Motivation

According to Edwin B Flippo, Motivation is the process of attempting to influence others to

do their work through the possibility of gain or reward.

The definition of motivation is to give reason, incentive, enthusiasm, or interest that causes a

specific action or certain behavior. Motivation is present in every life function. Simple acts such

as eating are motivated by hunger. Education is motivated by desire for knowledge. Motivators

can be anything from reward to coercion. From the scientific viewpoint, by most accounts,

motivation is defined as an inner state of need or desire. That state of desire creates a movement

or activity towards satisfying that desire. In my never-ending quest to spread the word about

turning ideas into action, I view inspiration as the state of mind that primes us to come up with

great ideas, and motivation as the state of mind that spurs us to action.

Concept of Motivation

In order to understand the concept of motivation, we have to examine three terms : motive,

motivating and motivation and their relationship

Motive

A motive is an inner state that energizes, activates, or moves and directs behavior towards

goals.

Motivating

Motivating is a term which implies that one person includes another, to engage in action by

ensuring that a channel to satisfy the motive becomes available and accessible to the individual.

Motivation

Dubin has defined motivation as;

Motivation is the complex force starting and keeping a person at work in an organization.

Motivation is something that moves the person to action, and continues him in the course of

action already initiated

According to McFarland;

Motivation refers to the way in which urges, drives, aspirations, strivings, or needs direct,

control, or explain the behavior of human being.

NATURE OF MOTIVATION

1. Based on Motives: Motivation is based on individuals motives which are internal to the

individual. These motives are in the form of feelings that the individual lacks something. In order

to overcome this feeling, he tries to behave in a manner which helps in overcoming this feeling.s

2. Affected by Motivating: Motivation is affected by way the individual is motivated. It can

also activate the latent needs in the individual, that is, the needs that are the less strong and

somewhat dormant, and harness them in a manner that would be functional for the organization.

3. Goaldirected Behavior: Motivation leads to goal-directed behavior. A goal-directed

behavior is one which satisfies the cause for which behavior takes place.

4. Related to Satisfaction: satisfaction refers to the contentment experiences of an individual

which he derives out of need fulfillment. Thus satisfaction is a consequence of rewards and

punishments associated with past experiences.

5. Complex Process: Motivation is a complex process; complexity emerges because of the

nature of needs and the type of behavior that is attempted to satisfy those needs.

6. Person Motivated in Totality: A person is motivated in totality and not in part. Each

individual in the organization is a self-contained unit and his needs are interrelated. These affect

his behavior in different ways.

Motivation is a force that drives people to do things. Employees are normally motivated

to achieve their needs, whatever they may include. Motivation is inside another person's head

and heart. It may be intrinsic or extrinsic. This is what we call motivation. Employees of a

company will be motivated if they associate certain incentives with an activity of work.
Motivation is an important function which every manager performs by assigning the people to

work for accomplishment of objectives of the organization .Issuance of well-conceived

instructions and orders does not mean that they will be followed .A manager has to make

appropriate use of motivation to enthuse the employees to follow them. Effective motivation

succeeds not only in having an order accepted but also in gaining a determination to see that it is

executed efficiently and effectively.

In order to motivate workers to work for the organizational goals, the managers must determine

the motives or needs of the workers and provide an environment in which appropriate incentives

are available for their satisfaction .If the management is successful in doing so; it will also be

successful in increasing the willingness of the workers to work. This will increase efficiency and

effectiveness of the organization. There will be better utilization of resources and workers

abilities and capacities.

Concept of motivation

The word motivation has been derived from motive which means any idea, need or

emotion that prompts a man in to action. Whatever may be the behavior of man, there is some

stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can

be known by studying his needs and desires.

There is no universal theory that can explain the factors influencing motives which

control mansbehaviour at any particular point of time. In general, the different motives operate at

different times among different people and influence their behaviours. The process of motivation

studies the motives of individuals which cause different type of behavior.

Need of motivation
 Managements basic job is the effective utilization of human resources for achievements

of organizational objectives. The personnel management is concerned with organizing human

resources in such a way to get maximum output to the enterprise and to develop the talent of

people at work to the fullest satisfaction. Motivation implies that one person, in organization

context a manager, includes another, say an employee, to engage in action by ensuring that a

channel to satisfy those needs and aspirations becomes available to the person. In addition to

this, the strong needs in a direction that is satisfying to the latent needs in employees and Harness

them in a manner that would be functional for the organization.

Employee motivation is one of the major issues faced by every organization. It is the

major task of every manager to motivate his subordinates or to create the will to work among

the subordinates. It should also be remembered that a worker may be immensely capable of

doing some work; nothing can be achieved if he is not willing to work. A manager has to make

appropriate use of motivation to enthuse the employees to follow them.

Significance of Motivation

Motivation involves getting the members of the group to pull weight effectively, to give

their loyalty to the group, to carry out properly the purpose of the organization. The following

results may be expected if the employees are properly motivated.

1. The workforce will be better satisfied if the management provides them with Opportunities to

fulfil their physiological and psychological needs. The workers will Cooperate voluntarily with

the management and will contribute their maximum towards the goals of the enterprise.

2. Workers will tend to be as efficient as possible by improving upon their skills and Knowledge

so that they are able to contribute to the progress of the organization. This will also result in

increased productivity.

3. The rates of labors turnover and absenteeism among the workers will be low.

4. There will be good human relations in the organization as friction among the workers

themselves and between the workers and the management will decrease.

5. The number of complaints and grievances will come down. Accident will also be low.

6. There will be increase in the quantity and quality of products. Wastage and scrap will be less.

Better quality of products will also increase the public image of the business.

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

Intrinsic

Extrinsic

From a practical standpoint, we can dig into our motives in order to get better results, and move

ourselves from point A to point B. For example, if you know what motivates you, you can use
those motives to get yourself to do things that you wouldn't do otherwise. These same principles

can be applied to motivating others as well.

Motivational techniques, therefore, are useful to teachers, leaders, parents, employers, and really,

almost anyone. The key is in understanding that you are not motivating someone else. Instead,

you are simply providing a circumstance that triggers that person to be motivation.

Intrinsic and Extrinsic Motivation

Intrinsic Motivation

Intrinsic motivation comes from rewards inherent to a task or activity itself - the enjoyment of a

puzzle or the love of playing. This form of motivation has been studied by social and educational

psychologists since the early 1970s. Research has found that it is usually associated with high

educational achievement and enjoyment by students. Intrinsic motivation has been explained by

Fritz Heider' attributional theory, Bandura's work on self effeciency,and Ryan and Deci's

cognitive evaluation theory. Students are likely to be intrinsically motivated if they:

Attribute their educational results to internal factors that they can control (e.g. the amount

of effort they put in),

Believe they can be effective agents in reaching desired goals (i.e. the results are not

determined by luck),

Are interested in mastering a topic, rather than just rote-learning to achieve good grades.

Extrinsic motivation

Extrinsic motivation comes from outside of the performer. Money is the most obvious example,

but coercion and threat of punishment are also common extrinsic motivations.

While competing, the crowd may cheer on the performer, which may motivate him or her to do

well. Trophies are also extrinsic incentives. Competition is in general extrinsic because it

encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the

activity. Social psychological research has indicated that extrinsic rewards can lead to over

justification and a subsequent reduction in intrinsic motivation. In one study demonstrating this

effect, children who expected to be (and were) rewarded with a ribbon and a gold star for

drawing pictures spent less time playing with the drawing materials in subsequent observations
than children who were assigned to an unexpected reward condition and to children who

received no extrinsic reward.

Motivation starts with you! As you aspire to be more successful in life, your attitude towards

yourself and others will play a huge role. Positive people learn how to handle life's challenges

differently and use these opportunities to grow. So can you!

Motivation Process

1. Identification of need

2. Tension

3. Course of action

4. Result Positive/Negative

5. Feed back

TYPES OF NEEDS

There are many needs which an individual may have and there are various ways in which these

may be classified. The basic objective behind classification of needs into different categories is

to find out similarity and dissimilarity in various needs so that incentives are grouped to satisfy

the needs falling under one category or the other. Thus needs may be grouped into three

categories.

1. Primary Needs: Primary needs are also known as psychological , biological , basic or

unlearned needs . These needs are common to all human beings , though their intensity may

differ . Some of the needs are food , sleep , air to breathe etc. These needs arise out of the basic

physiology of life and are important for survival and preservation of species These needs are

conditioned by social practice .

2. Secondary Needs: As contrast to the primary needs, secondary needs are not natural but are

learned by the individual through his experience and interaction .Therefore, these are also called

learned or derived needs. Emergence of these needs depends on learning . There may be different

types of secondary needs like need of power, achievement, status, affiliation, etc.

3. General Needs: There are a number of needs which lie in the grey area between the primary

and secondary classifications. In fact, there are certain such needs for competence, curiosity,

manipulation, affection etc.

Motivation and Behavior

Motivation causes goal-directed behavior. Feeling of a need by an individual generates a feeling

that he lacks something. This lack of something creates tension in the mind of individual. To

overcome this state he engages himself in a behaviour to satisfy his needs. This is goal-directed

behaviour.

Goal-directed behavior leads to goal-fulfillment and the individual succeeds in fulfilling his

needs and thereby overcoming his tension in the favorable environment. Behavior ends the

moment tension is released. However, satisfaction of one need leads to feeling of another need.

Thus goal-directed behavior is a continuous process.

FACTORS AFFECTING INDIVIDUAL PERFORMANCE

1. Motivation: Level of motivation derives an individual for work Motivation is based on motive

which is a feeling that an individual lacks something. This feeling creates some sort of tension in

his mind. In order to overcome this tension, he engages in goal-directed behavior. Thus

motivation becomes a prime mover for efforts and better work performance.

2. Sense of Competence: Sense of competence denotes the extent to which an individual

consistently regards himself as capable of doing a job. Sense of competence of an individual

depends to a very great extent on his locus of control. Locus of control means whether people

believe that they are in control of events or events control them.

3. Ability: Ability is expressed in the form of the following equation:

Ability = knowledge x skill

Knowledge refers to the possession of information and ideas in a particular field which may be

helpful in developing relationships among different variables related to that field . Skill refers to

expertness, practical ability or facility in action or doing something.

4. Role Perception: A role is the pattern of actions expected of a person in activities involving

others . Role reflects a persons position in the social system with its accompanying rights and

obligations. Role perception is how he thinks he is supposed to act in his own role and how

others act in their role. There are two types of problems which emerge in role specification:

Role ambiguity and role conflict. Role ambiguity denotes the state in which the individual is not

clear what is expected from him in the job situation. Role conflicts are the situation in which the

individual engages in two or more roles simultaneously and these roles are mutually

incompatible.
5. Organizational Resource: Organizational Resources denote various types of facilities

physical and psychological which are available at the work place Physical facilities include la

physical and psychological which are available at the work place. Physical facilities include

layout of the work place and physical environment.

Role of Motivation

Motivation is one among the various factors affecting individual performance. All organizational

facilities will go waste in the lack of motivated people to utilize the facilities effectively. The

importance of motivation in an organization may be summed up as follows:

1. High Performance Level: Motivated employees put higher performance as compared to other

employees. In a study it was found that motivated people employees worked close to 80-90

percent of their capability. High performance is a must for an organization being successful and

this performance comes by motivation.

2. Low Employee Turnover: Motivated employees stay in the organization and their

absenteeism is quite low. High turnover and absenteeism creates many problems in the

organization.

3. Acceptance of Organisational Changes: Organisations are created in the society. Because of

changes in society, organisation have to incorporate those changes to cope up with the

recruitment of the time. When thesechanges are introduced in the organisation, there is a

tendency to resist these changes by the employees. However if they are properly motivated, they

accept, introduce, and implement these changes keeping the organisation on the right track of

progress.

Rewards and Recognition

Like a child being given a chocolate cupcake and a big hug after cleaning her room, rewards and

recognition can be powerful tools for employee motivation and performance improvement. Many

types of rewards and recognition have direct costs associated with them, such as cash bonuses

and stock awards, and a wide variety of company-paid perks, like car allowances, paid parking,

and gift certificates. Other types of rewards and recognition may be less tangible, but still very

effective. These "non-monetary" rewards include formal and informal acknowledgement,

assignment of more enjoyable job duties, opportunities for training, and an increased role in

decision-making. This paper focuses on non-monetary rewards, and as we will see, these types of

rewards can be very meaningful to employees and so, very motivating for performance

improvement.

But first, let's take a quick look at the primary goals of rewards and recognition. Jack Zigon

defines rewards as "something than increases the frequency of an employee action" (1998). This

definition points to an obvious desired outcome of rewards and recognition: to improve

performance. Non-monetary recognition can be very motivating, helping to build feelings of

confidence and satisfaction (Keller 1999). Another important goal is increased employee

retention. An ASTD report on retention research identified consistent employee recognition as a

key factor in retaining top-performing workers. (Jimenez 1999).

To achieve desired goals, reward systems should be closely aligned to organizational strategies

(Allen and Helms 2002). For example, a company focused on a product differentiation strategy

could design their reward practices to foster innovation to provide unique products or services,

while a company focused on a cost reduction strategy might focus on rewards for ideas to

minimize or eliminate costs and employee stock awards to foster an on-going cost reduction

emphasis.
Zigon offers a variety of ways to reward desired performance and increase the likelihood of it

happening again, and more frequently than it would have, without these types of interventions.

His web site lists ideas that give managers a lot of flexibility both to offer rewards at various cost

levels and to find rewards that match what individual employees will find valuable. To be really

effective, this takes time and effort on managers' parts, to get to know different employees' likes

and dislikes.

How effective is non-cash recognition? Various anecdotal evidence reports non-monetary

recognition as an important factor in retaining excellent employees and for improving

performance. A quick search of a news service database points to articles extolling various perks

such as an in-house chiropractor, spa gift certificates, days off, fancy parties and the use of

personal trainers. The givers of such perks see these rewards as a way to keep high performing

employees in a shrinking job market; and certainly companies like Walt Disney World have

documented the success of employee recognition programs (Lynch 2003). However I did not

find any strong empirical evidence comparing the relative benefits of monetary versus non-

monetary rewards. In the absence of such evidence, we can still consider non-monetary rewards

as part of comprehensive performance improvement strategy.

So what types of non-monetary rewards are the most effective? Bob Nelson, recognition

consultant and self-proclaimed "Guru of Thank You" reports research indicating that the type of

recognition employees appreciate most is to be recognized by people they work directly for. In

fact, 78% of employees indicated that it was very or extremely important to be recognized by

their managers when they do good work (Nelson 2004). The number one choice for recognition

is sincere praise given in a timely manner with specific examples. Allen and Helms' (2002)

research confirmed the importance of regular expressions of appreciation by managers and

leaders to encourage behavior of employees to reach strategic goals; and this was true for each of

the strategies they examined.

Mike Rushby, HR Vice President at Weyerhaeuser Company, sees developmental opportunities,

such as assignments to special projects as a powerful form of non-monetary recognition

(personal communication, February 17, 2004). Rushby believes that being chosen to work on a

task team to accomplish a company initiative is motivating because it helps employees gain new

skills and experiences, demonstrates trust in their abilities, and adds variety to an individual's

work. Weyerhaeuser uses the Performance Management Process and Individual Development

Plans to help identify strong candidates for developmental opportunities.

Employee Motivation

Why do we need motivated employees? The answer is survival (Smith, 1994). Motivated

employees are needed in our rapidly changing workplaces. Motivated employees help

organizations survive. Motivated employees are more productive. To be effective, managers

need to understand what motivates employees within the context of the roles they perform. Of all

the functions a manager performs, motivating employees is arguably the most complex. This is

due, in part, to the fact that what motivates employees changes constantly (Bowen

&Radhakrishna, 1991). For example, research suggests that as employees' income increases,

money becomes less of a motivator (Kovach, 1987). Also, as employees get older, interesting

work becomes more of a motivator.

Most companies have it all wrong. They don't have to motivate their employees. They have to

stop demotivating them.

The great majority of employees are quite enthusiastic when they start a new job. But in about 85

percent of companies, our research finds, employees' morale sharply declines after their first six

monthsand continues to deteriorate for years afterward. That finding is based on surveys of

about 1.2 million employees at 52 primarily Fortune 1000 companies from 2001 through 2004,

conducted by Sirota Survey Intelligence (Purchase, New York).

The fault lies squarely at the feet of managementboth the policies and procedures companies

employ in managing their workforces and in the relationships that individual managers establish

with their direct reports.

Three key goals of people at work To maintain the enthusiasm employees bring to their jobs

initially, management must understand the three sets of goals that the great majority of workers

seek from their workand then satisfy those goals:

Equity: To be respected and to be treated fairly in areas such as pay, benefits, and job security.

Achievement: To be proud of one's job, accomplishments, and employer.

Camaraderie: To have good, productive relationships with fellow employees.

Motivational methods:

1. Building confidence for motivation:

Facing a challenge, meeting it and mastering it help build confidence.

2. Motivational team building:

Team unite and work together when they identify a common purpose whether the aim is the

tallest tower made out of newspaper, or a game of rounders on the park. Competition in teams or

groups creates teams and ignites team effort

3. Motivational coaching and training motivation:

Games and activities provide a perfect vehicle for explaining the Motivationprocess (train the

trainer for example) to managers, team leaders and trainers.

4. Personal motivation style and learning motivation

Everyone is different. Taking part in new games and activities outside of the work situation

illustrates peoples different strengths and working style preferences. Mutual respect develops

when people see skills and attributes in others that they didnt know existed.

5. Continual development and motivation

Introducing people, staff or employees to new experiences opens their minds to new avenues of

personal development, and emphasizes the opportunity foe continuous learning that is available

to us all.

6. Improving empathy and communications for motivation

To communicate we must understanding the other person. Empathy and intuitive skills are right-

side brain of the brain, which we use when we communicate and understand others. Team
activities and games promote communications and better mutual understanding-essential for

good organizational performance.

ABOUT THE COMPANY

SPNG Group was established in the year of 1996. We are leading of Manufacturer & Exporter of

polyester white yarn, acrylic dyed yarn, synthetic yarn etc. The Company is being managed by

team of professionals and skilled workforce. The Management vision coupled with company's

inherent strength in terms of cost and quality has enabled the company to give value products to

its consumers throughout India and abroad.

Established, in the year 2000, Kashi Vishwanath Textile Mill (P) Limited (KVTMPL) is

Flagship Company of the SPNG Group located in Kashipur, Uttarakhand. The Company is being

managed by team of professionals and skilled workforce. The Management vision coupled with

company's inherent strength in terms of cost and quality has enabled the company to give value

products to its consumers throughout India and abroad. Kashi Vishwanath Textile Mill (P)
Limited is involved in manufacturing of premium quality dyed and grey synthetic (Polyester,

Polyester-Acrylic, Polyester-Viscos, Acrylic-Polyester) yarn. The Company's product range is

versatile with over 150 different kinds of blended yarn in fine, medium and coarse counts

ranging from 8s to 40s. KVTMPL is a well-known supplier and exporter of high quality Grey /

Dyed Hosiery and knitting yarn in domestic and foreign market. The products are used to

manufacture at large in Suiting, Shirting, Knitting, Hosiery, Stoles, Sweaters, Carpets, etc.