SUBMITTED BY: MOHIT KUMAR SINGH ROLL NO. :-A03 I.D. NO.

:- 10902427 SECTION: - S1907

SUBMITTED TO:Mr. VANEET SIR

M O A O - Motivation is the important thing in the organization to motivate the employees from different. Motivation and rewarding employees is the one of the most important, and one of the most challenging, activities that manager do. Motivation is thing to understand that what motives each employee personally may have little or no effect on oth er. W A

MO

A O : - T his gives us a greater sense of control. When

explaining behaviour , it can affect the standing of people within a group. Motivation refers to the process by which a persons effort or energized directed and sustained toward attending the goal. In the simple language motivation involves any effort extend toward the goal. T hree key elements are important to definition.

(A):-Energy (B):-Direction (C) Perception

The energy element is a measure of intensity or drive. Energy is the important thing for work. A motivation person puts forth effort and work hard.

Energy : -

From the key of motivation very important key is the direction. If a employee has directed in a right way then he try to puts effort very well in the organization. Employees are like to attend the goal.

Direction : -

Perception:What a e skill used in the o ganization :- Skills are important to a

manager for motivate the employees . Skills or competencies they need to achieve the goal. According to Robert Katz there are three types of management skill.

(1):- Technical skill (2):- Human skill (3):- Conceptual skill

T echnical kill :

Technical skill is used by the senior employees . Technical skill encompasses the ability to apply specialized knowledge or expexpertise.

uman kill : - Human skill is used for motivation to the employees . Human

skills the ability to work with understands and motivate to other people. Human skill understands very well in the organization.

kill : - The mental ability to analyze and diagnose complex situation. These task required conceptual skill. This skill is used in decision making, for instance, requires managers to identify problems.

Conceptual

  Ab
aham M aslows eed ie
a
chy T heo
y  Maslow saw human
needs in the form of a hierarchy, ascending from the lowest to the highest, and he concluded that when one set of needs is satisfied, this kind of need ceases to be a motivator. One of the most widely mentioned theories of motivation is the hierarchy of needs theory put forth by psychologist Abraham Maslow. T he best known theory of motivation is probably Abraham Maslows Hierarchy of Needs T heory.

( a) : - Physiological needs ( b) : - Safety ne eds ( c) : - Social needs

( d) : - Esteem needs ( e) : - Self actualization needs

P hysiological

eeds : - T hese are important needs for sustaining the human

life. Food, water, warmth, shelter, sleep, medicine and education are the basic physiological needs which fa ll in the primary list of need satisfaction. Maslow was of an opinion that until these needs were satisfied to a degree to maintain life, no other motivating factors can work.

S afety

eeds : -

A person needs for security protection from physical and emotion harm. T hese are the needs to be free of physical danger and of the fear of losing a job, property, food or shelter. It also includes protection against any emotional harm.

S ocial

eeds : - A person needs for affection, belongingness, acceptance, and

friends hip. People are social beings, they need to belong and be accepted by others. People try to satisfy their need for affection, acceptance and friendship.

E steem

eeds   According to Maslow, once people begin to satisfy their

need to belong, they tend to want to be held in esteem both by themselves and by others. A person needs for internal factor such as self respect, autonomy, and achievement, and external factor such as status, recognition, and attention. T his kind of need produces such satisfaction as power, prestige status and self-confidence. It includes both internal esteem factors like self respect, autonomy and achievements and external esteem factors such as states, recognition and attention.

N eed fo  self actualization   Maslow regards this as the highest need in

his hierarchy. It is the drive to become what one is capable of becoming; it includes growth, achieving ones potential and self -fulfilment. It is to maximize ones potential and to accomplish something.

Maslows argued that each level in the needs hierarchy must be substantially satisfied before the next activated and that ones anteed is substantially satisfied the need become dominan t. . From the standpoint of motivation, the theory would say that although no need is ever fully gratified, a substantially satisfied need no longer motivates. So if you want to motivate someone, you need to understand what level of the hierarchy that pers on is on and focus on satisfying those needs or needs above that level. Maslows need theory has received wide recognition, particularly among practicing managers. T his can be attributed to the theorys intuitive logic and ease of understanding. However, research does not validate this theory. Maslow provided no empirical evidence and other several studies that sought to validate the theory found no support for it. Maslows separated the five needs into higher and lower levels. Physiological and safety needs were considered lower order needs, social, esteem and self actua lization were considered higher order needs. T he difference was that higher order needs satisfied internally and lower order needs are predominantly satisfied externally.

T heo  y X and T heo  y Y of D ouglas M c  ego  

Douglas McGregor is best known for proposing two set of assumption about human nature T heory X and T heory Y. McGregor, in his book T he Human side of Enterprise states that people inside the organization can be managed in two ways. T heory X is a negative view of people that assumes wor kers have little ambition, dislike work want to avoid responsibility and need to be closely

controlled to work effectively. T heory Y is the positive view of people and that assumed workers can exercise self direction, accept and actually seek out responsibility and consider work to be nature activity. McGregor concluded that a managers view of the nature of human beings is based on a certain grouping of assumptions and that he or she tends to mole his or her behaviour towards subordinates according to these assumptions.

T heo  y X : y

Employees inherently do not like work and whenever possible, will attempt to avoid it. Because employees dislike work, they have to be forced, coerced or threatened with punishment to achieve goals. Employees avoid responsibilities and do not work fill formal directions are issued. M ost workers place a greater importance on security over all other factors and display little ambition.

T heo  y Y:y y Physical and mental effort at work is as natural as rest or play. People do exercise self-control and self-direction and if they are committed to those goals. Average human beings are willin g to take responsibility and exercise imagination, ingenuity and creativity in solving the problems of the organization. T hat the way the things are organized, the average human beings bra inpower is only partly used.

A  ticles no. : According to Shannon Clark there are different factor which motivate the employee in any condition and the organization reach your goals. Success in the fitness world depends on lots of different factors that are variabl e depending on the individual. Everyone will have their own methods for what keeps them focused and determined to keep working towards their goals, but there are a few factors that are common to most people. By ensuring that you are utilizing t hese concepts, you will help ensure that you will reach your goals in a productive and pleasurable manner.

(1) S elf -E fficacy : - This has been shown to be one of the most important
factors contributing to success in a wor kout program. Self -efficacy can be defined as your personal belief that you are in fact capable of performing the behaviour or achieving your goal.

For example , someone with high self -efficacy would have confidence in
themselves that they wi ll be able to achieve goal short run period if this is what they decide to do. A person scoring low on self -efficacy on the other hand woul d not believe they were capable of doing this and therefore would most likely not put in the effort to even try. Believing in yourself and your abilities is a huge component in sticking with your exercise program.

(2) F amily & Fr iend S uppo r t :

According to Clark the second point is

related to the family & friend support is very important in the motivation. There is out word motivator. It is very important that the employees with a supportive family and friend network, this task will be much easier.

Ex:-

In the movie Rocket Singh the hero of this movie is not get good marks in

his degree so in the organization he did not gets esteem for other employees but his family and friends motivate to the employee (hero) so in the outside

motivator is very important .

(3 )

A P ositive Attitude : - T he Clark says that having a positive attitude

about your workout program will go a long way to helping you stay motivated and committed. When the employee have positive thought regarding your needs. T hen it makes it seem like less of a chore and more of enjoyable experience to employees. If the employee remains positive attitude all time then you always see a good result every time.

(4 )

An action plan :

According to Clark the fourth point is

most

important aspect of any workout program or goal for that matter is having an effective action plan . If a employer just take casual approach to your goal then the employer will most likely waste a lot of time just figuring what steps to take next. If the employer hav ing everything outlin ed from the beginning you will know your goals is going very fast.

(5) O r ganization S kill : - In the fifth point Clark says that the
organization skill is very important because communication is joint the two person in the time of working. Everyday life poses many, many challenges to sticking with a workout routine, from meetings, to family emergencies, to less than ideal weather .

6 (a )I nt r insic M otivation : - Intrinsic motivation on the other hand is the

type where you are performing the action based strictly on the fact that you love doing it and find a personal satisfaction from doing it. When personal satisfaction involves in the job then employee is motivation himse lf.

6 (b ) Ex t r insic : - Extrinsic motivation is the type where you are not really
doing an activity because you truly love it, but rather because you are being rewarded from an external source. For example, if someone was paying you to work out. T his type of motivation tends to decrease employee desire to perform the action since we almost begin to view it as something that has to be done, rather than something we are doing on our own will.

(7) A R ewa r d S ystem : - According to Clark the reward is way of the

motivation if a employee take the reward his senior employee then this time the employee was very happy he thinks that I do everything when he has take the reward. When the organization has been presenting the reward program

then other employee also motivated. T hey think for further time that if he increases our performance then next time he can make a part of the reward program.

A r ticle N o - 2

(2 ) According to Smith what was the process which motivate the employee and improve the Job Satisfaction. Many employees set in this process. Smith had written the purpose of this study was to describe the importance of certain factors in motivating. Smith was describing ten motivation factors in his article. ( a) Job security ( b) Sympathetic help with personal problems ( c) Personal loyalty to employees ( d) Interesting work ( e) Good working conditions ( f) T actful discipline ( g) Good wages ( h) Promotions and growth in the organization ( i) Feeling of being in on things ( j) Full appreciation of work done.

A r ticle no. 3 H ow to I mp r ove E mployee M otivation :According to N icmic there are five steps to improve the employee motivation . T here are following.

T his picture shown who to Improve Employee Motivation According to Nicmic if employees are lacking the motivation to do their job efficiently? With the economy in a downturn, overall morale is at an all -time low and it's not surprising that motivation is taking a dive. As a supervisor, it is your responsibility to help keep your em ployee motivation up. High employee motivation means better work, less employee turnover, and a more positive work environment.

I nst r uctions S tep 1

T he first step is set goals weekly, monthly, and yearly goals. Set up an inter office visual to track progress and spark some healthy competition between employees. Have meetings often to discuss goal setting and progress of their goals. Being able to cross several items off of their goal during each meeting is mentally rewarding and will help increase motivatio n.

S tep 2
T he second step is regarding to the reward program if the top level set the goal and employees are achieving the goal. T hen the top level management should organized r eward program to employees for reaching goals. Be creative with your reward system-- it doesn't only have to be monetary. Rewards can be as simple as bagels in the morning, taking the team out to lunch, a VIP parking spot, etc. Showing an employee that you appreciate gratitude can be all you need to increase employee motivation and have them start performing better at work.

S tep 3
Commend solid work. Remember not to let any good work go unnoticed. A simple "Great Job on that Sales Analysis Report!" while passing each other in the ha llway can go a long way. Employee's thrive on recognition and will work harder to get that next compliment.

S tep 4
According to the Nicnic fourth step is the company should take suggestion for his employee so he also motivates this step. Nicmic called thi s step Implement an open door policy . He said keep your office opens to employee suggestions and concerns. Let your co -workers know that you are willing to make changes based on their suggestions -after all they are the ones that have the hands -on experience with how most of the work is being handled.

S tep 5
According to the Nicmic c reate a positive work environment. A little water cooler talk is healthy, but frowns upon excessive office gossip that can bring down morale. If you hear someone talking bad a bout a co-worker or spreading a rumour, stop them in their tracks. T here's no quicker way to bring down an office than a bad wave of office gossip.

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A r ticle no. 4 E mployee M otivation - 10 T ips to B oost J ob P e r fo r mance

About the Autho r:T homas H aizlip : - T homas Haizlip is an executive coach who works with college educated, mid and senior level managers. T homas was a clinical psychologist for 16 years before he made the leap from couch to corporation. He helps his clients master the hard work of becoming soft skills experts. T homas partners with clients to develop behaviours and skills that result in increased and sustained job pe rformance and career advancement. T homas works with individuals and teams to improve emotional intelligence, build trust, engage in honest conflict, commit to goals, hold each other accountable, and produce results. I nc r ease E mployee P e r fo r mance by H a r nessing the P owe r of M otivation T homas Haizlip gives ten steps in this article which tips can improve motivation in the employee. T hese tips are related to motivation and satisfaction. T hese ten tips are following.

1 . I nte r esting Wo r k
In this point T ho mas talks about employees happiness when they are complete any task in the group . Motivation comes from the s hear joy and pleasure of

doing a task. When you read a great book, no one has to pay for each page you read. It is a pleasure to learn how the st ory unfolds and watch the plot develop. It is the same way with employee motivation. T o maximize employee performance, find out what employees like about their jobs and then try to add more tasks that align with their own natural interests and talents.

2 . App r eciation & R ecognition

Another author William James said, " T he deepest desire in human nature is to be appreciated." It does not matter how much you pay someone, everyone want to know that their efforts are being seen and appreciat ed, especially by the ir manage. In the organization the manager are speak thanks through the email. According to T homas i f you really want to thank someone buy them a real " T hank You" card and describe how their behaviour and performance has added value to the team and organiz ation. Make it a point to catch people doing things right and they will inevitably do things right more often.

3 . F eeling I nvolved I n the Wo r k Pr ocess

W hen people get to participate in creating a system or process, they are much more likely to follow it than one simply imposed upon them by an outside things can be done better, faster, and cheaper. If you want them to tell you, then make it easy for them t o offer suggestions and reward employees who contribute ideas that add value to the bottom line.

4 . Achievement
According to the T homas a wards and prizes can serve as a great motivator to harness the power of healthy competition. It is always better to use rewards that are meaningful and inspiring. When an employee exceeds your expectations, then make sure you recognize their achievement. On the day someone retires, they will pack up these awards and prizes to serve as fond reminders of a wonderful career.

5 . J ob S ecu r ity
In the organization every employee thinks that his job secured for long time. If his job security is not clear then employee will not do work in the free mind. If everybody had what it takes to be an entrepreneur, then there would be no Gen eral Electric or T oyota and we would all be buying products from artisans and craft workers. Many people prefer to be part of a large organization and can be more productive when they get to focus on doing their job instead of worrying about developing a b usiness plan or marketing strategy. T elling people that they are lucky to have a job creates an atmosphere of fear and worry that decreases job performance. Instead, tell your employees that the

company is lucky to have such a skilled and committed workfor ce and people will take pride in their work and their company.

6 . I nc r eased R esponsibility
Some employees lack ambition and have no desire to advance on the job, but the vast majority of workers want a chance to take on more responsibility and add more v alue to the organization. Always be aware of opportunities for training that will equip your employees with the skills and tools they will need to advance in their career. Always try to fill open positions with internal applicants before looking for an out side candidate. T his will create a culture of career development and preserve institutional memory and organizational knowledge so that it can be transferred to rising employees as they advance in their own career. In this statement has talked about the employees responsibility. What responsibilities are given by the organization to the employees?

7 . G ood Wages
Good wages is also part of the motivation. T he first step is good wages. Every employee should fulfil his basic need. According to Robert Bosch, founder of the world's largest automobile parts supplier, said, "I do not pay good wages because I have a lot of money; I have a lot of money b ecause I pay good wages." If organization wants motivated, high productive employees you have to pay such people according to their ability and performance. Good employees are motivated by more than just good wages, but never allow low wages to be the wedge a competitor can use to steal away your best people.

8. G ood Wo r king Conditions

If organization wants to get th e most out of people manager need to create an environment that facilitates success. At the minimum, you must offer a safe, clean, and sanitary work site. T o get the most out of employees, help them take pride in their workspace, even if it is only a cubic le or workstation. Allow people to personalize their own work sites with photos or small trinkets so they will feel like they have a place that belongs solely to them.

. B eing P a r t of a T eam
T he great coac h, Vince Lombardi has said , "Individual commitment to a group effort -- that is what makes a team work, a company work, a society wo rk, a civilization work." All social beings and all human being want to be part of a healthy team where we can give and receive support, help, and encouragement. Organization s can harness this natural human desire by

aligning employee efforts to achieve goals that are mutually beneficial to both the organization and its employees.

10 . H elp with P e r sonal Pr oblems

Help with personal problem this line means if a bad boss who told their employees to leave their problems at the door so they could focus on their job? Unfortunately, they probably left their motivation and productivity at the door as well. According to T homas s mart managers know that it is not their job to be a counsellor or therapist, but it is there job to recognize when one of their employees is having personal problems that are affecting their job performance. T hey need to have open lines of honest communication so that employees can feel encouraged to ask for help and then be directed to their Human Resources Department or their Employee Assistance Programs.

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A r ticle no. 5

Why M otivating Othe r s D oesn't Wo r k C r aig N athan son :- Craig Nathan son is the founder of T HE BES T
MANAGER, workshops and products aimed at bringing out the best in those who manage and lead others. Craig is a 25 year management veteran, Executive coach, college professor, author, and workshop leader. Also, Craig Nathan son is T HE VOCA T IONAL COACH helping people and organizations thrive in their work and life.

I nco rr ect sta r ting point

According to Craig this approach can work short term only for people who don't like their work. But with the time these people will only demand larger rewards to gain the same satisfaction. And for people who actually enjoy their work, their performance and motivation will most likely decrease short and long term since they are the ones who don't require external factors to do what they enjoy.

T he p r oblems with motivational p r og r ams

Every person is unique and has different needs. Mos t motivational programs assume that all people are motivated by the same factors. T his is simply not true. In many motivational programs there are different winners and losers. If

the organization provides the employee of the month parking spot, or the employee of the week free lunch, these programs o nly offer the opportunity for the unhappy workers. T hese programs are in use because they are easy to imple ment, measure, and produce. T he employee doesnt take deep thought or long directions to understand.

H ow not to motivate people

In order to learn more about motivation, first learn how NO T to motivate people. Here are a few ideas. Give people work not worth doing or which does not add value. Micromanage people by giving them less opportunity for autonomy and decision making freedom. Make people comp ete against others or standards. Use this as the sole guide for rewards and punishments. Showcase the winners and losers to everyone else. T his will for sure help to lower morale and motivation. Focus on productivity and efficiency and not on personal deve lopment. Ignore peoples' abilities and interests and instead like cattle herd them ONLY to work which needs to be done in specific ways.

A bette r app r oach

It starts with the hiring process. Hire people who want to do the work you have available. Make people development a higher priority than profit. When people feel like their live mean something to those they work for, productivity will soar to all time highs and of course will be followed by profit. Give people full autonomy in their work. Let people make all decisions, work in ways which best suit them, and encourage collaboration but not competition at work. E nabling vs. motivating Enabling motivation means teaching. Managers teach people how to motivate themselves and in turn people find ways for s elf-reward, praise, and internal motivation. Stop the silly Friday dress down days, employee of the month awards, and special parties for high performance. T his rarely works for children so why assume this approach to motivate work for adults. T reat people at work as owners and as a result people will act and make decisions like owners. N ew r esults fo r the B est M anage r It takes hard work for a person to be the BES T Manager especially when it comes to helping others to be motivated. T he step is to realize th e difference between motivating and enabling motivation. As a result people and organizations will thrive and work better together which can only help the bottom line. ...................................................................................... .........

A r ticle no. :-6 E mployee M otivation - D oes I t I mp r ove Pr oductivity, K eep T hem M otivated And L oyal? About the Autho r B ob Ur i chuck : - Bob Uri chuck is an International Speaker, T rainer and
Best-Selling Author. Learn personally from Bob in the areas of Sales, Motivation, Leadership and T eam Skills . Bob presents a series of great idea and strategies with combination of facts, humour, and practical conc ept in a high-energy and self-discovery process that you can apply right away to achieve results.

P e r fo r mance,

According to the Bob e mployee motivation is not always the easiest of tasks, but it does pay off for you, your customers and the employee. He talks about the number one motivating factor when it comes to empl oyee motivation in the work place. If organization wants to maintain motivated employees, and encourage others to do better, recognizing them publicly may save yourself the time and money of having to find and re -train new staff. One of the best techniques to build and maintain employee motivation is to make it a practice to have an event or period end staff meeting, followed by a employee, & maybe spouse dinner, staff recognition awards and a closing party. T his will build and maintain employee motivation t hough ongoing sincere recognition and deserving reward. You may find it hard to believe, but recognition is the most powerful employee motivator of all. Research has shown that there is a stronger need in society today for recognition than there is for sex and mon ey. Now, that says something about employee motivation. Organization could provide employee motivation through a bonus in the form of money at the end of a period. Sure they'll be happy and thankful. T hey may

even perform better, but what are their expectations at the end of the next period? Money is an external employee motivator and it is never lasting. It's an incentive that once acquired, leads to expectations for more, bigger or better. But if you have a bad period will they care? T hey'll want a bonus at least equal to what they got last year, but preferably more, not less. A survey of thousands of workers around the world compared rankings by supervisors and employees on employee motivating factors. T he t ypical supervisory group ranked the factors in the following order : 1. High wages 2 . Job security 3. Promotion in the organization 4. Good working conditions 5 . Interesting work 6. Personal loyalty of supervisor 7. T actful discipline 8. Full appreciation o f work done 9. Help on personal problems 10. Feeling of being in on things However, when employees were given the same exercise and asked what affects their morale and employee motivation the most, their answers followed this pattern; 1. Full appreciation of work done 2 . Feeling of being in on things 3. Help on personal problems 4. Job security 5 . High wages 6. Interesting work 7. Promotion in the organization 8. Personal Loyalty of supervisor

9. Good working conditions 10. T actful discipline

Article 7 5 Ways to M otivate Y ou r E mployees to B e M o r e Pr oductive M a r y T ucke r :- T his article published in New York City it is based on the
employee survey result regarding motivation in work place. According to this survey 8 5% employees surveyed said that motivation had direct impact on their job.

1 . E mployee t r aining
According to Mary if organization wants that his employee works effective idea. A t first when the organization hair the employee gives some training according to the organization culture. Offering ongoing training to your employees is always important, but within your training schedule, think outside the box a little and allow some time that is devoted just to employee satisfaction.

Example: - I had read one case in this case there are two people first is the owner of a furniture company and second is employed manager in the company. The owner name is joy and manager name is Wolfgang. When job hair the Wolfgang he did not gives training to Wolfgang for this region his company declining. 2 . Offe r r esou r ces fo r wo r k and pe r sonal life balance
Employees have two life first one personal life and second are professional life . It is uplifting and highly motivating when an employee feels like the organization understands that life can be challenging. Keep your eyes open for motivational resources offering support structures that your employees can adopt in their own lives. T his could be in the form of movies, magazine articles, website, or coaching services for individuals, departments or other group coaching opportunities.

3 . Pr actice info r mation sha r ing: - When employees are working in the
organization them always lacking from the information. If organization provides information to the e mployee then they motivate and work hard in the

organization. S haring as much information as is appropriate, you will build a level of trust with your employees that are motivating and build trust at the same time.

4 . M otivate fo r e x cellence
When excellen ce is a behaviour modelled by the leadership of an organization, it becomes the standard of performance for employees. By coaching them to strive for excellence in both their professional and personal lives, you will reap more excellence in productivity. E xcellence should be the expectation and it should be rewarded. Rewarding excellence makes sense because it sends a powerful message to the work force.

5 . U nde r stand the R O I of employee r ecognition

T he Incentive Research Foundation has studied the link bet ween employee recognition and improved job performance as well as increased business value. T he study shows that recognition is highly correlated to improved employee engagement with both the employee's work and organization. T he return on investment in em ployee recognition has a very short cycle, which is a huge plus. Employee recognition begins to pay -off immediately and has an exponential growth factor. T he more employees you recognize, the more other employees aspire to be recognized as well. T he form o f employee recognition does not need to be elaborate, but it does need to be consistent and sincere.

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A r ticle no. 8 7 M ethods of M otivating E mployees to P e r fo r m at T hei r B est Otto S chmidt : - Otto Schmidt, Education and Business Consultant,
speaker, author - "Accent on Essential Life Skills" Motivation is important for all organization because of increasing global tr ade and competition, instant world -wide communication, the internet and heightened human mobility, there is very little that we don't know or can't find out about almost any company on the planet. Here are some suggestions that can improve overall manageme nt of employees and also increase motiv ation.

1 . G et r id of the " ca rr ot and stick " app r oach. Rewarding good

behaviour and punishing behaviour you don't want just doesn't work well any

more. Highly experienced professionals that know exactly what they are d oing can go to other companies instantly. It may be okay for simpler and easier jobs but not in situations where high levels of creativity and imagination are desperately neede d. Management training centres n eed to take a serious look at this and replace i t with something more viable.

2 . R eplace pe r fo r mance bonuses/sales commissions with sala r ies and p r ofit sha r ing. People feel they contribute to a community
instead of competing individually. Profit sharing can lead to increased motivation and more effort b ecause everybody knows they affect the overall performance and rewards. Automatic base pay raises may not be necessary.

3 . Assign j obs acco r ding to e x pe r tise. In a hierarchy of responsibility,

job titles often determine who gets what job - plum, highly cre ative, or otherwise. T hat doesn't make sense if the person who is "supposed" to get the job is not an expert. Reducing individual job titles and instead forming teams that develop their own expertise and approaches increases motivation and a sense of belon ging. Management becomes decentralized but applies more directly to the workers. Many years ago, Volvo made the only cars built by small teams instead of on assembly lines. Imagine the teamwork needed for that task. Look at the T oyota socio -technical system for car manufacturing. Workers need to be valued for expertise, not position.

4 . L et the team decide . T his may be a little uncomfortable for some senior
people in companies but beyond setting deadlines, it might be highly motivating to let members take command and ownership of a segment of the operation and decide on what to do, when to do it and who will do what.

5 . Pr ovide staff development that is mainly pe r sonal skills t r aining. Encourage people to become experts and specialists at their jobs.
Get them to stretch into new territory. T he more they know about the different areas of a company, the more va luable they become. Get employees to learn the details of other jobs and cross -reference and share expertise. T he more people know about their own jobs as well as others, the greater the motivation to be more creative and imaginative. Personal skills train ing in creativity, researching methods, higher -level thinking, communication, leadership, self awareness add value to employees and motivate them because of a sense of empowerment. Knowledge and facts are not as valuable as they used to be. Applying them i n new and creative ways is the new need. T hat can only come from skills training.

6 . A rr ange a wo r kplace that st r ives fo r a common goal. Invite

people to become part of something that is bigger than the individual. T here is greater purpose in what they all do. Everybody will benefit and share in the

success. T hat will only happen if everybody stays focused and motivated to do and be the best they can be.

7 . Pr ovide an envi r onment that d r aws out c r eativity. One of the

goals of formal brainstorming techniques is to allow for diversity and breadth of ideas and have them presented in a safe and non -judgmental environment. When people are made to feel safe and free to think and share ideas, no matter how bizarre in some cases, creativity will flourish. When creat ivity is nurtured and accepted, motivation follows almost automatically. ....................................................................................................

Article no. The Effects of Compensation on Employees Work Performance

According to the Naila Iqbal what is the effect of the compensation on employee work performance.

According to Wayne. F. Cascio "Compensation which includes direct cash payment, indirect payments in the form of employee benefits and incentives to motivate employees to strive for higher levels of productivity is a critical component of the employment relationship . Compensation affected by forces as diverse as labour market factors. Compensation may be defined as money received for the performance of work plus much kind of benefits and services that organizations provide their employee. Compensation is recompense, reward, wage or salary given by an organization to persons or a group of persons in return to a work done, services rendered, or a contribution made towards the accomplishment of organizational goals. A good compensation package is a good motivator. Henc e, the primary responsibility of the HR manager is to ensure that the company's employees are well paid.

B A S I C CO MPENS A T I O N WA GE: - T he remuneration paid, for the service of labour in production,

periodically to an employee/worker. Wages means any econom ic compensation paid by the employer under some contract to his workers for the services rendered by them. Usually refer to the hourly rate paid to such groups as

production and maintenance employees' wages include family allowance, relief, pay, financial support etc.

S A L A RY:
Salary is influenced by the size of a company by the specific industry, and in part by the contribution of the incumbent to the process of decision -making. Salary refers to the weekly or monthly rates paid to clerical, administrative and professional employees. Salary is determined by mutual agreement between the individual and the employer.

I N C ENT IV E:
An incentive scheme is a plan or programs to motivate industries or group performance. An incentive program is most frequently built on monetary, but may also include a variety of non - monetary rewards or prizes.

DETERM I N A TS
T he effective use of incentives depends on three variables. T hey are : 1. T he individual. 2 . T he work situation. 3. T he incentive plan. Factors influencing compensati on : 1. Organization's capacity to pay 2 . Prevailing pay and benefits in the industry : 3. Compensation in the industry and availability of special competent personnel 4. Flexibility, i.e. kind of competencies and abilities in managers : 5 . Performance/produc tivity/responsibilities of individual. 6. Organization philosophy such as to be leader or pay prevailing rates. 7. Qualifications and relevant experience. 8. Stability of employment and advancement opportunities. ........................................ ................

Article no.10 Appraising Group Work Performance

Nqo vinet are gives 11 methods of performance appraisal that include: 1. Critical incident method 2. Weighted checklist 3. Paired comparison analysis 4. Graphic rating scales 5. Essay Evaluation 6. Behaviourally anchored rating scales 7. Performance ranking method 8. Management By Objectives (MBO) 9. 360 degree performance appraisal 10. Forced ranking (forced distribution) 11. BOS And Group Work Performance is one method that is nearly same 360 appraisals.

1. Select Criteria to Evaluate

The group effort contains some factors which can be evaluated by performance Select wide-range criteria when evaluating the performance Evaluate the criteria of which the improvement may assure the actual economic benefit.

2. Evaluate the Result

The evaluation result needs to be meaningful and accurate or, to be useful, and if necessary, you may concern outside people for evaluation

3. Evaluate employee performance

Evaluating the whole group perfor mance in accordance with the project goal, schedule and financial status Financial status: actual cost, estimated profit? Schedule: achievement in accordance with the goal? Quality: the accuracy; customer satisfaction? Development: the contribution of the group; ability?

4. Leadership : - Evaluating the role of the group leaders in assisting and guiding the
group.

 Management: reach the goals as planned? Evaluation opinion from higher level: meet the group schedule? Evaluation opinion from lower level: meet the schedule set for the group? Opinions from group members, customers, relevant people, etc.

5. Sub-Group
Evaluating the effectiveness of each sub-group by target norm Targets: actual results comparing to targets? Quality: inside evaluation opinion? Customer: opinions from customers? Improvement: intended future result?

6. Group Member: -Evaluating member contribution in the whole group achievement.

Efficiency comparing with the target? Evaluation opinion: from higher seniors, co -workers and customers. Self-evaluation: comparing to other co-workers. Other value: any other contribution? Sense of responsibility?

A r ticle no. 11

Ca r l M uelle r : - Carl Mueller is an Internet entrepreneur and professional recruiter who want to help you find you r d r eam ca r ee r . T ime management at work is critical to your long -term career success. T ime manag ement and work performance go hand in hand because time is certainly a finite resource that we can't buy more of, as much as many of us would like to. Carl is gives some time management tips employees can utilize at work :

1 . S top o r ganizing o r attending meetings that se r ve no r eal pu r pose.

If you have to attend the meeting, keep it on topic and ask the person calling the meeting to put a time limit on it that everyone knows about and stick to it.

T he worst thing is when you attend a meeting that serves no purpose that goes long.

2 . S top wasting time su r fing the I nte r net.

How did people waste time before computers? T he Internet is a great resource but it can also be a great time waster. Use the Internet for relevant workrelated purposes only.

3 . S top othe r people f r om wasting you r time.

If you are a nice person and people take advantage of it by dropping work on your desk that you shouldn't be doing, you are going to have to learn how to say no from time to time. If people always pop into your office to tal k, shut your office door. If they don't get the hint, tell them you are busy and politely ask them to leave. Same thing with phone calls : keep them short and to the point whether you are making the call or receiving it.

4 . O r ganize you r phone calls and emails and how you r espond to them.
One way to get work done is to ( where possible) only answer your phone and emails at specified times rather than simply answering the phone every time it rings and responding to an email whenever one arrives. Instead, respo nd to phone and email messages at one time once you have completed your current tasks rather than handling them each time they occu r.

5 . L ea r n to tell unnecessa r y wo r k .

the

diffe r ence

between

necessa r y

and

Understand what work needs to be done and what can be eliminated or delegated to someone else where applicable. Look for ways to improve the way you complete work and try to automate or streamline work that you need to do regularly.

................................................

A r ticle no. 12 H ow R elationship Pr oblems Affect Y ou r Wo r k P e r fo r mance

Markus T aylor says there are some relationship problems how affect your work performance. T here are several vital signs that a relationship problem is starting to affect the way you work : 1 . L ong hou r s at the Office Many people, work are the solution to avoiding problems at home. We all have seen or know someone who suddenly only focuses on work, and spends extra hours at the office . Many people resent this, because it shows other employees up, and p erhaps does not even prove that the persons performance is better than anyone else's. People work well at their own speed, a "stay on at the office" type, may not be working as efficiently or well, despite the long hours. 2 . N a rr ow - mindedness An unhapp y person may resent others happiness, especially when they are in a relationship problem, themselves. T his can lead to personal criticism and even "moral" Judgments on others. T his creates a negative atmosphere around a person, and if these "judgments," st art to be based on jealousy, rather than beliefs, it can create pressures inside the workplace. 3. M ood S wings Coming into work happy, and slowly as it the clock ticks towards the end of the working day, moods begin to turn from happiness to depression are a classic sign of an employee in trouble. Work is some kind of escape, but only temporary, as the work day doe s eventually end. 4. Absenteeism An increasing level of absenteeism is a sure sign something is very wrong. No one is expected to have a perfect attendance record, but continued absenteeism is one sure warning sign. 5 . Alcohol Pr oblems Alcohol proble ms often stem from unhappiness, if someone increasingly prefers to drink in a bar, rather than go home. T his tends to be more a classic male problem, but it leads to more problems, and can destroy careers.

6. Ex cessive S hopping : - T he Women often find shopping. Shopping does help our economies, but excessive shopping often are a sign of unhappiness, even revenge. Self-esteem through shopping, could be another form of escapi ng from a relationship problem according to author If you really are unhappy in a relationship, the only solution is to find a way to solve the problem. Whether it is to end a relationship, and accept the consequences or find a way to patch up any differences between you.

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CONCLUTION:- I has finished my term paper and I am get much knowledge when I am
preparing my term paper. I learn that motivation is the most important thing in the organization .I read many article regarding my topic and see that how many way which employee are motivated. Motivation is the motive of the top management. Motivation is the thing which we change the behaviour of human and other animals. I am very happy that I am learning something about motivation.

References: Stephen P . Robins. www.google.com www.wikipidia.com www.scribd.com www.proqust.com