WORK ETHICS & MOTIVATION Value Concept: Values represent the standard or ideals about what a person, object

event or activity, ought to be . For e.g. we expect peo ple should be sincere and honest. Parents ought to guide their children and in t urn children must look after their parents, people should follow rules and so on . Thus values denote a sense of right or wrong, good or bad, and other judgmenta l criteria based on our strong sense of what the idea ought to be. Values shape attitudes, perceptions, interests and finally personality. These values are not explicitly stated. We may not be even aware of the values that guide our actions . But if anything happens that offend our values, we would be disturbed. Values are learnt not taught. Values are learned from childhood, from the variet y of contacts one has with persons, stories and situations that reflect values. Values are being formed. Satsangs, church services, legends, dinner table conver sations, school activities, all influences values. Consciousness is the custodia n of the values. 3. Human and ethical values are the wealth of character . Discuss, in terms of the Indian perspective. Ethics is related to issues of rightness and wrongness. The se are determined by ones values. Our sense of right or wrong or what is proper or not proper, has its base in the values that we uphold or cherish We may not be even aware of the values that guide our actions. So first of all w e will see what does value means: Value concept: Value represents the standard or ideals about what approach perso n, object event or activity ought to be E.g. we expect people to be honest & sincere Value denotes a sense of right or wrong good or bad and other judgmental criteri a base on our strong since of what the ideal ought to be. Value shape attitudes, p erceptions, interests and finally personality. ? Social conscience ? Co-operati on ? Live and let live ? Concern ? Care ? Mutual trust ? Love ? Team-spiritednes s ? Effectiveness ? Productivity ? Responsibility ? Accountability ? Sacrifice V alue classification: The values are inexhaustible and innumerable relating to di fferent stages of life, Different functionalities of life, and different purpose of life. The fallowing are the some of the classification according to Hindu philosophy: Human values to lead life and to become Purna Purusha covers; ?Dharma: do unto oth ers as would have them to do unto you ?Artha: earning ?Kama: fulfillment of physiological and psychological needs ?Moksha: transcendence of mind or self-actualization. Value at individual level includes: ?Faith ?Self respect ?Setting an example or being ideal ?Competitiveness ?Creativity ?Devotion towards work ?Tolerance ?Sacrifice ?Courtesy ?Honesty ?Civil sense ?Honesty Values that can be imparted to members of organization collectively includes: ? Harmony ? Resourcefulness ? Discipline ? Dharma ? Equity ? Brotherhood ? Unity ?

Peace ? Efficiency ? Excellence ? Morale ? Risk bearing ? Sharing ?Humility ?Absence of egoism ?Poise ?Simplicity ?Reason ?Truth ?Non-covetousness. ? Forgiveness ?Cleanliness ?Detachment ? Equanimity ? Fortitude Need for human v alues and ethics: Every human being, at every moment, both in personal life is f aced with a dilemma of selecting or choosing this path or that one. In individua l life one face several dilemmas. For example, taking a chilled to hospital, att ending on the guests, attending party, going to movie with a friend, preparing m aterial for the next days job and host of other dilemmas. In organizational life , one face several dilemmas for instance attending to his job, attending the wor k he likes, attending the work that satisfies boss, appeasing colleagues, doing something for the sake of subordinates, helping out of way due to several reason like corruption, favoritism, and nepotism, etc. in all such situation, if the m an is clear with his values there will be less predicament, confusion, filing of loosing something to the other and frustration. It is because the values create d convictions even in critical situations. A value to an individual is what a co mpass to a navigator both in personal and organizational life. Comment on work ethics and culture as per Indian insight. Answer: Ethics, which is normally known as the Moral Philosophy , deals with the concerns of right or wrong , good or bad, correct or incorrect. Due to the value and cultural differences, and pattern of the work across the world ethics and ethical values varies from l ocation, society, country, region and religion. This clearly defines ethics in c ontext specific, society specific and cultural specific. Even in our Shree Bhagavad-Gita the concept of Bahujan Hitay Bahujan Sukhay has be en emphasized. It means that the interest of the majority of people has been pro tected. The entire group of individuals must behave and fulfill their duties in tunes of their philosophy. The discharge of duty of every individual must have t he ultimate end of the happiness of the majority. Every individual has to consider his work as worship and has to understand that they have to work for themselves, work for the excellence not merely for the sur vival. Our Indian ancient philosophy believes that every individual have a uniqu e talent and a unique way of expressing it. There is something that every indivi dual can do better than anyone else in the whole world. The Indian economy had been booming for the past few years. The country held gre at promise for the future. Liberalized foreign policies had unleashed the entrep reneurial spirit of its people, and many multi-national firms had set up offices here Everyone is shaped by their own culture whether they know it or not. Our very th oughts and actions are dependent on our culture. These thoughts and actions are so ingrained that we don t even think about them until we are confronted with anot her culture and another way of doing things. Upon first confronting a new culture a businessperson s first reaction is to think , my way is best. A businessman or woman may experience a culture clash . This can be avoided wi th some study that may lead to a realization that he/she was wrong and that others have a better way of doing things. Finally the businessperson may experience a new awakening t o the problems in his/her culture. Indians are known the world over roductivity in certain areas has e somewhere deep in every Indian re to contribute far more to the for being very productive people. In fact our p left competitors far behind. This is all becaus there is a value system exists. Every Indian we Indian system (deposits), than he/she takes out

of it (with drawls), our large population would soon begin to appear as an asse t instead of a liability. Our state and situation would not be different, I cont end, even if we had a smaller population and a lower rate of growth, with our ex isting per capita productivity -- resulting from our prevailing work culture, wo rk ethics and attitudes. We are like an individual in debt who, instead of wiping out his debt by generat ing extra income, seeks to do so by taking another loan. And this extra income c an come only through increased productivity or through extra efforts aimed at ad ditionally resource generation compared to what was obtaining previously. countr y's future well-being depends on arresting the prevailing rot, reversing the pre sent trend and reestablishing high standards and values in our daily lives no matter who and where we are, and what we do -- and whether we are in government, or outside? We should be. Not only that, we ought to be doing something about it if we ever want to re alise the India of our dreams! As things are and the way we are going, can no longer be ac ceptable. We must break away and begin doing things differently. A beginning has to be made. If it is not possible to do so as an organisation, o r as a unit within an organisation, no one can stop us from doing so at your own individual level. If that turns out to be the only option, so be it. The next best thing would be to look for like minded individuals in our own unit/organisation, or in other organisation(s), a nd network with them. One: this is better than doing nothing. Two: networking can lead to s ynergies and better prospects for others joining in. WORK MOTIVATION Introduction: Technically, the term motivation has its origin in the Latin word movere which means, to move . Thus the word motivation stands for mov ement .One can get a donkey move by using a carrot or a stick .With people one c an use incentives, or threats or reprimands however these only have a limited effect. These work for a while and need to be repeated, increased or reinforced to secure further movement Motivati on is also very nicely described in Vedanta. It says that it says that work is v ery natural for living human beings. They worked for their own development and g rowth. So Vedanta insists that let good actions flow out of us naturally. Right action, perform in an excellent manner will manifest the best of qualities in us . It will uplift the doer and produce maximum happiness to greatest number of pe ople. Thus, motivation is internal and not external. Infact GEETA itself is exam ple of wonderful motivation provided by Lord Krishna to Arjuna. Definition: 'An urge to perform certain act(s) willingly and enthusiastically to ward the attainment of some common objectives.' From this definition, three poin ts emerge prominently: (a)First, motivation refers to a person's inner urge and feeling. (b)Second, the person's urge or feeling must result into some sort of w illing and enthusiastic action. (c)Third, the action(s) of the person must be go al-oriented Work motivation: Craig Pinder: work motivation is set of energetic pro cess that originate both within as well as beyond an individual being, to initia te work related behavior and to determine its form, direction, intensity, durati on. Stephen Robbins: work motivation as a willingness to exert high level of efforts towards organization goals, conditioned by the effort s ability to satisfy some in dividual needs. Thus there are 3 key elements in this definition: 1. Effort 2. orgnisational goals

3. Needs Indian approach to motivation: Indian approach assumes that every human being is an integral part of supreme creator, Supreme Being, God or nature. He is potent ialGod. He is on the path of self- realization. In the sense that is setting his true identity and aims towards being one with God.Naturally, should not be trea ted merely as a bundle of animal instinct, vices and struggling for satiation of his material or selfish motives. He may be ignorant of his true self like he is potential god, but it is one s duty makes him realise his true nature. Once e realizes his true self, he will approach towards other human being sand t he organsation with a sense of service and dedication. It is necessary to give a person patience listening, understanding his problem and difficulties, behavior and suggest to him that organization is very much concern with his attempt to s atisfy his personal goal, that achieving organizational will increase his chance s of attainment of his personal goal. Personal goal and organizational goal shou ld be aligned harmoniously. The person should be clear idea as to what is expect ed of him, what skills he should develop to attain his own goals and through his efforts for attaining Personal goals attaining the organizational goals. It is holistic approach of motivation. The work should be meaningful organizatio n him. He should believe that work would help him self-realization. Western appr oach to motivation : Western approach to motivation believes that a person is mo tivated by a hierarchy of needs, ranging from basic need or from physical or bio logical needs like food, clothing and shelter, security needs, social need, ego needs and self actualization needs (Abraham Maslow) The needs are insatiable; they are ever increasing and after satiation of one ne eds another need crave for satisfaction. Mostly approach person cannot be motiva ted for higher type of work unless This present needs are satisfied. Every perso n is at particular level of needs craving for satisfaction. Man is by nature mot ivated by the cravings for satisfaction of his needs. He is approach bundle of p hysical and psycho- social needs. Approach person mind is working at three level i.e. unconscious level, conscious level and superconscious level or conscience. Western thinking is predominantly based on the theory of mind, proposed by sigm und Freud and other psychologist like Alfred Adler, Jung, B F. skinner, Abraham Maslow etc. Sigmund Freud gave more importance to the sexual and aggressive crav ings contained in the Id (unconscious level of mind), which are unrelated to he reality ego i. e. conscious level being related to the material world, it tries to seek opportunities to allow satiation of the basic instinct suppressed in the Id. Super ego or conscience is developed due to cultural upbringing and it dete rmines which need could be satiated as per the socially approved norms or patter n of behavior. INDIAN ETHOS AND MOTIVATION : Ethos has nothing to do with ethics. Ethos may be behavior that is not desirable, but it is behavior i. e. normal, spontaneous, un planned. It is result of the lessons (beliefs, values) that have been stored in the subconscious, from the variety of experiences from childhood onwards like gr andma s tales, discussions at home. Indian ethos is not Hinduism.because India is multicultural- multiethnic, multir eligious. Behavior differ considerably between metropolitan cities and villages, between north, south, east and west, according to different religious persuasio ns, and number of other factors that affects culture. The only basic truth which has developed into the vast Indian ethos is that ther e is profound spiritual dimension in every human being over and above the physic al and psychic dimension. Application of Indian ethos in motivating the people: . As per Indian ethos to m otivate the employees trust (vishwas), and respect (shradha) is needed. The work ers like to be recognized as self-respecting human beings. It is possible when t he leader recognizes them as dignified men and women. At the same time workers l ike to see their leaders as person above average, with integrity of character (c haritra). If he can command the love, respect and faith of his subordinates, he can motivate them easily. The subordinates expect equality and justice from thei r leader. They like to see their leader as honesty (satyta)that is truthfulness,

so leader or manager has to earn these qualities. To retain the spirit of Indian ethos we should have used the word Inspiration rath er than motivation. Motivation basically means to bring a change in approach & b ehavior in a person. In Indian ethos three paths are suggested in these regard?Path of knowledge (gyan yoga) When one understands the right and wrong paths an d intellectually understands the importance of change, one takes action on this line. Training to employees can help in this regard ?Moving one emotionally (Bhakti yoga) When some body is emotionally aroused or f eels that he will achieve psychological fulfillment if he takes particular step, he will do it. Only this step should be towards change ?Path of action (karma y oga) When some one does something he sees that every action produces certain res ults or consequences-both good and bad. From experience he learns the cost effec t relationship and he tries to take the right step. This first hand experience c an bring approach change in him There are five steps to motivate somebody- 1) Listen to him. Note his feelings f irst and then his thoughts (i.e. his value system). Try to understand him. 2) Pu t stress on his strengths or good sides. Make him aware of this and say that he can achieve greater things. Treat him on the emotional plane (earlier we had ref erred top this as Bhakti yoga 3) Now proceed from the intellectual angle. Discuss the pros and cons of his app roach, his irrational deep-rooted beliefs, and help him to set the right kind of goal. 4) Now tell him the action step to be taken to achieve the goal. Only und erstanding some thing intellectually may not help one unless one starts working on it. 5) Consequences or the results of the action are also to be discussed so that he can have the clear idea of end results. He must have specific goals, not in the abstract sense but in a concrete form. Indian ethos highlights two very important factors in motivation- Acharya-In San skrit a teacher is called acharya i.e.who teaches other by practicing the ideals himself. In India common man expects their leader to be uncommon, a better pers on than themselves. So leader or manager can motivate people more if he himself lives upto the ideals he speaks of. Divinity of man-It was given the utmost importance in Hinduism. The significance is every one has got both good and weak sides, but harping on one s weak points w ill not solve the problem. Rather, highlight his strong or good aspects. It will help him in the right direction. Stressing on these aspects you can boost him a nd thus can make him more productive which in turn will help the organization. Self management with an Indian insight : Vedanta teaches that unless you learn t o manage yourself you cannot manage other people and other things effectively. F or managing efficiently and successfully the outer world one must learn to manag e and control one s inner world i.e. ones own desires which arrives at mental leve l. One s thoughts cause by desires, which arrives at one s level of intellect and on e s activities, which take place at the level of physical body to execute the thou ghts. Self-management also implies equanimity of mind against the pair of opposi tes like joy and sorrow, success and failure etc. it also implies one s perfect contro l over attachment (Raga), fear (Bhaya) and anger (Krodh) in one s day to day funct ions. If one were to look for the distinctive competence, core competence, uniqu e selling proposition of theshastras,it is the systematic model of self-manageme nt. It is well recognize that while wester4n thoughts focus more on the external world, Indian thought began with the deep understanding of the self and then re lated it to the cosmos. Self-awareness: The injunction is know thyself . Among several related answers are the following.aham brahmasmi(I am that universal soul). Tat twam ASI (you are th at, immortal reality of the cosmic universe). Drives:understand and moderate you r drives. Do not repress them. Allow them scope in legitimate ways. Then transce nd them. Further on, transmute the energy of the drivers to nobler causes. Reduc etamas-sloth inaction, negativism, and cynicism, fear anxiety. Convert rajas- Ra w aggressive, egoestic, turbulent, energy into satva- refined, highly efficient focused, calm, harmonizing, and socially binding energy. Thus there are, four im portant factors for self management-

1) 2) 3) 4)

An unterturbed mind Developing oneself, the growth within Not to submit to fear and temptation and Caring for others

The Indian ethos puts stress on self-management . Hitler was skilled manager. He co uld motivate the whole German nation; he was approach very good team-builder. Go ebbels-himmler-goering-rommel proved that Hitler was an expert in the art of del egation. Just in 20 years he made Germany strong and highly productive. All thes e showed that Hitler was class one manager. But lack of self-management ruined h im and also destroyed Germany and other countries.in India the rajarshi concept wa s prescribed as the ideal of an effective manager. He must be raja (skilled in gov ernance) and also rishi (an ideal human being with divine quality). To be precise, self-management means to be the master of one s own thoughts, feelings and action s. American Style of Motivation : At different times of evolution of management tho ught in this century, different motivation techniques were employed in the West. These techniques varied from punishment and/or fear of punishment to the more r ecent behavioral techniques. Salient motivation techniques, which have been in v ogue in most of the Western countries during the current millennium, are describ ed below with this author's commentary. (a) Kick Him in the Back (KHIB) Technique.-This technique had been very popular among managers of industrial concerns during eighteen, nineteen and early twenti eth century. It is now out of fashion due to three inherent drawbacks. First, it is inelegant and inhuman in the so-called benevolent democratic societies of th e west. Second, it may backfire also; the subordinate may also kick the manager in the back. Third, it only facilitates physical movement of employees; mental m ovement of the employees might be in the opposite direction. (b) Psychological Punishment Technique.-This technique is still used by many man agers due to its refinement and subtleties in punishing people. Psychological pu nishments of scolding, threats and holding back rewards result in internal bleed ing and psychological stress. The employee is psychologically coerced and cajole d to cooperate. Despite being subtle and discrete, this technique, apart from su ffering from the drawbacks of KHIB, hardly motivates the personnel since motivat ion involves willing and enthusiastic actions. (c) Fringe Benefits Technique.-This technique highly relies on monetary rewards for good behavior of people. Many managers are convinced of its utility in movin g personnel toward common goals. In fact, a large number of managers complain th at they are not in a position to motivate their subordinates since they do not c ontrol financial incentives and other fringe benefits. However, the argument see ms to be self-defeating because many management authors are of the view that fri nge benefits techniques are not properly geared to motivate the contemporary emp loyees due to the following reasons: (I) Most fringe-benefits programs are not directly linked with the employees' pr oductivity. (ii) The benefits drawn by the personnel from the fringe-benefits pr ograms often lead to more off-the-job comforts than on-the-job motivations. (iii ) Relative affluence of personnel in the recent years and the meagre share of fr inge benefits in the total earning of employees have also considerably dwarfed t he significance of this technique. (iv) At its best, this technique might work for a short while; at the worst, nob ody might be pushed a bit by this technique. (v) When fringe-benefits programs a re administered most judiciously and involve doling out substantial benefits, th e employees are usually motivated to perform their routine and regular tasks mos t efficiently. However, their effectiveness in motivating personnel toward innov ative tasks is still doubtful. The main reason being that money may stimulate ph ysical muscles of a person; it can hardly influence the intellectual capacity or stimulation of an employee. (vi) Monetary rewards have proven ineffective to motivate the employees who seem to possess strong religious or nationalistic convictions. (vii) Fringe benefits also lose their motivating force in case of employees who place higher value on

human relations outside the organization. (d) Human Relations Technique.-After the emergence of human relations school of management in 1940s, a number of West ern companies heavily invested in costly human relations programs to teach their managers the psychological approaches of handling people. However, much to thei r dismay, positive results are only marginally visible and the companies' chiefs are still pondering over the issue: how to motivate their personnel. Japanese style of Motivation:- Over the years, Japanese management styles have b een focus of discussion in management schools and various courses. The Japanese concept of motivation of corporate personnel revolves around four principles, na mely'I.E.'[meaning alternatively family, household, firm or organization],'NENKO ' [lifelong employment],'RINGI' [consensual decision making in corporate matters ] and profit-n-loss sharing among employees of the company.

Motivation In The Hospitality Industry Published by: Incentive Research Foundation A new study on employee motivation and performance lays the groundwork for creat ion of the SITE Foundation Motivation Index . Introduction About the Research The CANE Model Implications for Employers About the Researchers Where to Get the Study Click here to view and download a PDF of this page. Introduction Employee turnover within the U.S. fast-food and hotel industries costs those ind ustries in the neighborhood of $140 billion annually. In more bite-sized terms, it will cost roughly 100% to 200% of an employee s base salary to recruit and trai n a replacement. Although the turnover rate for these industries hovers between 78.3 percent and 95.4 percent on a national basis, some fast-food restaurants an d hotels experience much lower rates, and have significantly greater success ret aining employees. Overall, higher levels of motivation and motivated performance translate into a 53 percent reduction in worker turn over. It is generally understood that employment in these industries is often consider ed to be temporary, or stop-gap employment, with workers leaving eventually for what they will consider "greener pastures." And certainly, different economics a re at work depending on the region, the type of establishment, etc. However, tur nover rates also vary within the same economies, the same chains, the same citie s, and the same regions. All things being equal, then, what accounts for the dif ferences in turnover rates? And more importantly, what can managers do to reduce turnover at their properties? The Site Foundation is seeking to answer those questions by studying employee mo tivation and performance in the fast- food and hotel industries. The study - Mot ivation in the Hospitality Industry - measures key indices of motivated behavior using the widely recognized CANE (Commitment And Necessary Effort) Model of Mot ivation. The following describes key findings from research to date and offers m

ethods managers can use to reduce turnover in their fast-food or hotel operation s. [ Return to Top ] About the Research Hotel and fast-food employees from twenty-two job sites located in the Orlando, Florida area were surveyed in October 2003. All told, 545 responses were receive d. Mid-scale hotels contributed 14.9 percent of the responses; fast-food restaur ants contributed 85.1 percent. A follow-up phase conducted in February 2004 surv eyed the same job sites. The survey instrument was modeled after the CANE Model (Richard Clark, 1998). Th e CANE Model helps us to understand the various aspects of why people are motiva ted to perform a specific task. [ Return to Top ] The CANE Model The following chart illustrates the dynamics at work in the CANE Model. It is fo llowed by an explanation of the ten predictor variables and questions in which t he employee might express the effect of the variable on his or her behavior. THE CANE MODEL Ten predictor variables identified by the CANE Model guided the investigation of the hospitality industry. These included: self-efficacy, agency, emotion, mood, importance, interest, utility, choice, persistence, and effort. Self-Efficacy The belief that one can organize and execute courses of action to obtain desire d goals (Bandura, 1997). Can I Do This? Do I Have What It Takes? Agency The belief that you will be supported in doing a task or allowed to perform the task in accordance with your goals. Will I Be Permitted To Do This and Be Supported? Can I Do This Under These Circumstances / Conditions? Emotion Negative emotions produce avoidance behaviors (tardiness, inattentiveness, job abandonment); positive emotions energize (choosing a task, staying longer on a t ask, etc.) How Do I Feel About This Task Or Job? Mood Moods bias people s thoughts, not their actions. How Am I Feeling In General? Importance People tend to commit to tasks when they identify with the task. Is This Task "Me"? Interest People can commit themselves to tasks even when the only thing they get out of it is pleasure from doing the task.

Do I Like This? Utility Willingness to perform A to secure B. Task utility is often the most powerful m otivator. If the answer to the question at the right is "nothing," people are un likely to commit to the task. What s In It For Me? Choice Buy-in or the first step. This is that actual goal that people have selected; i t differs from intention in that it involves some sort of action or response and not mere thought or words (Kuhl, 1986). Do I Agree With This? Persistence Continued choice in the face of obstacles. When people persist, they generally succeed. Can I Continue To Do This? Effort An energy-based behavior involving actual thinking rather than rote performance . When people exert effort, they increase the likelihood of succeeding in a task . Is It Worth The Effort? [ Return to Top ] Implications for Employers Simply put, the study demonstrates that certain behaviors have various impacts o n turnover in various ways, and these differences suggest strategies employers m ight use to reduce turnover. These include: Turnover is less when employees have a high level of value for their work. These employees persist more than colleagues who report low levels of value. Employer s can help employees value their work through consistent praise, recognition, an d special incentives. Turnover is less at work sites where employees feel supported by the organizatio n. Organizations can increase the level of support their employees feel by liste ning more, understanding employee issues, and taking action accordingly. Employees who feel better about their jobs persist more, exert more effort, and are less likely to leave. Older employees tend to be more motivated, persistent, exert a greater effort, a nd are less likely to leave in the face of difficulties. Salaried employees are more motivated than hourly employees. Women are more likely to say their work is more interesting, more important, and more useful; however, turnover for women is higher than men. When employees feel they cannot perform certain tasks, managers should reduce th

e size of complexity of the task into smaller "chunks." This helps the employee to build self-efficacy. Employees who perceive their work conditions to be unfair and/or unreliable need evidence that the system is there to help them be effective. If negative percep tions are cor rect, management should rectify them. Conclusion: When tasks are being avoided or devalued, a carefully targeted incen tive system can solve the problem in both the short- and long-terms. [ Return to Top ] About the Researchers This summary of a SITE study is an edited version of a full report by the same n ame written by Steven J. Condly, Ph.D., Educational Studies Dept., College of Ed ucation, University of Central Florida, and Robin DiPietro, Ph.D., Rosen School of Hospitality Management, University of Central Florida. [ Return to Top ] Where to Get the Study For copies, contact The SITE Foundation: Frank J. Katusak, Executive Director 304 Park Avenue South 11th Floor New York, NY 10010 212-590-2518 f.katusak@sitefoundation.org; http://www.sitefoundation.org/ Published by: The SITE Foundation Copyright 2004. All Rights Reserv e d . This p aper is an edited version of a full report by the same name written by Steven J. Condly, Ph.D., Educational Studies Dept., College of Education, University of C entral Florida, and Robin DiPietro, Ph.D., Rosen School of Hospitality Managemen t, University of Central Florida. [ Return to Top ] The first principle of 'I.E.' seeks to instill in employees a sense of belonging , identification and loyalty to the firm as one big family. The second principle of 'NENKO' provides much