Hearty welcome to distinguished delegates

4. Business Per Employee (2005-06) Rs. lakh

5. Profit Per Employee (2005-06)

6. Salary as % of total expr. (2005-06)

9. Responsibility vs. work pyramid We can describe organizational members in one of two ways. Frontline employees are individuals who work directly on a job or task and have no responsibility for overseeing the work of others. Managers direct the activities of other people in the organization. In addition, managers are usually classified as top, middle, or first-line managers. First-line managers (frequently titled �supervisor�) are responsible for directing the day-to-day activities of operative employees. Middle managers represent the level of management between first-line managers and top management. These managers manage other managers (and may manage frontline employees). Further, these managers are usually responsible for translating the goals of top management into specific details that lower-level managers can perform. Top managers are responsible for making decisions about the direction of the organization and setting policies that affect all organizational members. We can describe organizational members in one of two ways. Frontline employees are individuals who work directly on a job or task and have no responsibility for overseeing the work of others. Managers direct the activities of other people in the organization. In addition, managers are usually classified as top, middle, or first-line managers. First-line managers (frequently titled �supervisor�) are responsible for directing the day-to-day activities of operative employees. Middle managers represent the level of management between first-line managers and top management. These managers manage other managers (and may manage frontline employees). Further, these managers are usually responsible for translating the goals of top management into specific details that lower-level managers can perform. Top managers are responsible for making decisions about the direction of the organization and setting policies that affect all organizational members.

10. What is motivation? It is something which propels one to act Motive for action Igniting the spark for action Force that can literally change our life. To motivate means to encourage and inspire

11. Importance of Motivating Employees Motivated employees become more productive � personally and professionally Our relationships improve at home and at work place Life becomes more meaningful and fulfilling.

12. Many people view motivation incorrectly: thinking it is a personal trait that some have and some don�t. In reality, motivation results from the interaction between the individual and the situation. We�ll examine the overall process of motivation. An unsatisfied need creates tension; this tension drives a person to satisfy the need. A motivated employee works intensely and persistently. However, effort and persistence will not pay off unless they are channeled in a direction that benefits the organization.Many people view motivation incorrectly: thinking it is a personal trait that some have and some don�t. In reality, motivation results from the interaction between the individual and the situation. We�ll examine the overall process of motivation. An unsatisfied need creates tension; this tension drives a person to satisfy the need. A motivated employee works intensely and persistently. However, effort and persistence will not pay off unless they are channeled in a direction that benefits the organization.

13. - Peter J. Davies

15. Self Actualisation (Doing the Best) Self Esteem (Confidence, respect) Social (Friendship,Family,Intimacy) Safety (Job,Health,Property) Survival (Food,water,sex, sleep) The best-known theory on motivation was developed by Abraham Maslow. According to Maslow, within every human being, a hierarchy of five needs exist. The first three are deficiency needs because they must be satisfied if the individual is to be healthy and secure. The last two are growth needs because they are related to the development and achievement of one�s potential. As each of these needs becomes substantially satisfied, the next higher need becomes dominant. Physiological--food, drink, shelter, sexual satisfaction, and other bodily requirements. Safety--security and protection from physical and emotional harm. Social--affection, belongingness, acceptance, and friendship. Esteem--internal factors such as self-respect, autonomy, achievement, and external factors such as status, recognition, and attention. Self-actualization--growth, achieving one�s potential, and self-fulfillment; the drive to become what one is capable of becoming. The best-known theory on motivation was developed by Abraham Maslow. According to Maslow, within every human being, a hierarchy of five needs exist. The first three are deficiency needs because they must be satisfied if the individual is to be healthy and secure. The last two are growth needs because they are related to the development and achievement of one�s potential. As each of these needs becomes substantially satisfied, the next higher need becomes dominant. Physiological--food, drink, shelter, sexual satisfaction, and other bodily requirements. Safety--security and protection from physical and emotional harm. Social--affection, belongingness, acceptance, and friendship. Esteem--internal factors such as self-respect, autonomy, achievement, and external factors such as status, recognition, and attention. Self-actualization--growth, achieving one�s potential, and self-fulfillment; the drive to become what one is capable of becoming.

16. Frederick Herzberg�s Two-factor Theory Motivators (INTRINSIC) (content) Determinants of Job Satisfaction Challenging work, recognition, responsibility Maintenance Factors (Hygiene/EXTRINSIC) (context) Determinants of Job Dissatisfaction Pay, job security, working conditions, relationships, fringe benefits

17. Douglas McGregor proposed two distinct views about human nature--one a negative view, Theory X, and one a positive view called Theory Y. If a manager sees people as irresponsible and lazy,they will follow Theory X and assume the following: 1. Employees inherently dislike work and will try to avoid it. 2. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals. 3. Employees avoid responsibilities and seek formal direction, if possible. 4. Most workers place security above all other work-related factors and will display little ambition. However, Theory Y managers see people as responsible and conscientious, and assume the following: 1. Employees can view work as being as natural as rest or play. 2. When committed to their objectives, people will exercise self-direction and self-control 3. The average person can learn to accept, even seek, responsibility. 4. Many workers besides managers have innovative decision-making skills. No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand. Douglas McGregor proposed two distinct views about human nature--one a negative view, Theory X, and one a positive view called Theory Y. If a manager sees people as irresponsible and lazy,they will follow Theory X and assume the following: 1. Employees inherently dislike work and will try to avoid it. 2. Since employees dislike work, they must be coerced, controlled, or threatened to achieve goals. 3. Employees avoid responsibilities and seek formal direction, if possible. 4. Most workers place security above all other work-related factors and will display little ambition. However, Theory Y managers see people as responsible and conscientious, and assume the following: 1. Employees can view work as being as natural as rest or play. 2. When committed to their objectives, people will exercise self-direction and self-control 3. The average person can learn to accept, even seek, responsibility. 4. Many workers besides managers have innovative decision-making skills. No hard evidence confirms that either set of assumptions is universally true. It is more likely that the assumptions of Theory X or Theory Y may or may not be appropriate, depending on the situation at hand.

18. Expectancy theory states that an individual tends to act in a certain way on the basis of the expectation that the act will be followed by an outcome that is attractive to the individual. For example, an employee will be motivated to produce more when he or she believes that the effort will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards; and that the rewards will satisfy the employee�s personal goals. This theory focuses on three relationships. 1. The effort-performance relationship is the probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. The performance-reward relationship is the degree to which an individual believes that performing at a particular level will lead to the attainment of a desired outcome. 3. Attractiveness is the importance the individual places on the potential reward that can be achieved on the job. Expectancy theory states that an individual tends to act in a certain way on the basis of the expectation that the act will be followed by an outcome that is attractive to the individual. For example, an employee will be motivated to produce more when he or she believes that the effort will lead to a good performance appraisal; that a good appraisal will lead to organizational rewards; and that the rewards will satisfy the employee�s personal goals. This theory focuses on three relationships. 1. The effort-performance relationship is the probability perceived by the individual that exerting a given amount of effort will lead to performance. 2. The performance-reward relationship is the degree to which an individual believes that performing at a particular level will lead to the attainment of a desired outcome. 3. Attractiveness is the importance the individual places on the potential reward that can be achieved on the job.

19. David McClelland proposed the three-needs theory which asserts that there are three relevant motives or needs that motivate behaviour in the workplace: 1. The need for achievement (nAch) is the need to excel, to achieve in relation to a set of standards, to succeed. 2. The need for power (nPow) is the need to shape and control the behaviour of others. 3. The need for affiliation (nAff) is the desire for interpersonal relationships. He believed that these needs are acquired from the culture of a society. Some people have a compelling drive to succeed, but they strive for personal achievement, not for the rewards of success, per se (nAch). These high achievers seek situations in which they can take responsibility for solving problems, can receive rapid unambiguous feedback on performance, and can set moderately challenging goals. Persons with a high need for power (nPow) desire to be influential, in charge, and seek competitive, status-oriented situations. Those who have a high need for affiliation (nAff) want to be liked and accepted by others; so, they strive for friendships, cooperation, and high-trust situations.David McClelland proposed the three-needs theory which asserts that there are three relevant motives or needs that motivate behaviour in the workplace: 1. The need for achievement (nAch) is the need to excel, to achieve in relation to a set of standards, to succeed. 2. The need for power (nPow) is the need to shape and control the behaviour of others. 3. The need for affiliation (nAff) is the desire for interpersonal relationships. He believed that these needs are acquired from the culture of a society. Some people have a compelling drive to succeed, but they strive for personal achievement, not for the rewards of success, per se (nAch). These high achievers seek situations in which they can take responsibility for solving problems, can receive rapid unambiguous feedback on performance, and can set moderately challenging goals. Persons with a high need for power (nPow) desire to be influential, in charge, and seek competitive, status-oriented situations. Those who have a high need for affiliation (nAff) want to be liked and accepted by others; so, they strive for friendships, cooperation, and high-trust situations.

20. Goal setting Theory Having a definite goal itself is motivating. Reaching the goal is the reward. Goal must be SMART.

21. PARETO�s 80:20 Principle

22. Motivation-Combo of personal development objectives aligning with Corporate objectives

24. Getting there �

25. Application of Theories Recognize individuals� needs Match people to jobs Set attainable goals Link Rewards to performance VPP (Variable Pay for performance) Other ways that a manager can motivate employees is to recognize them as individuals and match people to the jobs. Likewise, establishing goals that are attainable can go a long way to motivate employees to achieve great performance.Other ways that a manager can motivate employees is to recognize them as individuals and match people to the jobs. Likewise, establishing goals that are attainable can go a long way to motivate employees to achieve great performance.

26. Management attitude has an impact If management assumes that its employees will succeed, they usually will live up to this expectation.

27. How can we motivate existing staff to accept additional workload without creating stress and other IR problems?

28. �The goal of delegation is to pass along skills and opportunities that help develop your subordinates.�  Paul Falcone

29. Why employees want to leave their current job: There�s no room to grow �I�m not learning anything new� �I�ve been doing the same thing for years�

30. What Motivates Employees? Clear Expectations & Goals Materials and Resources Accurate/timely feedback Interesting work Challenges Responsibility Recognition Respect

32. Step One Accept that Everyone is motivated by different needs and wants Find out which of the following is most important for each member of your team

33. Climbing the Career Ladder Additional Responsibility Acquiring New Skills Enhancing Managerial and People Skills Work / Life Balance Compensation - Money

34. Step Two Meet individually with each of your team members and learn more about their wants and needs.

35. Step Three Decide what to delegate to whom. Match assignments to motivational needs.

46. Organisational Devt. Initiative - ODI Systematic process involving all sections of employees Starting with SWOT, STEP, Preparation of MISSION, VISION statements Ends with an SMART Action Plan Having been involved in the process, employees own up the plan Hence motivated to achieve the plan.