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Introduction to Organizational Behaviour

The study of Organizational Behaviour (OB) is very interesting and
challenging too. It is related to individuals, group of people working together
in teams. The study becomes more challenging when situational factors
interact. The study of organizational behaviour relates to the expected
behaviour of an individual in the organization. No two individuals are likely
to behave in the same manner in a particular work situation. It is the
predictability of a manager about the expected behaviour of an individual.
There are no absolutes in human behaviour. It is the human factor that is
contributory to the productivity hence the study of human behaviour is
important. Great importance therefore must be attached to the study.
Researchers, management practitioners, psychologists, and social scientists
must understand the very credentials of an individual, his background, social
framework, educational update, impact of social groups and other situational
factors on behaviour.
Managers under whom an individual is working should be able to explain,
predict, evaluate and modify human behaviour that will largely depend upon
knowledge, skill and experience of the manager in handling large group of
people in diverse situations. Preemptive actions need to be taken for human
behaviour forecasting. The value system, emotional intelligence,
organizational culture, job design and the work environment are important
causal agents in determining human behaviour. Cause and effect relationship
Plays an important role in how an individual is likely to behave in a
particular situation and its impact on productivity. An appropriate
organizational culture can modify individual behaviour. Recent trends exist
in laying greater stress on organizational development and imbibing a

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favourable organizational culture in each individual. It also involves
fostering a team spirit and motivation so that the organizational objectives
are achieved.
There is a need for commitment on the part of the management that should
be continuous and incremental in nature. The scope of the organizational
behaviour is as under:
(a) Impact of personality on performance
(b) Employee motivation
(c) Leadership
(d) How to create effective teams and groups
(e) Study of different organizational structures
(f) Individual behaviour, attitude and learning
(g) Perception
(h) Design and development of effective organization
(i) Job design
(j) Impact of culture on organizational behaviour
(k) Management of change
(l) Management of conflict and stress
(m) Organizational development
(n) Organizational culture

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(o) Transactional analysis
(p) Group behaviour, power and politics
(q) Job design
(r) Study of emotions
The field of the organizational behaviour does not depend upon deductions
based on gut feelings but attempts to gather information regarding an issue
in a scientific manner under controlled conditions. It uses information and
interprets the findings so that the behaviour of an individual and group can
be canalized as desired. Large number of psychologists, social scientists and
academicians have carried out research on various issues related to
organization behaviour. Employee performance and job satisfaction are
determinants of accomplishment of individual and organizational goals.
Organizations have been set up to fulfill needs of the people. In todays
competitive world, the organizations have to be growth-oriented. This is
possible when productivity is ensured with respect to quantity of product to
be produced with zero error quality. Employee absenteeism and turnover has
a negative impact on productivity. Employee who absents frequently cannot
contribute towards productivity and growth of the organization. In the same
manner, employee turnover causes increased cost of production. Job
satisfaction is a major factor to analyse performance of an individual
towards his work. Satisfied workers are productive workers who contribute
towards building an appropriate work culture in an organization.
Organizations are composed of number of individuals working
independently or collectively in teams, and number of such teams makes a
department and number of such departments make an organization. It is a

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formal structure and all departments have to function in a coordinated
manner to achieve the organizational objective. It is therefore important for
all employees to possess a positive attitude towards work. They need to
function in congenial atmosphere and accomplish assigned goals. It is also
important for managers to develop an appropriate work culture. Use of
authority, delegation of certain powers to subordinates, division of labour,
efficient communication, benchmarking, re-engineering, job re-design and
empowerment are some of the important factors so that an organization can
function as well-oiled machine. This is not only applicable to manufacturing
organizations but also to service and social organizations .


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Meaning
According to Keith Davis organizational behaviour is the study and
application of knowledge about how people act within organizations. It is
human tool for the human benefit. It applies broadly to behaviour of people
in all type of organization such as business, government, schools, etc. It
helps people, structure, technology, and the external environment blend
together in to an effective operative system.
Stephen Robins defines as a field of study that investigates the impact that
individuals, groups, and structure have an organization for the purpose of
applying such knowledge improving an organizations effectiveness.
There are many definitions about organisational behaviour; every definition
must include three important features, (1) organisational behaviour is the
study of human behaviour, (2) study about behaviour in organisations and
(3) knowledge about human behaviour would be useful in improving an
organisations effectiveness.
Organisational behaviour is the study of what an individual thinks feels or
does in and around an organisation, both individual and in group. It
investigates peoples emotions and behaviour, behaviour & performances in
a team, systems & structures of organisations. It helps to explore and
provide an understanding of all the factors that are necessary to create an
effective organisation.




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DEFINITIONS
Organizational behaviour is a field of study that investigates the impact that
Individuals, groups and organizational structure have on behaviour within
the
Organization, for the purpose of applying such knowledge towards
improving an organizational effectiveness .
Organizational behaviour can be defined as the study and application of
knowledge about human behaviour related to other elements of an
organization such as structure, technology and social systems (LM Prasad).
Stephen P Robins defines Organizational behaviour as a systematic study
of the actions and attitudes that people exhibit within organizations.
Organizational behavior (OB) is " the study of human behavior in
organizational settings, the interface between human behavior and the
organization, and the organization itself." OB can be divided into three
levels the study of (a) individuals in organizations, (b)work groups (meso-
level), and , how organizations behave .
Organizational behavior is the study of both group and individual
performance and activity within an organization. Internal and external
perspectives are two theories of how organizational behavior can be viewed
by companies.

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History
The Hawthorne studies stimulated OB researchers to study the impact of
psychological factors on organizations. In his 1931 book, Human Problems
of an Industrial Civilization, Elton Mayo advised managers to deal with
emotional needs of employees. The human relations movement, an
outgrowth of the Hawthorne studies, influenced OB researchers to focus
on teams, motivation, and the actualization of individuals' goals within
organizations.
The Second World War prompted a shift the field, as it turned its attention to
large-scale logistics and operations research. There was a renewed interest in
rationalist approaches to the study of organizations. Herbert Simon, James
G. March, and the so-called "Carnegie School" conducted influential OB
research. Other prominent OB researchers include Chester Barnard, Henri
Fayol, Frederick Herzberg, Abraham Maslow, David mcclelland, and Victor
Vroom,Douglas mcgregor, Karl Weick and Mary Parker Follett.
In the 1960s and 1970s, the field became more quantitative and produced
such ideas as bounded rationality, the informal organization, and resource
dependence.Contingency theory, institutional theory, and organizational
ecology also emerged.
Starting in the 1980s, cultural explanations of organizations and
organizational change became areas of study. Informed
by anthropology, psychology and sociology, qualitative research became
more acceptable in OB.


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CHALLENGES AND OPPORTUNITIES OF
ORGANIZATIONAL BEHAVIOR
1. The creation of Q global village
2. Workforce diversity
3. Improving quality and productivity
4. Improving People skills
5. Management control to empowerment
6. Stability and flexibility
7. Improving ethical behavior.
There are a lot of challenges and opportunities today for managers to use
Organizational behavior concepts. The critical issues for which Organization
behavior offers solutions are:
1. The creation of a global village
The world has truly become global village. As multinational companies
Develop operations world wide, as workers chase job opportunities across
National borders, managers have to become capable of working with
People from different culture.
2. Workforce diversity
Workforce diversity addresses differences among people within given
Countries. It means that Organizations are becoming more

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Heterogeneous in terms of gender, race and ethnicity. When diversity is
Not managed properly, there is potential for higher turnover, more difficult
Communication and more interpersonal conflicts. So workforce diversity
Has important implications for management practice.
3. Improving quality and productivity
Toward Improving quality and productivity, managers are implementing
Programs such as TQM (Total Quality Management) and Reengineering
Programs that require extensive employee involvement. The
Organizational behavior offers important insights into helping managers
Work through those programs.
4. Improving people skills
Organizational behavior represents relevant concepts and theories that
Can help a manager to predict and explain the behavior of people at
Work. In addition, it also provides insights into specific people skills that
Can be used on the job. Organizational Behavior also helps at improving
A manager's interpersonal skills.
5. Management control to empowermentin the 1980s, managers were
encouraged to get their employees to
Participate in work related decisions. But now managers are going

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Considerably further by allowing employees full control of their work. In so
Doing, managers have to learn how to give up control and employees
Have to learn how to take responsibility for their work and make
Appropriate decisions.
6. Stability and flexibility
Now days, change is an ongoing activity for most managers. The study of
Organizational behavior can provide important insights into helping a
Manager better understand a work world of continual change and how
To overcome resistance to change . So today's managers and employees
Must learn to cope with temporariness.
7. Improving ethical behavior
Today's manager needs to create an ethically healthy climate for his or
Her employees where they can do their work productively and confront a
Minimal degree of ambiguity regarding what constitutes right and wrong
Behavior.


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Types of Organizational Behavior in the Workplace
The Workplace Communication website defines organizational behavior as
how employees act as individuals within the company and how they interact
as part of work groups. Understanding the way that people and groups
interact in the workplace is important in being able to create positive
organizational change. You need to be able to identify types of
organizational behavior in the workplace in order to monitor the way in
which your company functions.
Managerial Control
Managerial control over an organization is a critical part of organizational
behavior, the Workplace Communication website notes. There are several
levels of managerial control -- from autocratic control, in which the
management team dictates to the staff, and interactive control, in which the
staff has a say in how the company is run. The type of managerial control
you choose for your organization will affect how you maintain policy. If you
do not allow interaction from the staff, you could be blinding yourself to
important input that would allow your company to run more smoothly.
Ethics
A company that creates and uses a strong ethical policy will notice that the
ethic affects organizational behavior in the workplace. The management
team is asked to enforce the company's ethical code when it comes to
interacting with employees, treating customers and doing business with
vendors. High turnover in an organization can put ethics in jeopardy because
incoming employees are not familiar with the company culture and will need

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time to get up to speed. A company needs to consider all factors that can
affect organizational ethics and work to maintain the way of doing business
at all times.
Accountability
A strong organizational structure can help maintain the organizational
behavior of accountability. When the company knows which staff members
are responsible for various company functions and projects, those employees
can be made accountable for their success. If there is no accountability for
success or failure within an organization, there is not way to reward
productivity or punish those who take away from the company's bottom line.
Developing a corporate culture where every employee is accountable for her
actions can have a positive effect on staff behavior.
Harassment
Workplace harassment is one of the negative organizational behaviors that
management must address with training, company policies and diligence.
Harassment is any kind of intimidation or unwanted conduct between two
employees. Federal laws bind employers investigate and deter harassment
when it is reported by employees. Some of the more prevalent types of
harassment include sexual, physical, mental and age discrimination. Work
with an attorney to develop strong policies against harassment, and train
your entire staff on how to properly deal with this negative organizational
behavior.


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MOTIVATION
Introduction / Meaning of Motivation:
Motivation is a term that refers to a process that elicits, controls, and sustains
certain behaviors. For instance: An individual has not eaten, he or she feels
hungry, as a response he or she eats and diminishes feelings of hunger.
According to various theories, motivation may be rooted in a basic need to
minimize physical pain and maximize pleasure, or it may include specific
needs such as eating and resting, or a desired object, goal, state of being,
ideal, or it may be attributed to less-apparent reasons such as altruism,
selfishness, morality, or avoiding mortality. Conceptually, motivation should
not be confused with either volition or optimism.[1] Motivation is related to,
but distinct from, emotion.
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 is based on taking
pleasure in an activity rather working towards an external
reward.[6] Intrinsic motivation has been studied by social and educational
psychologists since the early 1970s.
Different types of motivation are frequently described as being either
extrinsic or intrinsic. Extrinsic motivations are those that arise from outside
of the individual and often involve rewards such as trophies, money, social
recognition or praise. Intrinsic motivations are those that arise from within
the individual, such as doing a complicated cross-word puzzle purely for the
personal gratification of solving a problem.

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Internal and external factors that stimulate desire and energy in people to be
continually interested in and committed to a job, role, or subject, and to exert
persistent effort in attaining a goal.
The only way to get people to like working hard is to motivate them.
Today, people must understand why theyre working hard. Every individual
in an organization is motivated by something different.



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5 Importance of Motivation in Business
Importance of motivation in a business are as follows:
Rensis Likert, while pointing out the importance of motivation, has called it
the core of management. Similarly, Allen while stressing the need and
importance of motivation has observed that poorly motivated people can
nullify the soundest organisation. The importance of motivation is brought
out by the following facts:
(1) Improves Performance Level:
The ability to do work and willingness to do work both affect the efficiency
of a person. The ability to do work is obtained with the help of education
and training and willingness to do work is obtained with the help of
motivation.
Willingness is more important in comparison to ability. For example, a
person is highly educated and he is recruited on this very basis. But it is not
essential that he will do outstanding work.
He shall have to be motivated to do good work. This is possible only
through motivation. Therefore, motivation improves efficiency. The
efficiency of a person is reflected through increase in productivity and
decrease in costs.
(2) Helps to Change Negative or Indifferent Attitudes of Employees:
Some employees of an organisation have a negative attitude. They always
think that doing more work will not bring any credit. A manager uses
various techniques to change this attitude.

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For example, if the FINANCIAL situation of such an employee is weak, he
gives him a raise in his remuneration and if his financial condition is
satisfactory he motivates him by praising his work.
(3) Reduction in Employee Turnover:
The reputation of an organisation is affected by the employee turnover. This
creates a lot of problems for the managers. A lot of time and MONEY go
waste in repeatedly recruiting employees and giving them education and
training.
Only motivation can save an organisation from such wastage. Motivated
people work for a longer time in the organisation and there is a decline in the
rate of turnover.
(4) Helps to Reduce Absenteeism in the Organisation:
In some of the organisations, the rate of absenteeism is high. There are many
causes for this-poor work conditions, poor relations with colleagues and
superiors, no recognition in the organisation, insufficient reward, etc. A
manager removes all such deficiencies and motivates the employees.
Motivated employees do not remain absent from work as the workplace
becomes a source of joy for them.
(5) Reduction in Resistance to Change:
New changes continue taking place in the organisation. Normally workers
are not prepared to accept any changes in their normal routine. Whereas it
becomes essential to bring in some changes because of the demands of time.

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Employees can be made to accept such changes easily with the help of
motivation. Motivated people accept these changes enthusiastically and
improve their work performance.


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TYPES OF MOTIVATION
There is no one thing that motivates people to perform certain actions.
People are different, so it follows that their motivations have to be different.
Here are some types of motivation:

1) Achievement -
This is the motivation of a person to attain goals. The longing for
achievement is inherent in every man, but not all persons look to
achievement as their motivation. They are motivated by a goal. In order to
attain that goal, they are willing to go as far as possible. The complexity of
the goal is determined by a person's perception.

To us, the terms "simple" and "complex" are purely relative. What one
person thinks is an easy goal to accomplish may seem to be impossible to
another person. However, if your motivation is achievement, you will find
that your goals will grow increasingly complex as time goes by.

2) Socialization -
Some people consider socialization to be their main motivation for actions.
This is especially evident in the situation of peer pressure. Some people are
willing to do anything to be treated as an equal within a group structure. The
idea of being accepted among a group of people is their motivation for doing
certain things.

3) Incentive motivation -
This motivation involves rewards. People who believe that they will receive

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rewards for doing something are motivated to do everything they can to
reach a certain goal. While achievement motivation is focused on the goal
itself, incentive motivation is driven by the fact that the goal will give people
benefits. Incentive motivation is used in companies through bonuses and
other types of compensation for additional work.

By offering incentives, companies hope to raise productivity and motivate
their employees to work harder.

4)Fear motivation -
When incentives do not work, people often turn to fear and punishment as
the next tools. Fear motivation involves pointing out various consequences if
someone does not follow a set of prescribed behavior. This is often seen in
companies as working hand-in-hand with incentive motivation. Workers are
often faced with a reward and punishment system, wherein they are given
incentives if they accomplish a certain goal, but they are given punishments
when they disobey certain policies.

5) Change motivation -
Sometimes people do things just to bring about changes within their
immediate environment. Change motivation is often the cause of true
progress. People just become tired of how things are and thus, think of ways
to improve it.



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EFFECT OF MOTIVATION
Job Satisfaction
An employee rightly motivated by a supervisor should perform better in his
specific job role, provided the supervisor understands the role and provides
clear coaching. Your small business mission statement should point an
employee to a definition of success. For example, if you motivate your
employee by clearly stating that success in his position means detailing
every car in the lot every other day, and you reward him when he does it, he
understands what is expected.
Performance
Motivated employees perform better. If you offer commission to a
salesperson, she typically tries harder to sell more. If you thank an employee
for good customer service, she will likely strive to duplicate it since she feels
appreciated. Likewise, if you motivate by threatening to reduce the hours of
an underperforming employee, she may also try harder to prevent the
negative consequence of the motivation. This "carrot and stick" approach to
motivation is common in many realms.

Turnover
If your attempts at motivation are flawed, poorly executed or unrealistic,
they may lead to increased turnover. This may come in the form of
dismissals or attrition. Employees may see others being rewarded for good
performance and feel slighted. Employees that do not understand the
rationale for motivation or what is expected of them sometimes do not

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communicate this angst, they merely stop trying or resign. Staff turnover is
expensive and time-consuming, especially for a small business.
Dishonesty
If you motivate wrongly, you may teach staff to be dishonest. Commission
sales, not by definition but in special cases, can lead to integrity failure. If
you do not tie customer satisfaction in with sales statistics when you
motivate your employee, you by default are endorsing sales at any cost. This
may lead to bait-and-switch techniques, employee quarreling over sales and
over customers, and fabricating statistics. The resulting reduction in
customer and employee satisfaction may be costly.


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COCA COLA PVT. LTD.
History
The Coca-Cola Company was initially organised in 1891 as the J. S.
Pemberton Medicine Company, a co-participation between Dr. John Stith
Pemberton and Ed Holland. The company was establishes to sell 3 main
products: Pemberton's Indian Queen Hair Dye, Pembertons French Wine
Cola (later known as Coca-Cola) and Pemberton's Globe Flower Cough
Syrup. In year 1884, the coca cola became a stock company and the name
was modified to Pemberton Chemical Company. D. D. Doe and Ed Holland
became the new president and Vice-President respectively. Pemberton
remains the superintendent. The coca cola's factory was settled at No. 107,
Marietta St. After 3 years, the company was again modified to Pemberton
Medicine Company, again by co-participation, but this time between
Pemberton, A. O. Murphy, E. H. Bloodworth, and J. C. Mayfield. Finally in
October 1888, the company gained a charter with an empowered capital of
$50,000. The charter became legitimate on January 15, 1889. By this time,
the company had increased its propositions to include Pemberton's Orange
and Lemon Elixir.




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Types of Motivation used in coca cola Pvt. Ltd.
Incentive
A form of motivation that involves rewards, both monetary and
nonmonetary is often called incentive motivation. Many people are driven
by the knowledge that they will be rewarded in some manner for achieving a
certain target or goal. Bonuses and promotions are good examples of the
type of incentives that are used for motivation.
Fear
Fear motivation involves consequences. This type of motivation is often one
that is utilized when incentive motivation fails. In a business style of
motivation often referred to as the, carrot and stick, incentive is the carrot
and fear is the stick.
Punishment or negative consequences are a form of fear motivation. This
type of motivation is commonly used to motivate students in the education
system and also frequently in a professional setting to motivate employees.
If we break the rules or fail to achieve the set goal, we are penalized in some
way.
Achievement
Achievement motivation is also commonly referred to as the drive for
competency. We are driven to achieve goals and tackle new challenges. We
desire to improve skills and prove our competency both to others and to
ourselves. Generally, this feeling of accomplishment and achievement is
intrinsic in nature.

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However, in certain circumstances be motivation for achievement may
involve external recognition. We often have a desire or need to receive
positive feedback from both our peers and our superiors. This may include
anything from an award to a simple pat on the back for a job well done.
Growth
The need for self-improvement is truly an internal motivation. A burning
desire to increase our knowledge of ourselves and of the outside world can
be a very strong form of motivation. We seek to learn and grow as
individuals.
Motivation for growth can also be seen in our yearning for change. Many of
us are wired by our personality or upbringing to constantly seek a change in
either our external or internal environment or knowledge. We view
stagnation to be both negative and undesirable.
Power
The motivation of power can either take the form of a desire for autonomy
or other desire to control others around us. We want to have choices and
control over our own lives. We strive for the ability to direct the manner in
which we live now and the way our lives will unfold in the future.
We also often aspire to control others around us. The desire for control is
stronger in some people than others. In some cases, the craving for power
induces people to harmful, immoral, or illegal behavior. In other situations,
the longing for power is merely a desire to affect the behavior of others. We
simply want people to do what we want, according to our timetable, and the
way we want it done.

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Social
Many people are motivated by social factors. This may be a desire to belong
and to be accepted by a specific peer group or a desire to relate to the people
in our sphere or in the larger world. We have an innate need to feel a
connection with others. We also have the need for acceptance and affiliation.
A genuine and passionate desire to contribute and to make a difference in the
lives of others can be another form of social motivation. If we have a
longing to make a contribution to the world around us, it is generally a sign
that we are motivated by social factors.
The real importance of understanding the different types of motivation is in
our ability to determine which form of motivation is the most effective for
inspiring the desired behavior in either others or ourselves. None of these
styles of motivation is inherently good or bad, the positive or negative
outcome is truly determined by the way they are used.


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11 Ways To Keep Your Employees Motivated, Engaged And
Unified
There are lots of examples of great companies and their highly motivated
employees: APPLE , Disney, Starbucks, Southwest Airlines, Coca Cola,
Zappos and Wynn Resorts are a few that come to mind. Companies on the
Most Admired Company list have one thing in common: motivated
employees. These employees readily tell anyone that they love what they do
and where they work; its evident on their faces and in their words. If its
there, they puff up like a proud peacock; if not, their shoulders slump. If its
the former, they wont stop talking and raving about the job and company; if
not, theyll complain to everyone they meet.
Motivated employees will do everything to make what theyre doing great;
theyll be role models for other employees, and theyll be the best
advertising for a companys brand and products. The key is getting
employees to love where they work.
Heres a 11-step program ive used to get employees to love where they
work and motivate them to move mountains.
Clearly define your vision.
Your vision is a roadmap for employees, and it should be very clear. While
its probably clear to you, how well do you think your colleagues and
subordinates know it? Try asking them and dont be surprised if theyre
unclear or confused. Take time to write it down, show it to others and when
its clear and concise, post it in the places where employees can see
important stuff like this.

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Give employees what they want and need.
Put yourself in their shoes. Have you seen that new reality show where the
boss goes undercover and works with some of his or her employees? Its
amazing how shocked some of these bosses are at how hard the work really
is, and how little their employees are provided to get that work done
efficiently and effectively. Tools, training, support and a sensitive
understanding from supervisors these are the things that employees
expect. Dont presume they have any of these go check personally. If and
when you find they dont, correct that immediately.

Communicate often and well.
What channels do you use to communicate your message? Written and
distributed memos and letters, faqs, newsletters, training classes, the Internet
(do you have a portal, and how often do your employees access it), regular
meetings all of these should be used to convey the vision of the
organization. Spend time personally asking your employees what they know
and think. If the responses show that they are unaware or confused, stop and
redesign the messages and the ways you convey them.

Get everyone engaged.
Dont expect much from employees who dont feel connected. Everybody
talks about empowerment, but thats so yesterday. Successful companies you
read about today all have lots of ways to get employees at all levels engaged

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in planning and decision making that way, they own the things they do.
And owners are always looking to improve what they do.

Stay the course.
Dont keep changing things all the time. Sure, you have to adjust to and
update for changing times, but most organizations change stuff because
theyre uncertain about what theyre doing. That scares employees they
want to have confidence in the people they work for, and change just for
changes sake is confusing and unsettling. Come up with sensitive policies.
Then keep the ones that work well and constantly amend and update those
that dont.

Practice random acts of kindness.
Remember to say thank you in all kinds of ways. These dont have to be
overly formal sometimes a simple pat on the back goes a long way. Dont
have complicated programs to give formal awards or recognition; just make
whatever you do personal and from the heart. Catching people doing things
right is a powerful philosophy and motivator.

Coach for success.
Everyone wants to do well, and most want and need guidance to do that.
Paying attention to the work that others do, giving them clear feedback and

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showing them how to be better when needed is very motivating. Dont wait
for those annual reviews to do this daily, in real time, is always better.

Act fairly.
Weve all gotten hung up on being politically correct and unthinkingly
consistent, and in the process weve forgotten that, in most things, one size
does not fit all. If two sets of circumstances are exactly the same, then your
decisions should be exactly the same. But when theyre not, you should use
your wisdom, experience and good sense to do whats right. Take time to
examine the circumstances, to understand the context in which they happen,
to take into account the real things that happen to real people in the real
world and then do whats right (thats often the same as what youd want
to happen to you, if the roles were reversed). You and your employees will
be glad you did.

Inspect what you expect.
Employees dont care what you ask them to do as long as they know you
care. And what better way to show that you care than paying attention to
them, discussing what you see, and letting them know what you think?
Unlike that old If a tree fall in a forest mantra, everything that happens
at work, by every employee, has a ripple effect on everyone and everything
else. Good bosses pay attention to everything and manage effectively.


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Give respect and create trust.
This seems like such a simple thing, and yet most employees in most
organizations will tell you that they dont feel like their bosses respect them
(and their needs and wishes). And when thats the case, its awfully hard to
trust the people youre working for. So respect and trust your team, and see
whether theyll trust you in return.

Make work fun.
We all have to go to work each day, but theres no reason it shouldnt be
enjoyable. Whens the last time you laughed at work, or encouraged your
team to enjoy themselves, or did something playful, or any one of a thousand
other things that could improve what is usually a pretty drab and colorless
environment? Cmon lighten up, and youll be surprised how much more
people can do when theyre enjoying themselves. Employees who are
enjoying themselves, and what they do, can and will be motivated to move
mountains.
Together, all this stuff works to create and to support your culture. And your
culture is what People see and judge you by because it becomes the
foundation of who you are, what you stand for, how people (employees and
customers) feel, and ultimately how youre referred to. If you follow these
12 steps, youll have a chance to make it onto one of those Most Admired
Company lists. Even better, you could have employees who are motivated
to move mountains. Its all up to you.

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Conclusion
Employee motivation is an important task for managers. Early motivational
theory such as that of Taylor suggested that pay motivated workers to
improve production. However businesses now need employees to have
greater motivation and have a stake in the company for which they work, as
shown by Mayo. Maslow and Herzberg demonstrated that employees are
motivated by many different factors. Since every employee is an individual,
with different needs and aspirations, the process of reviews and personal
development plans allows recognition of their abilities and achievement, as
well as potential development. This benefits the individual by providing
career progression. It also benefits Tesco by ensuring the business can
deliver high levels of customer service through its skilled employees.