No person will make a great business who wants to do it all himself or

get all the credit.”

- Andrew Carnegie

Motivation
The definition of motivation is to give reason, incentive,
enthusiasm, or interest that causes a specific action or
certain behavior. Motivation is present in every life function.
Simple acts such as eating are motivated by hunger.
Education is motivated by desire for knowledge. Motivators
can be anything from reward to coercion.

A common place that we see the need to apply motivation is

in the work place. In the work force, we can see motivation
play a key role in leadership success. A person unable to
grasp motivation and apply it will not become or stay a
leader. It is critical that anyone seeking to lead or motivate
understand "Hewlett’s Hierarchy of Work Motivators."

Another place motivation plays a key role is in education. A

teacher that implements motivational techniques will see an
increased participation, effort, and higher grades. Part of the
teacher’s job is to provide an environment that is
motivationally charged. This environment accounts for
students who lack their own internal motivation. One of the
first places people begin to set goals for themselves is in
school. Ask any adult: "What is the main thing that motivates
you." Their answer will most likely be goals. Even the
simplest things in life are the result of goal setting. A person
may say, "I want to save 300.00 for a new T.V." Well, that is
a goal. School is where we are most likely to learn the
correlation between goals, and the definition of motivation.
That correlation is what breeds success.

Salary, benefits, working conditions, supervision, policy,

safety, security, affiliation, and relationships are all
externally motivated needs. These are the first three levels
of "Hewlett’s Hierarchy" When these needs are achieved, the
person moves up to level four and then five. However, if
levels one through three are not met, the person becomes
dissatisfied with their job. When satisfaction is not found, the
person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth,
responsibility, and job nature are internal motivators. These
are the last two levels of "Hewlett’s Hierarchy." They occur
when the person motivates themselves (after external
motivation needs are met.) An employer or leader that
meets the needs on the "Hewlett’s Hierarchy" will see
motivated employees and see productivity increase.
Understanding the definition of motivation, and then
applying it, is one of the most prevalent challenges facing
employers and supervisors. Companies often spend
thousands of dollars each year hiring outside firms just to
give motivation seminars.

So, as you can see, motivation is what propels life. It plays a major role in
nearly everything we do. Without motivation, we would simply not care about
outcomes, means, accomplishment, education, success, failure, employment,
etc.

Types of motivation

There are two main kinds of motivation: intrinsic and

extrinsic. Intrinsic motivation is internal. It occurs when
people are compelled to do something out of pleasure,
importance, or desire. Extrinsic motivation occurs when
external factors compel the person to do something.
However, there are many theories and labels that serve
as sub tittles to the definition of motivation. For
example: "I will give you a candy bar if you clean your
room." This is an example of reward motivation.
Extrinsic motivation

Extrinsic motivation refers to motivation that comes

from outside an individual. The motivating factors are
external, or outside, rewards such as money or
grades. These rewards provide satisfaction and
pleasure that the task itself may not provide.

An extrinsically motivated person will work on a task

even when they have little interest in it because of
the anticipated satisfaction they will get from some
reward. The rewards can be something as minor as a
smiley face to something major like fame or fortune.
For example, an extrinsically motivated person who
dislikes math may work hard on a math equation
because wants the reward for completing it. In the
case of a student, the reward would be a good grade
on an assignment or in the class.

Extrinsic motivation does not mean, however, that a

person will not get any pleasure from working on or
completing a task. It just means that the pleasure
they anticipate from some external reward will
continue to be a motivator even when the task to be
done holds little or no interest. An extrinsically
motivated student, for example, may dislike an
assignment, may find it boring, or may have no
interest in the subject, but the possibility of a good
grade will be enough to keep the student motivated in
order for him or her to put forth the effort to do well
on a task.
Intrinsic motivation

Intrinsic motivation refers to motivation that comes from

inside an individual rather than from any external or outside
rewards, such as money or grades.

The motivation comes from the pleasure one gets from the
task itself or from the sense of satisfaction in completing or
even working on a task.

An intrinsically motivated person will work on a math

equation, for example, because it is enjoyable. Or an
intrinsically motivated person will work on a solution to a
problem because the challenge of finding a solution is
provides a sense of pleasure. In neither case does the
person work on the task because there is some reward
involved, such as a prize, a payment, or in the case of
students, a grade.

Intrinsic motivation does not mean, however, that a person

will not seek rewards. It just means that such external
rewards are not enough to keep a person motivated. An
intrinsically motivated student, for example, may want to get
a good grade on an assignment, but if the assignment does
not interest that student, the possibility of a good grade is
not enough to maintain that student's motivation to put any
effort into the project.
Requisites to motivation

• We have to be Motivated to Motivate

• Motivation requires a goal

• Motivation once established, does not last if not

repeated
• Motivation requires Recognition

• Participation has motivating effect

• Seeing ourselves progressing Motivates us

• Challenge only motivates if you can win

• Everybody has a motivational fuse i.e. everybody can

be motivated
• Group belonging motivates
KEY ELEMENTS OF MOTIVATION

Motivation has three key elements

• Intensity

• Direction

• Persistence

Intensity

It determines how hard a person tries. This is the element

most of us focus on when we talk about motivation

Direction

Intensity alone is nothing there must be proper direction

where to go.

Persistence

It is the measure of how long a person can maintain his

efforts. Motivated individuals stay with a task long enough to
achieve their goals.

Motivation in Workplace
Introduction

Many business managers today are not aware of the effects

that motivation can (and does) have on their business, and it
is therefore important they learn and
understand the factors that determine
positive motivation in the workplace. The
size of your business is irrelevant: whether you are trying to
get the best out of fifty of your staff or just one, everyone
needs some form of motivation. Motivation is something that
is approached differently by different businesses and the
responsibility of its integration lies with all immediate
supervisors of staff. However, it is the business owner who
must initiate motivation as a strategy to attain corporate
goals.

"Motivation in the workplace is one of the greatest

challenges for managers. High levels of motivations are
directly connected to high levels of productivity. Increasing
productivity is always a major goal of managers in any
organization. A lack of motivation in the workplace is a major
issue for managers and is associated with employees who
see no value in the work that they do or see no reason to
achieve the goals set out for them ("Incentives" ). Therefore,
understanding the role that motivation, both internal and
external, can play in the workplace is crucial to creating a
working environment in which all can succeed and thrive.
Unfortunately, increasing motivation can be a tricky
endeavor, one that has its pros and cons."

What is Motivation?

Motivation is the force that makes us do things: this is a

result of our individual needs being satisfied (or met) so that
we have inspiration to complete the task. These needs vary
from person to person as everybody has their individual
needs to motivate themselves. Depending on how motivated
we are, it may further determine the effort we put into our
work and therefore increase the standard of the output.

When we suggest factors (or needs) that determine the

motivation of employees in the workplace, almost everyone
would immediately think of a high salary. This answer is
correct for the reason that some employees will be
motivated by money, but mostly wrong for the reason that it
does not satisfy others (to a lasting degree). This supports
the statement that human motivation is a personal
characteristic, and not a one fits all option.

Importance of Motivation in workplace

Motivation can have an effect on the output of your business

and concerns both quantity and quality. See it this way: your
business relies heavily on the efficiency of your production
staff to make sure that products are manufactured in
numbers that meet demand for the week. If these
employees lack the motivation to produce completed
products to meet the demand, then you face a problem
leading to disastrous consequences. The number of
scenarios is extreme but you get the general picture.

Your employees are your greatest asset and no matter how

efficient your technology and equipment may be, it is no
match for the effectiveness and efficiency of your staff.

Motivational Theory: Herzberg's Two Factor Theory

Motivation has been studied for many years stretching

beyond the 19th century. As a result, a number of theorists
have compiled their own conclusions and consequently a
wide variety of motivational theory has been produced.
Without going into the fine details and depth of all the
motivational theory, we will use Fredrick Herzberg's (1966)
research to outline the main issues concerning motivation.

In 1966, Herzberg interviewed a number of people in

different professions at different levels to find out two things:
 • Those factors that MOTIVATED them in the workplace

These were identified as factors that gave employees an

incentive to work resulting in job satisfaction. They are also
referred to as 'motivators'. These motivators increased the
job satisfaction of the employee and further increased their
efficiency.

• Those factors that PREVENTED JOB DISSATISFACTION

These were identified as factors that prevented job

dissatisfaction. These did not make the employees happy (or
have job satisfaction): it just removed the unhappiness out
of working. They are also referred to as 'hygiene' factors.
Such hygiene factors, if not satisfied, had an effect of
reduced employee efficiency.
Herzberg believed that all factors fell into one of these
categories and therefore had separate consequences. His
research concluded that some factors fell into both
categories although they held a stronger position in one of
them. See the diagram below for examples of the factors
that he determined for each category.
By looking at the diagram, it shows that a sense for
achievement, recognition of their effort, the nature of the
work itself, and the desire for responsibility are all strong
factors for motivation. At the bottom of the diagram, the way
the business is run, how they are supervised, the work
conditions and their pay, are all factors that can lead to job
dissatisfaction if not met to the standards of the employee.

The size (or width) of the bars that represent each factor
compensate for the level at which it is a concern. For
example, from the diagram, the way the business is run is a
higher dissatisfaction cause (if it is run badly) then the
concern of bad working conditions. You may look at 'pay' and
think that this bar should be a lot wider on the job
dissatisfaction side, but most people would not take the job
in the first place if they considered the pay as 'totally
unacceptable'.

Take another example: the employee does not see the lack
of personal responsibility as major job dissatisfaction, but
when people do seek responsibility, it is a huge motivational
factor for them: hence the long extension of the bar more on
the motivation side of the diagram.

You will further notice that those factors encouraging

motivation (job satisfaction) have little connection with
money and are more associated with personal development
and achievement. Hygiene factors concern more the
employee’s personal attitudes towards the context of their
job and involve money in most cases to provide a solution to
the issue.

You may also have noticed that two bars on the diagram
(achievement and pay) are shaped differently. This is to
illustrate that, for Achievement, it is something that is only
acquired for a short term and is therefore an ongoing need
that is searched for over and over again. In other words: one
week you may achieve, say, a good personal sales figure,
and the following week your standard drops to a
disappointing level in which you seek to achieve this figure
yet again. The Pay factor (salary) also has a similar concern:
you may increase an employee's salary that removes job
dissatisfaction at first, but in time (can be as low as days)
the employee will increase their personal spending to what
they are earning and will eventually, again, become
dissatisfied. In such a case, it may be for your benefit that
you offer an additional incentive to keep the employee
further satisfied to prevent this on-going cycle from
occurring.

How Can You Increase Employee

Motivation
Popular Motivational Strategies

• Empowerment:
 – The process of enabling workers to set their own
work goals, make decisions, and solve problems
within their sphere of responsibility and authority.

• Participation:

– The process of giving employees a voice in making

decisions about their own work.

New Forms of Working Arrangements

• Flexible work schedules.

• Job sharing.

• Compressed work schedules.

• Telecommuting.

Reward Systems

• Reward system:

– The formal and informal mechanism by which

employee performance is defined, evaluated, and
rewarded.

• Merit system:

– A reward system whereby people get different pay

raises at the end of the year depending on their
overall job performance.

• Incentive system:

– A reward system whereby people get different pay

amounts at each pay period in proportion to what
they do.

Managerial Actions for Increased Motivation

Motivation is achieved through different factors with
different people. It is therefore important that you find out
these factors for each employee which can be put into action
once identified. The best way of identifying these factors is
to issue an Employee Appraisal.

If your business has a small number of employees that you

can supervise and control easily, then you will probably have
an idea what motivates each person and therefore not have
to use the appraisal process to determine such factors
(although you should use one for other reasons that concern
the performance of your employees). If your business does
have a large number of employees that you cannot control
at any one time, then you may decide to delegate the task of
identifying motivational issues to assistant mangers or
immediate supervisors of the employees, etc.

For you to motivate your employees, you have to identify

which approach to take: do you offer a financial or non-
financial incentive? This will depend on what factors
motivate the staff member but it may also be restricted by
your company budget which cannot compensate for any
wage increases or bonuses and therefore non-financial
incentives have to be introduced. Poor pay may lead to staff
being dissatisfied at work and therefore any non-financial
incentives will not be effective for motivation. It is therefore
important that you find the right balance between the two.

a) Financial Incentives
b) Non financial Incentives

Financial Incentives

Increasing motivation through financial rewards is a method

that is most common when businesses rely on the quantity
of the output of employees. For those employees involved in
production, you could issue a piece rate system where they
are paid for each individual product they produce. In which
case, they would be motivated to produce as much as
possible in order to achieve a high pay: but ensure your
quality control is effective to ensure customer focused areas
are not traded-off for quantity. You could also introduce a
commission payment scheme if your business relies on
selling your product or services through the means of
personal sales (telephone, door-to-door, etc).

You may even introduce fringe benefits instead of

increasing wages or salaries such as company cars, private
health, or interest-free loans from the business. These
benefits are often valued higher than wage increases and
can be less expensive for the business to provide.

Another financial incentive is the offer of a share of the

company profits, say, 5%, which is split between your
employees. This incentive can influence team working in the
business but you may find that people benefit from other
people's work if they do not pull their own weight to help
increase efficiency. It can therefore be said that profit
sharing does not encourage motivation in all employees
although it is highly effective in businesses with few
employees. This is because they know that their
performance will make a difference and will be evidenced by
an increase in the business profits.

Sometimes staff may only have motivation to get a task

done quickly without care to the quality of the outcome. In
which case, you can introduce quality related bonus pay
which determines their salary. This salary will be up for
review twice a year and reflects their value in the business
with respect to, for example, the standard they complete
tasks as well as personal sales records, achievements, and
so on. This will give the employee the motivation to
complete tasks to a high standard and a desire to further
excel in the future in order to gain a higher salary: and of
course, the feeling of achievement (priceless).

Non-financial Incentives

You may feel that money is not an effective motivator in

your business although it may have some effect in the short
term: your employees may also see factors aside from
money as prime motivators. For whatever reason you decide
that non-financial incentives are more effective in your
business, there are many forms in which they can be given.

You can increase motivation by giving employees more

responsibility so that they feel their contribution is more
valuable to the business and that their role is of higher
importance. Further, you can promise the chance of
promotion if they reach a certain standard or target. The
process of appraisal which is a huge motivator to
employees. This is because they will be recognized for the
value they add (or do not add!) to the business by reviewing
their progress and achievements over a certain period.

The following are also motivators that can be introduced in

your business. To some degree they can also be seen as
processes that reduce job dissatisfaction:

• Job Enlargement

This involves expanding the job of an employee that has

them doing more work of a similar nature to what they
already do. This may be allowing them to complete the
whole task instead of just part of it.

For example, packaging the products as well as

manufacturing them. This process ideally removes the
boredom out of the job by eliminating the repetitiveness out
of tasks and allowing them to complete the whole process,
further increasing their responsibility.
 • Job Rotation

This involves allowing employees to change the nature of

their job periodically. For example, you may give the
employee administration duties one week, marketing the
week after, and then back to their original job of sales the
following week. This cycle will then be on going. The purpose
of this is that the employee, again, is satisfied by reduced
boredom and also motivated by the achievement of
increased skills. The business owner gains from cross-
training and the potential for feed-back and improvement
ideas.
• Job Enrichment

Similar to job enlargement, you can enrich an employee's job

by expanding their tasks to give a higher level of
responsibility in the nature of work they do.

For example, they can be given the responsibility of

ordering materials and making delivery arrangements
instead of just manufacturing the products. This will not only
expand their skills, but also give them an increased
challenge (responsibility).

• Job Redesign

Designing a better fit between workers and their jobs

– Combining tasks

– Forming natural work groups

– Establishing client relationships

• Modified Work Schedules

– Work share programs

 – Flextime programs and alternative workplace
strategies

– Telecommuting and virtual offices

Others include:

• Positive reinforcement / high expectations

• Effective discipline and punishment
• Treating people fairly
• Satisfying employees needs
• Setting work related goals
• Restructuring jobs
• Base rewards on job performance

The 10 Commandments of Workplace Motivation

Contrary to popular belief, if you want to lose weight, all you

need to do is exercise more and eat fewer calories. Those
struggling with weight issues will often insist they eat very
little, but just sit across the table from them at a buffet and
you’ll realize they are “breaking the rules” of successful
dieting.

The same applies to workplace motivation. When the rules

are followed, morale improves. When we break the rules,
motivation deteriorates. Managers spend too much time in
denial by insisting that they are building a motivating
workplace when, in fact, they are often sabotaging it. A
motivating work environment is the responsibility of
everyone. Gone are the days when we look solely to
managers to motivate. Below are 10 Commandments that
must be adhered to by everyone in your organization if you
want to build the kind of workplace where everyone thrives.
 I. Build Self-respect
Positive reinforcement allows people to understand that
their performance adds value to the organization.
Receiving positive strokes gives employees a sense of
satisfaction that creates the initiative to try new ideas
and take bigger risks.

We can never have enough self-respect. Ever notice

that the office ”egomaniac” is usually the person who
actually has the lowest level of self-respect? The more
obnoxious and toxic they become in their bragging, the
less we feel like feeding their egos with strokes.

No matter how confident or comfortable we are with

who we are, we all have moments of insecurity where
our performance drops. Everyone needs strokes.

II. Don’t Be Neurotic (or at least disguise it

well)
Employees deserve to have a clear understanding of
what behaviors and outcomes are expected of them.
Many managers are so unclear that they create the
perception that they’re intentionally hiding the target.
Management teams seclude themselves for strategic
planning sessions—an archaic and bankrupt
management practice—only to place the resulting
notebook on the office shelf, and maybe giving a brief
verbal report of the session to their employees. If
everyone in the organization isn’t involved in “the plan”
at some level, they’re not committed, period.

III. Show Respect

Managers often treat employees like the child in a
parent-child relationship. An adult-adult transaction
requires that we allow employees the latitude to solve
problems. Provide guidance with a clear picture of
expected outcomes and allow people to think.

IV. Live Integrity

In the Dr. Seuss book, Horton Hatches the Egg, Horton
 the elephant gives his word to a lazy bird named
Mayzie that he will sit on her egg until she comes back.
Mayzie doesn’t come back and Horton perseveres
through ice storms, safari hunters, even a trip to the
zoo.

Through challenges, he continues to repeat, “I meant

what I said and I said what I meant… An elephant’s
faithful, one hundred percent!” It is unquestionably true
that most people would say that they keep their word.
In any day, however, those same people will break their
word repeatedly in small ways. Employees spot all the
ways that managers miss obligations by small things
like not sending out reports that were promised,
delaying meetings, etc.

Employees are quick to spot slips in integrity in peers

and managers. Instead of confronting the problem
directly, they too often fall out of integrity by blaming,
gossiping, and whining. Living in integrity means
keeping our word and speaking a deeper truth.

V. Be Fair
In a world where there isn’t much that is fair, we need
to find ways be as fair as possible. Fair doesn’t mean
equal. Paying for performance isn’t fair if you cap the
incentives that a star performer can receive. If you
reward employees for cost savings or an increase in
revenue, the additional money is always there to share
because that extra money wouldn’t have been there
without help from that employee.

VI. Value and Reinforce Ideas

According to an Employee Involvement Association
study, the average employee in Japan submits 32 ideas
for improvement per year, compared to the average
employee in the United States, who submits 0.17. This
is a ratio of 188:1. The root of this problem stems from
the fact that only 33 percent of U.S. employees’ ideas
are adopted, compared to 87 percent from Japanese
 workers.

If we expect people to give us their ideas for improving

the organization, we need to have a serious system for
evaluating and implementing those ideas. People who
submit ideas are entitled to a quick decision and an
explanation of why their idea was or was not accepted.

VII. Give Them What They Want

My mother loves crafts. I love books. Every year for
Christmas, my mother has given me crafts. I give my
mother books. What’s wrong with this picture? We love
to give what we actually love to receive. But sometimes
we forget whom we are giving to.

Each of your employees has a different idea of how

they prefer to be rewarded. Money, trips, educational
opportunities, promotions, verbal recognition—
everyone prefers to be rewarded in a way that’s
meaningful. If you don’t know what they want, ask
them.

VIII. Give Immediate Feedback

Who created the annual performance review anyway?
By itself there is really nothing wrong with it, but
somewhere along the path, we assumed that all
feedback gets stuck in a file and delivered yearly. The
problem with this approach is that inappropriate
behavior becomes habit by the time the employee
hears about it. Worse yet, you lose the benefit of re-
energizing your people with the substantial immediate
impact of positive reinforcement for a project well done.

IX. Reinforce the Right Things

One of the companies I’ve worked with for believed that
good employees come to work early and stay late. Not
surprisingly, the CEO came to work early and stayed
late. When a new CEO took over, he emphasized
performance—and productivity went up miraculously.
Those same employees did more work in less time.
 Watch what you reinforce because you will undoubtedly
get more of it.

X. Serve Others
We’ve all seen it in our mission statements. “To be a
leading provider of blah, blah services in our service
area providing quality service and a good return to our
stakeholders.” Gag me with a shovel! To say we are in
business to profit is like saying we are breathing to
remain alive. Every thriving organization is passionate
about serving their customers. When we focus on our
customers’ success, we enroll our hearts, minds, and
souls as opposed to simply working from our job
descriptions.

So, it’s easy. If you want to lose weight, eat less and exercise
more. If you want to improve the motivation at your
workplace, use these 10 Commandments.

Conclusion

Without motivation in the workplace, your business will

suffer from the lack of efficiency that your employees may
fail to apply. This is because they have no incentive to
perform tasks to a high standard or complete them on time.
It is therefore important that you give them something to
work for as a reward for their high level of performance, all
being essential to the success of your business.

Everyone is motivated by different things and a majority of

these factors are not money orientated: instead they react
more effectively to incentives that offer personal recognition
and achievement. In which case, you should determine what
motivates individual people and further determine whether a
financial or non-financial incentive is the solution.

There is a fine line between factors that motivate people and

factors that prevent job dissatisfaction. In other words, some
things do increase the level of efficiency in employees by
reducing job dissatisfaction but are not motivators
themselves. This is because your staff need to eliminate
unhappiness in their job before they can begin to be
motivated and this usually, and some say must, begin with
an *acceptable* wage that they can live on.

Organizational Behavior

Motivation in WorkPlace
 “Success is not final, failure is not fatal: it is the courage to continue
that counts.”

Winston Churchill

Presented By

Nazish Sohail (862) BBA Hons

Shahbaz Chaudhry (857) BBA Hons

Shellvy Chiragh (832) BBA Hons

Resource Person: Sir Sajjad Mohsin

HAJVERY UNIVERSITY LAHORE