HI FOLKS,
FEW DAYS I WAS GOING THRU AN ARTICLE OF MOTIVATONAL FACTORS AND I FOUND IT VERY TRUE TO OUR EXPECTATIONS AND THE SUGGESTIONS IT GAVE WERE EXCELLENT AND IF APPLIED WILL SURELY WORK. FEW EXCERPTS OF THAT ARTICLE.....
Motivational Factors
It is very important for managers to understand that different factors motivate different people. We call these factors "motivational factors".
It is also key to understand that not all people are motivated by a single factor; instead they are motivated by a series of factors.
The motivational factors change during the course of time, greatly depending on the particular phase that an individual might be going through, whether it be in his personal life or career.
When people are asked what factors motivate them to work, we generally receive answers, such as:
o The organization for which they work.
o The work environment.
o Their boss.
o Money.
o The achievements they can produce when they play a specific role.
o Recognition.
o The power that a position enables them with.
o Status.
o Their peers, team and co-workers.
o The work schedule.
A simple way to expose these factors is by means of a polynomial, whereby we add the elements that motivate a person
Let ‘s take Anne as an example:
Anne’s motivation = Salary + Her boss + Power + Work Schedule + Work Atmosphere + Co-Workers.
Each factor also bears a different weight in Anne’s motivation formula:
Anne’s motivation is equal to: Salary (20%)+ Her boss (50%) + Power (10%) + Work Schedule (10%) + Work atmosphere (5%) + Co-Workers (5%).
In Anne’s case, her biggest motivation to work comes from her boss, followed by salary, power, work schedule, work atmosphere and co-workers.
Constant Change
Motivation changes depend on the individual's personal life and career phase (as well as many other instances).
In Anne’s case, being a recent college graduate that is taking her first steps in a corporation, her boss is the primary source of motivation. Her boss is an excellent coach and provides her with guidance and continuous training.
The motivation factors might change as she wants to apply for a loan to buy a house, then salary can become a more relevant motivating factor.
If Anne gets married and has kids, work schedule might become a key factor in determining her motivation to work in a specific position, as she wants to spend more time with her kids.
The polynomial theory gives us a vision as to how motivational factors interact and vary, depending on the person we are analyzing and the timing when the analysis is being made.
So, What Do We Use It For?
Understanding people's motivations is a key competency to being an effective leader, manager or team member.
If we understand the motivation factors, it will be easier to create a work atmosphere where motivation flourishes. There is not a unique formula as to how to create this atmosphere. Nevertheless, if we understand the motivation factor, we will be more likely to take actions that create employees’ satisfaction.
If we do not understand this, we can take actions that are neutral or even counterproductive. For example, if an employee is motivated by work related achievements and we give him a salary increase, probably this will have little effect on his motivation. On the other hand, if we assign him to a relevant project, this will probably have a positive effect on his behavior.
As organizations cannot magically motivate employees, it is the role of leaders, managers and team leaders to continuously monitor the motivational factors of their employees. This continuous exercise will allow them to take the right actions and to improve individual motivation.
Understanding the dynamics of how individual motivation works can make the difference between a successful leader and one that is not
SO .....
DIPS
From India, Delhi
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12FEW DAYS I WAS GOING THRU AN ARTICLE OF MOTIVATONAL FACTORS AND I FOUND IT VERY TRUE TO OUR EXPECTATIONS AND THE SUGGESTIONS IT GAVE WERE EXCELLENT AND IF APPLIED WILL SURELY WORK. FEW EXCERPTS OF THAT ARTICLE.....
Motivational Factors
It is very important for managers to understand that different factors motivate different people. We call these factors "motivational factors".
It is also key to understand that not all people are motivated by a single factor; instead they are motivated by a series of factors.
The motivational factors change during the course of time, greatly depending on the particular phase that an individual might be going through, whether it be in his personal life or career.
When people are asked what factors motivate them to work, we generally receive answers, such as:
o The organization for which they work.
o The work environment.
o Their boss.
o Money.
o The achievements they can produce when they play a specific role.
o Recognition.
o The power that a position enables them with.
o Status.
o Their peers, team and co-workers.
o The work schedule.
A simple way to expose these factors is by means of a polynomial, whereby we add the elements that motivate a person
Let ‘s take Anne as an example:
Anne’s motivation = Salary + Her boss + Power + Work Schedule + Work Atmosphere + Co-Workers.
Each factor also bears a different weight in Anne’s motivation formula:
Anne’s motivation is equal to: Salary (20%)+ Her boss (50%) + Power (10%) + Work Schedule (10%) + Work atmosphere (5%) + Co-Workers (5%).
In Anne’s case, her biggest motivation to work comes from her boss, followed by salary, power, work schedule, work atmosphere and co-workers.
Constant Change
Motivation changes depend on the individual's personal life and career phase (as well as many other instances).
In Anne’s case, being a recent college graduate that is taking her first steps in a corporation, her boss is the primary source of motivation. Her boss is an excellent coach and provides her with guidance and continuous training.
The motivation factors might change as she wants to apply for a loan to buy a house, then salary can become a more relevant motivating factor.
If Anne gets married and has kids, work schedule might become a key factor in determining her motivation to work in a specific position, as she wants to spend more time with her kids.
The polynomial theory gives us a vision as to how motivational factors interact and vary, depending on the person we are analyzing and the timing when the analysis is being made.
So, What Do We Use It For?
Understanding people's motivations is a key competency to being an effective leader, manager or team member.
If we understand the motivation factors, it will be easier to create a work atmosphere where motivation flourishes. There is not a unique formula as to how to create this atmosphere. Nevertheless, if we understand the motivation factor, we will be more likely to take actions that create employees’ satisfaction.
If we do not understand this, we can take actions that are neutral or even counterproductive. For example, if an employee is motivated by work related achievements and we give him a salary increase, probably this will have little effect on his motivation. On the other hand, if we assign him to a relevant project, this will probably have a positive effect on his behavior.
As organizations cannot magically motivate employees, it is the role of leaders, managers and team leaders to continuously monitor the motivational factors of their employees. This continuous exercise will allow them to take the right actions and to improve individual motivation.
Understanding the dynamics of how individual motivation works can make the difference between a successful leader and one that is not
SO .....
DIPS
From India, Delhi
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hi anu, thanx but i wud like u all to throw lights whether it is easily applicable in our situations or not!!! dips
From India, Delhi
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From India, Delhi
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Hi All
It's a useful idea to consider that we have a number of different motivators and that some will be more dominant than others, hence we have the example quoted:
Work by Prof John Hunt of London Business School (see his book "Motivating People At Work" published by McGraw Hill) suggests that there are a number of motivators that affect us both in and out of work, and he has developed a profiling system for measuring this in people:
COMFORT - this is about lifestyle (money, possessions) and avoiding stress. For different people at different stages in their lives, they may score high for money & possessions and low for stress avoidance (e.g. high achievers) and for others there could be 'average' scores indicating nothing out of the ordinary, whilst for people scoring high in both these aspects there may be some serious personal issues.
STRUCTURE - this is about how much structure and definition you want from your job and also about avoiding risk. Some people need their job very clearly defined and boundaries set (high score for structure). Others may score high also on avoiding risk, meaning that they are currently unlikely to step outside of these defined boundaries without support and permission, meaning that at work they will not wish to take responsibility for tough decisions for example.
RELATIONSHIPS - this is about how important other people are, esp. in the workplace - can people work effectively for long periods of time as part of a busy group, or perhaps even on their own?
RECOGNITION - high scorers here are looking for feedback on what and how they are doing. They need to be told more than others how things are going.
POWER - this is primarily about running things - projects, teams, the local football club at the men's club - controlling and managing the behaviours of others. Managers usually score quite highly here.
AUTONOMY - this is about doing things your way, doing your own thing, and being independent - designers and scientist may score highly here for example, along with inventors and entrepreneurs.
As you can see there are huge implications here for line managers in using such a concept to influence people. The theory also suggests that people can only motivate themselves, not others, and that the motivations profile changes over time, so they WAY in which you ask somebody to do a task is more important.
I'm looking forward to comments!!
Regards
Martin
From United Kingdom,
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It's a useful idea to consider that we have a number of different motivators and that some will be more dominant than others, hence we have the example quoted:
Work by Prof John Hunt of London Business School (see his book "Motivating People At Work" published by McGraw Hill) suggests that there are a number of motivators that affect us both in and out of work, and he has developed a profiling system for measuring this in people:
COMFORT - this is about lifestyle (money, possessions) and avoiding stress. For different people at different stages in their lives, they may score high for money & possessions and low for stress avoidance (e.g. high achievers) and for others there could be 'average' scores indicating nothing out of the ordinary, whilst for people scoring high in both these aspects there may be some serious personal issues.
STRUCTURE - this is about how much structure and definition you want from your job and also about avoiding risk. Some people need their job very clearly defined and boundaries set (high score for structure). Others may score high also on avoiding risk, meaning that they are currently unlikely to step outside of these defined boundaries without support and permission, meaning that at work they will not wish to take responsibility for tough decisions for example.
RELATIONSHIPS - this is about how important other people are, esp. in the workplace - can people work effectively for long periods of time as part of a busy group, or perhaps even on their own?
RECOGNITION - high scorers here are looking for feedback on what and how they are doing. They need to be told more than others how things are going.
POWER - this is primarily about running things - projects, teams, the local football club at the men's club - controlling and managing the behaviours of others. Managers usually score quite highly here.
AUTONOMY - this is about doing things your way, doing your own thing, and being independent - designers and scientist may score highly here for example, along with inventors and entrepreneurs.
As you can see there are huge implications here for line managers in using such a concept to influence people. The theory also suggests that people can only motivate themselves, not others, and that the motivations profile changes over time, so they WAY in which you ask somebody to do a task is more important.
I'm looking forward to comments!!
Regards
Martin
From United Kingdom,
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Hi Martin,
Yes, that's correct that there are different motivators at different times for different people. Here, the HR manager's role is to understand them and accordingly provide it to the employees for better performance and productivity.
Thanks for adding more factors to the list. Well, here Anne's list was just an example.
Dips
From India, Delhi
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Yes, that's correct that there are different motivators at different times for different people. Here, the HR manager's role is to understand them and accordingly provide it to the employees for better performance and productivity.
Thanks for adding more factors to the list. Well, here Anne's list was just an example.
Dips
From India, Delhi
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hi, I know the post is lovely that’s why i posted it here :P now throw more light on this.. dips
From India, Delhi
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From India, Delhi
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Dear All,
Just want to share.
Motivation factor is not a permanent factor, and I am sure all will agree with this point. In fact, not all the motivation factors will remain the same should behavior change drastically. At times, we need to differentiate between motivation sources and motivational tools. For example, good education for the children is a motivation source, while money is the motivational tool. Wanting to be known and having a benevolent personality (motivation source) can lead to performing healing, charity works, teaching, which then become the motivational tools. There are millions of combinations, but they all stem from the ultimate source, behavior.
How then do we monitor? We now have a lot of tools like DISC, INNERVIEW, MYERS-BRIGGS, and many more to help define behavior and work preferences. They are good guides to have, but simultaneously, we need to ensure that we do not start discriminating based on the information available. "Oh, his profile says he is like this, like that... he's not fit for the new project." People change.
All these profiles are guides and must remain as such. What we should try to do is feel or look out for behavior changes. To me, these are strong indicators for monitoring motivational factors. Of course, it is assumed that we already have a certain map of the person's behavior available. Even a change in a person's eating preferences can indicate changes in motivation. For instance, a 30-year-old man changing his diet from meat-based to vegetarian. Is it due to religious impact, a temporary change for a specific festival, or permanent? If temporary, could the motivation be because he wants to appease a certain deity in return for granting him something? What is that something? A motivational source? If it's a permanent change, a sincere shift in eating behavior due to a life-changing impact, benevolence begins to be a motivational source.
Some food for thought.
Regards
From Malaysia, Johor Bahru
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Just want to share.
Motivation factor is not a permanent factor, and I am sure all will agree with this point. In fact, not all the motivation factors will remain the same should behavior change drastically. At times, we need to differentiate between motivation sources and motivational tools. For example, good education for the children is a motivation source, while money is the motivational tool. Wanting to be known and having a benevolent personality (motivation source) can lead to performing healing, charity works, teaching, which then become the motivational tools. There are millions of combinations, but they all stem from the ultimate source, behavior.
How then do we monitor? We now have a lot of tools like DISC, INNERVIEW, MYERS-BRIGGS, and many more to help define behavior and work preferences. They are good guides to have, but simultaneously, we need to ensure that we do not start discriminating based on the information available. "Oh, his profile says he is like this, like that... he's not fit for the new project." People change.
All these profiles are guides and must remain as such. What we should try to do is feel or look out for behavior changes. To me, these are strong indicators for monitoring motivational factors. Of course, it is assumed that we already have a certain map of the person's behavior available. Even a change in a person's eating preferences can indicate changes in motivation. For instance, a 30-year-old man changing his diet from meat-based to vegetarian. Is it due to religious impact, a temporary change for a specific festival, or permanent? If temporary, could the motivation be because he wants to appease a certain deity in return for granting him something? What is that something? A motivational source? If it's a permanent change, a sincere shift in eating behavior due to a life-changing impact, benevolence begins to be a motivational source.
Some food for thought.
Regards
From Malaysia, Johor Bahru
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don't know if this is the right string to post this in but here is smthg abt overcoming negetive beliefs ...
Overcoming Negative Beliefs
- By Dr. Steve Taubman
In India , the method for training an elephant is the following: When the elephant is very yoüng, its leg is tied to a small post with a thin piece of rope. At that age the elephant hasn't the power to break the rope or dislodge the post. It tries for a while and then gives up. As the elephant grows, there's no reason to increase the girth of the rope or the post. The elephant of course reaches such size and strength that it could, if it wanted, easily break free from the restraint. But having tried and failed earlier, it stops trying, convinced that it's entrapped ... Doesn't that sound like us?
Nothing has such a direct impact on our success in life as our beliefs. Napoleon Hill, author of Think and Grow Rich, says "What the mind conceives and believes, it achieves." Joseph Chilton Pearce , author of Magical Child, says "Belief effects perception." Our beliefs affect what we see and what we accomplish.
If you're to succeed in achieving your life's dreams, you must begin to adopt what motivational speaker Wayne Dyer calls "No Limit Thinking." What you can't do is only what you can't do yet. You are equipped like every other human being with the capabilities necessary to accomplish your goals. Author Richard Bach says: "Nobody is given a dream without the power to make it come true."
Unfortunately, our beliefs are resistant to change because of the method we use for applying evidence to substantiate them. Sometimes we develop a
negative belief which starts as a misinterpretation of an event in our lives. That misinterpretation is reinforced by subsequent misinterpretations to the point that the original misinterpretation is now seen as incontrovertible fact. We make our beliefs into reality.
When I was five years old, my family moved into a new neighborhood. The neighborhood kids had been friends with the previous occupants and weren't
open to newcomers. The day I arrived, half the neighborhood kids were in my backyard on my swing set. When I went out there to join in, they wouldn't let me. They told me I didn't belong there and that I was stupid and ugly. The wound was substantial. In that moment, I decided that I was undesirable.
From then on, I carried that scar with me. Each new interaction was colored by my decision that I was undesirable. Somehow, I would telegraph my undesirability to others who would use that information, received unconsciously by them, to hold me at a distance. I'd sense their distance and would use it to prove to myself that my notion of my undesirability was accurate. Each new interaction would reinforce my belief, and my belief would recreate the types of interactions which proved the belief true. Further, the inner feeling, which I'd been trained to trust as accurate, would deepen my conviction about my own undesirability. But was I really undesirable or was I just the victim of my misunderstanding of the original situation?
If I were to choose to change that belief, what would I have to face? Well, I'd have to face the feeling that the belief was true, and I'd have to face the voices in my head that would remind me of all the times that things happened which proved the belief to be true. To change the belief, I'd have to fly in the face of both historical evidence and bodily knowing in the form of emotions. That's a lot of power! What's the answer? Where could I find the strength to overcome such powerful evidence?
The answer is something known as reframing. Reframing is a technique for looking at a particular situation or set of circumstances and challenging oneself to find the most empowering, resourceful interpretation of that situation. It often requires creative thinking and is underlined by the idea that no situation has an inherently correct interpretation except that which we give it. In other words, there are many ways to view any circumstance and our charge is not to find the right interpretation but to find the most useful interpretation, the one that helps us meet our goals, the one that we will also accept as viable.
Suppose it's my goal to be happy. Which is a more useful frame to put around the story I told about my childhood? That I was, in fact, fundamentally undesirable or that I was a perfectly normal child who happened to stumble into an unfriendly situation? Which evaluation would have served me more in my growth?
There are probably some among you who, like me in my past, feel that reframing a situation is inherently dishonest. If you're one of them, let me suggest that you consider the underlying belief that your negative interpretation of a situation is correct. Just because it feels true and has a historic context, does that make it true? Is it not possible that your interpretation is really a misinterpretation? Perhaps you're holding yourself back from thriving because of outmoded adherence to an indefensible view. Whenever I feel that I must maintain my view of anything, I try to remember the words of Ram Dass, who says, "You're not who you think you are." If you're not who you think you are, how can you defend your position?
Here are some powerful reframes, which, once adopted by your deep subconscious mind, will activate your enthusiasm, creativity, and sense of possibility:
There are no problems, only opportunities.
Those who cause me emotional pain are my teachers, helping to point out the emotional addictions I need to overcome.
What I've failed to accomplish doesn't prove my incapability but my lack of adequate knowledge to this point.
There is no failure; only feedback.
When I share my pain, I become more truly human.
Take a few minutes to make your unconscious beliefs conscious. Ask yourself what you believe about yourself, about your role in society, about your capabilities, about the world around you, about family and friends, about men, about women, about your past, about your future, about God, about life and death, and about the role of belief in your future.
Take these questions one at a time and spend one minute writing as many answers as you can to each as quickly as you can, without pausing to reflect. Look for ways of reframing your unresourceful beliefs, finding empowering ways to look at your situation without sacrificing your hold on reality. Be as diligent as you can. With time, you will find your life becoming more satisfying and manageable, even before you've actually done anything to change your life circumstances.
About the Author:
Dr. Steve Taubman is recognized as the nation's "Starting over Expert." As a chiropractor, magician, hypnotist, pilot, speaker, coach, and author, Dr. Taubman has developed skills to reinvent his life and the techniques to help others do the same. In his groundbreaking book, UnHypnosis: How to Wake Up, Start Over, and Create the Life You're Meant to Live, Dr. Taubman lays out a clear five-step program for helping people set and achieve their goals. Dr. Taubman 's book encapsulates the principles necessary for one to reinvent one's life. He's coached many people to make major life changes through clarifying their inner-most desires, developing greater prosperity consciousness, and implementing powerful goal-setting techniques. You can visit his Web site at: <link no longer exists - removed>
"Goals are simply a way of breaking a vision into smaller, workable units."
- Nido Qubein
"The world would have you agree with its dismal dream of limitation. But the light would have you soar like the eagle of your sacred visions."
-- Alan Cohen
"Cherish your visions and your dreams. They are the children of your soul, the blueprints of your ultimate achievements."
-- Napoleon Hill
cheers,
Pallavi
From India, Pune
Acknowledge(0)Amend(0)
Overcoming Negative Beliefs
- By Dr. Steve Taubman
In India , the method for training an elephant is the following: When the elephant is very yoüng, its leg is tied to a small post with a thin piece of rope. At that age the elephant hasn't the power to break the rope or dislodge the post. It tries for a while and then gives up. As the elephant grows, there's no reason to increase the girth of the rope or the post. The elephant of course reaches such size and strength that it could, if it wanted, easily break free from the restraint. But having tried and failed earlier, it stops trying, convinced that it's entrapped ... Doesn't that sound like us?
Nothing has such a direct impact on our success in life as our beliefs. Napoleon Hill, author of Think and Grow Rich, says "What the mind conceives and believes, it achieves." Joseph Chilton Pearce , author of Magical Child, says "Belief effects perception." Our beliefs affect what we see and what we accomplish.
If you're to succeed in achieving your life's dreams, you must begin to adopt what motivational speaker Wayne Dyer calls "No Limit Thinking." What you can't do is only what you can't do yet. You are equipped like every other human being with the capabilities necessary to accomplish your goals. Author Richard Bach says: "Nobody is given a dream without the power to make it come true."
Unfortunately, our beliefs are resistant to change because of the method we use for applying evidence to substantiate them. Sometimes we develop a
negative belief which starts as a misinterpretation of an event in our lives. That misinterpretation is reinforced by subsequent misinterpretations to the point that the original misinterpretation is now seen as incontrovertible fact. We make our beliefs into reality.
When I was five years old, my family moved into a new neighborhood. The neighborhood kids had been friends with the previous occupants and weren't
open to newcomers. The day I arrived, half the neighborhood kids were in my backyard on my swing set. When I went out there to join in, they wouldn't let me. They told me I didn't belong there and that I was stupid and ugly. The wound was substantial. In that moment, I decided that I was undesirable.
From then on, I carried that scar with me. Each new interaction was colored by my decision that I was undesirable. Somehow, I would telegraph my undesirability to others who would use that information, received unconsciously by them, to hold me at a distance. I'd sense their distance and would use it to prove to myself that my notion of my undesirability was accurate. Each new interaction would reinforce my belief, and my belief would recreate the types of interactions which proved the belief true. Further, the inner feeling, which I'd been trained to trust as accurate, would deepen my conviction about my own undesirability. But was I really undesirable or was I just the victim of my misunderstanding of the original situation?
If I were to choose to change that belief, what would I have to face? Well, I'd have to face the feeling that the belief was true, and I'd have to face the voices in my head that would remind me of all the times that things happened which proved the belief to be true. To change the belief, I'd have to fly in the face of both historical evidence and bodily knowing in the form of emotions. That's a lot of power! What's the answer? Where could I find the strength to overcome such powerful evidence?
The answer is something known as reframing. Reframing is a technique for looking at a particular situation or set of circumstances and challenging oneself to find the most empowering, resourceful interpretation of that situation. It often requires creative thinking and is underlined by the idea that no situation has an inherently correct interpretation except that which we give it. In other words, there are many ways to view any circumstance and our charge is not to find the right interpretation but to find the most useful interpretation, the one that helps us meet our goals, the one that we will also accept as viable.
Suppose it's my goal to be happy. Which is a more useful frame to put around the story I told about my childhood? That I was, in fact, fundamentally undesirable or that I was a perfectly normal child who happened to stumble into an unfriendly situation? Which evaluation would have served me more in my growth?
There are probably some among you who, like me in my past, feel that reframing a situation is inherently dishonest. If you're one of them, let me suggest that you consider the underlying belief that your negative interpretation of a situation is correct. Just because it feels true and has a historic context, does that make it true? Is it not possible that your interpretation is really a misinterpretation? Perhaps you're holding yourself back from thriving because of outmoded adherence to an indefensible view. Whenever I feel that I must maintain my view of anything, I try to remember the words of Ram Dass, who says, "You're not who you think you are." If you're not who you think you are, how can you defend your position?
Here are some powerful reframes, which, once adopted by your deep subconscious mind, will activate your enthusiasm, creativity, and sense of possibility:
There are no problems, only opportunities.
Those who cause me emotional pain are my teachers, helping to point out the emotional addictions I need to overcome.
What I've failed to accomplish doesn't prove my incapability but my lack of adequate knowledge to this point.
There is no failure; only feedback.
When I share my pain, I become more truly human.
Take a few minutes to make your unconscious beliefs conscious. Ask yourself what you believe about yourself, about your role in society, about your capabilities, about the world around you, about family and friends, about men, about women, about your past, about your future, about God, about life and death, and about the role of belief in your future.
Take these questions one at a time and spend one minute writing as many answers as you can to each as quickly as you can, without pausing to reflect. Look for ways of reframing your unresourceful beliefs, finding empowering ways to look at your situation without sacrificing your hold on reality. Be as diligent as you can. With time, you will find your life becoming more satisfying and manageable, even before you've actually done anything to change your life circumstances.
About the Author:
Dr. Steve Taubman is recognized as the nation's "Starting over Expert." As a chiropractor, magician, hypnotist, pilot, speaker, coach, and author, Dr. Taubman has developed skills to reinvent his life and the techniques to help others do the same. In his groundbreaking book, UnHypnosis: How to Wake Up, Start Over, and Create the Life You're Meant to Live, Dr. Taubman lays out a clear five-step program for helping people set and achieve their goals. Dr. Taubman 's book encapsulates the principles necessary for one to reinvent one's life. He's coached many people to make major life changes through clarifying their inner-most desires, developing greater prosperity consciousness, and implementing powerful goal-setting techniques. You can visit his Web site at: <link no longer exists - removed>
"Goals are simply a way of breaking a vision into smaller, workable units."
- Nido Qubein
"The world would have you agree with its dismal dream of limitation. But the light would have you soar like the eagle of your sacred visions."
-- Alan Cohen
"Cherish your visions and your dreams. They are the children of your soul, the blueprints of your ultimate achievements."
-- Napoleon Hill
cheers,
Pallavi
From India, Pune
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Hi Pallavi,
I think you've gone a bit away from the topic, but then it was a good post.
Hi Noel,
As I have also mentioned in my post, I really found that the factors for motivation change with the particular situations. But do you guys think we, as HR professionals, can easily apply this in the kinds of companies we are working in?
Dips
From India, Delhi
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I think you've gone a bit away from the topic, but then it was a good post.
Hi Noel,
As I have also mentioned in my post, I really found that the factors for motivation change with the particular situations. But do you guys think we, as HR professionals, can easily apply this in the kinds of companies we are working in?
Dips
From India, Delhi
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hi, to add on the above, sometimes as an employee should we expect that our company should always fulfill all our motivation factors all the times and in every situation?????/ dips
From India, Delhi
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From India, Delhi
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Deepali, Superb post obviously. Attached is a presentation on how to motivate in tough times. Thanks Bala
From India, Madras
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From India, Madras
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Hi Dips,
We can strive to apply it in the company that we work for. Unfortunately, even in my company, it is difficult to implement such an exercise if there is no budget to set a profile platform for all the members. With a map, how are we to apply this tool effectively.
Also, I incline to believe that all of us need to go through hell before we can really appreciate heaven, and it is the same as motivation. If you are from a company that is complacent in work styles and culture, it is extremely difficult to motivate. And if you get a manager that drives performance, it is the manager that normally gets the backlash and is labeled as the "task master," the "incompassionate one," and such. In fact, he will be demotivating his staff because his staff make comparisons, and other company colleagues are having it easy in terms of everyday work, pressure, and worst of all, appraisal and evaluation.
So, in this scenario, what is motivation?
Love to hear your thoughts on this. 😊
Be too big for worry and too noble for anger.
From Malaysia, Johor Bahru
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We can strive to apply it in the company that we work for. Unfortunately, even in my company, it is difficult to implement such an exercise if there is no budget to set a profile platform for all the members. With a map, how are we to apply this tool effectively.
Also, I incline to believe that all of us need to go through hell before we can really appreciate heaven, and it is the same as motivation. If you are from a company that is complacent in work styles and culture, it is extremely difficult to motivate. And if you get a manager that drives performance, it is the manager that normally gets the backlash and is labeled as the "task master," the "incompassionate one," and such. In fact, he will be demotivating his staff because his staff make comparisons, and other company colleagues are having it easy in terms of everyday work, pressure, and worst of all, appraisal and evaluation.
So, in this scenario, what is motivation?
Love to hear your thoughts on this. 😊
Be too big for worry and too noble for anger.
From Malaysia, Johor Bahru
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Hi Psyched,
Thank you. Please give your views too.
Hi Noel,
"Also, I incline to believe that all of us need to go through hell before we can really appreciate heaven, and it is the same with motivation. If you are from a company that is complacent in work styles and culture, it is extremely difficult to motivate. And if you get a manager that drives performance, it is the manager that normally gets the backlash and is labeled as the 'taskmaster,' the 'incompassionate one,' and such."
That's quite true, but right now, honestly, I don't expect my boss to ask me to do so because I am quite new to the company. It depends on the company as well as the employees.
"In fact, he will be demotivating his staff because his staff make comparisons, and other company colleagues are having it easy in terms of everyday work, pressure, and worst of all, appraisal and evaluation."
In this scenario, the preference for motivational factors could be:
1. An understanding boss.
2. Small adjustments in terms of working conditions like providing morning tea and evening snacks or a longer lunch break. At least these points can be easily considered by the management, and these may decrease employee dissatisfaction to an extent. Eventually, management can look for other motivational factors such as reducing pressure by decreasing working hours by half or one hour, a transparent appraisal system, etc.
Slowly and gradually, the company, according to its budget, can do all these to motivate its employees.
What do you say about this?
Dips
From India, Delhi
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Thank you. Please give your views too.
Hi Noel,
"Also, I incline to believe that all of us need to go through hell before we can really appreciate heaven, and it is the same with motivation. If you are from a company that is complacent in work styles and culture, it is extremely difficult to motivate. And if you get a manager that drives performance, it is the manager that normally gets the backlash and is labeled as the 'taskmaster,' the 'incompassionate one,' and such."
That's quite true, but right now, honestly, I don't expect my boss to ask me to do so because I am quite new to the company. It depends on the company as well as the employees.
"In fact, he will be demotivating his staff because his staff make comparisons, and other company colleagues are having it easy in terms of everyday work, pressure, and worst of all, appraisal and evaluation."
In this scenario, the preference for motivational factors could be:
1. An understanding boss.
2. Small adjustments in terms of working conditions like providing morning tea and evening snacks or a longer lunch break. At least these points can be easily considered by the management, and these may decrease employee dissatisfaction to an extent. Eventually, management can look for other motivational factors such as reducing pressure by decreasing working hours by half or one hour, a transparent appraisal system, etc.
Slowly and gradually, the company, according to its budget, can do all these to motivate its employees.
What do you say about this?
Dips
From India, Delhi
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Good Morning Dips,
Motivation is a tricky subject. I have experienced a situation where management gave dinner claims to encourage workers to work harder, and it did not work. The dinner claims for overtime after some time became a right, and they claimed "implied practice" from management when the management had to discontinue the practice due to poor performance and abuse of claims. I nearly had the whole machinery line boycotting overtime when they retracted the dinner claims. (I was the production executive at that time)
Let's analyze. Let's ask ourselves what the following means to us honestly. Increment? I see it as my right for the hard work I put in. Pat on the back? A poor substitute for not giving me a higher increment. Verbal congratulation for a job well done? Okay, a little. A feel-good feeling. Then I ask should I get a higher increment? A boss who gets the job done and still maintains professionalism? Definitely. Easy boss? No way. Firm boss? Definitely.
I have to say that I agree with what you said, that management has to clear dissatisfaction first, but I have to mention that one has to be extremely careful in planning motivational strategies. Are we solving the problems with the right tools?
In order for motivation to work, we have to first satisfy basic requirements. A lot of us use basic requirements as motivational strategies and then complain it won't work. Fair pay, a good working environment, safety and health environment, a 5-day week timing, flexi-hours are basics. Because every company has it now, it is a norm. Therefore, it will be ineffective to consider it a good motivational tool. Performance-linked compensation, a comprehensive appraisal system, acknowledgments are good motivation tools. Transparent appraisals can dissatisfy and demotivate, but they cannot motivate. As if you have an appraisal system, it is a norm that it should be transparent. Transparency is what everyone now expects. Workers are getting more educated and want to know that their rights and contributions are protected, recognized, and rewarded, and that they are not cheated out of fair remuneration. I think strategies like morning and afternoon breaks, longer lunch hour, reduction of work hours are more retention strategies rather than motivational ones. I may not consider leaving the company because I work in a 5-day week, official working hours earlier than most companies, but I won't be motivated to perform better because of it.
Like what Maslow says, we have to be satisfied first before we can move up the hierarchy. Same principles. If you are having difficulty feeding the family, will you be motivated with a soft pat on the back and a "Job Well Done, Old Chap"?
Also, to motivate does not mean to pamper. Spare the rod and spoil the child. Many managers make this mistake.
Oops, nearly on my way to writing a book... better stop 😉.
What's your opinion?
Be 2 Big 4 Worry & 2 Noble 4 Anger
From Malaysia, Johor Bahru
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Motivation is a tricky subject. I have experienced a situation where management gave dinner claims to encourage workers to work harder, and it did not work. The dinner claims for overtime after some time became a right, and they claimed "implied practice" from management when the management had to discontinue the practice due to poor performance and abuse of claims. I nearly had the whole machinery line boycotting overtime when they retracted the dinner claims. (I was the production executive at that time)
Let's analyze. Let's ask ourselves what the following means to us honestly. Increment? I see it as my right for the hard work I put in. Pat on the back? A poor substitute for not giving me a higher increment. Verbal congratulation for a job well done? Okay, a little. A feel-good feeling. Then I ask should I get a higher increment? A boss who gets the job done and still maintains professionalism? Definitely. Easy boss? No way. Firm boss? Definitely.
I have to say that I agree with what you said, that management has to clear dissatisfaction first, but I have to mention that one has to be extremely careful in planning motivational strategies. Are we solving the problems with the right tools?
In order for motivation to work, we have to first satisfy basic requirements. A lot of us use basic requirements as motivational strategies and then complain it won't work. Fair pay, a good working environment, safety and health environment, a 5-day week timing, flexi-hours are basics. Because every company has it now, it is a norm. Therefore, it will be ineffective to consider it a good motivational tool. Performance-linked compensation, a comprehensive appraisal system, acknowledgments are good motivation tools. Transparent appraisals can dissatisfy and demotivate, but they cannot motivate. As if you have an appraisal system, it is a norm that it should be transparent. Transparency is what everyone now expects. Workers are getting more educated and want to know that their rights and contributions are protected, recognized, and rewarded, and that they are not cheated out of fair remuneration. I think strategies like morning and afternoon breaks, longer lunch hour, reduction of work hours are more retention strategies rather than motivational ones. I may not consider leaving the company because I work in a 5-day week, official working hours earlier than most companies, but I won't be motivated to perform better because of it.
Like what Maslow says, we have to be satisfied first before we can move up the hierarchy. Same principles. If you are having difficulty feeding the family, will you be motivated with a soft pat on the back and a "Job Well Done, Old Chap"?
Also, to motivate does not mean to pamper. Spare the rod and spoil the child. Many managers make this mistake.
Oops, nearly on my way to writing a book... better stop 😉.
What's your opinion?
Be 2 Big 4 Worry & 2 Noble 4 Anger
From Malaysia, Johor Bahru
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Dear Deepali,
I am a new member. Thanks for the information that you shared. May I know your ideas on how and whether motivation improves the individual's performance and how we can measure it?
Thanks,
Wshyamalee.
From Sri Lanka, Colombo
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I am a new member. Thanks for the information that you shared. May I know your ideas on how and whether motivation improves the individual's performance and how we can measure it?
Thanks,
Wshyamalee.
From Sri Lanka, Colombo
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Hi Noel,
Let's analyze. Let's ask ourselves what the following means to us honestly. Increment? I see it as my right for the hard work I put in. Pat on the back? Poor substitute for not giving me a higher increment. Verbal congratulation for job well done? Ok, a little, a feel-good feeling. Then I ask, should I get a higher increment? A boss who gets the job done and still maintains professionalism? Definitely. Easy boss? No way. Firm boss? Definitely.
I agree with your point here, Noel. Exactly, an individual works to earn, to make his livelihood better, and honestly compensation is one of the biggest motivators. But then, while we work, where we stay for 8 to 10 hours and where we spend our day working, does the money aspect the only thing which can make us satisfied? Well, NO, I feel we need a pat on the back, congratulations for a job well done. I will not prefer working for, say, $25,000 where nobody acknowledges my performance. In fact, I'll be happy to work for $20,000 with a boss who appraises me for every good job.
In order for motivation to work, we have to first satisfy basic requirements. A lot of us use basic requirements as motivational strategies and then complain it won't work. Fair pay, good working environment, safety and health environment, 5-day week timing, flexi-hours are basics because every company has it now, it is a norm. Therefore, it will be ineffective to consider it a good motivational tool. Performance-linked compensation, a comprehensive appraisal system, acknowledgments are good motivation tools. Transparent appraisals can dissatisfy and demotivate, but it cannot motivate. As if you have an appraisal system, it is a norm that it should be transparent. Transparency is what everyone now expects. Workers are getting more educated and want to know that their rights and contributions are protected, recognized, and rewarded, and that they are not cheated out of fair remuneration. I think strategies like morning and afternoon breaks, longer lunch hour, reduction of work hours are more retention strategies rather than motivational ones. I may not consider leaving the company because I work a 5-day week, official working hours earlier than most companies, but I won't be motivated to perform better because of it.
Well, I completely agree with these points of yours that we need to form the motivational tools strategically and consider the preferences.
Thanks, Noel, for your insights and replies.
Dips
From India, Delhi
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Let's analyze. Let's ask ourselves what the following means to us honestly. Increment? I see it as my right for the hard work I put in. Pat on the back? Poor substitute for not giving me a higher increment. Verbal congratulation for job well done? Ok, a little, a feel-good feeling. Then I ask, should I get a higher increment? A boss who gets the job done and still maintains professionalism? Definitely. Easy boss? No way. Firm boss? Definitely.
I agree with your point here, Noel. Exactly, an individual works to earn, to make his livelihood better, and honestly compensation is one of the biggest motivators. But then, while we work, where we stay for 8 to 10 hours and where we spend our day working, does the money aspect the only thing which can make us satisfied? Well, NO, I feel we need a pat on the back, congratulations for a job well done. I will not prefer working for, say, $25,000 where nobody acknowledges my performance. In fact, I'll be happy to work for $20,000 with a boss who appraises me for every good job.
In order for motivation to work, we have to first satisfy basic requirements. A lot of us use basic requirements as motivational strategies and then complain it won't work. Fair pay, good working environment, safety and health environment, 5-day week timing, flexi-hours are basics because every company has it now, it is a norm. Therefore, it will be ineffective to consider it a good motivational tool. Performance-linked compensation, a comprehensive appraisal system, acknowledgments are good motivation tools. Transparent appraisals can dissatisfy and demotivate, but it cannot motivate. As if you have an appraisal system, it is a norm that it should be transparent. Transparency is what everyone now expects. Workers are getting more educated and want to know that their rights and contributions are protected, recognized, and rewarded, and that they are not cheated out of fair remuneration. I think strategies like morning and afternoon breaks, longer lunch hour, reduction of work hours are more retention strategies rather than motivational ones. I may not consider leaving the company because I work a 5-day week, official working hours earlier than most companies, but I won't be motivated to perform better because of it.
Well, I completely agree with these points of yours that we need to form the motivational tools strategically and consider the preferences.
Thanks, Noel, for your insights and replies.
Dips
From India, Delhi
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Hi Dips,
Glad we can agree on some of the points. It is important that we realize what is what. Some motivational points may be valid 10-20 years back, but they are not applicable now.
We have to understand the culture and situation of the organization and plan the motivational strategies. It is difficult to use a textbook because the situations surrounding the reasons are different from one case to another.
I agree with you that money is not a motivation factor; it is a BASIC factor. Most of us can be quite happy if we are paid the industrial average or if our salary aligns with the responsibility of our job.
To illustrate, and I would love your honest opinion.
Let's say you are a junior executive and work your bum off, putting in the hours, the scolding, and the pressure. Then, one day, your immediate superior tells you that you will be taking over the department, period. That's it. Would you be satisfied earning an executive pay while you hold the responsibility of a department head? All other factors are there: a pat on the back, the office, verbal compliments from your immediate superior, but no pay increase. If you ask why there is no salary increment, the reason given is that you are still young and have a lot to learn. Would you say the promotion is a motivation factor at this point? Or did it become a dissatisfaction factor?
Food for thought. 😊
Regards
From Malaysia, Johor Bahru
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Glad we can agree on some of the points. It is important that we realize what is what. Some motivational points may be valid 10-20 years back, but they are not applicable now.
We have to understand the culture and situation of the organization and plan the motivational strategies. It is difficult to use a textbook because the situations surrounding the reasons are different from one case to another.
I agree with you that money is not a motivation factor; it is a BASIC factor. Most of us can be quite happy if we are paid the industrial average or if our salary aligns with the responsibility of our job.
To illustrate, and I would love your honest opinion.
Let's say you are a junior executive and work your bum off, putting in the hours, the scolding, and the pressure. Then, one day, your immediate superior tells you that you will be taking over the department, period. That's it. Would you be satisfied earning an executive pay while you hold the responsibility of a department head? All other factors are there: a pat on the back, the office, verbal compliments from your immediate superior, but no pay increase. If you ask why there is no salary increment, the reason given is that you are still young and have a lot to learn. Would you say the promotion is a motivation factor at this point? Or did it become a dissatisfaction factor?
Food for thought. 😊
Regards
From Malaysia, Johor Bahru
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Hi Noel,
"Let's say you are a junior executive and work your bum off, putting in the hours, the scolding, and the pressure. Then one day, your immediate superior tells you that you will be taking over the department, period. That's it. Would you be satisfied earning an executive pay while you hold the responsibility of a department head? All other factors are there: a pat on the back, the office, verbal compliments from your immediate superior, but no pay increase. If you ask why there is no salary increment, the reason given is that you are still young and have a lot to learn. Would you say the promotion is a motivational factor at this point, or did it become a dissatisfaction factor?
To be honest, right now, my preferences in a job are:
1. Profile
2. Pay
3. Company
These are priority-wise, and in the current scenario of tough competition and unemployment, I think it's next to impossible to find all three in one. Initially, I know I will be really happy to get a promotion, and acknowledgements will add to this. So, I may compromise pay with profile, but yes, down the line, maybe after 6 months, I may ask for an increased pay as well. So, I feel it depends on the priorities of a person for the things that would motivate him.
Noel, this was an honest answer.
Dips
From India, Delhi
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"Let's say you are a junior executive and work your bum off, putting in the hours, the scolding, and the pressure. Then one day, your immediate superior tells you that you will be taking over the department, period. That's it. Would you be satisfied earning an executive pay while you hold the responsibility of a department head? All other factors are there: a pat on the back, the office, verbal compliments from your immediate superior, but no pay increase. If you ask why there is no salary increment, the reason given is that you are still young and have a lot to learn. Would you say the promotion is a motivational factor at this point, or did it become a dissatisfaction factor?
To be honest, right now, my preferences in a job are:
1. Profile
2. Pay
3. Company
These are priority-wise, and in the current scenario of tough competition and unemployment, I think it's next to impossible to find all three in one. Initially, I know I will be really happy to get a promotion, and acknowledgements will add to this. So, I may compromise pay with profile, but yes, down the line, maybe after 6 months, I may ask for an increased pay as well. So, I feel it depends on the priorities of a person for the things that would motivate him.
Noel, this was an honest answer.
Dips
From India, Delhi
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Hey folks, Go thru the post and the case study given at last by noel. drop ur views too.... dips
From India, Delhi
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From India, Delhi
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Hi Dips,
Thanks for the prompt. It's been a hornet's nest for the last few weeks. I did read your reply and wanted to reply, but work got in the way. Sorry 😳
I used to think like you, and I worked hard and didn't mind going to hell just to gain experience and exposure. However, as time goes on, I am of the opinion that companies should not wait for us to ask then only reward us. Why should employees have to ask for a promotion? Why should they have to ask for an increment? If the company is serious about wanting to motivate, then the company should recognize and reward individuals from the onset.
I would like to share an experience I had. I joined this "HR department" about 1 1/2 years ago and worked hard, met all my deadlines before time, was proactive in my reports and projects. I was even tasked to be a Section Head when the previous section head resigned. (Note: it is not recognized as a promotion, and there are no adjustments in salary or allowance for Section Head). However, when it was time for a promotion evaluation, I was actually hinted by my Manager that I was not going to be promoted because I was TOO NEW to the organization! And he had the gall to tell me to continue working as I have, and sure enough, there will be a promotion due in the coming years. Despite all my efforts and hard work, he has, with one stroke, demotivated me.
It was a totally demotivating experience, and this came from an HR Department.
I am sharing my experience because I felt the dissatisfaction and the demotivation. What people may not say in front of our face does not mean that they are not thinking about it. I recognize the effects so I am able to deal with the demotivation. But what about others who are not aware of this?
Just wanted to share.
Regards
From Malaysia, Johor Bahru
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Thanks for the prompt. It's been a hornet's nest for the last few weeks. I did read your reply and wanted to reply, but work got in the way. Sorry 😳
I used to think like you, and I worked hard and didn't mind going to hell just to gain experience and exposure. However, as time goes on, I am of the opinion that companies should not wait for us to ask then only reward us. Why should employees have to ask for a promotion? Why should they have to ask for an increment? If the company is serious about wanting to motivate, then the company should recognize and reward individuals from the onset.
I would like to share an experience I had. I joined this "HR department" about 1 1/2 years ago and worked hard, met all my deadlines before time, was proactive in my reports and projects. I was even tasked to be a Section Head when the previous section head resigned. (Note: it is not recognized as a promotion, and there are no adjustments in salary or allowance for Section Head). However, when it was time for a promotion evaluation, I was actually hinted by my Manager that I was not going to be promoted because I was TOO NEW to the organization! And he had the gall to tell me to continue working as I have, and sure enough, there will be a promotion due in the coming years. Despite all my efforts and hard work, he has, with one stroke, demotivated me.
It was a totally demotivating experience, and this came from an HR Department.
I am sharing my experience because I felt the dissatisfaction and the demotivation. What people may not say in front of our face does not mean that they are not thinking about it. I recognize the effects so I am able to deal with the demotivation. But what about others who are not aware of this?
Just wanted to share.
Regards
From Malaysia, Johor Bahru
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Hi Noel,
Thanks for replying. I read your experience. I think at the beginning of our careers, we have to compromise on certain things, and we should not expect early promotions or increments. What do you say?
Dips
From India, Delhi
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Thanks for replying. I read your experience. I think at the beginning of our careers, we have to compromise on certain things, and we should not expect early promotions or increments. What do you say?
Dips
From India, Delhi
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hi noel, we as freshers or in just the starting of our career start expecting more and I think this is also one of the reason why we get demotivated easilyy... what do u say?? dips
From India, Delhi
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From India, Delhi
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Hi Dips,
I just got the notification of your reply, and I have to say it's very delayed, hahaha since you posted it on the 13th and 14th, and I only just received it today, the 19th.
You are right. When I first started working 8 years ago, I sacrificed a lot to gain experience and thought nothing of rewards or promotions. 8 years later, I now believe that people must be rewarded according to their contributions and performance. Do not get me wrong, I am also an advocate that time and experience are the best teachers. What I do not agree with is that companies/management are reluctant to reward individuals who have already proved themselves and contributed to the productivity of the department, with comments like "you are too new to the organization", "you are too young", "you are inexperienced" (I have personally experienced it twice). If they are all of that, then do not give them the responsibility. Management is conflicting with themselves when they do this, and there will come a point where these individuals will begin to compare, and when this happens, they will start to look elsewhere. There is no point in asking people to stay when they have already tendered their resignation.
There are many factors involved. One I would like to mention is the ego. This little joker doesn't play a fool with it. It can break or make a person. Imagine if you are given the responsibility and authority, your image is of a higher status, and people will respond to you accordingly, but for real performers, they will feel like it's a facade. I personally don't care for the show; if I am good, reward me, if I am not, punish me. Playing word games is demotivating and puts a person down.
Having been through all this, I know how devastating it is, but I stuck with the company for quite some time, even when the people who came in with me have all resigned. I just want to share my experience so that HR practitioners know what effects it can have on morale, commitment, and ultimately, the retention of good people, as well as building trust between staff and management.
I would love to hear your comments on this. 😊
Love and peace.
From Malaysia, Johor Bahru
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I just got the notification of your reply, and I have to say it's very delayed, hahaha since you posted it on the 13th and 14th, and I only just received it today, the 19th.
You are right. When I first started working 8 years ago, I sacrificed a lot to gain experience and thought nothing of rewards or promotions. 8 years later, I now believe that people must be rewarded according to their contributions and performance. Do not get me wrong, I am also an advocate that time and experience are the best teachers. What I do not agree with is that companies/management are reluctant to reward individuals who have already proved themselves and contributed to the productivity of the department, with comments like "you are too new to the organization", "you are too young", "you are inexperienced" (I have personally experienced it twice). If they are all of that, then do not give them the responsibility. Management is conflicting with themselves when they do this, and there will come a point where these individuals will begin to compare, and when this happens, they will start to look elsewhere. There is no point in asking people to stay when they have already tendered their resignation.
There are many factors involved. One I would like to mention is the ego. This little joker doesn't play a fool with it. It can break or make a person. Imagine if you are given the responsibility and authority, your image is of a higher status, and people will respond to you accordingly, but for real performers, they will feel like it's a facade. I personally don't care for the show; if I am good, reward me, if I am not, punish me. Playing word games is demotivating and puts a person down.
Having been through all this, I know how devastating it is, but I stuck with the company for quite some time, even when the people who came in with me have all resigned. I just want to share my experience so that HR practitioners know what effects it can have on morale, commitment, and ultimately, the retention of good people, as well as building trust between staff and management.
I would love to hear your comments on this. 😊
Love and peace.
From Malaysia, Johor Bahru
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Hi Noel,
Finally, you read it. Well, there are two points of view on this case -
1. As an employee, being full of energy and enthusiasm, eager to prove ourselves, we tend to expect instant success. No doubt that is realistic also; we are ready to learn new things, ready to accept challenges, but then also very impatient. We expect quick recognition, quick rewards through utmost hard work as well as smart work.
2. As an employer, we think quick rewards and recognitions may make the employee over-expect, leading to potential attrition. This situation may result in underutilized manpower, decreased ROI, and employees potentially not working satisfactorily due to their overexpectations.
Now, I wrote all this because I am in these phases. Both of these points create reasons for demotivation and dissatisfaction. What do you say?
Dips
From India, Delhi
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Finally, you read it. Well, there are two points of view on this case -
1. As an employee, being full of energy and enthusiasm, eager to prove ourselves, we tend to expect instant success. No doubt that is realistic also; we are ready to learn new things, ready to accept challenges, but then also very impatient. We expect quick recognition, quick rewards through utmost hard work as well as smart work.
2. As an employer, we think quick rewards and recognitions may make the employee over-expect, leading to potential attrition. This situation may result in underutilized manpower, decreased ROI, and employees potentially not working satisfactorily due to their overexpectations.
Now, I wrote all this because I am in these phases. Both of these points create reasons for demotivation and dissatisfaction. What do you say?
Dips
From India, Delhi
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Hi Dips,
Good comments. I agree with the points that you have shared.
But a balance must be reached. Communication of expectations must be made and understood.
My concern is when management gives executives the responsibility of higher positions, like section head, assistant manager, or even managerial positions, but in taking up these responsibilities, these individuals are not given the benefits or salary that normally come with the position. A person must have certain capabilities, which is why he is entrusted with that responsibility, but if not, why are those tasks given in the first place?
In a unionized environment, we would not be able to do such a thing without having the National Unions coming down on us hard. To give a person higher responsibility than he currently has will automatically qualify him for either an Acting Allowance, a promotion, or some form of compensation. So why the differences between Employee and Executive? Just because we are not unionized, can management make use of Executives?
We are trying to motivate, and the phrase now is Productivity. The ultimate aim of any motivation boils down to higher productivity for the company, which equals Higher Profits. Motivation to push people to give their 101% efforts to the company. Don't you think we are conflicting ourselves as management when people actually start to give their efforts, and we give comments like he is too young, she is not ready? Age and academic qualifications should not matter if he or she can do the job. And by showing that their efforts are recognized and rewarded, it will push a message that the company is walking the talk. After all, we work only because we earn a salary.
Thanks for listening. :D
:wink: love and peace
From Malaysia, Johor Bahru
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Good comments. I agree with the points that you have shared.
But a balance must be reached. Communication of expectations must be made and understood.
My concern is when management gives executives the responsibility of higher positions, like section head, assistant manager, or even managerial positions, but in taking up these responsibilities, these individuals are not given the benefits or salary that normally come with the position. A person must have certain capabilities, which is why he is entrusted with that responsibility, but if not, why are those tasks given in the first place?
In a unionized environment, we would not be able to do such a thing without having the National Unions coming down on us hard. To give a person higher responsibility than he currently has will automatically qualify him for either an Acting Allowance, a promotion, or some form of compensation. So why the differences between Employee and Executive? Just because we are not unionized, can management make use of Executives?
We are trying to motivate, and the phrase now is Productivity. The ultimate aim of any motivation boils down to higher productivity for the company, which equals Higher Profits. Motivation to push people to give their 101% efforts to the company. Don't you think we are conflicting ourselves as management when people actually start to give their efforts, and we give comments like he is too young, she is not ready? Age and academic qualifications should not matter if he or she can do the job. And by showing that their efforts are recognized and rewarded, it will push a message that the company is walking the talk. After all, we work only because we earn a salary.
Thanks for listening. :D
:wink: love and peace
From Malaysia, Johor Bahru
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Hi Noel,
Thanks for sharing your thoughts.
It's seen that the difference in age and experience causes variations in individuals' expectations as well. In fact, I can't deny the truth of what you tried to convey.
Everybody expects fair compensation for their work and performance, and even higher rewards if they excel above average. They seek comparison.
When we are in the employee's seat, we aim to receive, but when in the management seat, we hesitate to give in return.
Obviously, not all employees are alike, and neither are their performances. Hence, it is always expected from management to compare and reward, both in terms of money and profile.
However, there are some organizations lacking a transparent culture, avoiding simultaneous recognition regardless of performance, which strikes employees causing immediate dissatisfaction. This ongoing dissatisfaction leads to demotivation, resulting in a gradual drop in performance, prompting employees to seek other opportunities offering immediate gratification.
On the flip side, companies recognizing this issue address it by offering better remuneration and profiles, thus retaining their employees.
Therefore, if employees find satisfaction within their current company, they are less likely to consider leaving. Similarly, if management provides immediate motivation to employees, even if not fully but at least to a significant extent, it would be beneficial for all parties involved.
Yet, poor management often laments about high attrition rates.
What do you think?
Dips
From India, Delhi
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Thanks for sharing your thoughts.
It's seen that the difference in age and experience causes variations in individuals' expectations as well. In fact, I can't deny the truth of what you tried to convey.
Everybody expects fair compensation for their work and performance, and even higher rewards if they excel above average. They seek comparison.
When we are in the employee's seat, we aim to receive, but when in the management seat, we hesitate to give in return.
Obviously, not all employees are alike, and neither are their performances. Hence, it is always expected from management to compare and reward, both in terms of money and profile.
However, there are some organizations lacking a transparent culture, avoiding simultaneous recognition regardless of performance, which strikes employees causing immediate dissatisfaction. This ongoing dissatisfaction leads to demotivation, resulting in a gradual drop in performance, prompting employees to seek other opportunities offering immediate gratification.
On the flip side, companies recognizing this issue address it by offering better remuneration and profiles, thus retaining their employees.
Therefore, if employees find satisfaction within their current company, they are less likely to consider leaving. Similarly, if management provides immediate motivation to employees, even if not fully but at least to a significant extent, it would be beneficial for all parties involved.
Yet, poor management often laments about high attrition rates.
What do you think?
Dips
From India, Delhi
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Dear Dips,
Hi, how are things? I hope you had a good weekend.
I remember when I was much younger (a fresh graduate), HR Managers had this aura around them that put them higher than the rest. They were the ones you could talk to, and by talking to them, one could feel that they were decisive and that they held your trust. One would feel confident that our future and career would be well taken care of.
However, back to the present, the above image now seems like a "Hollywood" movie. But what I realize is the person behind that title. HR policy, procedures, and practices are directed by one person, the Head Honcho of HR in the company. How it is implemented and interpreted is the result of that one person. They are like the head in our body, directing our organs and thoughts throughout our bodies. We have to admit, the person who sits in the seat of HR is a powerful individual. And like any position with power, if it is not managed properly, it is like handing over a nuclear bomb to a child.
We are approaching a new era, and things are changing. Beliefs, expectations, wants, desires are all changing. Companies that do not improve their retention policies will face a drought in their Knowledge and Skill pool. And in that, if we do not recognize contributions from the onset (and reward them), how are we to convince them that the company is worth working for? That their future is protected or at least has a higher possibility of advancement. Workers these days are smart; they do not see management's promises but look at how they apply themselves, talk about their decisions, and contemplate, "What if it also happens to me?"
People will always leave; should we also encourage them to leave by not being competitive in CompBen? Motivation, as I noted earlier, a person must be satisfied first, then only can other strategies work as motivation. If workers do not feel that they are at least earning a market average, anything else the management tries to do, the workers will feel that it is owed to them.
In any survey, we will note that Salary is never the main item in motivation. Anybody wondered why? To me, it is because it is not a motivation issue at all. You cannot motivate a person with salary. It is beyond that. Salary is a service and contract that binds the worker and company. We are small business people ourselves. We sell our service, and the salary is our profits. So if the profits are not enough, wouldn't you say drop the business? But if the profits are good, would you work harder to maintain the contract? Plus, if there are perks and good "Employee Relations" practices in the company, would you still want to look elsewhere?
There is a Chinese saying, "The older must give in to the youngest." There is no catch-22 situation here. Management must take the first step, and then the organization can spearhead.
Looking forward to your comment. 😊
Love and Peace
From Malaysia, Johor Bahru
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Hi, how are things? I hope you had a good weekend.
I remember when I was much younger (a fresh graduate), HR Managers had this aura around them that put them higher than the rest. They were the ones you could talk to, and by talking to them, one could feel that they were decisive and that they held your trust. One would feel confident that our future and career would be well taken care of.
However, back to the present, the above image now seems like a "Hollywood" movie. But what I realize is the person behind that title. HR policy, procedures, and practices are directed by one person, the Head Honcho of HR in the company. How it is implemented and interpreted is the result of that one person. They are like the head in our body, directing our organs and thoughts throughout our bodies. We have to admit, the person who sits in the seat of HR is a powerful individual. And like any position with power, if it is not managed properly, it is like handing over a nuclear bomb to a child.
We are approaching a new era, and things are changing. Beliefs, expectations, wants, desires are all changing. Companies that do not improve their retention policies will face a drought in their Knowledge and Skill pool. And in that, if we do not recognize contributions from the onset (and reward them), how are we to convince them that the company is worth working for? That their future is protected or at least has a higher possibility of advancement. Workers these days are smart; they do not see management's promises but look at how they apply themselves, talk about their decisions, and contemplate, "What if it also happens to me?"
People will always leave; should we also encourage them to leave by not being competitive in CompBen? Motivation, as I noted earlier, a person must be satisfied first, then only can other strategies work as motivation. If workers do not feel that they are at least earning a market average, anything else the management tries to do, the workers will feel that it is owed to them.
In any survey, we will note that Salary is never the main item in motivation. Anybody wondered why? To me, it is because it is not a motivation issue at all. You cannot motivate a person with salary. It is beyond that. Salary is a service and contract that binds the worker and company. We are small business people ourselves. We sell our service, and the salary is our profits. So if the profits are not enough, wouldn't you say drop the business? But if the profits are good, would you work harder to maintain the contract? Plus, if there are perks and good "Employee Relations" practices in the company, would you still want to look elsewhere?
There is a Chinese saying, "The older must give in to the youngest." There is no catch-22 situation here. Management must take the first step, and then the organization can spearhead.
Looking forward to your comment. 😊
Love and Peace
From Malaysia, Johor Bahru
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Hi Noel,
Exactly, it is evident that the sword is held in just one hand, the head, in most organizations. Others (junior and middle management) are mere puppets of this person, if not completely, then in most situations.
"People will always leave, should we also encourage them to leave, by not being competitive in CompBen? Motivation, as I noted earlier, is key. A person must be satisfied first; only then can other strategies work effectively as motivation. If workers do not feel they are at least earning a market average, anything else the management tries to do will be perceived as owed to them."
Very true, especially the line "a person must be satisfied first, then only can other strategies work as motivation." However, I believe no two companies have the same comp & ben structure. Competition is always present, with eyes on the strength of competitors. Doesn't this create an environment of restlessness among employees? Moreover, market average earnings are not consistent, so other motivation factors may compensate.
Please correct me if I am wrong with some examples.
When we work in a company, we are well aware that after spending 6 months to 1 year, if we apply to a competitor company, we may receive a higher position or package. Yet, there's a thought lingering in the back of our minds. If our current company recognizes our efforts, provides a good environment, and offers positive factors, then let's continue working here.
Noel, we are now faced with two contradictory views, both important and worth considering. We often contemplate both of these perspectives.
Waiting to hear your opinions.
Dips
From India, Delhi
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Exactly, it is evident that the sword is held in just one hand, the head, in most organizations. Others (junior and middle management) are mere puppets of this person, if not completely, then in most situations.
"People will always leave, should we also encourage them to leave, by not being competitive in CompBen? Motivation, as I noted earlier, is key. A person must be satisfied first; only then can other strategies work effectively as motivation. If workers do not feel they are at least earning a market average, anything else the management tries to do will be perceived as owed to them."
Very true, especially the line "a person must be satisfied first, then only can other strategies work as motivation." However, I believe no two companies have the same comp & ben structure. Competition is always present, with eyes on the strength of competitors. Doesn't this create an environment of restlessness among employees? Moreover, market average earnings are not consistent, so other motivation factors may compensate.
Please correct me if I am wrong with some examples.
When we work in a company, we are well aware that after spending 6 months to 1 year, if we apply to a competitor company, we may receive a higher position or package. Yet, there's a thought lingering in the back of our minds. If our current company recognizes our efforts, provides a good environment, and offers positive factors, then let's continue working here.
Noel, we are now faced with two contradictory views, both important and worth considering. We often contemplate both of these perspectives.
Waiting to hear your opinions.
Dips
From India, Delhi
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Hello Dips,
I agree with you; each company has different compensation plans, which are one of the main HR strategies in any company. But let's just refer back to your own scenario. After spending 6 months to 1 year, why do you want to change the company in the first place? You have to start searching outside first before you even need to reach the decision to change jobs. There must first be a source of motivation that drives you to look outside for another job. If everything is going well – good salary, good environment, good working relationship with colleagues – would you still want to look outside for another job? We all know 6 months to 1 year is nothing; it might as well be a probationary period. After 2 years onwards, you'll begin to see the organization for what it is. By the time you blink, it's 3-4 years, and by this time, you may be comfortable with your surroundings and your work. In fact, your work and life will already have a balance. Your life routine will have built around the requirements of your job. You know when you can take leave, you know when the peak periods of work are, you know the pitfalls of your work, and the type of people you are working for. Everything is comfortable, and your life's routine is set. Even if you are offered a higher salary, you will still question the risk of breaking the routine, unless, of course, the package offers 2 or 3 times more than what you are currently making. But then again, you will question whether it is worth the risk – certainty against uncertainty. The trouble of starting all over again when you are a senior staff in your current company? Exchange knowledge of your bosses' whims and fancy for uncertainty? It would have to be a very, very big difference in the offer package to influence you to join your competitor, wouldn't it?
Now, let's go back to my example. Take all the above, just add one more factor – the company does not recognize and reward your efforts. Now, honestly, would you still take the time to consider all the questions that I posted above? I doubt it; I wouldn't. And this is the difference. As long as the person questions the risk, the company still has a chance to retain the person. In fact, the person may even consult his or her manager if the working relationship is that good and mutual trust exists. But if not, the only time the manager knows about it is when he/she reads the resignation letter left on the desk at the end of the day.
In my second job, the pay was good, the work was stressful and hard, the relationship with my colleagues and bosses was great, and the only reason I changed my job was that I was adamant to return to the field of HR, but the job career path was heading towards logistics. In fact, I discussed and talked with my manager about this and even looked for advice on what kind of HR job I should look for. It was very difficult leaving, but I left on grounds where the company could not help me as, at that time, there was no HR department. It was just a small sales office, although it was an MNC. If there was, I believe I would still be working for them today – provided they don't fire me first. Until now, I make it a point to keep in touch with this manager. As for the other manager I told you about, I wouldn't waste a millisecond thinking about him.
What I am trying to share is that there are two types of resignation: one that is within our control but we lose it, and the other beyond our control. Resignation due to dissatisfaction, frustration, anger is the wasteful type. Especially if it involves performers. It is an indicator that the company has a problem that is unattended to. It is a waste because such resignation is well within our control, but we just don't care and blame it on the first thing that comes along. If it is beyond our control, like a career path, death in the family, marriage, let's shake their hands, wish them the best, and stay in contact.
What is your opinion?
Love and peace, Dips.
From Malaysia, Johor Bahru
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I agree with you; each company has different compensation plans, which are one of the main HR strategies in any company. But let's just refer back to your own scenario. After spending 6 months to 1 year, why do you want to change the company in the first place? You have to start searching outside first before you even need to reach the decision to change jobs. There must first be a source of motivation that drives you to look outside for another job. If everything is going well – good salary, good environment, good working relationship with colleagues – would you still want to look outside for another job? We all know 6 months to 1 year is nothing; it might as well be a probationary period. After 2 years onwards, you'll begin to see the organization for what it is. By the time you blink, it's 3-4 years, and by this time, you may be comfortable with your surroundings and your work. In fact, your work and life will already have a balance. Your life routine will have built around the requirements of your job. You know when you can take leave, you know when the peak periods of work are, you know the pitfalls of your work, and the type of people you are working for. Everything is comfortable, and your life's routine is set. Even if you are offered a higher salary, you will still question the risk of breaking the routine, unless, of course, the package offers 2 or 3 times more than what you are currently making. But then again, you will question whether it is worth the risk – certainty against uncertainty. The trouble of starting all over again when you are a senior staff in your current company? Exchange knowledge of your bosses' whims and fancy for uncertainty? It would have to be a very, very big difference in the offer package to influence you to join your competitor, wouldn't it?
Now, let's go back to my example. Take all the above, just add one more factor – the company does not recognize and reward your efforts. Now, honestly, would you still take the time to consider all the questions that I posted above? I doubt it; I wouldn't. And this is the difference. As long as the person questions the risk, the company still has a chance to retain the person. In fact, the person may even consult his or her manager if the working relationship is that good and mutual trust exists. But if not, the only time the manager knows about it is when he/she reads the resignation letter left on the desk at the end of the day.
In my second job, the pay was good, the work was stressful and hard, the relationship with my colleagues and bosses was great, and the only reason I changed my job was that I was adamant to return to the field of HR, but the job career path was heading towards logistics. In fact, I discussed and talked with my manager about this and even looked for advice on what kind of HR job I should look for. It was very difficult leaving, but I left on grounds where the company could not help me as, at that time, there was no HR department. It was just a small sales office, although it was an MNC. If there was, I believe I would still be working for them today – provided they don't fire me first. Until now, I make it a point to keep in touch with this manager. As for the other manager I told you about, I wouldn't waste a millisecond thinking about him.
What I am trying to share is that there are two types of resignation: one that is within our control but we lose it, and the other beyond our control. Resignation due to dissatisfaction, frustration, anger is the wasteful type. Especially if it involves performers. It is an indicator that the company has a problem that is unattended to. It is a waste because such resignation is well within our control, but we just don't care and blame it on the first thing that comes along. If it is beyond our control, like a career path, death in the family, marriage, let's shake their hands, wish them the best, and stay in contact.
What is your opinion?
Love and peace, Dips.
From Malaysia, Johor Bahru
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Hi Noel,
I am really enjoying this discussion.
"There must first be a source of motivation that drives you to look outside for another job. But if the going is good - good salary, good environment, good working relationship with colleagues - would you still want to look outside for another job?"
That's what I was saying, that apart from a good salary, many other factors are necessary to keep things going.
Motivation is in itself a broad and vast pool of wants and desires, and yes, it's endless too. We can never be satisfied, never be. And we know this also, but then we also know that we have to compromise on some factors. Isn't it? If I am getting 15,000/- now, I will look for the company that could pay me 18,000/-, and when I get this much, I'll wonder if I could get 20,000/-. But then what makes us stay are again THOSE OTHER MOTIVATIONAL FACTORS CALLED AS POLYNOMIAL MOTIVATION.
HAHAHAHAHA! I loved this post and, in fact, discussions with you. You gave nice points to talk upon. Really Noel, I enjoyed a lot.
But hold on!!! 😉 😉 I am not gonna end this thread by saying all this. We'll continue... 😂 😂
And thanks Neha, come and join us.
Forum members watching this thread, please, I am looking forward to this kind of posts.
Regards,
Dips
From India, Delhi
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I am really enjoying this discussion.
"There must first be a source of motivation that drives you to look outside for another job. But if the going is good - good salary, good environment, good working relationship with colleagues - would you still want to look outside for another job?"
That's what I was saying, that apart from a good salary, many other factors are necessary to keep things going.
Motivation is in itself a broad and vast pool of wants and desires, and yes, it's endless too. We can never be satisfied, never be. And we know this also, but then we also know that we have to compromise on some factors. Isn't it? If I am getting 15,000/- now, I will look for the company that could pay me 18,000/-, and when I get this much, I'll wonder if I could get 20,000/-. But then what makes us stay are again THOSE OTHER MOTIVATIONAL FACTORS CALLED AS POLYNOMIAL MOTIVATION.
HAHAHAHAHA! I loved this post and, in fact, discussions with you. You gave nice points to talk upon. Really Noel, I enjoyed a lot.
But hold on!!! 😉 😉 I am not gonna end this thread by saying all this. We'll continue... 😂 😂
And thanks Neha, come and join us.
Forum members watching this thread, please, I am looking forward to this kind of posts.
Regards,
Dips
From India, Delhi
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Hi Dips, 😃
I really appreciate your sharing. I too find this discussion very stimulating, and you have also made very good comments that have benefited me as well. Looking forward to continuing this discussion. Of course, for the other CiteHR members who are reading this thread, please do give your opinions and comments. I think this is an important discussion as we all face this problem in our organization. In fact, it would be really good if others could also share their experiences on motivation.
Happy Deepavali to all celebrating. Love and peace to all.
From Malaysia, Johor Bahru
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I really appreciate your sharing. I too find this discussion very stimulating, and you have also made very good comments that have benefited me as well. Looking forward to continuing this discussion. Of course, for the other CiteHR members who are reading this thread, please do give your opinions and comments. I think this is an important discussion as we all face this problem in our organization. In fact, it would be really good if others could also share their experiences on motivation.
Happy Deepavali to all celebrating. Love and peace to all.
From Malaysia, Johor Bahru
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Hello Futurezone,
Thanks for your comments and views.
"Now, in the Indian context, there might be some variations from 'In Anne's case, her biggest motivation to work comes from her boss, followed by salary, power, work schedule, work atmosphere, and co-workers.' The relative importance of these factors could be different. There could be more factors that could come into play.
Could you please let us know what you think these variations could be? According to you, what are the other factors that could come into play? I think you have not gone through the hard discussions posted in this topic; obviously, it would take some time as well.
Anyways, please post your viewpoints also.
Regards,
Dips
From India, Delhi
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Thanks for your comments and views.
"Now, in the Indian context, there might be some variations from 'In Anne's case, her biggest motivation to work comes from her boss, followed by salary, power, work schedule, work atmosphere, and co-workers.' The relative importance of these factors could be different. There could be more factors that could come into play.
Could you please let us know what you think these variations could be? According to you, what are the other factors that could come into play? I think you have not gone through the hard discussions posted in this topic; obviously, it would take some time as well.
Anyways, please post your viewpoints also.
Regards,
Dips
From India, Delhi
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Hi Dudeja,
I totally agree with you.
Motivation is defined as the desire and wants to act. All our action is driven by a deeper sense. Example, Anger. What motivates a person to be angry? Some of the answer would be ego, love, hate, confusion, uncertainty and many more. But to me there is a underlying platform from which the source of the motivation is based, that is the attitude/perception that a person has about himself, others, and how they interact. From this platform, the importance of motivation factors will be determined and interpreted.
Our attitude and perception is also influence by our experience, core personality and beliefs. That is why the degree of motivation factors changes. A young man fresh from university, this primary motivation could be to work for a knowledgable boss. This same young man after meeting with a girl, gets married and starts a family, may then find his primary motivation being his family instead of a knowledgable boss.
aaaah, so like unions, layers over layers of probability. It is so difficult to determine.
Whats your thoughts on the above? :)
love and peace
From Malaysia, Johor Bahru
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I totally agree with you.
Motivation is defined as the desire and wants to act. All our action is driven by a deeper sense. Example, Anger. What motivates a person to be angry? Some of the answer would be ego, love, hate, confusion, uncertainty and many more. But to me there is a underlying platform from which the source of the motivation is based, that is the attitude/perception that a person has about himself, others, and how they interact. From this platform, the importance of motivation factors will be determined and interpreted.
Our attitude and perception is also influence by our experience, core personality and beliefs. That is why the degree of motivation factors changes. A young man fresh from university, this primary motivation could be to work for a knowledgable boss. This same young man after meeting with a girl, gets married and starts a family, may then find his primary motivation being his family instead of a knowledgable boss.
aaaah, so like unions, layers over layers of probability. It is so difficult to determine.
Whats your thoughts on the above? :)
love and peace
From Malaysia, Johor Bahru
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Hi Dips,
It's true whatever you shared regarding motivation. However, the point that was coming to my mind is in a big organization where there are many departments with people from different backgrounds, experience levels, education levels, and job-related knowledge, it's not an easy task to motivate people individually. Additionally, the individual motivators also keep changing over time.
So, what's the best way to keep the motivation level up?
Promila
From India, Delhi
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It's true whatever you shared regarding motivation. However, the point that was coming to my mind is in a big organization where there are many departments with people from different backgrounds, experience levels, education levels, and job-related knowledge, it's not an easy task to motivate people individually. Additionally, the individual motivators also keep changing over time.
So, what's the best way to keep the motivation level up?
Promila
From India, Delhi
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Small, intangible things and actions, but genuine and sincere, within the preset framework or system, should work and keep the managers free enough to take care of other responsibilities in more efficient ways.
Hi Dudeja,
I agree with you in toto on what you have stated above. I would like to only add that like the saying "justice must seem to be done," here also, genuinity and sincerity must seem to be there! And this is what is lacking (sadly) in most of today's high-profile "managers."
Management is helping ordinary people to produce extraordinary results, and a Manager is NOT to produce results, BUT to produce brilliant performers. As far as "motivation" goes, it is not "motivation" but "inspiration" which today's India needs.
Thanks,
Bala
From India, Madras
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Hi Dudeja,
I agree with you in toto on what you have stated above. I would like to only add that like the saying "justice must seem to be done," here also, genuinity and sincerity must seem to be there! And this is what is lacking (sadly) in most of today's high-profile "managers."
Management is helping ordinary people to produce extraordinary results, and a Manager is NOT to produce results, BUT to produce brilliant performers. As far as "motivation" goes, it is not "motivation" but "inspiration" which today's India needs.
Thanks,
Bala
From India, Madras
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Employee Motivation.ppt