Motivation of Sales

Force

Presented By

Divya Chawhan(201024)

Satish Annaldas(201007)

Jignasa Ghaghada(201041)

Ashish Belagade(201014)

Sudhanshu Bhushan(201023)

Sujit Bajare(201011)
 Contents
1. Introduction
2. Definition
3. Motivational Theories
 Content Theory
 Process Theory
 Reinforcement Theory
4. Motivational Tools
5. Top Ten Ways of motivating your employees
6. Importance of Motivation
7. Motivation Strategies adopted by Carline Auto
8. Motivation Strategies adopted by HDFC Mutual Fund
“You can bring the horse to the water but you cannot force him to drink”.

This is the famous adage that has been aptly used by the marketers to define
motivation.

Introduction

One of the most important factors that lead one to their goals is the
drive. This drive is known as motivation. It is a zest and determination
with a kind of excitement that leads one to persevere to reach greater
heights, in no matter what avenue of their life; be it – personal or
professional. The drive may come from an internal or external source.
The individual determines this. The factors that motivate an individual
keep changing as one climbs the ladder of age and maturity. And also,
achievement of one goal sets the ball rolling for another one to be
achieved. Thus, to be motivated is a constant need. There are times
when one faces a period of de-motivation and everything seems bleak. It
is then that they need to find what would motivate them back into
action.

Definition

Motivation is the activation or energization of goal-oriented behavior.

Internal &external factors that stimulate desire & energy in people to be

continually interested in & commited to a job, role,subject & to exert
persistent effort in attaining a goal.

Motivation is said to be intrinsic or extrinsic.

Nature of motivation

Motivation is an internal feeling and an energetic force within sales people

that drives them to behave in a certain way. It produces goal-directed action
and harnesses human energy towards the goals of the sales organization.
Motivation has a system orientation, which means that the goal of the
individual is shaped by the forces within the individual is shaped b the forces
within the individual and its interaction with the surrounding environment. If
goal –directed action always leads to a certain reward, the individual is likely
to repeat the same action again and again. The higher the inducement the
higher is the likely hood of an individual contributing to the organization. It is
a drive to satisfy the goals of life, satisfaction is the experience of contentment
when one particular want is satisfied. It is a complete process in which needs
get satisfied and generate newer and modified needs.

Process of motivation

The sales manager needs to understand the process of motivation and uses it
to improve organizational efficiency. He can use the process of motivation
process to stimulate the sales person to work efficienly, establish a cordial
relationship between the sales managers and sales people, satisfiy the
economic social and human needs of the sales person and to seek the
cooperation of the sales person inachieving the sales target. The following is
the process of motivation:

The process of motivation starts when a motive prompts people to action.

Motives are the primary energizer of behavior and explain the reasons of
behavior They arrive continuously and determine the general direction of the
sales person’s behavior. The behavior of the sales person comprises a series of
activities that the person does by being motivated to achieve individual and
organizational goals. The sales person’s motives are directed towards goals
and very often create a state of disequilibrium. The behavior of attaining goals
tends to restore the balance. The goals chosen by an individual sales person
depends on various factors like cultural norms and values, d capabilities,
influence of personal learning and experiences and the type and level of
mobility in the physical and social world of the sales person. Every sales
person in the organization tends to develop certain motivational drives as a
product of his cultural environment in which he lives and his goal driving
behavior. This also affects the way the sales people view their jobs and
approach their personal and professional life.
Intrinsic and extrinsic motivation

Intrinsic motivation refers to motivation that is driven by an interest or

enjoyment in the task itself, and exists within the individual rather than
relying on any external pressure. Intrinsic motivation has been studied by
social and educational psychologists since the early 1970s. Research has
found that it is usually associated with high educational achievement and
enjoyment by students.

Extrinsic motivation comes from outside of the individual. Common extrinsic

motivations are rewards like money and grades, coercion and threat of
punishment. Competition is in general extrinsic because it encourages the
performer to win and beat others, not to enjoy the intrinsic rewards of the
activity. A crowd cheering on the individual and trophies are also extrinsic
incentives.

Social psychological research has indicated that extrinsic rewards can lead to
overjustification and a subsequent reduction in intrinsic motivation. In one
study demonstrating this effect, children who expected to be (and were)
rewarded with a ribbon and a gold star for drawing pictures spent less time
playing with the drawing materials in subsequent observations than children
who were assigned to an unexpected reward condition and to children who
received no extrinsic reward.

MOTIVATIONAL THEORIES
 CONTENT THEORY
It tries to explain the contents of an individual’s need structure of motives.
They try to determine what it is that motivates people to work. It explains the
structure of the needs and motives. It explains the individual priority needs
for achieving equilibrium between the desired state and rewards.

NEED HIERARCHY THEORY

Abraham Maslow propounded this theory where he looked into the hierarchy
structure of the different types of needs of an individual over a period of time.
It explains the hierarchy structure of the different types of needs of an
individual over a period of time.

Factors like working conditions, security and safety, and a democratic style
of supervision by the sales managers were found to be stronger
motivational factors than the other rewards involved in a job.

All people possess five sets of needs.

 Physiological,
  Safety,

 Social,

 Esteem,

 Self-actualization.

Physiological Needs

Physiological needs are the basic and they have the greatest strength among
all the needs of the individual. They are the basic human needs to sustain
human life like food, water, shelter and clothing. They are identified with the
bodies and are relatively independent of each other. These needs are
perceived to be finite which means that after a reasonable gratification they
are no longer demanded and are not motivators any more. Satisfaction of
physiological needs is always associated with money and financial rewards,
which can buy the products and services to satisfy these needs. The value of
factor termed as money diminishes as one moves from lower order needs to
the higher order in the hierarchy.

Safety Needs

It is related to physical and psychological safety from external threats.

These needs arise out of fear of physical danger and deprivation of basic
physiological needs. These need for self-preservation and is generally
concerned with the future. The salespeople have a feeling of fear about
whether they will be able to maintain the same level of income to
protect themselves& their family and provide food & shelter to their
family member.

Social Needs

Social needs and affiliation needs for belonging, which It describes the
individual’s desire for company and companionship of other people. The
individual wants to receive and give acceptance, affection, and
friendship and a mere pat helps people in the gratification of their social
needs. These needs provide meaning to work life and individuals are not
 perceived to be like inert instruments. They are treated as secondary
needs as they do not threaten the existence of the human being. They
are substantially infinite and are satisfied by the symbolic behavior of
psychic and social contacts.

Esteem Needs

It is he growth needs and are related to a sense of self-worth and self-

esteem in the society & organization. These needs are evident when the
lower needs are fulfilled. The sales people want to be more than just a
member of their group and need self-esteem and recognition from
others. Satisfaction of these needs produces feelings of self-confidence,
prestige, power & control.

Self-actualization

The best way to define this need is through the adage ‘what a man can be, he
must be’. It is a desire to grow more and more i.e. to become everything that
one is capable of becoming. It is the need which urges individuals to optimize
their potential. The specific form that the self-actualization needs take varies
from person to person. It is not necessarily a creative urge but it means
creativeness in realizing, to the fullest, one’s own potential.

Two Factor Theories

Hertzberg propounded this theory by grouping the motivating variables
into two categories -

1. Hygiene factors

2. Motivators
Hygiene Factors

 Hygiene factors (e.g. status, job security, salary and fringe benefits) that
prevent dissatisfaction because their effect on the sales person
resembles the physical hygiene of the body. Factors such as money
quality of supervision, status, security, working condition, policies and
administration and interpersonal relationship. These factors do not
motivate people but they prevent dissatisfaction. They prevent from
getting negative motivation from occurring. They give positive
satisfaction, though dissatisfaction results from their absence. These are
extrinsic to the work itself, and include aspects such as company
policies, supervisory practices, or wages/salary.

Motivators

Motivation (e.g., challenging work, recognition, responsibility) give positive

satisfaction, arising from intrinsic conditions of the job itself, such as
recognition, achievement, or personal growth. Hertzberg observed that
factors related to the job itself can have positive effect on job satisfaction and
result in increased performance. They are called motivators or satisfiers, and
identifies the work itself, recognition, advancement, the possibility of growth,
responsibility and achievements. Motivators are job centres and are related to
the job content.

Neutral state of motivation, satisfaction High state of motivation

and performance satisfaction and performance

Extrinsic/Content/ Hygeine/ Intrinsic/Context/Motivation/Sati

Maintenance sfiers
Corporate policy and administration Achievement
Relationship with supervisors Recognition
Work conditions Work
Salary Responsibility
Relationship with peers Advancement
Personal Life Growth
Status
Security
Supervision

Alderfer's ERG theory

Alderfer created the ERG theory (existence, relatedness and growth).

Physiological and safety, the lower order needs, are placed in the existence
category, while love and self-esteem needs are placed in the relatedness
category. The growth category contains our self-actualization and self-esteem
needs. Alderfer argues that there are three groups of core need — existence,
relatedness, and growth hence the label: ERG theory. The existence group is
concerned with providing our basic material existence requirements. They
include the items that Maslow considered to be physiological and safety
needs. The second group of needs is that of relatedness- the desire we have
for maintaining important interpersonal relationships. These social and status
desires require interaction with others if they are to be satisfied, and they
align with Maslow's social need and the external component of Maslow's
esteem classification. Finally, Alderfer isolates growth needs' an intrinsic
desire for personal development. These include the intrinsic component from
Maslow's esteem category and the characteristics included under self-
actualization.

Mcgregor Theory of X and Y

Theory X and Theory Y are theories of human motivation created and

developed by Douglas McGregor that have been used in human resource
management, organizational behavior, organizational communication and
organizational development. They describe two very different attitudes
toward workforce motivation. McGregor felt that companies followed either
one or the other approach. He also thought that the key to connecting self-
actualization with work is determined by the managerial trust of
subordinates.
Theory X

In this theory, which has been proven counter-effective in most modern

practice, management assumes employees are inherently lazy and will avoid
work if they can and that they inherently dislike work. As a result of this,
management believes that workers need to be closely supervised and
comprehensive systems of controls developed. A hierarchical structure is
needed with narrow span of control at each and every level. According to this
theory, employees will show little ambition without an enticing incentive
program and will avoid responsibility whenever they can. Beliefs of this
theory lead to mistrust, highly restrictive supervision, and a punitive
atmosphere. The Theory X manager tends to believe that everything must end
in blaming someone. He or she thinks all prospective employees are only out
for themselves. Usually these managers feel the sole purpose of the
employee's interest in the job is money. They will blame the person first in
most situations, without questioning whether it may be the system, policy, or
lack of training that deserves the blame. A Theory X manager believes that his
or her employees do not really want to work, that they would rather avoid
responsibility and that it is the manager's job to structure the work and
energize the employee. One major flaw of this management style is it is much
more likely to cause Diseconomies of Scale in large businesses.

Theory Y

In this theory, management assumes employees may be ambitious and self-

motivated and exercise self-control. It is believed that employees enjoy their
mental and physical work duties. According to Papa, to them work is as
natural as play. They possess the ability for creative problem solving, but their
talents are underused in most organizations. Given the proper conditions,
theory Y managers believe that employees will learn to seek out and accept
responsibility and to exercise self-control and self-direction in accomplishing
objectives to which they are committed. A Theory Y manager believes that,
given the right conditions, most people will want to do well at work. They
believe that the satisfaction of doing a good job is a strong motivation. Many
people interpret Theory Y as a positive set of beliefs about workers. A close
reading of The Human Side of Enterprise reveals that McGregor simply argues
for managers to be open to a more positive view of workers and the
possibilities that this creates. He thinks that Theory Y managers are more
likely than Theory X managers to develop the climate of trust with employees
that are required for human resource development. It's here through human
resource development that is a crucial aspect of any organization. This would
include managers communicating openly with subordinates, minimizing the
difference between superior-subordinate relationships, creating a
comfortable environment in which subordinates can develop and use their
abilities. This climate would include the sharing of decision making so that
subordinates have say in decisions that influence them. This theory is a
positive view to the employees, meaning that the employer is under a lot less
pressure than someone who is influenced by a theory X management style.

Theory X and Theory Y combined

For McGregor, Theory X and Y are not different ends of the same continuum.
Rather they are two different continua in themselves. Thus, if a manager
needs to apply Theory Y principles, that does not preclude them from being a
part of Theory X & Y.

Dr. William Ouchi's so-called "Japanese Management" style popularized

during the Asian economic boom of the 1980s. For Ouchi, Theory Z focused
on increasing employee loyalty to the company by providing a job for life with
a strong focus on the well-being of the employee, both on and off the job.
According to Ouchi, Theory Z management tends to promote stable
employment, high productivity, and high employee morale and satisfaction. In
a Z type of organization great stress is laid upon the long term employment of
the employee, which contributes to enhancing the employee morale. It helps
the employees to get familiar with the co-workers and the organizational
working environment. The anticipation of long career with one organization
encourages workers to become integrated into the organization.

Process Theories

Process theory is a commonly used form of scientific research study in which

events or occurrences are said to be the result of certain input states leading
to a certain outcome (output) state, following a set process.
Process theory holds that if an outcome is to be duplicated, so too must the
process which originally created it, and that there are certain constant
necessary conditions for the outcome to be reached. When the phrase is used
in connection with human motivation, process theory attempts to explain the
mechanism by which human needs changes. Some of the theories that fall in
this category are expectancy theory, equity theory, and goal setting

In management research, process theory provides an explanation for 'how'

something happens and a variance theory explains 'why'.

Expectancy Theory

Expectancy theory is about the mental processes regarding choice, or

choosing. It explains the processes that an individual undergoes to make
choices. In organizational behavior study, expectancy theory is a motivation
theory first proposed by Victor Vroom.

Expectancy theory predicts that employees in an organization will be

motivated when they believe that:

 The reward they are receiving is adequate to offset the amount of work
being done.
 this are predicted organizational rewards are valued by the employee in
question.

"This theory emphasizes the needs for organizations to relate rewards

directly to performance and to ensure that the rewards provided are those
rewards deserved and wanted by the recipients."

- Emphasizes self interest in the alignment of rewards with employee's wants.

- Emphasizes the connections among expected behaviors, rewards and
organizational goals

Vroom's theory assumes that behavior results from conscious choices among
alternatives whose purpose it is to maximize pleasure and to minimize pain.
Vroom suggested that the relationship between people's behavior at work
and their goals was not as simple as was first imagined by other scientists.
Vroom realized that an employee's performance is based on individual factors
such as personality, skills, knowledge, experience and abilities.
Victor H. Vroom introduces three variables within the expectancy theory
which are valence (V), expectancy (E) and instrumentality (I). The three
elements are important behind choosing one element over another because
they are clearly defined: effort-performance expectancy (E>P expectancy),
performance-outcome expectancy (P>O expectancy).

E>P expectancy: Our assessment of the probability our efforts will lead to the
required performance level.

P>O expectancy: Our assessment of the probability our successful

performance will lead to certain outcomes.

Vroom’s model is based on three concepts:

Valence - Strength of an individual’s preference for a particular outcome. For

the valence to be positive, the person must prefer attaining the outcome to
not attaining it.

1. Instrumentality – Means of the first level outcome in obtaining the

desired second level outcome; the degree to which a first level outcome
will lead to the second level outcome.
2. Expectancy - Probability or strength of belief that a particular action
will lead to a particular first level outcome.

Vroom says the product of these variables is the motivation.

In order to enhance the performance-outcome tie, managers should use

systems that tie rewards very closely to performance. Managers also need to
ensure that the rewards provided are deserved and wanted by the recipients.
In order to improve the effort-performance tie, managers should engage in
training to improve their capabilities and improve their belief that added
effort will in fact lead to better performance

Victor Vroom (1964) defines motivation as a process governing choices

among alternative forms of voluntary activities, a process controlled by the
individual. The individual makes choices based on estimates of how well the
expected results of a given behavior are going to match up with or eventually
lead to the desired results. Motivation is a product of the individual’s
expectancy that a certain effort will lead to the intended performance, the
instrumentality of this performance to achieving a certain result, and the
desirability of this result for the individual, known as valence.

Equity Theory attempts to explain relational satisfaction in terms of

perceptions of fair/unfair distributions of resources within interpersonal
relationships. Equity theory is considered as one of the justice theories. It was
first developed in 1963 by John Stacey Adams, a workplace and behavioral
psychologist, who asserted that employees seek to maintain equity between
the inputs that they bring to a job and the outcomes that they receive from it
against the perceived inputs and outcomes of others (Adams, 1965). The
belief is that people value fair treatment which causes them to be motivated
to keep the fairness maintained within the relationships of their co-workers
and the organization. The structure of equity in the workplace is based on the
ratio of inputs to outcomes. Inputs are the contributions made by the
employee for the organization; this includes the work done by the employees
and the behavior brought by the employee as well as their skills and other
useful experiences the employee may contribute for the good of the company.

Inputs and Outcomes

Inputs are defined as each participant’s contributions to the relational

exchange and are viewed as entitling him/her to rewards or costs. The inputs
that a participant contributes to a relationship can be either assets – entitling
him/her to rewards – or liabilities - entitling him/her to costs. In social
settings, assets such as physical beauty and kindness are generally seen as
assets entitling the possessor to social rewards. Individual traits such as
boorishness and cruelty are seen as liabilities entitling the possessor to cost.
Inputs typically include any of the following:

 Time
 Effort
 Loyalty
 Hard Work
 Commitment
 Ability
 Adaptability
 Flexibility
  Tolerance
 Determination
 Enthusiasm
 Personal sacrifice
 Trust in superiors
 Support from co-workers and colleagues
 Skill

Outcomes

Outputs are defined as the positive and negative consequences that an

individual perceives a participant has incurred as a consequence of his/her
relationship with another. When the ratio of inputs to outcomes is close, than
the employee should have much satisfaction with their job. Outputs can be
both tangible and intangible Typical outcomes include any of the following:

 Job security
 Esteem
 Salary
 Employee benefits
 Expenses
 Recognition
 Reputation
 Responsibility
 Sense of achievement
 Praise
 Thanks
 Stimuli

Goal-setting theory

Goal-setting theory is based on the notion that individuals sometimes have a

drive to reach a clearly defined end state. Often, this end state is a reward in
itself. A goal's efficiency is affected by three features: proximity, difficulty and
specificity. An ideal goal should present a situation where the time between
the initiation of behavior and the end state is close. This explains why some
children are more motivated to learn how to ride a bike than mastering
algebra. A goal should be moderate, not too hard or too easy to complete. In
both cases, most people are not optimally motivated, as many want a
challenge (which assumes some kind of insecurity of success). At the same
time people want to feel that there is a substantial probability that they will
succeed. Specificity concerns the description of the goal in their class. The goal
should be objectively defined and intelligible for the individual. A classic
example of a poorly specified goal is to get the highest possible grade. Most
children have no idea how much effort they need to reach that goal.

Reinforcement Theories

Reinforcement theory is a limited effects media model applicable within the

realm of communication. The theory generally states that people seek out and
remember information that provides cognitive support for their pre-existing
attitudes and beliefs. The main assumption that guides this theory is that
people do not like to be wrong and often feel uncomfortable when their beliefs
are challenged.

Politics provides an excellent setting for the study of reinforcement theory.

The statistics on undecided voters indicate that most people have pre-existing
beliefs when it comes to politics. Relatively few people remain undecided late
into high-profile elections.

Part of the reason why undecided voters are frequent message targets can be
found in reinforcement theory. Reinforcement theory predicts that people
with already developed opinions will selectively attend to and cognitively
incorporate information that supports their own views. Reinforcement theory
has three primary mechanisms behind it: selective exposure, selective
perception, and selective retention.

Hull’s Drive Theory.

The terms drive theory and drive reduction theory refer to a diverse set of
motivational theories in psychology. Drive theory is based on the principle
that organisms are born with certain physiological needs and that a negative
state of tension is created when these needs are not satisfied. When a need is
satisfied, drive is reduced and the organism returns to a state of homeostasis
and relaxation. According to the theory, drive tends to increase over time and
operates on a feedback control system, much like a thermostat.

It is based on the idea that the wide variations in human behaviour can be
explained by principles of learning.

Skinners reinforcement Theory

According to this theory it is not necessary for a drive to be reduced for

learning to occur. The behavior is under the control of external rewards.
Positive rewards increase the probability of a behavior and negative rewards
decrease its probability. Persistence is greater when an organism is rewarded
sometimes rather than each time it makes a desired response. This is called
partial reinforcement. He postulated that different kinds of reinforcement
schedules produce different kinds of persistence. This has relevance to the
sales people. As the sales manager understands that different kinds of
reinforcements produce different kinds of persistence, he can plan a
motivational program to increase the level of persistence for sales people
either with a different kind of reward system or a combinational reward
system.

Top Ten Ways to Retain Your Great Employees

Key employee retention is critical to the long term health and success of your
business. Managers readily agree that retaining your best employees ensures
customer satisfaction, product sales, satisfied coworkers and reporting staff,
effective succession planning and deeply imbedded organizational knowledge
and learning. If managers can cite these facts so well, why do they behave in
ways that so frequently encourage great employees to quit their jobs?

Employee retention matters. Organizational issues such as training time and

investment; lost knowledge; mourning, insecure coworkers and a costly
candidate search aside, failing to retain a key employee is costly.

Employee retention is critically important for a second societal reason, too.

Employee retention is one of the primary measures of the health of your
organization. If organization is losing critical staff members, you can safely bet
that other people in their departments are looking as well. Exit interviews
with departing employees provide valuable information you can use to retain
remaining staff. Heed their results.

A satisfied employee knows clearly what is expected from him every day at
work. Changing expectations keep people on edge and create unhealthy stress.
They rob the employee of internal security and make the employee feel
unsuccessful. I’m not advocating unchanging jobs just the needs for a specific
framework within which people clearly know what is expected from them.

The quality of the supervision an employee receives is critical to employee

retention. People leave managers and supervisors more often than they leave
companies or jobs. It is not enough that the supervisor is well-liked or a nice
person, starting with clear expectations of the employee, the supervisor has a
critical role to play in retention. Anything the supervisor does to make an
employee feel unvalued will contribute to turnover. Frequent employee
complaints center on these areas.

--Lack of clarity about expectations,

--lack of clarity about earning potential,
--lack of feedback about performance,
--failure to hold scheduled meetings, and
--failure to provide a framework within which the employee perceives he can
succeed.

 The ability of the employee to speak his or her mind freely within the
organization is another key factor in employee retention. All the
organization should solicit ideas and provide an environment in which
people are comfortable providing feedback? If so, employees offer ideas,
feel free to criticize and commit to continuous improvement. If not, they
bite their tongues or find themselves constantly "in trouble" - until they
leave.

 Talent and skill utilization is another environmental factor your key

employees seek in your workplace. A motivated employee wants to
 contribute to work areas outside of his specific job description. How
many people could contribute far more than they currently do? The
organization just need to know their skills, talent and experience, and
take the time to tap into it. As an example, in a small company, a
manager pursued a new marketing plan and logo with the help of
external consultants. An internal sales rep, with seven years of ad
agency and logo development experience, repeatedly offered to help.
His offer was ignored and he cited this as one reason why he quit his
job. In fact, the recognition that the company didn't want to take
advantage of his knowledge and capabilities helped precipitate his job
search

 The perception of fairness and equitable treatment is important in

employee retention. In one company, a new sales rep was given the
most potentially successful, commission-producing accounts. Current
staff viewed these decisions as taking food off their tables. You can bet a
number of them are looking for their next opportunity.

In another instance, a staff person, just a year or two out of college, was
given Rs. 20,000 in raises over a six month time period. Information of
this type never stays secret in companies so you know, beyond any
shadow of a doubt, the morale of several other employees will be
affected. For example, a staff person who views her role as important
and she brings ten years of experience, an M.B.A. and a great
contribution record to the table. When she finds she is making less
money than this employee, she is likely to look for a new job. Minimally,
her morale and motivation will take a big hit. Did the staff person
deserve the raises? Yes. But, recognize that there will be impact on
others.

 The easiest to solve, and the ones most affecting employee retention, are
tools, time and training. The employee must have the tools, time and
training necessary to do their job well – or they will move to an
employer who provides them.
 Best employees, those employees you want to retain, seek frequent
opportunities to learn and grow in their careers, knowledge and skill.
Without the opportunity to try new opportunities, sit on challenging
committees, attend seminars and read and discuss books, they feel they
will stagnate. A career-oriented, valued employee must experience
growth opportunities within your organization.

 A common place complaint or lament that in a organization is that

during their exit interviews the employee never felt senior managers
knew he existed. By senior managers I refer to the president of a small
company or a department or division head in a larger company. Take
time to meet with new employees to learn about their talents, abilities
and skills. Meet with each employee periodically. Organization will have
more useful information. It's a critical tool to help employees feel
welcomed, acknowledged and loyal.

 No matter the circumstances, never, never, ever threaten an employee's

job or income. Even if the organization knows layoffs loom if they fail to
meet production or sales goals, it is a mistake to foreshadow this
information with employees. It makes them nervous; no matter how
organization phrase the information; no matter how they explain the
information, even if they are absolutely correct, best staff members will
update their resumes.

 All staff members must feel rewarded, recognized and appreciated.

Frequently saying thank you goes a long way. Monetary rewards,
bonuses and gifts make the thank you even more appreciated.
Understandable raises, tied to accomplishments and achievement, help
retain staff. Commissions and bonuses that are easily calculated on a
daily basis, and easily understood, raise motivation and help retain staff.
Teams in various organizations have organized these events for the
celebration of festivals.
 Motivational Tools

 Avoid cancelling regular meetings, and if you must, stop by the

employee’s work area to apologize, offer the reason, and immediately
reschedule. Regularly missing an employee meeting send a powerful
message of disrespect.

 Finding the tools to put meaning and purpose in one’s life,

developing a vision, and becoming highly motivated can lead
you towards a successful and exciting life.

 Here are 12 motivational tools that can bring you success:

1. Recognizing obstacles and learning to remove them can

make your vision a reality. The individual who is
extremely motivated and successful has been motivated by a
vision.

2. The quest for freedom is the basis for motivation.

Total freedom is not necessarily desirable or possible, but
the pursuit of that ideal is what motivates us to succeed.

3. People who develop a vision control their own life and

destiny. With no vision, your life and destiny are
controlled by outside forces. You must change your thinking habits in
order to change
your life, and you change your habits by keeping the
desired results in sight.

4. Develop a major goal, but take a specified path to get

there. You'll have many smaller goals to reach before you
get to the final result. By learning to accomplish these smaller goals,
you'll be motivated to take on the larger challenges.

5. Get into the habit of finishing what you start. An

unfinished project is of no value. Leaving things
unfinished is a habit that must be changed.
6. Find support through friends, acquaintances, and
co-workers. If you surround yourself with motivated,
visionary people you will naturally develop the attributes
that helped them get that way. Mutual interests and like-minded
associates can be excellent motivational tools.

7. Another motivational tool is failure. Failure teaches us

to keep trying until we get it right. No one ever became
successful without prior failures. Failure is a by-product of imagination
and creativity. It challenges you to take risks and teaches you to keep
trying until you get it right.

8. The fear of failure is a common factor among those who

procrastinate. If you want to succeed in reaching your
goals, you must be willing to take a risk and lose. Many people trade joy,
satisfaction, and fulfillment for a job that is considered conventional and
safe.

9. The unfulfilling job is not the failure; not pursuing

your dreams is the real failure. Developing a vision
requires conquering your fears and finding motivation from
within.

10. The power of your dreams is the primary factor in

becoming motivated. Productivity will be the result of
developing habits and attitudes that keep you on the right
track.

11. By changing bad habits and focusing on your specific

goals, motivation will come to you even when you wish you
could quit and times are tough.

12. By identifying the behaviors that you need to change,

developing a vision of what you would like to achieve, and
striving to attain that goal, you will become a naturally
motivated, highly efficient, productive person.

Do not let fear of failure stop you from having the freedom
to choose the lifestyle and destiny you desire.
 True motivation is not only a learned skill; it is
developed due to a need or desire to make our dreams a
reality.

If you want to find inner motivation, you must identify

your goals and set out on an unwavering path to achieve
them.

Overcoming procrastination is perhaps one of the most

important steps you can take to improve your life and
become the motivated, successful person you are capable of
being.

You have to let go of your old personality and ways of

doing things to change, quit procrastinating and get
motivated!

Reasons Why Motivation is Important

Everyone wants to be successful. But to be successful, there is an important

thing you must have and that is motivation. Here are four reasons why
motivation is important for success:

1. Motivation helps you get started.

Have you noticed the difference between working on something you like and
working on something you don't like? I'm sure you can feel the difference.
When you're motivated about something, you can work on it effortlessly.
Nobody needs to force you to work. Nobody needs to tell you to move. In fact,
you are waiting for the opportunity to work. Since getting started is perhaps
the most difficult part of getting things done, being motivated is tremendously
helpful for you.

2. Motivation helps you keep moving.

Getting started is one thing but keep moving is another thing. Whatever you
do, there are always obstacles along the way that can hinder you from
achieving success. If you don't have motivation, it's easy to get discouraged
when you meet such obstacles. That's why motivation often makes the
difference between winners and losers. Winners are those who can go
through challenges and difficulties thanks to their motivation. Losers, on the
other hand, are those who can't go through challenges and difficulties since
they lack the necessary motivation.

3. Motivation makes you do more than necessary.

If you are motivated about something you will voluntarily do more about it
than what is required from you. You will naturally go further and dig deeper
than other people since you love to do it. While other people will only do what
is necessary, you do more than that. In such situation, there is a good chance
that you will be more successful than others.

4. Motivation makes the journey fun.

People who don't have motivation will think that the journey to success is
long and difficult. Those who are motivated look at it differently. The journey
is still long, but it's an enjoyable journey. Not only can they endure it, they
actually have fun along the way. Of course, there are always times when things
aren't good, but motivation enables you to endure such difficult times

important to them. You might develop a personnel policy that rewards

employees with more family time, etc.

5. Have one-on-one meetings with each employee

Employees are motivated more by your care and concern for them than by
your attention to them. Get to know your employees, their families, their
favorite foods, names of their children, etc. This can sound manipulative -- and
it will be if not done sincerely. However, even if you sincerely want to get to
know each of your employees, it may not happen unless you intentionally set
aside time to be with each of them.

6. Cultivate strong skills in delegation

Delegation includes conveying responsibility and authority to your employees
so they can carry out certain tasks. However, you leave it up to your
employees to decide how they will carry out the tasks. Skills in delegation can
free up a great deal of time for managers and supervisors. It also allows
employees to take a stronger role in their jobs, which usually means more
fulfillment and motivation in their jobs, as well.
7. Reward it when you see it
A critical lesson for new managers and supervisors is to learn to focus on
employee behaviors, not on employee personalities. Performance in the
workplace should be based on behaviors toward goals, not on popularity of
employees. You can get in a great deal of trouble (legally, morally and
interpersonally) for focusing only on how you feel about your employees
rather than on what you're seeing with your eyeballs.

8. Reward it soon after you see it

This helps to reinforce the notion that you highly prefer the behaviors that
you're currently seeing from your employees. Often, the shorter the time
between an employee's action and your reward for the action, the clearer it is
to the employee that you highly prefer that action.

9. Implement at least the basic principles of performance management

Good performance management includes identifying goals, measures to
indicate if the goals are being met or not, ongoing attention and feedback
about measures toward the goals, and corrective actions to redirect activities
back toward achieving the goals when necessary. Performance management
can focus on organizations, groups, processes in the organization and
employees.

10. Establish goals that are SMARTER

SMARTER goals are: specific, measurable, acceptable, realistic, timely,
extending of capabilities, and rewarding to those involved.

11. Clearly convey how employee results contribute to organizational results

Employees often feel strong fulfillment from realizing that they're actually
making a difference. This realization often requires clear communication
about organizational goals, employee progress toward those goals and
celebration when the goals are met.

12. Celebrate achievements

This critical step is often forgotten. New managers and supervisors are often
focused on a getting "a lot done". This usually means identifying and solving
problems. Experienced managers come to understand that acknowledging and
celebrating a solution to a problem can be every bit as important as the
solution itself. Without ongoing acknowledgement of success, employees
become frustrated, skeptical and even cynical about efforts in the
organization.
13. Let employees hear from their customers (internal or external)
Let employees hear customers proclaim the benefits of the efforts of the
employee . For example, if the employee is working to keep internal computer
systems running for other employees (internal customers) in the
organization, then have other employees express their gratitude to the
employee. If an employee is providing a product or service to external
customers, then bring in a customer to express their appreciation to the
employee.

14. Admit to yourself (and to an appropriate someone else) if you don't like an
employee --
Managers and supervisors are people. It's not unusual to just not like someone
who works for you. That someone could, for example, look like an uncle you
don't like. In this case, admit to yourself that you don't like the employee.
Then talk to someone else who is appropriate to hear about your distaste for
the employee, for example, a peer, your boss, your spouse, etc. Indicate to the
appropriate person that you want to explore what it is that you don't like
about the employee and would like to come to a clearer perception of how you
can accomplish a positive working relationship with the employee. It often
helps a great deal just to talk out loud about how you feel and get someone
else's opinion about the situation. As noted above, if you continue to focus on
what you see about employee performance, you'll go a long way toward
ensuring that your treatment of employees remains fair and equitz

Motivation strategies adopted by Carline auto Pvt. Ltd.

Motivating sales personnel in manufacturing sector is surely different in
manufacturing sector.

I was working with Carline auto Pvt. Ltd. The main product of the company
is Airfilters, Airtanks & Other Press components.

Generally the sales activity is not done by personally visiting different

companies time & again. Since the company is an ISO TS certified company it
has an added advantage over other players in same sector. Customers visit
our official website and get a rough idea about the company profile &
products.
  Sales person gets an extra petrol allowance of 3000 Rs per month along
with payment of travelling expenses incurred during official visits. In
this way he was motivated to complete his targets of No of visits.
 Sales person along with Development Engg . was together responsible
for finalizing the cost of a product ,due to this involvement of sales
person in entire project was ensured even in shop floor activity.
Decentralization of responsibilities made work interesting
 Sales person were send to seminars & other value added programs such
as “Sheet Metal forming Association” which made them competitive in
market . Personal knowledge gain them confidence to sustain in this cut
throat competition.
 Sales person were given festive bonuses each year which was 25 % of
their salary.
 Sales person were entitled to get promotion on the basis of Conversion
of RFQ into potential business.

Motivation strategies adopted by HDFC Mutual Fund

HDFC mutual fund is one of the best mutual funds houses in India.It is second
best Fund house according to AUM calculated . Attaining such sales level in
business in such fluctuating markets would not have been possible without a
highly motivated sales force. The sales Team of HDFC Mutual fund is Highly
motivated and determined as they worked in synchronization with the
interests of the company as a whole.

The sales team does not only get cash benefits but also non-cash benefits
which keep them motivated and determined to achieve the company’s goals
effectively.

Some of the techniques for motivating their sales force deployed by HDFC
Mutual Fund are:

 There are quarterly incentive structures for the sales team of every
branch.
 There is a sales team in every branch of HDFC Mutual Fund and they are
recognized as per the AUM that they build by increasing sales.
 There is a fully-paid overseas trip every year where the permanent
employees and the sales team from all the branches get together.
 There are also benefits for the sales person who is the best in that
particular region. The regional manager himself comes and felicitates
the best performer.
 There is also an annual event where employees of all the departments
are recognized and awarded as per their performance