta University - 1997), MBA/PGDM (MAKAUT - 2012), Ph.D (MUMBAI IIT - 0)

Teaches: Accountancy, Business Mathematics, Commerce Subjects, Economics, B.Com Tuition, Bachelor of Tourism Administration, BBA Tuition, BTTM, Hotel Management, Bank Clerical, Bank PO, Bachelor of Hospital Administration (BHA), BBA Subjects, Management Subjects, MBA Entrance, CAT Exam, CMAT, Hotel Management Entrance, IBSAT, MAT, NMAT

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  1. Some of the important non-financial incentives include: 1. Job security: Nothing can motivate a worker, appointed temporarily, better than provision of job security. Even if a temporary worker puts in greater efforts, lack of job security will always pose a threat. If such a worker is given job security, he will be more committed to the organization. 2. Challenging work: Workers, who are dynamic in nature, do not show preference for routine jobs. They are always ready to accept challenging assignments, challenge can be brought through mentoring, job redesigning job enlargement and job enrichment. Understand the capabilities of every individual in the organization and accordingly assign him work. 3. Recognition: It is important that the employer recognizes hard work. Even a word of appreciation from him would motivate the employees to maintain the same level of performance or do even better. Employees ranked a personal 'thank you' as the most sought after form of recognition, followed by a handwritten note of appreciation from the boss. 4. Better job Titles: Job titles do matter. Employees do show preference for certain designations. A salesman, for example, would like to be designated as a sales executive and a sweeper to be Sanitary Inspector. 5. Opportunities for Advancement: There should never be a stagnation point for any employee during the prime time of his career. The employer must always provide opportunities for his employees to perform well and move up in the hierarchy. 6. Empowerment: To stimulate an employee is his involvement in certain crucial decisions. For example, if the management decides to buy a new machinery for the factory, the workers' viewpoints may be secured before making the final decision. The management should avoid unilateral decisions on such matters. 7. Competition: The management can encourage healthy competition among the employees. This would, certainly, motivate them to prove their capabilities. The management can also rank the
  2. employees according to performance. Such of those employees who have performed very well may be given merit certificates. 8. Job Rotation: By job rotation we mean that the employees will be exposed to different kinds of job. This certainly would break the monotony of employees. For example, in a bank an employee may work in the Savings Bank Section for some time after which he may be posted to the cash section. Such a change not only motivates the employees to perform well but also prepares him to be versatile. 9. Lead by Example — be passionate and energetic: Leaders should demonstrate the attitudes, values, actions, and mindsets that they want among their staff. Leaders are always considered as role models. 10. Encourage the use of humour and creativity: Incorporating humour into the workplace can alleviate stress and create a more positive environment for everyone. Strategies to enhance humour include having a daily cartoon or joke sent to all staff via e-mail, encouraging laughter, finding fun in events that did not turn out as planned or expected etc. 11. Treat your people as human beings — neither inferior, nor superior: Show trust and respect, motivate them for creativity, create a 'safe-to-risk environment' keep them informed of relevant developments inside the organisation, mistakes be treated as learning tools instead of blaming them, act as an advocate for their employees and be a visible champion for them, provide resources and support required by staff to complete their jobs, promote and provide two-way feedback, address stress and burnout, and implement work/life balance initiatives.

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