Description
ORGANAZATIONAL BEHAVIOUR PROJECT
ANJUMAN-I-ISLAM’S ALLANA INSTITUTE OF MANAGEMENT STUDIES A PROJECT REPORT ON MOTIVATION THEORIES AND STUDY OF 2 COMPANIES MOTIVATION STRATEGIES
Submitted To : Prof Mariyam Tariq
DECLARATION
We hereby declare that the Initial Report entitled data?s and the facts that used in this project are true and not fictitious. There is no objection being made regarding the use of the facts and data?s in this project. There is no false use being made of the facts and data?s in this project. This project is developed to form a base for classroom exercise and discussion purpose only and not intended for identifying fault with any organization or their policies and procedures. THE PROJECT IS COMPILED BY CLASS - MMS-I DIV- C GROUP MEMBERS SAAD KAZI SALMAN BARDI TAISIN SHAIKH TEJAL DHAMALE ANSARI INAM FAIZAL PATEL ROLL NO 23 11 54 16 07 17
2
ACKNOWLEDGEMENT
We would firstly like to thank our institution and sincere thanks to Principal Prof. LUKMAN PATEL for providing us the opportunity to do the MMS course and complete this project. We would also like to extend our profound and sincerer gratitude to Prof. MARYIAM TARIQ our Subject teacher who has so ably guided our research project with her vast fund of knowledge, advice and constant encouragement. We kindly appreciate her implicit and valuable contribution in drawing up this project. We would also like to thank our parents and our colleagues without whom this project would not have been possible.
3
INDEX
NO.
1 2 3 4 5 6 7 8 9
PARTICULARS
EXECUTIVE SUMMARY INTRODUCTION IMPORTANCE OF MOTIVATION ROLE OF MANAGER IN MOTIVATION THEORIES OF MOTIVATION REPORT OF 2 COMPANIES STREAM GLOBAL SERVICES ICHIBAN NISAAN CONCLUSION
PAGE NO.
5 6 7 10 12 21 21 24 26
4
EXECUTIVE SUMMARY The main objective behind making this project is to understand the overall idea behind Motivation. How motivation works in organization We have started the project by providing a small introduction to understand the concept behind motivation, why motivation is important for business organization. Further we have given short process about motivation and what role does manager have to play while motivating an employee so that an employee Can do his best . We have also taken into consideration a few renowed motivational theories by different experts of the field so that we can easily relate it to the motivational strategies adopted by the organization Lastly we have done a study on motivational strategies adopted by STREAM GLOBAL SERVICES a bpo and NISSAN AUTOMOBILE COMPANY and we have find the relationship between motivational theories and the motivation strategies adopted by these 2 companies.
5
Introduction
Motivation is the word derived from the word ?motive? which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors stimulating the people?s behavior can be Desire for money Success Recognition Job-satisfaction Team work, etc One of the most important functions of management is to create willingness amongst the employees to perform in the best of their abilities. Therefore the role of a leader is to arouse interest in performance of employees in their jobs. The process of motivation consists of three stages:A felt need or drive A stimulus in which needs have to be aroused When needs are satisfied, the satisfaction or accomplishment of goals. Motivation is what we call our driving force, our „get up and go?. It stimulates our senses into the achievement of goals that have been set out for us . It is this reason that we consider motivation to be detrimental to the facets of management within the work force. Its ability to shape the workforce into its own driving force is what becomes important to the success of work organisations. Research and analysis from organizational psychologists has allowed a link between motivation and the forming of a predicted satisfaction from work, known as Intrinsic motivation, and motivation gained from factors external to work, known as Extrinsic motivation. Intrinsic motivation emphasizes valued outcomes or benefits that come from within the individual itself. This may include feelings of accomplishment, self-esteem.
6
Importance of Motivation
1)
Increased efficiency and output:
Motivation enables people to work enthusiastically. Performance is a product of not merely ability to do a task but the willingness to do the same with zeal and enthusiasm. Motivation bridges the gap between the overall efficiency and output. This, ultimately, helps in reducing the cost of operation. 2) Improves level of efficiency of employees Motivation enables people to work enthusiastically. Performance is a product of not merely ability to do a task but the willingness to do the same with zeal and enthusiasm. Motivation bridges the gap between the overall efficiency and output. This, ultimately, helps in reducing the cost of operation. 3) Development of friendly relationships: Motivation brings employees closer to organisation. The needs of employees are met through attractive rewards, promotional opportunities, etc. employees begin to take more interest in organsiational work.Their morals are high. They begin to think that the enterprise belongs to them and the interests of the enterprise are their interests and there is no difference between them. This helps in developing cordial relations between management and workers. 4) Stability in workforce: Attractive motivational schemes satisfy the needs of employees. As a result, their commitment to organisational work increases. Employees do their tasks loyally and enthusiastically, they are not tempted to leave the organisation. This means
7
reduced employee turnover. Further, satisfaction on the job means reduced absenteeism. 5) Achievement of goals: Motivation causes goal directed behavior. It helps people to move in a desired direction and earn rewards. In organizations where managers try to understand the needs of employees and institute appropriate incentive systems, accomplishment of goals in fairly easy. If people are not properly motivated, no useful purpose can be served be planning, organizing and staffing functions. 6) Reduction in Labor Problems All the members try to concentrate their efforts to achieve the objectives of the organization and carry out plans in accordance with the policies and programmers laid down by the organization if the management introduced motivational plans. It reduces labor problems like labor turnover, absenteeism, indiscipline, grievances, etc. because their real wages increase by the motivational plans. 7) Acceptance of organizational change Due to several changes in the society, changes in technology, value system, etc. organization has to incorporate these changes to cope with the requirement of the time. If people are effectively motivated, they gladly accept, introduce and implement these changes without reserving any resistance to change and negative attitude, thus keeping the organization on the right track of progress. 8) Better Image A firm that provides opportunities for the advancement of its people has a better image in the minds of the public as a good employer. This, image helps in attracting qualified personnel and thus simplifies the staffing function. This will also improve employee satisfaction and reduce industrial stifle. 9) Best utilization of resources Motivation ensures best and efficient utilization of all types of resources. Utilization of resources is possible to their fullest extent if the man is induced to contribute their efforts towards attaining organizational goals. Thus, people should be motivated to carry out the plans, policies and programmers laid down by the organization.
8
Process of motivation The basic elements of the process of motivation are: Motives, Behavior Goals
Motives: Motive or need or want or drive prompt people to action. They are the primary energies of behavior. They are the ways of behavior and origin of action. These want or motives are subject to human being and his mental feelings. They varies and are connected with the mental process of understanding. They affects the behavior in many ways. They arise continuously and determine the general direction of an individual's behavior. Behavior: All behavior is a series of activities. behavior is generally motivated by a desire to achieve a goal. At any moment individuals may indulge in different kinds of activities like eating, walking, talking etc., Swiftly they switch from one activity to other. By understanding the motives one can predict or control the activities. Goals: Motives are directed towards goals. Motives generally create a state of disequilibrium, physiological or psychological imbalance, within the individuals. Attaining a goal will tend to restore physiological or psychological balance. Goals are the ends which provide satisfaction of human wants. They are outside an individual; they are hoped for incentives toward which needs are directed. One person may satisfy his need for power by kicking subordinates and another by becoming the president of a company. Thus, a need can be satisfied by several alternate goals. The particular goals chosen by an individual depends on four factors: 1. The cultural norms and values that are instilled as one matures. 2. One?s inherited and biological capabilities 3. Personal experience and learning influences and 4. Mobility in the physical and social environment.
9
Role of managers in Motivation
Combine Work Goals with Employee Goals As a manager, you can motivate your employees by making sure your work goals align with their work goals. This requires strategic planning and communication because you must let your employees know exactly what you expect from them. If they do not have standards and goals to meet, you will feel frustrated by their lack of efficiency and they will feel frustrated by their failed efforts to please you. Misunderstanding of goals leads to disappointment and failure--the opposite of the motivating forces you are striving to create. Understand What Motivates Each Employee Managers must understand exactly what motivates each employee in their company. Some are motivated by money and benefits; some are motivated by praise; and others are motivated by work-life balance. As a manager, you must assess each employee's work responsibilities and underlying motivations. An employee analysis requires you to meet with each employee individually to discuss their work-related desires. Most employees appreciate a manager's sincere interest in their lives. Lead by Example One of the best things you can do as a manager to motivate your employees is to lead by example. If you are lazy, prone to procrastination or allow your temper to flare, you will likely get the same behavior from your employees. If you want to motivate your employees to pursue excellence in their job responsibilities, behave how you would like them to behave. Speak kindly, show respect and give praise where it is due. Create a Fair System Fairness is an important motivating factor in the workplace. You must create a fair system of incentives, rewards and benefits that encourages your employees to work hard. As an employer, you can never show favoritism. Incorporate fair compensation programs, employee performance evaluations and consistent policies into your workplace. You must establish an equitable and consistent work environment.
10
A token of appreciation is a must Cash prize, gift vouchers and shopping coupons help in motivating the employees to a great extent. Every individual tries hard to win the prize money and does not get time to fight or criticize others. They do not lose focus and instead take each other?s help to accomplish their tasks within the stipulated time frame. They get a motive to work Motivate employees to work in a group rather than working alone They must realize that working in a group means a better exchange of ideas and thoughts to come to an unique idea fruitful for them as well as the organization. Employees should be motivated to help each other and treat their team members as a part of their extended family. Individuals should complement each other at work but one should not forget his limit. Too much of a friendly nature again leads to problems and unrealistic expectations. Proper communication Communicate openly, honestly and frequently. Hold whole staff meetings periodically, attend department meetings regularly, and communicate by wandering around work areas engaging staff and demonstrating interest in their work. Employee engagement Employee engagement is not a Human Resources initiative that managers are reminded to do once a year. Employee engagement is a key strategic initiative that drives employee performance, accomplishment, and continuous improvement all year long. Employee engagement is the result of how your organization interacts with people to drive business results.
11
THEORIES OF MOTIVATION
? MASLOW THEORY
Physiological Needs
Physiological needs are those required to sustain life, such as:
? ? ? ?
Air Water Food Sleep
According to this theory, if these fundamental needs are not satisfied, then one will surely be motivated to satisfy them. Higher needs such as social needs and esteem are not recognized until one satisfies the needs basic to existence.
Safety Needs
Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by:
? ?
Living in a safe area Medical insurance
12
? ?
Job security Financial reserves
Social Needs Once a person has met the lower level physiological and safety needs, higher level motivators awaken. The first level of higher level needs are social needs. Social needs are those related to interaction with others and may include:
? ? ?
Friendship Belonging to a group Giving and receiving love
Esteem Needs After a person feels that they "belong", the urge to attain a degree of importance emerges. Esteem needs can be categorized as external motivators and internal motivators. Internally motivating esteem needs are those such as self-esteem, accomplishment, and self respect. External esteem needs are those such as reputation and recognition. Some examples of esteem needs are:
? ? ? ? ?
Recognition (external motivator) Attention (external motivator) Social Status (external motivator) Accomplishment (internal motivator) Self-respect (internal motivator)
Self actualization Self-actualization is the summit of Maslow's motivation theory. It is about the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow
13
? David McClelland’s Theory of Needs
Need for Power Need for Achievement Need for Affiliation
McClelland's achievement motivation theory in work situations McClelland's acquired needs are found to varying degrees in all workers and managers, and this mix of motivational needs characterizes a person's or manager's style and behavior, both in terms of being motivated and in the management and motivation others. People with different needs are motivated differently. High need for achievement (n-ach) High achievers should be given challenging projects with reachable goals. They should be provided frequent feedback. While money is not an important motivator in itself. Rather, it is an effective form of feedback. High need for affiliation (n-affil) Employees with a high affiliation need perform best in a cooperative environment.
High need for power (n-paw) Management should provide power seekers the opportunity to manage others. Note that McClelland's acquired needs theory allows for the shaping of a person's needs; training programs can be used to modify one's need profile.
14
? Goal setting Theory By Edwin
Goal setting is a powerful way of motivating people, and of motivating yourself. In fact, goal setting theory is generally accepted as among the most valid and useful motivation theories in industrial and organizational psychology, human resource management, and organizational behavior. Dr Edwin Locke's pioneering research on goal setting and motivation in the late 1960s. In his 1968 article "Toward a Theory of Task Motivation and Incentives," he stated that employees were motivated by clear goals and appropriate feedback. Locke went on to say that working toward a goal provided a major source of motivation to actually reach the goal – which, in turn, improved performance. Principles of goal setting theory 1. Clarity Clear goals are measurable and unambiguous. When a goal is clear and specific, with a definite time set for completion, there is less misunderstanding about what behaviors will be rewarded. You know what's expected, and you can use the specific result as a source of motivation. When a goal is vague – or when it's expressed as a general instruction, like "Take initiative" – it has limited motivational value. 2. Challenge One of the most important characteristics of goals is the level of challenge. People are often motivated by achievement, and they'll judge a goal based on the significance of the anticipated accomplishment. When you know that what you do will be well received, there's a natural motivation to do a good job.
15
Rewards typically increase for more difficult goals. If you believe you'll be well compensated or otherwise rewarded for achieving a challenging goal, that will boost your enthusiasm and your drive to get it done. 3. Commitment Goals must be understood and agreed upon if they are to be effective. Employees are more likely to "buy into" a goal if they feel they were part of creating that goal. The notion of participative management rests on this idea of involving employees in setting goals and making decisions. 4. Feedback In addition to selecting the right type of goal, an effective goal program must also include feedback. Feedback provides opportunities to clarify expectations, adjust goal difficulty, and gain recognition. It's important to provide benchmark opportunities or targets, so individuals can determine for themselves how they're doing.
? Herzberg Motivation Theory
Frederick Herzberg's Hygiene Theory [also known as Two Factor Theory] concludes that certain factors - "motivators" - in the workplace result in job satisfaction; factors such as challenging work, recognition, and responsibility. However there are other factors that if absent, lead to dissatisfaction and demotivation; factors such as status, work environment, location, job security, salary and benefits. These things do not motivate and are called "Hygiene" factors Because, like hygiene, their presence will not make you healthier, but absence can cause health deterioration.
16
Hygiene Factors Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include: - Company policy and administration - Wages, salaries and other financial remuneration - Quality of supervision - Quality of inter-personal relations - Working conditions - Feelings of job security Motivator Factors Motivator factors are based on an individual's need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: - Status - Opportunity for advancement - Gaining recognition - Responsibility - Challenging / stimulating work - Sense of personal achievement & personal growth in a job
? Vroom expectancy motivation theory
Vroom's expectancy theory assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that an employee's performance is based on individual factors such
17
as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a person's motivation. Effort-performance relationship: What is the likelihood that the individual?s effort be recognized in his performance appraisal Performance-reward relationship: It talks about the extent to which the employee believes that getting a good performance appraisal leads to organizational rewards Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the individual. Vroom was of view that employees consciously decide whether to perform or not at the job. This decision solely depended on the employee?s motivation level which in turn depends on three factors of expectancy, valence and instrumentality.
? Reinforcement theory of Motivation
Reinforcement theory of motivation was proposed by BF Skinner and his associates. It states that individual?s behavior is a function of its consequences. It is based on “law of effect”, i.e, individual?s behavior with positive consequences tends to be repeated, but individual?s behavior with negative consequences tends not to be repeated. Reinforcement theory of motivation overlooks the internal state of individual, i.e., the inner feelings and drives of individuals are ignored by Skinner. This theory focuses totally on what happens to an individual when he takes some action. Thus, according to Skinner, the external environment of the organization must be designed effectively and positively so as to motivate the employee. This theory is a strong tool for analyzing controlling mechanism for individual?s behavior However, it does not focus on the causes of individual?s behavior POSITIVE AND NEGATIVE REINFORCEMENT Generally speaking, there are two types of reinforcement: positive and negative. Positive reinforcement results when the occurrence of a valued behavioral consequence has the effect of strengthening the probability of the behavior being repeated. Negative reinforcement results when an undesirable behavioral consequence is withheld, with the effect of strengthening the probability of the
18
behavior being repeated. Negative reinforcement is often confused with punishment, but they are not the same. Punishment attempts to decrease the probability of specific behaviors; negative reinforcement attempts to increase desired behavior. Thus, both positive and negative reinforcement have the effect of increasing the probability that a particular behavior will be learned and repeated. ? ADAMS EQUITY THEORY Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work, skill level, tolerance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles such as recognition,and so on). According to the theory, finding this fair balance serves to ensure a strong and productive relationship is achieved with the employee, with the overall result being contented, motivated employees.
How to apply the Adams' Equity Theory: It is important to also consider the Adams' Equity Theory factors when striving to improve an employee's job satisfaction, motivation level, etc., and what can be done to promote higher levels of each. To do this, consider the balance or imbalance that currently exists between your employee's inputs and outputs, as follows: Inputs typically include: Effort Loyalty Hard Work Commitment Skill Ability Adaptability Flexibility Tolerance Determination Enthusiasm Trust in superiors Support of colleagues Personal sacrifice
19
Outputs typically include: Financial rewards (such as salary, benefits, perks) Intangibles that typically include: Recognition Reputation Responsibility Sense of Achievement Praise Stimulus Sense of Advancement/Growth Job Security
20
Report of 2 companies on Motivational strategies
STREAM
GLOBAL SERVICES
Originally formed more than 15 years ago as an outgrowth service for a large software reseller, Stream has grown to become a global provider of sales, customer service and technical support services for the Fortune 1000. Since its inception, Stream's global footprint has expanded to cover 21 countries, with 33,000 employees across 49 locations. Stream currently manages millions of voice, email and chat contacts each year from customers around the globe. While Stream's history is rich in technical support, the company has grown to be a "Provider of Choice" for companies looking for world-class customer care and revenue generation programs. Our consultative approach enables us to tailor programs to our clients' specific business challenges. And, with a global presence across North America, Europe, the Philippines, India, China, Latin America, the Middle East and Africa, we ensure we are in the right geographies with the right market expertise to deliver successful support programs. As a known "Employer of Choice" in the regions in which we operate, Stream is able to attract the best talent, ensuring our support professionals are truly engaged in our clients' businesses and brands - resulting in a superior customer experience. Stream's vision for the future includes expansion into new geographies as well as continued dedication to client and customer satisfaction and further innovation of support services.
21
Corporate Overview A Resourceful Global BPO Provider
Stream is a resourceful, industry leading global business process outsourcing (BPO) company where ingenuity and caring employees help transform customers into our clients' fans. Our broad portfolio of sales, customer care, and technical support services enable Fortune 1000 companies to increase revenue, operational efficiencies and build brand loyalty. This is evidenced by the fact that we are the "Provider of Choice" to some of the world's leading technology, computing, telecommunications, retail, entertainment/media, and financial services companies. Stream's multi-channel support solutions leverage a robust global footprint, operational expertise and advanced contact center technology to deliver superior sales, support and back-office solutions around the globe. In addition, Stream offers a full suite of outsourcing services such as revenue generation, inbound and outbound sales, customer retention and recovery services and warranty support. Creating maximum value for our clients and building customer brand loyalty through our caring, resourceful, and customer-driven employees keep Stream at the forefront of the industry. As a result, companies continually choose Stream as their outsourcing partner. WORKS IN TO SALES TECH SUPPORT CUSTOMER RETENTION CUSTOMER SUPPORT BANKS OFFICE AND DILEVERY CHANNELS
Motivational Strategies adopted by stream
IN HOUSE PROMOTIONS: Stream promotes the employees within the organisation rather than appointing employees from outside for higher position INCREMENT EVERY YEAR: Stream gives increment every year to their employees COMPITITION ON THE FLOOR: Compitition is held on the floor regularly for the employees .The employee who performs well on the call are given goodies and gift vouchers
22
HEAVY INCENTIVES ON SALES: Employee who makes sales are given heavy incentives for achieving the sales target INCENTIVES ON CUSTOMERS SURVEY: As employee takes any call a survey is shot to the customer and if the customer is totally satisfied then the employee is given incentives SUPPORT FROM TEAM LEADERS AND MANAGERS: The team leader and the managers are very helpful and enthusiastic and even very friendly which motivates the employee very much. FRIENDLY WORKING ENVIRONMENT: Stream has a very good friendly working environment in the organization. All the employees in the organization works in a very positive attitude with full of life. People work and socialize at the same time which brings a good bond between them. SETTING GOALS FOR EMPLOYEES: Everyone in the organization know what his or her expectations are as well as their job description. Goals are being set for each and every employee so that they can work more efficiently towards achieving it.
Comparison of Motivation theories and motivation strategies used by Stream global services
The strategies for motivation adopted by stream can be relate to vroom theory of expectancy .Because in stream there is a direct relationship between performance and reward. When the employee performs well he is rewarded for his efforts.The employees are attracted by giving them incentives when they achieve their target . So we can easily relate vroom theory of expectancy with motivation tactics adopted by stream. Secondly we can also relate it with Edwin goal setting theory of motivation because in stream each employee is directed to work towards achievement of his or her goals.employee know by themselves what is expected from them.
23
ICHIBAN NISAAN
MOTIVATIONAL STRATEGIES ADOPTED BY NISSAN TRAINING AND DEVELOPMENT: A comprehensive training programmes is undertaken for employees in order to increase their productivity and efficiency at Nissan. Employees feel motivated when different kinds of training is provide to them Sales incentives: sales incentives are provided to employees who performs well and achieve their sales targets. Incentives depends on number of cars sold Yearly bonus: yearly bonus is also provided to the employees by the organization . Managers praise and support: employees of the organization are given verbally praised when they perfom well and they also get full support of the managers in difficult and tough situations which again motivates employees to perform well. Job enrichment: company also provides job enrichment to employees which also is a kind of motivation for the employee because employee is given a more enhanced job or responsibility which he or she feels as a sense of achievement for them. Job rotation: job rotation policies is also undertaken in the organization. Because if a employee is not performing well in particular task or a job.
24
Comparison of Motivation theories and motivation strategies used by Nissan
The motivation strategies adopted by Nissan company can be related to different kinds of motivational theories 1) David Mclellands theory : in Nissan employees are given all the 3 need of motivation in different forms Need for power is given through job enrichment, need for affiliation is given through praise and support And need for achievement is given by providing him challenging task or projects 2)Herzberg theory of motivation: motivation in Nissan is also related to Herzberg theory of motivation both with hygiene factors and motivator factors. In relation with hygiene factors can be said because of good quality of working conditions, providing good salary and incentives. As far as motivating factor is concerned employee is provided with ample opportunities for growth and advancement in the company so we can easily say that motivational strategies adopted by Nissan is related to David Mclelland?s theory and Herzberg theory of motivation
25
Conclusion
Finally I would like to conclude the topic on application of motivational theories by saying that motivation is a very important aspect in an organization. Because a business organization can perform the best when the employees of that organization is motivated in the best possible manner. Motivation creates a zeal and commitment among the employees to perform the best towards the success and growth of the organization. We have study different kinds of Motivational Theories from various experts and all them have given some strategies on motivation which affect the performance or behavior of the employee towards their task or goal. By applying these theories in practical work life situations we can get best output from an employee.
26
doc_440427362.docx
ORGANAZATIONAL BEHAVIOUR PROJECT
ANJUMAN-I-ISLAM’S ALLANA INSTITUTE OF MANAGEMENT STUDIES A PROJECT REPORT ON MOTIVATION THEORIES AND STUDY OF 2 COMPANIES MOTIVATION STRATEGIES
Submitted To : Prof Mariyam Tariq
DECLARATION
We hereby declare that the Initial Report entitled data?s and the facts that used in this project are true and not fictitious. There is no objection being made regarding the use of the facts and data?s in this project. There is no false use being made of the facts and data?s in this project. This project is developed to form a base for classroom exercise and discussion purpose only and not intended for identifying fault with any organization or their policies and procedures. THE PROJECT IS COMPILED BY CLASS - MMS-I DIV- C GROUP MEMBERS SAAD KAZI SALMAN BARDI TAISIN SHAIKH TEJAL DHAMALE ANSARI INAM FAIZAL PATEL ROLL NO 23 11 54 16 07 17
2
ACKNOWLEDGEMENT
We would firstly like to thank our institution and sincere thanks to Principal Prof. LUKMAN PATEL for providing us the opportunity to do the MMS course and complete this project. We would also like to extend our profound and sincerer gratitude to Prof. MARYIAM TARIQ our Subject teacher who has so ably guided our research project with her vast fund of knowledge, advice and constant encouragement. We kindly appreciate her implicit and valuable contribution in drawing up this project. We would also like to thank our parents and our colleagues without whom this project would not have been possible.
3
INDEX
NO.
1 2 3 4 5 6 7 8 9
PARTICULARS
EXECUTIVE SUMMARY INTRODUCTION IMPORTANCE OF MOTIVATION ROLE OF MANAGER IN MOTIVATION THEORIES OF MOTIVATION REPORT OF 2 COMPANIES STREAM GLOBAL SERVICES ICHIBAN NISAAN CONCLUSION
PAGE NO.
5 6 7 10 12 21 21 24 26
4
EXECUTIVE SUMMARY The main objective behind making this project is to understand the overall idea behind Motivation. How motivation works in organization We have started the project by providing a small introduction to understand the concept behind motivation, why motivation is important for business organization. Further we have given short process about motivation and what role does manager have to play while motivating an employee so that an employee Can do his best . We have also taken into consideration a few renowed motivational theories by different experts of the field so that we can easily relate it to the motivational strategies adopted by the organization Lastly we have done a study on motivational strategies adopted by STREAM GLOBAL SERVICES a bpo and NISSAN AUTOMOBILE COMPANY and we have find the relationship between motivational theories and the motivation strategies adopted by these 2 companies.
5
Introduction
Motivation is the word derived from the word ?motive? which means needs, desires, wants or drives within the individuals. It is the process of stimulating people to actions to accomplish the goals. In the work goal context the psychological factors stimulating the people?s behavior can be Desire for money Success Recognition Job-satisfaction Team work, etc One of the most important functions of management is to create willingness amongst the employees to perform in the best of their abilities. Therefore the role of a leader is to arouse interest in performance of employees in their jobs. The process of motivation consists of three stages:A felt need or drive A stimulus in which needs have to be aroused When needs are satisfied, the satisfaction or accomplishment of goals. Motivation is what we call our driving force, our „get up and go?. It stimulates our senses into the achievement of goals that have been set out for us . It is this reason that we consider motivation to be detrimental to the facets of management within the work force. Its ability to shape the workforce into its own driving force is what becomes important to the success of work organisations. Research and analysis from organizational psychologists has allowed a link between motivation and the forming of a predicted satisfaction from work, known as Intrinsic motivation, and motivation gained from factors external to work, known as Extrinsic motivation. Intrinsic motivation emphasizes valued outcomes or benefits that come from within the individual itself. This may include feelings of accomplishment, self-esteem.
6
Importance of Motivation
1)
Increased efficiency and output:
Motivation enables people to work enthusiastically. Performance is a product of not merely ability to do a task but the willingness to do the same with zeal and enthusiasm. Motivation bridges the gap between the overall efficiency and output. This, ultimately, helps in reducing the cost of operation. 2) Improves level of efficiency of employees Motivation enables people to work enthusiastically. Performance is a product of not merely ability to do a task but the willingness to do the same with zeal and enthusiasm. Motivation bridges the gap between the overall efficiency and output. This, ultimately, helps in reducing the cost of operation. 3) Development of friendly relationships: Motivation brings employees closer to organisation. The needs of employees are met through attractive rewards, promotional opportunities, etc. employees begin to take more interest in organsiational work.Their morals are high. They begin to think that the enterprise belongs to them and the interests of the enterprise are their interests and there is no difference between them. This helps in developing cordial relations between management and workers. 4) Stability in workforce: Attractive motivational schemes satisfy the needs of employees. As a result, their commitment to organisational work increases. Employees do their tasks loyally and enthusiastically, they are not tempted to leave the organisation. This means
7
reduced employee turnover. Further, satisfaction on the job means reduced absenteeism. 5) Achievement of goals: Motivation causes goal directed behavior. It helps people to move in a desired direction and earn rewards. In organizations where managers try to understand the needs of employees and institute appropriate incentive systems, accomplishment of goals in fairly easy. If people are not properly motivated, no useful purpose can be served be planning, organizing and staffing functions. 6) Reduction in Labor Problems All the members try to concentrate their efforts to achieve the objectives of the organization and carry out plans in accordance with the policies and programmers laid down by the organization if the management introduced motivational plans. It reduces labor problems like labor turnover, absenteeism, indiscipline, grievances, etc. because their real wages increase by the motivational plans. 7) Acceptance of organizational change Due to several changes in the society, changes in technology, value system, etc. organization has to incorporate these changes to cope with the requirement of the time. If people are effectively motivated, they gladly accept, introduce and implement these changes without reserving any resistance to change and negative attitude, thus keeping the organization on the right track of progress. 8) Better Image A firm that provides opportunities for the advancement of its people has a better image in the minds of the public as a good employer. This, image helps in attracting qualified personnel and thus simplifies the staffing function. This will also improve employee satisfaction and reduce industrial stifle. 9) Best utilization of resources Motivation ensures best and efficient utilization of all types of resources. Utilization of resources is possible to their fullest extent if the man is induced to contribute their efforts towards attaining organizational goals. Thus, people should be motivated to carry out the plans, policies and programmers laid down by the organization.
8
Process of motivation The basic elements of the process of motivation are: Motives, Behavior Goals
Motives: Motive or need or want or drive prompt people to action. They are the primary energies of behavior. They are the ways of behavior and origin of action. These want or motives are subject to human being and his mental feelings. They varies and are connected with the mental process of understanding. They affects the behavior in many ways. They arise continuously and determine the general direction of an individual's behavior. Behavior: All behavior is a series of activities. behavior is generally motivated by a desire to achieve a goal. At any moment individuals may indulge in different kinds of activities like eating, walking, talking etc., Swiftly they switch from one activity to other. By understanding the motives one can predict or control the activities. Goals: Motives are directed towards goals. Motives generally create a state of disequilibrium, physiological or psychological imbalance, within the individuals. Attaining a goal will tend to restore physiological or psychological balance. Goals are the ends which provide satisfaction of human wants. They are outside an individual; they are hoped for incentives toward which needs are directed. One person may satisfy his need for power by kicking subordinates and another by becoming the president of a company. Thus, a need can be satisfied by several alternate goals. The particular goals chosen by an individual depends on four factors: 1. The cultural norms and values that are instilled as one matures. 2. One?s inherited and biological capabilities 3. Personal experience and learning influences and 4. Mobility in the physical and social environment.
9
Role of managers in Motivation
Combine Work Goals with Employee Goals As a manager, you can motivate your employees by making sure your work goals align with their work goals. This requires strategic planning and communication because you must let your employees know exactly what you expect from them. If they do not have standards and goals to meet, you will feel frustrated by their lack of efficiency and they will feel frustrated by their failed efforts to please you. Misunderstanding of goals leads to disappointment and failure--the opposite of the motivating forces you are striving to create. Understand What Motivates Each Employee Managers must understand exactly what motivates each employee in their company. Some are motivated by money and benefits; some are motivated by praise; and others are motivated by work-life balance. As a manager, you must assess each employee's work responsibilities and underlying motivations. An employee analysis requires you to meet with each employee individually to discuss their work-related desires. Most employees appreciate a manager's sincere interest in their lives. Lead by Example One of the best things you can do as a manager to motivate your employees is to lead by example. If you are lazy, prone to procrastination or allow your temper to flare, you will likely get the same behavior from your employees. If you want to motivate your employees to pursue excellence in their job responsibilities, behave how you would like them to behave. Speak kindly, show respect and give praise where it is due. Create a Fair System Fairness is an important motivating factor in the workplace. You must create a fair system of incentives, rewards and benefits that encourages your employees to work hard. As an employer, you can never show favoritism. Incorporate fair compensation programs, employee performance evaluations and consistent policies into your workplace. You must establish an equitable and consistent work environment.
10
A token of appreciation is a must Cash prize, gift vouchers and shopping coupons help in motivating the employees to a great extent. Every individual tries hard to win the prize money and does not get time to fight or criticize others. They do not lose focus and instead take each other?s help to accomplish their tasks within the stipulated time frame. They get a motive to work Motivate employees to work in a group rather than working alone They must realize that working in a group means a better exchange of ideas and thoughts to come to an unique idea fruitful for them as well as the organization. Employees should be motivated to help each other and treat their team members as a part of their extended family. Individuals should complement each other at work but one should not forget his limit. Too much of a friendly nature again leads to problems and unrealistic expectations. Proper communication Communicate openly, honestly and frequently. Hold whole staff meetings periodically, attend department meetings regularly, and communicate by wandering around work areas engaging staff and demonstrating interest in their work. Employee engagement Employee engagement is not a Human Resources initiative that managers are reminded to do once a year. Employee engagement is a key strategic initiative that drives employee performance, accomplishment, and continuous improvement all year long. Employee engagement is the result of how your organization interacts with people to drive business results.
11
THEORIES OF MOTIVATION
? MASLOW THEORY
Physiological Needs
Physiological needs are those required to sustain life, such as:
? ? ? ?
Air Water Food Sleep
According to this theory, if these fundamental needs are not satisfied, then one will surely be motivated to satisfy them. Higher needs such as social needs and esteem are not recognized until one satisfies the needs basic to existence.
Safety Needs
Once physiological needs are met, one's attention turns to safety and security in order to be free from the threat of physical and emotional harm. Such needs might be fulfilled by:
? ?
Living in a safe area Medical insurance
12
? ?
Job security Financial reserves
Social Needs Once a person has met the lower level physiological and safety needs, higher level motivators awaken. The first level of higher level needs are social needs. Social needs are those related to interaction with others and may include:
? ? ?
Friendship Belonging to a group Giving and receiving love
Esteem Needs After a person feels that they "belong", the urge to attain a degree of importance emerges. Esteem needs can be categorized as external motivators and internal motivators. Internally motivating esteem needs are those such as self-esteem, accomplishment, and self respect. External esteem needs are those such as reputation and recognition. Some examples of esteem needs are:
? ? ? ? ?
Recognition (external motivator) Attention (external motivator) Social Status (external motivator) Accomplishment (internal motivator) Self-respect (internal motivator)
Self actualization Self-actualization is the summit of Maslow's motivation theory. It is about the quest of reaching one's full potential as a person. Unlike lower level needs, this need is never fully satisfied; as one grows psychologically there are always new opportunities to continue to grow
13
? David McClelland’s Theory of Needs
Need for Power Need for Achievement Need for Affiliation
McClelland's achievement motivation theory in work situations McClelland's acquired needs are found to varying degrees in all workers and managers, and this mix of motivational needs characterizes a person's or manager's style and behavior, both in terms of being motivated and in the management and motivation others. People with different needs are motivated differently. High need for achievement (n-ach) High achievers should be given challenging projects with reachable goals. They should be provided frequent feedback. While money is not an important motivator in itself. Rather, it is an effective form of feedback. High need for affiliation (n-affil) Employees with a high affiliation need perform best in a cooperative environment.
High need for power (n-paw) Management should provide power seekers the opportunity to manage others. Note that McClelland's acquired needs theory allows for the shaping of a person's needs; training programs can be used to modify one's need profile.
14
? Goal setting Theory By Edwin
Goal setting is a powerful way of motivating people, and of motivating yourself. In fact, goal setting theory is generally accepted as among the most valid and useful motivation theories in industrial and organizational psychology, human resource management, and organizational behavior. Dr Edwin Locke's pioneering research on goal setting and motivation in the late 1960s. In his 1968 article "Toward a Theory of Task Motivation and Incentives," he stated that employees were motivated by clear goals and appropriate feedback. Locke went on to say that working toward a goal provided a major source of motivation to actually reach the goal – which, in turn, improved performance. Principles of goal setting theory 1. Clarity Clear goals are measurable and unambiguous. When a goal is clear and specific, with a definite time set for completion, there is less misunderstanding about what behaviors will be rewarded. You know what's expected, and you can use the specific result as a source of motivation. When a goal is vague – or when it's expressed as a general instruction, like "Take initiative" – it has limited motivational value. 2. Challenge One of the most important characteristics of goals is the level of challenge. People are often motivated by achievement, and they'll judge a goal based on the significance of the anticipated accomplishment. When you know that what you do will be well received, there's a natural motivation to do a good job.
15
Rewards typically increase for more difficult goals. If you believe you'll be well compensated or otherwise rewarded for achieving a challenging goal, that will boost your enthusiasm and your drive to get it done. 3. Commitment Goals must be understood and agreed upon if they are to be effective. Employees are more likely to "buy into" a goal if they feel they were part of creating that goal. The notion of participative management rests on this idea of involving employees in setting goals and making decisions. 4. Feedback In addition to selecting the right type of goal, an effective goal program must also include feedback. Feedback provides opportunities to clarify expectations, adjust goal difficulty, and gain recognition. It's important to provide benchmark opportunities or targets, so individuals can determine for themselves how they're doing.
? Herzberg Motivation Theory
Frederick Herzberg's Hygiene Theory [also known as Two Factor Theory] concludes that certain factors - "motivators" - in the workplace result in job satisfaction; factors such as challenging work, recognition, and responsibility. However there are other factors that if absent, lead to dissatisfaction and demotivation; factors such as status, work environment, location, job security, salary and benefits. These things do not motivate and are called "Hygiene" factors Because, like hygiene, their presence will not make you healthier, but absence can cause health deterioration.
16
Hygiene Factors Hygiene factors are based on the need to for a business to avoid unpleasantness at work. If these factors are considered inadequate by employees, then they can cause dissatisfaction with work. Hygiene factors include: - Company policy and administration - Wages, salaries and other financial remuneration - Quality of supervision - Quality of inter-personal relations - Working conditions - Feelings of job security Motivator Factors Motivator factors are based on an individual's need for personal growth. When they exist, motivator factors actively create job satisfaction. If they are effective, then they can motivate an individual to achieve above-average performance and effort. Motivator factors include: - Status - Opportunity for advancement - Gaining recognition - Responsibility - Challenging / stimulating work - Sense of personal achievement & personal growth in a job
? Vroom expectancy motivation theory
Vroom's expectancy theory assumes that behavior results from conscious choices among alternatives whose purpose it is to maximize pleasure and to minimize pain. Vroom realized that an employee's performance is based on individual factors such
17
as personality, skills, knowledge, experience and abilities. He stated that effort, performance and motivation are linked in a person's motivation. Effort-performance relationship: What is the likelihood that the individual?s effort be recognized in his performance appraisal Performance-reward relationship: It talks about the extent to which the employee believes that getting a good performance appraisal leads to organizational rewards Rewards-personal goals relationship: It is all about the attractiveness or appeal of the potential reward to the individual. Vroom was of view that employees consciously decide whether to perform or not at the job. This decision solely depended on the employee?s motivation level which in turn depends on three factors of expectancy, valence and instrumentality.
? Reinforcement theory of Motivation
Reinforcement theory of motivation was proposed by BF Skinner and his associates. It states that individual?s behavior is a function of its consequences. It is based on “law of effect”, i.e, individual?s behavior with positive consequences tends to be repeated, but individual?s behavior with negative consequences tends not to be repeated. Reinforcement theory of motivation overlooks the internal state of individual, i.e., the inner feelings and drives of individuals are ignored by Skinner. This theory focuses totally on what happens to an individual when he takes some action. Thus, according to Skinner, the external environment of the organization must be designed effectively and positively so as to motivate the employee. This theory is a strong tool for analyzing controlling mechanism for individual?s behavior However, it does not focus on the causes of individual?s behavior POSITIVE AND NEGATIVE REINFORCEMENT Generally speaking, there are two types of reinforcement: positive and negative. Positive reinforcement results when the occurrence of a valued behavioral consequence has the effect of strengthening the probability of the behavior being repeated. Negative reinforcement results when an undesirable behavioral consequence is withheld, with the effect of strengthening the probability of the
18
behavior being repeated. Negative reinforcement is often confused with punishment, but they are not the same. Punishment attempts to decrease the probability of specific behaviors; negative reinforcement attempts to increase desired behavior. Thus, both positive and negative reinforcement have the effect of increasing the probability that a particular behavior will be learned and repeated. ? ADAMS EQUITY THEORY Adams' Equity Theory calls for a fair balance to be struck between an employee's inputs (hard work, skill level, tolerance, enthusiasm, and so on) and an employee's outputs (salary, benefits, intangibles such as recognition,and so on). According to the theory, finding this fair balance serves to ensure a strong and productive relationship is achieved with the employee, with the overall result being contented, motivated employees.
How to apply the Adams' Equity Theory: It is important to also consider the Adams' Equity Theory factors when striving to improve an employee's job satisfaction, motivation level, etc., and what can be done to promote higher levels of each. To do this, consider the balance or imbalance that currently exists between your employee's inputs and outputs, as follows: Inputs typically include: Effort Loyalty Hard Work Commitment Skill Ability Adaptability Flexibility Tolerance Determination Enthusiasm Trust in superiors Support of colleagues Personal sacrifice
19
Outputs typically include: Financial rewards (such as salary, benefits, perks) Intangibles that typically include: Recognition Reputation Responsibility Sense of Achievement Praise Stimulus Sense of Advancement/Growth Job Security
20
Report of 2 companies on Motivational strategies
STREAM
GLOBAL SERVICES
Originally formed more than 15 years ago as an outgrowth service for a large software reseller, Stream has grown to become a global provider of sales, customer service and technical support services for the Fortune 1000. Since its inception, Stream's global footprint has expanded to cover 21 countries, with 33,000 employees across 49 locations. Stream currently manages millions of voice, email and chat contacts each year from customers around the globe. While Stream's history is rich in technical support, the company has grown to be a "Provider of Choice" for companies looking for world-class customer care and revenue generation programs. Our consultative approach enables us to tailor programs to our clients' specific business challenges. And, with a global presence across North America, Europe, the Philippines, India, China, Latin America, the Middle East and Africa, we ensure we are in the right geographies with the right market expertise to deliver successful support programs. As a known "Employer of Choice" in the regions in which we operate, Stream is able to attract the best talent, ensuring our support professionals are truly engaged in our clients' businesses and brands - resulting in a superior customer experience. Stream's vision for the future includes expansion into new geographies as well as continued dedication to client and customer satisfaction and further innovation of support services.
21
Corporate Overview A Resourceful Global BPO Provider
Stream is a resourceful, industry leading global business process outsourcing (BPO) company where ingenuity and caring employees help transform customers into our clients' fans. Our broad portfolio of sales, customer care, and technical support services enable Fortune 1000 companies to increase revenue, operational efficiencies and build brand loyalty. This is evidenced by the fact that we are the "Provider of Choice" to some of the world's leading technology, computing, telecommunications, retail, entertainment/media, and financial services companies. Stream's multi-channel support solutions leverage a robust global footprint, operational expertise and advanced contact center technology to deliver superior sales, support and back-office solutions around the globe. In addition, Stream offers a full suite of outsourcing services such as revenue generation, inbound and outbound sales, customer retention and recovery services and warranty support. Creating maximum value for our clients and building customer brand loyalty through our caring, resourceful, and customer-driven employees keep Stream at the forefront of the industry. As a result, companies continually choose Stream as their outsourcing partner. WORKS IN TO SALES TECH SUPPORT CUSTOMER RETENTION CUSTOMER SUPPORT BANKS OFFICE AND DILEVERY CHANNELS
Motivational Strategies adopted by stream
IN HOUSE PROMOTIONS: Stream promotes the employees within the organisation rather than appointing employees from outside for higher position INCREMENT EVERY YEAR: Stream gives increment every year to their employees COMPITITION ON THE FLOOR: Compitition is held on the floor regularly for the employees .The employee who performs well on the call are given goodies and gift vouchers
22
HEAVY INCENTIVES ON SALES: Employee who makes sales are given heavy incentives for achieving the sales target INCENTIVES ON CUSTOMERS SURVEY: As employee takes any call a survey is shot to the customer and if the customer is totally satisfied then the employee is given incentives SUPPORT FROM TEAM LEADERS AND MANAGERS: The team leader and the managers are very helpful and enthusiastic and even very friendly which motivates the employee very much. FRIENDLY WORKING ENVIRONMENT: Stream has a very good friendly working environment in the organization. All the employees in the organization works in a very positive attitude with full of life. People work and socialize at the same time which brings a good bond between them. SETTING GOALS FOR EMPLOYEES: Everyone in the organization know what his or her expectations are as well as their job description. Goals are being set for each and every employee so that they can work more efficiently towards achieving it.
Comparison of Motivation theories and motivation strategies used by Stream global services
The strategies for motivation adopted by stream can be relate to vroom theory of expectancy .Because in stream there is a direct relationship between performance and reward. When the employee performs well he is rewarded for his efforts.The employees are attracted by giving them incentives when they achieve their target . So we can easily relate vroom theory of expectancy with motivation tactics adopted by stream. Secondly we can also relate it with Edwin goal setting theory of motivation because in stream each employee is directed to work towards achievement of his or her goals.employee know by themselves what is expected from them.
23
ICHIBAN NISAAN
MOTIVATIONAL STRATEGIES ADOPTED BY NISSAN TRAINING AND DEVELOPMENT: A comprehensive training programmes is undertaken for employees in order to increase their productivity and efficiency at Nissan. Employees feel motivated when different kinds of training is provide to them Sales incentives: sales incentives are provided to employees who performs well and achieve their sales targets. Incentives depends on number of cars sold Yearly bonus: yearly bonus is also provided to the employees by the organization . Managers praise and support: employees of the organization are given verbally praised when they perfom well and they also get full support of the managers in difficult and tough situations which again motivates employees to perform well. Job enrichment: company also provides job enrichment to employees which also is a kind of motivation for the employee because employee is given a more enhanced job or responsibility which he or she feels as a sense of achievement for them. Job rotation: job rotation policies is also undertaken in the organization. Because if a employee is not performing well in particular task or a job.
24
Comparison of Motivation theories and motivation strategies used by Nissan
The motivation strategies adopted by Nissan company can be related to different kinds of motivational theories 1) David Mclellands theory : in Nissan employees are given all the 3 need of motivation in different forms Need for power is given through job enrichment, need for affiliation is given through praise and support And need for achievement is given by providing him challenging task or projects 2)Herzberg theory of motivation: motivation in Nissan is also related to Herzberg theory of motivation both with hygiene factors and motivator factors. In relation with hygiene factors can be said because of good quality of working conditions, providing good salary and incentives. As far as motivating factor is concerned employee is provided with ample opportunities for growth and advancement in the company so we can easily say that motivational strategies adopted by Nissan is related to David Mclelland?s theory and Herzberg theory of motivation
25
Conclusion
Finally I would like to conclude the topic on application of motivational theories by saying that motivation is a very important aspect in an organization. Because a business organization can perform the best when the employees of that organization is motivated in the best possible manner. Motivation creates a zeal and commitment among the employees to perform the best towards the success and growth of the organization. We have study different kinds of Motivational Theories from various experts and all them have given some strategies on motivation which affect the performance or behavior of the employee towards their task or goal. By applying these theories in practical work life situations we can get best output from an employee.
26
doc_440427362.docx