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 nowledge. Motivators can be anything from reward to coercion. A common place that we see the need to apply motivation is in the wor place. !n the wor force, we can see motivation play a ey role in leadership success. A person unable to grasp motivation and apply it will not become or stay a leader. !t is critical that anyone see ing to lead or motivate understand "#ewlett$s #ierarchy of %or Motivators." Another place motivation plays a ey role is in education. A teacher that implements motivational techni&ues will see an increased participation, effort, and higher grades. 'art of the teacher$s (ob is to provide an environment that is motivationally charged. This environment accounts for students who lac their own internal motivation. )ne of the first places people begin to set goals for themselves is in school. As any adult* "%hat is the main thing that motivates you." Their answer will most li ely be goals. Even the simplest things in life are the result of goal setting. A person may say, "! want to save +,,.,, for a new T.-." %ell, that is a goal. School is where we are most li ely to learn the correlation between goals, and the definition of motivation. That correlation is what breeds success. Salary, benefits, wor ing conditions, supervision, policy, safety, security, affiliation, and relationships are all

e.ternally motivated needs. These are the first three levels of "#ewlett$s #ierarchy" %hen these needs are achieved, the person moves up to level four and then five. #owever, if levels one through three are not met, the person becomes dissatisfied with their (ob. %hen satisfaction is not found, the person becomes less productive and eventually &uits or is fired. Achievement, advancement, recognition, growth, responsibility, and (ob nature are internal motivators. These are the last two levels of "#ewlett$s #ierarchy." They occur when the person motivates themselves /after e.ternal motivation needs are met.0 An employer or leader that meets the needs on the "#ewlett$s #ierarchy" will see motivated employees and see productivity increase. 1nderstanding 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 (ust to give motivation seminars.

So, as you can see, motivation is what propels life. !t plays a ma(or role in nearly everything we do. %ithout motivation, we would simply not care about outcomes, means, accomplishment, education, success, failure, employment, etc.

Types of motivation

There are two main inds of motivation* intrinsic and e.trinsic. !ntrinsic motivation is internal. !t occurs when people are compelled to do something out of pleasure, importance, or desire. E.trinsic motivation occurs when e.ternal factors compel the person to do something. #owever, there are many theories and labels that serve as sub tittles to the definition of motivation. 2or e.ample* "! will give you a candy bar if you clean your room." This is an e.ample of reward motivation.

Extrinsic motivation

E.trinsic motivation refers to motivation that comes from outside an individual. The motivating factors are e.ternal, or outside, rewards such as money or grades. These rewards provide satisfaction and pleasure that the tas itself may not provide. An e.trinsically motivated person will wor on a tas 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 ma(or li e fame or fortune. 2or e.ample, an e.trinsically motivated person who disli es math may wor hard on a math e&uation because wants the reward for completing it. !n the case of a student, the reward would be a good grade on an assignment or in the class. E.trinsic motivation does not mean, however, that a person will not get any pleasure from wor ing on or completing a tas . !t (ust means that the pleasure they anticipate from some e.ternal reward will continue to be a motivator even when the tas to be done holds little or no interest. An e.trinsically motivated student, for e.ample, may disli e an assignment, may find it boring, or may have no interest in the sub(ect, but the possibility of a good grade will be enough to eep the student motivated in order for him or her to put forth the effort to do well on a tas .

Intrinsic motivation

!ntrinsic motivation refers to motivation that comes from inside an individual rather than from any e.ternal or outside rewards, such as money or grades. The motivation comes from the pleasure one gets from the tas itself or from the sense of satisfaction in completing or even wor ing on a tas . An intrinsically motivated person will wor on a math e&uation, for e.ample, because it is en(oyable. )r an intrinsically motivated person will wor on a solution to a problem because the challenge of finding a solution is provides a sense of pleasure. !n neither case does the person wor on the tas because there is some reward involved, such as a pri3e, a payment, or in the case of students, a grade. !ntrinsic motivation does not mean, however, that a person will not see rewards. !t (ust means that such e.ternal rewards are not enough to eep a person motivated. An intrinsically motivated student, for e.ample, 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 student4s motivation to put any effort into the pro(ect.

Requisites to motivation %e have to be Motivated to Motivate Motivation re&uires a goal Motivation once established, does not last if not repeated Motivation re&uires 5ecognition 'articipation 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 6roup belonging motivates

KEY ELEMENTS OF MOTIV TION Motivation has three ey elements !ntensity 7irection 'ersistence

Intensity !t determines how hard a person tries. This is the element most of us focus on when we tal about motivation !irection !ntensity alone is nothing there must be proper direction where to go. "ersistence !t is the measure of how long a person can maintain his efforts. Motivated individuals stay with a tas long enough to achieve their goals.

Motivation in #or$p%ace
Intro&uction Many business managers today are not aware of the effects that motivation can /and does0 have on their business, and it is therefore important they learn and understand the factors that determine positive motivation in the wor place. The

si3e of your business is irrelevant* whether you are trying to get the best out of fifty of your staff or (ust 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. #owever, it is the business owner who must initiate motivation as a strategy to attain corporate goals. "Motivation in the wor place is one of the greatest challenges for managers. #igh levels of motivations are directly connected to high levels of productivity. !ncreasing productivity is always a ma(or goal of managers in any organi3ation. A lac of motivation in the wor place is a ma(or issue for managers and is associated with employees who see no value in the wor that they do or see no reason to achieve the goals set out for them /"!ncentives" 0. Therefore, understanding the role that motivation, both internal and e.ternal, can play in the wor place is crucial to creating a wor ing environment in which all can succeed and thrive. 1nfortunately, increasing motivation can be a tric y endeavor, one that has its pros and cons."

#'at is Motivation( Motivation is the force that ma es us do things* this is a result of our individual needs being satisfied /or met0 so that we have inspiration to complete the tas . These needs vary from person to person as everybody has their individual needs to motivate themselves. 7epending on how motivated we are, it may further determine the effort we put into our wor and therefore increase the standard of the output. %hen we suggest factors /or needs0 that determine the motivation of employees in the wor place, almost everyone

would immediately thin 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 degree0. This supports the statement that human motivation is a personal characteristic, and not a one fits all option. Importance of Motivation in )or$p%ace Motivation can have an effect on the output of your business and concerns both &uantity and &uality. See it this way* your business relies heavily on the efficiency of your production staff to ma e sure that products are manufactured in numbers that meet demand for the wee . !f these employees lac the motivation to produce completed products to meet the demand, then you face a problem leading to disastrous conse&uences. The number of scenarios is e.treme but you get the general picture. 8our employees are your greatest asset and no matter how efficient your technology and e&uipment may be, it is no match for the effectiveness and efficiency of your staff.

Motivationa% T'eory* +er,-er./s T)o Factor T'eory Motivation has been studied for many years stretching beyond the 9:th century. As a result, a number of theorists have compiled their own conclusions and conse&uently a wide variety of motivational theory has been produced. %ithout going into the fine details and depth of all the motivational theory, we will use 2redric #er3berg4s /9:;;0 research to outline the main issues concerning motivation. !n 9:;;, #er3berg interviewed a number of people in different professions at different levels to find out two things*

Those factors that M)T!-ATE7 them in the wor place

These were identified as factors that gave employees an incentive to wor resulting in (ob satisfaction. They are also referred to as 4motivators4. These motivators increased the (ob satisfaction of the employee and further increased their efficiency.

Those factors that '5E-E<TE7 =)> 7!SSAT!S2ACT!)<

These were identified as factors that prevented (ob dissatisfaction. These did not ma e the employees happy /or have (ob satisfaction0* it (ust removed the unhappiness out of wor ing. They are also referred to as 4hygiene4 factors. Such hygiene factors, if not satisfied, had an effect of reduced employee efficiency. #er3berg believed that all factors fell into one of these categories and therefore had separate conse&uences. #is research concluded that some factors fell into both categories although they held a stronger position in one of them. See the diagram below for e.amples of the factors that he determined for each category.

>y loo ing at the diagram, it shows that a sense for achievement, recognition of their effort, the nature of the wor 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 wor conditions and their pay, are all factors that can lead to (ob dissatisfaction if not met to the standards of the employee. The si3e /or width0 of the bars that represent each factor compensate for the level at which it is a concern. 2or e.ample, from the diagram, the way the business is run is a higher dissatisfaction cause /if it is run badly0 then the concern of bad wor ing conditions. 8ou may loo at 4pay4 and thin that this bar should be a lot wider on the (ob dissatisfaction side, but most people would not ta e the (ob in the first place if they considered the pay as 4totally unacceptable4. Ta e another e.ample* the employee does not see the lac of personal responsibility as ma(or (ob dissatisfaction, but when people do see responsibility, it is a huge motivational

factor for them* hence the long e.tension of the bar more on the motivation side of the diagram. 8ou will further notice that those factors encouraging motivation /(ob satisfaction0 have little connection with money and are more associated with personal development and achievement. #ygiene factors concern more the employee$s personal attitudes towards the conte.t of their (ob and involve money in most cases to provide a solution to the issue. 8ou may also have noticed that two bars on the diagram /achievement and pay0 are shaped differently. This is to illustrate that, for Achievement, it is something that is only ac&uired for a short term and is therefore an ongoing need that is searched for over and over again. !n other words* one wee you may achieve, say, a good personal sales figure, and the following wee your standard drops to a disappointing level in which you see to achieve this figure yet again. The 'ay factor /salary0 also has a similar concern* you may increase an employee4s salary that removes (ob dissatisfaction at first, but in time /can be as low as days0 the employee will increase their personal spending to what they are earning and will eventually, again, become dissatisfied. !n such a case, it may be for your benefit that you offer an additional incentive to eep the employee further satisfied to prevent this on-going cycle from occurring.

+o) 0an You Increase Emp%oyee Motivation

"opu%ar Motivationa% Strate.ies Empo)erment*

 The process of enabling wor ers to set their own wor goals, ma e decisions, and solve problems within their sphere of responsibility and authority. "articipation* The process of giving employees a voice in ma ing decisions about their own wor . Ne) Forms of #or$in. rran.ements

2le.ible wor schedules. =ob sharing. Compressed wor schedules. Telecommuting. Re)ar& Systems Re)ar& 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 (ob performance. Incentive system* A reward system whereby people get different pay amounts at each pay period in proportion to what they do.

Mana.eria%

ctions for Increase& Motivation

Motivation is achieved through different factors with different people. !t 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. !f 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 employees0. !f your business does have a large number of employees that you cannot control at any one time, then you may decide to delegate the tas of identifying motivational issues to assistant mangers or immediate supervisors of the employees, etc. 2or you to motivate your employees, you have to identify which approach to ta e* do you offer a financial or nonfinancial 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. 'oor pay may lead to staff being dissatisfied at wor and therefore any non-financial incentives will not be effective for motivation. !t is therefore important that you find the right balance between the two. a1 Financia% Incentives -1 Non financia% Incentives

Financia% Incentives !ncreasing motivation through financial rewards is a method that is most common when businesses rely on the &uantity

of the output of employees. 2or those employees involved in production, you could issue a piece rate system where they are paid for each individual product they produce. !n which case, they would be motivated to produce as much as possible in order to achieve a high pay* but ensure your &uality control is effective to ensure customer focused areas are not traded-off for &uantity. 8ou could also introduce a commission payment sc'eme if your business relies on selling your product or services through the means of personal sales /telephone, door-to-door, etc0. 8ou may even introduce frin.e -enefits 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 e.pensive for the business to provide. Another financial incentive is the offer of a s'are of t'e company profits, say, @A, which is split between your employees. This incentive can influence team wor ing in the business but you may find that people benefit from other people4s wor if they do not pull their own weight to help increase efficiency. !t 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 now that their performance will ma e a difference and will be evidenced by an increase in the business profits. Sometimes staff may only have motivation to get a tas done &uic ly without care to the &uality of the outcome. !n which case, you can introduce &uality related -onus 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 e.ample, the standard they complete tas s as well as personal sales records, achievements, and so on. This will give the employee the motivation to complete tas s to a high standard and a desire to further

e.cel in the future in order to gain a higher salary* and of course, the feeling of achievement /priceless0. Non2financia% Incentives 8ou 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. 2or whatever reason you decide that non-financial incentives are more effective in your business, there are many forms in which they can be given. 8ou can increase motivation by giving employees more responsi-i%ity so that they feel their contribution is more valuable to the business and that their role is of higher importance. 2urther, you can promise the chance of promotion if they reach a certain standard or target. The process of appraisa% which is a huge motivator to employees. This is because they will be recogni3ed for the value they add /or do not addB0 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 (ob dissatisfaction*

3o- En%ar.ement

This involves e.panding the (ob of an employee that has them doing more wor of a similar nature to what they already do. This may be allowing them to complete the whole tas instead of (ust part of it. 2or e.ample, pac aging the products as well as manufacturing them. This process ideally removes the boredom out of the (ob by eliminating the repetitiveness out of tas s and allowing them to complete the whole process, further increasing their responsibility.

3o- Rotation

This involves allowing employees to change the nature of their (ob periodically. 2or e.ample, you may give the employee administration duties one wee , mar eting the wee after, and then bac to their original (ob of sales the following wee . 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 s ills. The business owner gains from crosstraining and the potential for feed-bac and improvement ideas. 3o- Enric'ment Similar to (ob enlargement, you can enrich an employee4s (ob by e.panding their tas s to give a higher level of responsibility in the nature of wor they do. 2or e.ample, they can be given the responsibility of ordering materials and ma ing delivery arrangements instead of (ust manufacturing the products. This will not only e.pand their s ills, but also give them an increased challenge /responsibility0. 3o- Re&esi.n 7esigning a better fit between wor ers and their (obs C Combining tas s C 2orming natural wor groups C Establishing client relationships

Mo&ifie& #or$ Sc'e&u%es C %or share programs

C 2le.time programs and alternative wor place strategies C Telecommuting and virtual offices

Ot'ers inc%u&e*

'ositive reinforcement D high e.pectations Effective discipline and punishment Treating people fairly Satisfying employees needs Setting wor related goals 5estructuring (obs >ase rewards on (ob performance

T'e 45 0omman&ments of #or$p%ace Motivation Contrary to popular belief, if you want to lose weight, all you need to do is e.ercise more and eat fewer calories. Those struggling with weight issues will often insist they eat very little, but (ust sit across the table from them at a buffet and you$ll reali3e they are Ebrea ing the rulesF of successful dieting. The same applies to wor place motivation. %hen the rules are followed, morale improves. %hen we brea the rules, motivation deteriorates. Managers spend too much time in denial by insisting that they are building a motivating wor place when, in fact, they are often sabotaging it. A motivating wor environment is the responsibility of everyone. 6one are the days when we loo solely to managers to motivate. >elow are 9, Commandments that must be adhered to by everyone in your organi3ation if you want to build the ind of wor place where everyone thrives.

!. 6ui%& Se%f2respect 'ositive reinforcement allows people to understand that their performance adds value to the organi3ation. 5eceiving positive stro es gives employees a sense of satisfaction that creates the initiative to try new ideas and ta e bigger ris s. %e can never have enough self-respect. Ever notice that the office FegomaniacF is usually the person who actually has the lowest level of self-respect? The more obno.ious and to.ic they become in their bragging, the less we feel li e feeding their egos with stro es. <o matter how confident or comfortable we are with who we are, we all have moments of insecurity where our performance drops. Everyone needs stro es. !!. !on7t 6e Neurotic 8or at %east &is.uise it )e%%1 Employees deserve to have a clear understanding of what behaviors and outcomes are e.pected of them. Many managers are so unclear that they create the perception that they$re intentionally hiding the target. Management teams seclude themselves for strategic planning sessionsGan archaic and ban rupt management practiceGonly to place the resulting noteboo on the office shelf, and maybe giving a brief verbal report of the session to their employees. !f everyone in the organi3ation isn$t involved in Ethe planF at some level, they$re not committed, period. !!!. S'o) Respect Managers often treat employees li e the child in a parent-child relationship. An adult-adult transaction re&uires that we allow employees the latitude to solve problems. 'rovide guidance with a clear picture of e.pected outcomes and allow people to thin . Live Inte.rity !n the 7r. Seuss boo , Horton Hatches the Egg, #orton

!-.

the elephant gives his word to a la3y bird named May3ie that he will sit on her egg until she comes bac . May3ie doesn$t come bac and #orton perseveres through ice storms, safari hunters, even a trip to the 3oo. Through challenges, he continues to repeat, E! meant what ! said and ! said what ! meantH An elephant$s faithful, one hundred percentBF !t is un&uestionably true that most people would say that they eep their word. !n any day, however, those same people will brea their word repeatedly in small ways. Employees spot all the ways that managers miss obligations by small things li e not sending out reports that were promised, delaying meetings, etc. Employees are &uic to spot slips in integrity in peers and managers. !nstead of confronting the problem directly, they too often fall out of integrity by blaming, gossiping, and whining. Iiving in integrity means eeping our word and spea ing a deeper truth. -. 6e Fair !n a world where there isn$t much that is fair, we need to find ways be as fair as possible. 2air doesn$t mean e&ual. 'aying for performance isn$t fair if you cap the incentives that a star performer can receive. !f you reward employees for cost savings or an increase in revenue, the additional money is always there to share because that e.tra money wouldn$t have been there without help from that employee. -!. Va%ue an& Reinforce I&eas According to an Employee !nvolvement Association study, the average employee in =apan submits +J ideas for improvement per year, compared to the average employee in the 1nited States, who submits ,.9K. This is a ratio of 9LL*9. The root of this problem stems from the fact that only ++ percent of 1.S. employees$ ideas are adopted, compared to LK percent from =apanese

wor ers. !f we e.pect people to give us their ideas for improving the organi3ation, we need to have a serious system for evaluating and implementing those ideas. 'eople who submit ideas are entitled to a &uic decision and an e.planation of why their idea was or was not accepted. -!!. 9ive T'em #'at T'ey #ant My mother loves crafts. ! love boo s. Every year for Christmas, my mother has given me crafts. ! give my mother boo s. %hat$s wrong with this picture? %e love to give what we actually love to receive. >ut sometimes we forget whom we are giving to. Each of your employees has a different idea of how they prefer to be rewarded. Money, trips, educational opportunities, promotions, verbal recognitionG everyone prefers to be rewarded in a way that$s meaningful. !f you don$t now what they want, as them. -!!!. 9ive Imme&iate Fee&-ac$ %ho created the annual performance review anyway? >y itself there is really nothing wrong with it, but somewhere along the path, we assumed that all feedbac gets stuc 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. %orse yet, you lose the benefit of reenergi3ing your people with the substantial immediate impact of positive reinforcement for a pro(ect well done. Reinforce t'e Ri.'t T'in.s )ne of the companies !$ve wor ed with for believed that good employees come to wor early and stay late. <ot surprisingly, the CE) came to wor early and stayed late. %hen a new CE) too over, he emphasi3ed performanceGand productivity went up miraculously. Those same employees did more wor in less time.

!M.

%atch what you reinforce because you will undoubtedly get more of it. M. Serve Ot'ers %e$ve all seen it in our mission statements. ETo be a leading provider of blah, blah services in our service area providing &uality service and a good return to our sta eholders.F 6ag me with a shovelB To say we are in business to profit is li e saying we are breathing to remain alive. Every thriving organi3ation is passionate about serving their customers. %hen we focus on our customers$ success, we enroll our hearts, minds, and souls as opposed to simply wor ing from our (ob descriptions. So, it$s easy. !f you want to lose weight, eat less and e.ercise more. !f you want to improve the motivation at your wor place, use these 9, Commandments.

0onc%usion %ithout motivation in the wor place, your business will suffer from the lac of efficiency that your employees may fail to apply. This is because they have no incentive to perform tas s to a high standard or complete them on time. !t is therefore important that you give them something to

wor 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 ma(ority of these factors are not money orientated* instead they react more effectively to incentives that offer personal recognition and achievement. !n 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 (ob dissatisfaction. !n other words, some things do increase the level of efficiency in employees by reducing (ob dissatisfaction but are not motivators themselves. This is because your staff need to eliminate unhappiness in their (ob before they can begin to be motivated and this usually, and some say must, begin with an NacceptableN wage that they can live on.

Or.ani,ationa% 6e'avior Motivation in #or$"%ace

ESuccess is not final, failure is not fatal* it is the courage to continue that counts.F %inston Churchill

'resented >y <a3ish Sohail /L;J0 >>A #ons Shahba3 Chaudhry /L@K0 >>A #ons Shellvy Chiragh /L+J0 >>A #ons

5esource 'erson* Sir Sa((ad Mohsin

+ 3VERY :NIVERSITY L +ORE