Motivation

INTRODUCTION

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.

A common place that we see the need to apply motivation is in the work place. In the work force,
we can see motivation play a key role in leadership success. A person unable to grasp motivation
and apply it will not become or stay a leader. It is critical that anyone seeking to lead or motivate
understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.

Another place motivation plays a key role is in education. A teacher that implements
motivational techniques will see an increased participation, effort, and higher grades. Part of the
teachers’ job is to provide an environment that is motivationally charged. This environment
accounts for students who lack their own internal motivation. One of the first places people begin
to set goals for themselves is in school. School is where we are most likely to learn the
correlation between goals, and the definition of motivation. That correlation is what breeds
success.

MOTIVATION

The term motivation is derived from the Latin word movere, meaning "to move." Motivation can be
broadly defined as the forces acting on or within a person that cause the arousal, direction, and persistence
of goal-directed, voluntary effort.
Motivation is the processes that account for an individual’s intensity, direction, & persistence of
effort toward attaining a goal.
 We also define motivation as a process that starts with a physiological or psychological
deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. We can
say,

P=M+A+E

Here, P= Performance

M= Motivation (Must want to do the job)

A= Ability(Able to do the job)

E= Environment (The total Environment where the worker’s work)

Motivation is the driving force which help causes us to achieve goals. Motivation is said to be
intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used
to describe the causes for animal behavior as well. This assignment refers to human motivation.
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. Motivation is related to, but distinct from, emotion.

Motivation is 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. Motivation is the energizer of behavior and mother of all action. It results from
the interactions among conscious and unconscious factors such as the (1) intensity of desire or
need, (2) incentive or reward value of the goal, and (3) expectations of the individual and of his
or her significant others.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It
occurs when people are compelled to do something out of pleasure, importance, or desire.
Extrinsic motivation occurs when external factors compel the person to do something. However,
there are many theories and labels that serve as sub tittles to the definition of motivation.

MOTIVATION THEORY
MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist
in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem
needs, and self-actualization needs. Physiological needs are the most basic needs for food,
water, and other factors necessary for survival. Security needs include needs for safety in one's
physical environment, stability, and freedom from emotional distress. Belongingness needs
relate to desires for friendship, love, and acceptance within a given community of individuals.
Esteem needs are those associated with obtaining the respect of one's self and others. Finally,
self-actualization needs are those corresponding to the achievement one's own potential, the
exercising and testing of one's creative capacities, and, in general, to becoming the best person
one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the
physiological and security needs must be met before upper-level needs such as belongingness,
esteem, and self-actualization can be motivational.

Applications of the hierarchy of needs to management and the workplace are obvious. According
to the implications of the hierarchy, individuals must have their lower level needs met by, for
example, safe working conditions, adequate pay to take care of one's self and one's family, and
job security before they will be motivated by increased job responsibilities, status, and
challenging work assignments. Despite the ease of application of this theory to a work setting,
this theory has received little research support and therefore is not very useful in practice.

Self-Actualization need: drive to become what one is capable of becoming includes growth,
achieving one’s potential and self-fulfillment.

Esteem need: includes internal factors such as self-respect, autonomy, and achievement, and
external factors such as status recognition, and attention.

Social need: includes affection, belongingness, acceptance and friendship.

Safety need: includes security and protection from physical and emotional harm.

Physiological need: includes hunger, thirst, shelter, sex, and other bodily needs.

Maslow belief as each of these needs becomes substantially satisfied, the next need become
dominant. That means people move up the step of hierarchy. So if anyone want to motivate
someone he needs to understand what level of the hierarchy that a person is currently on and
focus on satisfying the needs at or above the level.
 Ten Techniques for Motivation
Motivation in the work environment has changed. Change has become the norm. Also the
motivation level of employees has changed. This can lead to increased dissatisfaction and
decreased productivity.

Here are ten techniques for motivating employees to succeed:

1. Take Care of the Little Things to Motivate Others

Doing the little things well will show that you respect your employees. Making sure you are on
time for meetings, saying “good morning” and “thank-you,” and returning phone calls and e-
mails in a timely manner goes a long way to showing your employees that you care during
chaotic times.

2. Be an Active Listener to Motivate Others

Recent research stated that the average supervisor or manager only invests two hours per year
applying “pure listening” skills. Pure listening is when you are listening to your employee you
are not:

Multitasking

ordering your lunch

Watching people walk by your office.

Answering telephone calls

setting up appointments

To be a pure listener you must be an active listener. Good managers do more than pay attention.
They genuinely care about people and never talk down to them. They ask their employees about
their goals and dreams, their past achievement, their concerns and challenges during this chaotic
time. They listen with their hearts and minds. They respect the employee’s thoughts and
opinions. They realize that the employees sometimes have the best answer for achieving more
through chaos.

3. Walk Your Talk to Motivate Others

If you expect your employees to arrive early, then you arrive early. If you expect your
employees to keep their promises, you keep your promises. If you want your employees to keep
to high standards, you keep to high standards.
Your employees are watching you even when you don’t think they are watching you. So set the
tone. Once you walk through the doors of your organization make sure you are positive and
upbeat if you expect your employees to be positive and upbeat.

4. Let People Know They Make a Difference to Motivate Others

At the top of many lists of what motivates employees, more than money, is knowing that they
make a difference at work. One of the most powerful methods of letting your employees know
they make is difference is praise. The praise should relate to how the employee helps achieve the
overall mission of the organization.

5. Communicate Clearly to Motivate Others

Communicate so that others understand what you want to achieve. Adapt your communication
to the audience you are speaking. Constantly communicate your vision and goals so that there
are no misunderstandings. The clearer the vision, the clearer the communication, the clearer the
opportunity for success.

6. Help Employees Succeed to Motivate Others

People go to work to succeed, not fail. It is your job to understand your employee’s strengths
and weaknesses so that you can put them in the best position to succeed. If, for example, you
find out that an employee is lacking in a certain skill set to succeed during a change then provide
the coaching and training to make them and your organization successful. The best managers
minimize or eliminate their employees weaknesses and while building on their strengths.
Remove any and all barriers to success.

7. Focus Your Team on the Goal to Motivate Others

Focus your employees on the end result, the overall team goal. Once you successful
communicate this your team will band together to defeat any obstacles that get in the way.

8. Create High Standards to Motivate Others

High-performance organizations set high standards for their people. Employees want to know
what is expected of them, how their performance is measured, and what rewards they can expect
when they exceed the standard. Make sure the standards are consistently applied to each
employee. Make sure each employee understands how the standards are measured so that they
know how to reach it. As each plateau is reached, set new goals.

9. Help Your Employees Compete and Win to Motivate Others

Develop goals that help all your employees excel. Make your goals inclusive not exclusive.
This means that everybody is working together and wins together. Have your employees
complete against the goal, not each other.

10. Reward Outstanding Achievement to Motivate Others

Find ways to recognize your achievers in a public way. The more you reward employees for
excellent achievement, the more you receive more of the same behavior. Make sure you are
consistent with the way you contribute rewards to your employees. It is very important that you
communicate exactly why the employee is being rewarded.

Some of the ways you can show recognition are:

Idea board
Initiative Board
Star Spotlight
Certificates
Gift cards
Say thank-you
Lunch

Apply these motivation techniques manager will motivate others to achieve their goals during the
most challenging of times.
 Motivation
INTRODUCTION

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.

A common place that we see the need to apply motivation is in the work place. In the work force,
we can see motivation play a key role in leadership success. A person unable to grasp motivation
and apply it will not become or stay a leader. It is critical that anyone seeking to lead or motivate
understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.

Another place motivation plays a key role is in education. A teacher that implements
motivational techniques will see an increased participation, effort, and higher grades. Part of the
teachers’ job is to provide an environment that is motivationally charged. This environment
accounts for students who lack their own internal motivation. One of the first places people begin
to set goals for themselves is in school. School is where we are most likely to learn the
correlation between goals, and the definition of motivation. That correlation is what breeds
success.

MOTIVATION

The term motivation is derived from the Latin word movere, meaning "to move." Motivation can be
broadly defined as the forces acting on or within a person that cause the arousal, direction, and persistence
of goal-directed, voluntary effort.
Motivation is the processes that account for an individual’s intensity, direction, & persistence of
effort toward attaining a goal.
 We also define motivation as a process that starts with a physiological or psychological
deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. We can
say,

P=M+A+E

Here, P= Performance

M= Motivation (Must want to do the job)

A= Ability(Able to do the job)

E= Environment (The total Environment where the worker’s work)

Motivation is the driving force which help causes us to achieve goals. Motivation is said to be
intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used
to describe the causes for animal behavior as well. This assignment refers to human motivation.
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. Motivation is related to, but distinct from, emotion.

Motivation is 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. Motivation is the energizer of behavior and mother of all action. It results from
the interactions among conscious and unconscious factors such as the (1) intensity of desire or
need, (2) incentive or reward value of the goal, and (3) expectations of the individual and of his
or her significant others.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It
occurs when people are compelled to do something out of pleasure, importance, or desire.
Extrinsic motivation occurs when external factors compel the person to do something. However,
there are many theories and labels that serve as sub tittles to the definition of motivation.

MOTIVATION THEORY
MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist
in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem
needs, and self-actualization needs. Physiological needs are the most basic needs for food,
water, and other factors necessary for survival. Security needs include needs for safety in one's
physical environment, stability, and freedom from emotional distress. Belongingness needs
relate to desires for friendship, love, and acceptance within a given community of individuals.
Esteem needs are those associated with obtaining the respect of one's self and others. Finally,
self-actualization needs are those corresponding to the achievement one's own potential, the
exercising and testing of one's creative capacities, and, in general, to becoming the best person
one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the
physiological and security needs must be met before upper-level needs such as belongingness,
esteem, and self-actualization can be motivational.

Applications of the hierarchy of needs to management and the workplace are obvious. According
to the implications of the hierarchy, individuals must have their lower level needs met by, for
example, safe working conditions, adequate pay to take care of one's self and one's family, and
job security before they will be motivated by increased job responsibilities, status, and
challenging work assignments. Despite the ease of application of this theory to a work setting,
this theory has received little research support and therefore is not very useful in practice.

Self-Actualization need: drive to become what one is capable of becoming includes growth,
achieving one’s potential and self-fulfillment.

Esteem need: includes internal factors such as self-respect, autonomy, and achievement, and
external factors such as status recognition, and attention.

Social need: includes affection, belongingness, acceptance and friendship.

Safety need: includes security and protection from physical and emotional harm.

Physiological need: includes hunger, thirst, shelter, sex, and other bodily needs.

Maslow belief as each of these needs becomes substantially satisfied, the next need become
dominant. That means people move up the step of hierarchy. So if anyone want to motivate
someone he needs to understand what level of the hierarchy that a person is currently on and
focus on satisfying the needs at or above the level.
 Ten Techniques for Motivation
Motivation in the work environment has changed. Change has become the norm. Also the
motivation level of employees has changed. This can lead to increased dissatisfaction and
decreased productivity.

Here are ten techniques for motivating employees to succeed:

1. Take Care of the Little Things to Motivate Others

Doing the little things well will show that you respect your employees. Making sure you are on
time for meetings, saying “good morning” and “thank-you,” and returning phone calls and e-
mails in a timely manner goes a long way to showing your employees that you care during
chaotic times.

2. Be an Active Listener to Motivate Others

Recent research stated that the average supervisor or manager only invests two hours per year
applying “pure listening” skills. Pure listening is when you are listening to your employee you
are not:

Multitasking

ordering your lunch

Watching people walk by your office.

Answering telephone calls

setting up appointments

To be a pure listener you must be an active listener. Good managers do more than pay attention.
They genuinely care about people and never talk down to them. They ask their employees about
their goals and dreams, their past achievement, their concerns and challenges during this chaotic
time. They listen with their hearts and minds. They respect the employee’s thoughts and
opinions. They realize that the employees sometimes have the best answer for achieving more
through chaos.

3. Walk Your Talk to Motivate Others

If you expect your employees to arrive early, then you arrive early. If you expect your
employees to keep their promises, you keep your promises. If you want your employees to keep
to high standards, you keep to high standards.
Your employees are watching you even when you don’t think they are watching you. So set the
tone. Once you walk through the doors of your organization make sure you are positive and
upbeat if you expect your employees to be positive and upbeat.

4. Let People Know They Make a Difference to Motivate Others

At the top of many lists of what motivates employees, more than money, is knowing that they
make a difference at work. One of the most powerful methods of letting your employees know
they make is difference is praise. The praise should relate to how the employee helps achieve the
overall mission of the organization.

5. Communicate Clearly to Motivate Others

Communicate so that others understand what you want to achieve. Adapt your communication
to the audience you are speaking. Constantly communicate your vision and goals so that there
are no misunderstandings. The clearer the vision, the clearer the communication, the clearer the
opportunity for success.

6. Help Employees Succeed to Motivate Others

People go to work to succeed, not fail. It is your job to understand your employee’s strengths
and weaknesses so that you can put them in the best position to succeed. If, for example, you
find out that an employee is lacking in a certain skill set to succeed during a change then provide
the coaching and training to make them and your organization successful. The best managers
minimize or eliminate their employees weaknesses and while building on their strengths.
Remove any and all barriers to success.

7. Focus Your Team on the Goal to Motivate Others

Focus your employees on the end result, the overall team goal. Once you successful
communicate this your team will band together to defeat any obstacles that get in the way.

8. Create High Standards to Motivate Others

High-performance organizations set high standards for their people. Employees want to know
what is expected of them, how their performance is measured, and what rewards they can expect
when they exceed the standard. Make sure the standards are consistently applied to each
employee. Make sure each employee understands how the standards are measured so that they
know how to reach it. As each plateau is reached, set new goals.

9. Help Your Employees Compete and Win to Motivate Others

Develop goals that help all your employees excel. Make your goals inclusive not exclusive.
This means that everybody is working together and wins together. Have your employees
complete against the goal, not each other.

10. Reward Outstanding Achievement to Motivate Others

Find ways to recognize your achievers in a public way. The more you reward employees for
excellent achievement, the more you receive more of the same behavior. Make sure you are
consistent with the way you contribute rewards to your employees. It is very important that you
communicate exactly why the employee is being rewarded.

Some of the ways you can show recognition are:

Idea board
Initiative Board
Star Spotlight
Certificates
Gift cards
Say thank-you
Lunch

Apply these motivation techniques manager will motivate others to achieve their goals during the
most challenging of times.
 Motivation
INTRODUCTION

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.

A common place that we see the need to apply motivation is in the work place. In the work force,
we can see motivation play a key role in leadership success. A person unable to grasp motivation
and apply it will not become or stay a leader. It is critical that anyone seeking to lead or motivate
understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.

Another place motivation plays a key role is in education. A teacher that implements
motivational techniques will see an increased participation, effort, and higher grades. Part of the
teachers’ job is to provide an environment that is motivationally charged. This environment
accounts for students who lack their own internal motivation. One of the first places people begin
to set goals for themselves is in school. School is where we are most likely to learn the
correlation between goals, and the definition of motivation. That correlation is what breeds
success.

MOTIVATION

The term motivation is derived from the Latin word movere, meaning "to move." Motivation can be
broadly defined as the forces acting on or within a person that cause the arousal, direction, and persistence
of goal-directed, voluntary effort.
Motivation is the processes that account for an individual’s intensity, direction, & persistence of
effort toward attaining a goal.
 We also define motivation as a process that starts with a physiological or psychological
deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. We can
say,

P=M+A+E

Here, P= Performance

M= Motivation (Must want to do the job)

A= Ability(Able to do the job)

E= Environment (The total Environment where the worker’s work)

Motivation is the driving force which help causes us to achieve goals. Motivation is said to be
intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used
to describe the causes for animal behavior as well. This assignment refers to human motivation.
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. Motivation is related to, but distinct from, emotion.

Motivation is 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. Motivation is the energizer of behavior and mother of all action. It results from
the interactions among conscious and unconscious factors such as the (1) intensity of desire or
need, (2) incentive or reward value of the goal, and (3) expectations of the individual and of his
or her significant others.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It
occurs when people are compelled to do something out of pleasure, importance, or desire.
Extrinsic motivation occurs when external factors compel the person to do something. However,
there are many theories and labels that serve as sub tittles to the definition of motivation.

MOTIVATION THEORY
MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist
in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem
needs, and self-actualization needs. Physiological needs are the most basic needs for food,
water, and other factors necessary for survival. Security needs include needs for safety in one's
physical environment, stability, and freedom from emotional distress. Belongingness needs
relate to desires for friendship, love, and acceptance within a given community of individuals.
Esteem needs are those associated with obtaining the respect of one's self and others. Finally,
self-actualization needs are those corresponding to the achievement one's own potential, the
exercising and testing of one's creative capacities, and, in general, to becoming the best person
one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the
physiological and security needs must be met before upper-level needs such as belongingness,
esteem, and self-actualization can be motivational.

Applications of the hierarchy of needs to management and the workplace are obvious. According
to the implications of the hierarchy, individuals must have their lower level needs met by, for
example, safe working conditions, adequate pay to take care of one's self and one's family, and
job security before they will be motivated by increased job responsibilities, status, and
challenging work assignments. Despite the ease of application of this theory to a work setting,
this theory has received little research support and therefore is not very useful in practice.

Self-Actualization need: drive to become what one is capable of becoming includes growth,
achieving one’s potential and self-fulfillment.

Esteem need: includes internal factors such as self-respect, autonomy, and achievement, and
external factors such as status recognition, and attention.

Social need: includes affection, belongingness, acceptance and friendship.

Safety need: includes security and protection from physical and emotional harm.

Physiological need: includes hunger, thirst, shelter, sex, and other bodily needs.

Maslow belief as each of these needs becomes substantially satisfied, the next need become
dominant. That means people move up the step of hierarchy. So if anyone want to motivate
someone he needs to understand what level of the hierarchy that a person is currently on and
focus on satisfying the needs at or above the level.
 Ten Techniques for Motivation
Motivation in the work environment has changed. Change has become the norm. Also the
motivation level of employees has changed. This can lead to increased dissatisfaction and
decreased productivity.

Here are ten techniques for motivating employees to succeed:

1. Take Care of the Little Things to Motivate Others

Doing the little things well will show that you respect your employees. Making sure you are on
time for meetings, saying “good morning” and “thank-you,” and returning phone calls and e-
mails in a timely manner goes a long way to showing your employees that you care during
chaotic times.

2. Be an Active Listener to Motivate Others

Recent research stated that the average supervisor or manager only invests two hours per year
applying “pure listening” skills. Pure listening is when you are listening to your employee you
are not:

Multitasking

ordering your lunch

Watching people walk by your office.

Answering telephone calls

setting up appointments

To be a pure listener you must be an active listener. Good managers do more than pay attention.
They genuinely care about people and never talk down to them. They ask their employees about
their goals and dreams, their past achievement, their concerns and challenges during this chaotic
time. They listen with their hearts and minds. They respect the employee’s thoughts and
opinions. They realize that the employees sometimes have the best answer for achieving more
through chaos.

3. Walk Your Talk to Motivate Others

If you expect your employees to arrive early, then you arrive early. If you expect your
employees to keep their promises, you keep your promises. If you want your employees to keep
to high standards, you keep to high standards.
Your employees are watching you even when you don’t think they are watching you. So set the
tone. Once you walk through the doors of your organization make sure you are positive and
upbeat if you expect your employees to be positive and upbeat.

4. Let People Know They Make a Difference to Motivate Others

At the top of many lists of what motivates employees, more than money, is knowing that they
make a difference at work. One of the most powerful methods of letting your employees know
they make is difference is praise. The praise should relate to how the employee helps achieve the
overall mission of the organization.

5. Communicate Clearly to Motivate Others

Communicate so that others understand what you want to achieve. Adapt your communication
to the audience you are speaking. Constantly communicate your vision and goals so that there
are no misunderstandings. The clearer the vision, the clearer the communication, the clearer the
opportunity for success.

6. Help Employees Succeed to Motivate Others

People go to work to succeed, not fail. It is your job to understand your employee’s strengths
and weaknesses so that you can put them in the best position to succeed. If, for example, you
find out that an employee is lacking in a certain skill set to succeed during a change then provide
the coaching and training to make them and your organization successful. The best managers
minimize or eliminate their employees weaknesses and while building on their strengths.
Remove any and all barriers to success.

7. Focus Your Team on the Goal to Motivate Others

Focus your employees on the end result, the overall team goal. Once you successful
communicate this your team will band together to defeat any obstacles that get in the way.

8. Create High Standards to Motivate Others

High-performance organizations set high standards for their people. Employees want to know
what is expected of them, how their performance is measured, and what rewards they can expect
when they exceed the standard. Make sure the standards are consistently applied to each
employee. Make sure each employee understands how the standards are measured so that they
know how to reach it. As each plateau is reached, set new goals.

9. Help Your Employees Compete and Win to Motivate Others

Develop goals that help all your employees excel. Make your goals inclusive not exclusive.
This means that everybody is working together and wins together. Have your employees
complete against the goal, not each other.

10. Reward Outstanding Achievement to Motivate Others

Find ways to recognize your achievers in a public way. The more you reward employees for
excellent achievement, the more you receive more of the same behavior. Make sure you are
consistent with the way you contribute rewards to your employees. It is very important that you
communicate exactly why the employee is being rewarded.

Some of the ways you can show recognition are:

Idea board
Initiative Board
Star Spotlight
Certificates
Gift cards
Say thank-you
Lunch

Apply these motivation techniques manager will motivate others to achieve their goals during the
most challenging of times.
 Motivation
INTRODUCTION

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.

A common place that we see the need to apply motivation is in the work place. In the work force,
we can see motivation play a key role in leadership success. A person unable to grasp motivation
and apply it will not become or stay a leader. It is critical that anyone seeking to lead or motivate
understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.

Another place motivation plays a key role is in education. A teacher that implements
motivational techniques will see an increased participation, effort, and higher grades. Part of the
teachers’ job is to provide an environment that is motivationally charged. This environment
accounts for students who lack their own internal motivation. One of the first places people begin
to set goals for themselves is in school. School is where we are most likely to learn the
correlation between goals, and the definition of motivation. That correlation is what breeds
success.

MOTIVATION

The term motivation is derived from the Latin word movere, meaning "to move." Motivation can be
broadly defined as the forces acting on or within a person that cause the arousal, direction, and persistence
of goal-directed, voluntary effort.
Motivation is the processes that account for an individual’s intensity, direction, & persistence of
effort toward attaining a goal.
 We also define motivation as a process that starts with a physiological or psychological
deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. We can
say,

P=M+A+E

Here, P= Performance

M= Motivation (Must want to do the job)

A= Ability(Able to do the job)

E= Environment (The total Environment where the worker’s work)

Motivation is the driving force which help causes us to achieve goals. Motivation is said to be
intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used
to describe the causes for animal behavior as well. This assignment refers to human motivation.
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. Motivation is related to, but distinct from, emotion.

Motivation is 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. Motivation is the energizer of behavior and mother of all action. It results from
the interactions among conscious and unconscious factors such as the (1) intensity of desire or
need, (2) incentive or reward value of the goal, and (3) expectations of the individual and of his
or her significant others.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It
occurs when people are compelled to do something out of pleasure, importance, or desire.
Extrinsic motivation occurs when external factors compel the person to do something. However,
there are many theories and labels that serve as sub tittles to the definition of motivation.

MOTIVATION THEORY
MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist
in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem
needs, and self-actualization needs. Physiological needs are the most basic needs for food,
water, and other factors necessary for survival. Security needs include needs for safety in one's
physical environment, stability, and freedom from emotional distress. Belongingness needs
relate to desires for friendship, love, and acceptance within a given community of individuals.
Esteem needs are those associated with obtaining the respect of one's self and others. Finally,
self-actualization needs are those corresponding to the achievement one's own potential, the
exercising and testing of one's creative capacities, and, in general, to becoming the best person
one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the
physiological and security needs must be met before upper-level needs such as belongingness,
esteem, and self-actualization can be motivational.

Applications of the hierarchy of needs to management and the workplace are obvious. According
to the implications of the hierarchy, individuals must have their lower level needs met by, for
example, safe working conditions, adequate pay to take care of one's self and one's family, and
job security before they will be motivated by increased job responsibilities, status, and
challenging work assignments. Despite the ease of application of this theory to a work setting,
this theory has received little research support and therefore is not very useful in practice.

Self-Actualization need: drive to become what one is capable of becoming includes growth,
achieving one’s potential and self-fulfillment.

Esteem need: includes internal factors such as self-respect, autonomy, and achievement, and
external factors such as status recognition, and attention.

Social need: includes affection, belongingness, acceptance and friendship.

Safety need: includes security and protection from physical and emotional harm.

Physiological need: includes hunger, thirst, shelter, sex, and other bodily needs.

Maslow belief as each of these needs becomes substantially satisfied, the next need become
dominant. That means people move up the step of hierarchy. So if anyone want to motivate
someone he needs to understand what level of the hierarchy that a person is currently on and
focus on satisfying the needs at or above the level.
 Ten Techniques for Motivation
Motivation in the work environment has changed. Change has become the norm. Also the
motivation level of employees has changed. This can lead to increased dissatisfaction and
decreased productivity.

Here are ten techniques for motivating employees to succeed:

1. Take Care of the Little Things to Motivate Others

Doing the little things well will show that you respect your employees. Making sure you are on
time for meetings, saying “good morning” and “thank-you,” and returning phone calls and e-
mails in a timely manner goes a long way to showing your employees that you care during
chaotic times.

2. Be an Active Listener to Motivate Others

Recent research stated that the average supervisor or manager only invests two hours per year
applying “pure listening” skills. Pure listening is when you are listening to your employee you
are not:

Multitasking

ordering your lunch

Watching people walk by your office.

Answering telephone calls

setting up appointments

To be a pure listener you must be an active listener. Good managers do more than pay attention.
They genuinely care about people and never talk down to them. They ask their employees about
their goals and dreams, their past achievement, their concerns and challenges during this chaotic
time. They listen with their hearts and minds. They respect the employee’s thoughts and
opinions. They realize that the employees sometimes have the best answer for achieving more
through chaos.

3. Walk Your Talk to Motivate Others

If you expect your employees to arrive early, then you arrive early. If you expect your
employees to keep their promises, you keep your promises. If you want your employees to keep
to high standards, you keep to high standards.
Your employees are watching you even when you don’t think they are watching you. So set the
tone. Once you walk through the doors of your organization make sure you are positive and
upbeat if you expect your employees to be positive and upbeat.

4. Let People Know They Make a Difference to Motivate Others

At the top of many lists of what motivates employees, more than money, is knowing that they
make a difference at work. One of the most powerful methods of letting your employees know
they make is difference is praise. The praise should relate to how the employee helps achieve the
overall mission of the organization.

5. Communicate Clearly to Motivate Others

Communicate so that others understand what you want to achieve. Adapt your communication
to the audience you are speaking. Constantly communicate your vision and goals so that there
are no misunderstandings. The clearer the vision, the clearer the communication, the clearer the
opportunity for success.

6. Help Employees Succeed to Motivate Others

People go to work to succeed, not fail. It is your job to understand your employee’s strengths
and weaknesses so that you can put them in the best position to succeed. If, for example, you
find out that an employee is lacking in a certain skill set to succeed during a change then provide
the coaching and training to make them and your organization successful. The best managers
minimize or eliminate their employees weaknesses and while building on their strengths.
Remove any and all barriers to success.

7. Focus Your Team on the Goal to Motivate Others

Focus your employees on the end result, the overall team goal. Once you successful
communicate this your team will band together to defeat any obstacles that get in the way.

8. Create High Standards to Motivate Others

High-performance organizations set high standards for their people. Employees want to know
what is expected of them, how their performance is measured, and what rewards they can expect
when they exceed the standard. Make sure the standards are consistently applied to each
employee. Make sure each employee understands how the standards are measured so that they
know how to reach it. As each plateau is reached, set new goals.

9. Help Your Employees Compete and Win to Motivate Others

Develop goals that help all your employees excel. Make your goals inclusive not exclusive.
This means that everybody is working together and wins together. Have your employees
complete against the goal, not each other.

10. Reward Outstanding Achievement to Motivate Others

Find ways to recognize your achievers in a public way. The more you reward employees for
excellent achievement, the more you receive more of the same behavior. Make sure you are
consistent with the way you contribute rewards to your employees. It is very important that you
communicate exactly why the employee is being rewarded.

Some of the ways you can show recognition are:

Idea board
Initiative Board
Star Spotlight
Certificates
Gift cards
Say thank-you
Lunch

Apply these motivation techniques manager will motivate others to achieve their goals during the
most challenging of times.
 Motivation
INTRODUCTION

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.

A common place that we see the need to apply motivation is in the work place. In the work force,
we can see motivation play a key role in leadership success. A person unable to grasp motivation
and apply it will not become or stay a leader. It is critical that anyone seeking to lead or motivate
understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.

Another place motivation plays a key role is in education. A teacher that implements
motivational techniques will see an increased participation, effort, and higher grades. Part of the
teachers’ job is to provide an environment that is motivationally charged. This environment
accounts for students who lack their own internal motivation. One of the first places people begin
to set goals for themselves is in school. School is where we are most likely to learn the
correlation between goals, and the definition of motivation. That correlation is what breeds
success.

MOTIVATION

The term motivation is derived from the Latin word movere, meaning "to move." Motivation can be
broadly defined as the forces acting on or within a person that cause the arousal, direction, and persistence
of goal-directed, voluntary effort.
Motivation is the processes that account for an individual’s intensity, direction, & persistence of
effort toward attaining a goal.
 We also define motivation as a process that starts with a physiological or psychological
deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. We can
say,

P=M+A+E

Here, P= Performance

M= Motivation (Must want to do the job)

A= Ability(Able to do the job)

E= Environment (The total Environment where the worker’s work)

Motivation is the driving force which help causes us to achieve goals. Motivation is said to be
intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used
to describe the causes for animal behavior as well. This assignment refers to human motivation.
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. Motivation is related to, but distinct from, emotion.

Motivation is 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. Motivation is the energizer of behavior and mother of all action. It results from
the interactions among conscious and unconscious factors such as the (1) intensity of desire or
need, (2) incentive or reward value of the goal, and (3) expectations of the individual and of his
or her significant others.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It
occurs when people are compelled to do something out of pleasure, importance, or desire.
Extrinsic motivation occurs when external factors compel the person to do something. However,
there are many theories and labels that serve as sub tittles to the definition of motivation.

MOTIVATION THEORY
MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist
in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem
needs, and self-actualization needs. Physiological needs are the most basic needs for food,
water, and other factors necessary for survival. Security needs include needs for safety in one's
physical environment, stability, and freedom from emotional distress. Belongingness needs
relate to desires for friendship, love, and acceptance within a given community of individuals.
Esteem needs are those associated with obtaining the respect of one's self and others. Finally,
self-actualization needs are those corresponding to the achievement one's own potential, the
exercising and testing of one's creative capacities, and, in general, to becoming the best person
one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the
physiological and security needs must be met before upper-level needs such as belongingness,
esteem, and self-actualization can be motivational.

Applications of the hierarchy of needs to management and the workplace are obvious. According
to the implications of the hierarchy, individuals must have their lower level needs met by, for
example, safe working conditions, adequate pay to take care of one's self and one's family, and
job security before they will be motivated by increased job responsibilities, status, and
challenging work assignments. Despite the ease of application of this theory to a work setting,
this theory has received little research support and therefore is not very useful in practice.

Self-Actualization need: drive to become what one is capable of becoming includes growth,
achieving one’s potential and self-fulfillment.

Esteem need: includes internal factors such as self-respect, autonomy, and achievement, and
external factors such as status recognition, and attention.

Social need: includes affection, belongingness, acceptance and friendship.

Safety need: includes security and protection from physical and emotional harm.

Physiological need: includes hunger, thirst, shelter, sex, and other bodily needs.

Maslow belief as each of these needs becomes substantially satisfied, the next need become
dominant. That means people move up the step of hierarchy. So if anyone want to motivate
someone he needs to understand what level of the hierarchy that a person is currently on and
focus on satisfying the needs at or above the level.
 Ten Techniques for Motivation
Motivation in the work environment has changed. Change has become the norm. Also the
motivation level of employees has changed. This can lead to increased dissatisfaction and
decreased productivity.

Here are ten techniques for motivating employees to succeed:

1. Take Care of the Little Things to Motivate Others

Doing the little things well will show that you respect your employees. Making sure you are on
time for meetings, saying “good morning” and “thank-you,” and returning phone calls and e-
mails in a timely manner goes a long way to showing your employees that you care during
chaotic times.

2. Be an Active Listener to Motivate Others

Recent research stated that the average supervisor or manager only invests two hours per year
applying “pure listening” skills. Pure listening is when you are listening to your employee you
are not:

Multitasking

ordering your lunch

Watching people walk by your office.

Answering telephone calls

setting up appointments

To be a pure listener you must be an active listener. Good managers do more than pay attention.
They genuinely care about people and never talk down to them. They ask their employees about
their goals and dreams, their past achievement, their concerns and challenges during this chaotic
time. They listen with their hearts and minds. They respect the employee’s thoughts and
opinions. They realize that the employees sometimes have the best answer for achieving more
through chaos.

3. Walk Your Talk to Motivate Others

If you expect your employees to arrive early, then you arrive early. If you expect your
employees to keep their promises, you keep your promises. If you want your employees to keep
to high standards, you keep to high standards.
Your employees are watching you even when you don’t think they are watching you. So set the
tone. Once you walk through the doors of your organization make sure you are positive and
upbeat if you expect your employees to be positive and upbeat.

4. Let People Know They Make a Difference to Motivate Others

At the top of many lists of what motivates employees, more than money, is knowing that they
make a difference at work. One of the most powerful methods of letting your employees know
they make is difference is praise. The praise should relate to how the employee helps achieve the
overall mission of the organization.

5. Communicate Clearly to Motivate Others

Communicate so that others understand what you want to achieve. Adapt your communication
to the audience you are speaking. Constantly communicate your vision and goals so that there
are no misunderstandings. The clearer the vision, the clearer the communication, the clearer the
opportunity for success.

6. Help Employees Succeed to Motivate Others

People go to work to succeed, not fail. It is your job to understand your employee’s strengths
and weaknesses so that you can put them in the best position to succeed. If, for example, you
find out that an employee is lacking in a certain skill set to succeed during a change then provide
the coaching and training to make them and your organization successful. The best managers
minimize or eliminate their employees weaknesses and while building on their strengths.
Remove any and all barriers to success.

7. Focus Your Team on the Goal to Motivate Others

Focus your employees on the end result, the overall team goal. Once you successful
communicate this your team will band together to defeat any obstacles that get in the way.

8. Create High Standards to Motivate Others

High-performance organizations set high standards for their people. Employees want to know
what is expected of them, how their performance is measured, and what rewards they can expect
when they exceed the standard. Make sure the standards are consistently applied to each
employee. Make sure each employee understands how the standards are measured so that they
know how to reach it. As each plateau is reached, set new goals.

9. Help Your Employees Compete and Win to Motivate Others

Develop goals that help all your employees excel. Make your goals inclusive not exclusive.
This means that everybody is working together and wins together. Have your employees
complete against the goal, not each other.

10. Reward Outstanding Achievement to Motivate Others

Find ways to recognize your achievers in a public way. The more you reward employees for
excellent achievement, the more you receive more of the same behavior. Make sure you are
consistent with the way you contribute rewards to your employees. It is very important that you
communicate exactly why the employee is being rewarded.

Some of the ways you can show recognition are:

Idea board
Initiative Board
Star Spotlight
Certificates
Gift cards
Say thank-you
Lunch

Apply these motivation techniques manager will motivate others to achieve their goals during the
most challenging of times.
 Motivation
INTRODUCTION

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.

A common place that we see the need to apply motivation is in the work place. In the work force,
we can see motivation play a key role in leadership success. A person unable to grasp motivation
and apply it will not become or stay a leader. It is critical that anyone seeking to lead or motivate
understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.

Another place motivation plays a key role is in education. A teacher that implements
motivational techniques will see an increased participation, effort, and higher grades. Part of the
teachers’ job is to provide an environment that is motivationally charged. This environment
accounts for students who lack their own internal motivation. One of the first places people begin
to set goals for themselves is in school. School is where we are most likely to learn the
correlation between goals, and the definition of motivation. That correlation is what breeds
success.

MOTIVATION

The term motivation is derived from the Latin word movere, meaning "to move." Motivation can be
broadly defined as the forces acting on or within a person that cause the arousal, direction, and persistence
of goal-directed, voluntary effort.
Motivation is the processes that account for an individual’s intensity, direction, & persistence of
effort toward attaining a goal.
 We also define motivation as a process that starts with a physiological or psychological
deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. We can
say,

P=M+A+E

Here, P= Performance

M= Motivation (Must want to do the job)

A= Ability(Able to do the job)

E= Environment (The total Environment where the worker’s work)

Motivation is the driving force which help causes us to achieve goals. Motivation is said to be
intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used
to describe the causes for animal behavior as well. This assignment refers to human motivation.
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. Motivation is related to, but distinct from, emotion.

Motivation is 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. Motivation is the energizer of behavior and mother of all action. It results from
the interactions among conscious and unconscious factors such as the (1) intensity of desire or
need, (2) incentive or reward value of the goal, and (3) expectations of the individual and of his
or her significant others.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It
occurs when people are compelled to do something out of pleasure, importance, or desire.
Extrinsic motivation occurs when external factors compel the person to do something. However,
there are many theories and labels that serve as sub tittles to the definition of motivation.

MOTIVATION THEORY
MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist
in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem
needs, and self-actualization needs. Physiological needs are the most basic needs for food,
water, and other factors necessary for survival. Security needs include needs for safety in one's
physical environment, stability, and freedom from emotional distress. Belongingness needs
relate to desires for friendship, love, and acceptance within a given community of individuals.
Esteem needs are those associated with obtaining the respect of one's self and others. Finally,
self-actualization needs are those corresponding to the achievement one's own potential, the
exercising and testing of one's creative capacities, and, in general, to becoming the best person
one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the
physiological and security needs must be met before upper-level needs such as belongingness,
esteem, and self-actualization can be motivational.

Applications of the hierarchy of needs to management and the workplace are obvious. According
to the implications of the hierarchy, individuals must have their lower level needs met by, for
example, safe working conditions, adequate pay to take care of one's self and one's family, and
job security before they will be motivated by increased job responsibilities, status, and
challenging work assignments. Despite the ease of application of this theory to a work setting,
this theory has received little research support and therefore is not very useful in practice.

Self-Actualization need: drive to become what one is capable of becoming includes growth,
achieving one’s potential and self-fulfillment.

Esteem need: includes internal factors such as self-respect, autonomy, and achievement, and
external factors such as status recognition, and attention.

Social need: includes affection, belongingness, acceptance and friendship.

Safety need: includes security and protection from physical and emotional harm.

Physiological need: includes hunger, thirst, shelter, sex, and other bodily needs.

Maslow belief as each of these needs becomes substantially satisfied, the next need become
dominant. That means people move up the step of hierarchy. So if anyone want to motivate
someone he needs to understand what level of the hierarchy that a person is currently on and
focus on satisfying the needs at or above the level.
 Ten Techniques for Motivation
Motivation in the work environment has changed. Change has become the norm. Also the
motivation level of employees has changed. This can lead to increased dissatisfaction and
decreased productivity.

Here are ten techniques for motivating employees to succeed:

1. Take Care of the Little Things to Motivate Others

Doing the little things well will show that you respect your employees. Making sure you are on
time for meetings, saying “good morning” and “thank-you,” and returning phone calls and e-
mails in a timely manner goes a long way to showing your employees that you care during
chaotic times.

2. Be an Active Listener to Motivate Others

Recent research stated that the average supervisor or manager only invests two hours per year
applying “pure listening” skills. Pure listening is when you are listening to your employee you
are not:

Multitasking

ordering your lunch

Watching people walk by your office.

Answering telephone calls

setting up appointments

To be a pure listener you must be an active listener. Good managers do more than pay attention.
They genuinely care about people and never talk down to them. They ask their employees about
their goals and dreams, their past achievement, their concerns and challenges during this chaotic
time. They listen with their hearts and minds. They respect the employee’s thoughts and
opinions. They realize that the employees sometimes have the best answer for achieving more
through chaos.

3. Walk Your Talk to Motivate Others

If you expect your employees to arrive early, then you arrive early. If you expect your
employees to keep their promises, you keep your promises. If you want your employees to keep
to high standards, you keep to high standards.
Your employees are watching you even when you don’t think they are watching you. So set the
tone. Once you walk through the doors of your organization make sure you are positive and
upbeat if you expect your employees to be positive and upbeat.

4. Let People Know They Make a Difference to Motivate Others

At the top of many lists of what motivates employees, more than money, is knowing that they
make a difference at work. One of the most powerful methods of letting your employees know
they make is difference is praise. The praise should relate to how the employee helps achieve the
overall mission of the organization.

5. Communicate Clearly to Motivate Others

Communicate so that others understand what you want to achieve. Adapt your communication
to the audience you are speaking. Constantly communicate your vision and goals so that there
are no misunderstandings. The clearer the vision, the clearer the communication, the clearer the
opportunity for success.

6. Help Employees Succeed to Motivate Others

People go to work to succeed, not fail. It is your job to understand your employee’s strengths
and weaknesses so that you can put them in the best position to succeed. If, for example, you
find out that an employee is lacking in a certain skill set to succeed during a change then provide
the coaching and training to make them and your organization successful. The best managers
minimize or eliminate their employees weaknesses and while building on their strengths.
Remove any and all barriers to success.

7. Focus Your Team on the Goal to Motivate Others

Focus your employees on the end result, the overall team goal. Once you successful
communicate this your team will band together to defeat any obstacles that get in the way.

8. Create High Standards to Motivate Others

High-performance organizations set high standards for their people. Employees want to know
what is expected of them, how their performance is measured, and what rewards they can expect
when they exceed the standard. Make sure the standards are consistently applied to each
employee. Make sure each employee understands how the standards are measured so that they
know how to reach it. As each plateau is reached, set new goals.

9. Help Your Employees Compete and Win to Motivate Others

Develop goals that help all your employees excel. Make your goals inclusive not exclusive.
This means that everybody is working together and wins together. Have your employees
complete against the goal, not each other.

10. Reward Outstanding Achievement to Motivate Others

Find ways to recognize your achievers in a public way. The more you reward employees for
excellent achievement, the more you receive more of the same behavior. Make sure you are
consistent with the way you contribute rewards to your employees. It is very important that you
communicate exactly why the employee is being rewarded.

Some of the ways you can show recognition are:

Idea board
Initiative Board
Star Spotlight
Certificates
Gift cards
Say thank-you
Lunch

Apply these motivation techniques manager will motivate others to achieve their goals during the
most challenging of times.
 Motivation
INTRODUCTION

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.

A common place that we see the need to apply motivation is in the work place. In the work force,
we can see motivation play a key role in leadership success. A person unable to grasp motivation
and apply it will not become or stay a leader. It is critical that anyone seeking to lead or motivate
understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that meets
the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.

Another place motivation plays a key role is in education. A teacher that implements
motivational techniques will see an increased participation, effort, and higher grades. Part of the
teachers’ job is to provide an environment that is motivationally charged. This environment
accounts for students who lack their own internal motivation. One of the first places people begin
to set goals for themselves is in school. School is where we are most likely to learn the
correlation between goals, and the definition of motivation. That correlation is what breeds
success.

MOTIVATION

The term motivation is derived from the Latin word movere, meaning "to move." Motivation can be
broadly defined as the forces acting on or within a person that cause the arousal, direction, and persistence
of goal-directed, voluntary effort.
Motivation is the processes that account for an individual’s intensity, direction, & persistence of
effort toward attaining a goal.
 We also define motivation as a process that starts with a physiological or psychological
deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. We can
say,

P=M+A+E

Here, P= Performance

M= Motivation (Must want to do the job)

A= Ability(Able to do the job)

E= Environment (The total Environment where the worker’s work)

Motivation is the driving force which help causes us to achieve goals. Motivation is said to be
intrinsic or extrinsic. The term is generally used for humans but, theoretically, it can also be used
to describe the causes for animal behavior as well. This assignment refers to human motivation.
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. Motivation is related to, but distinct from, emotion.

Motivation is 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. Motivation is the energizer of behavior and mother of all action. It results from
the interactions among conscious and unconscious factors such as the (1) intensity of desire or
need, (2) incentive or reward value of the goal, and (3) expectations of the individual and of his
or her significant others.

There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It
occurs when people are compelled to do something out of pleasure, importance, or desire.
Extrinsic motivation occurs when external factors compel the person to do something. However,
there are many theories and labels that serve as sub tittles to the definition of motivation.

MOTIVATION THEORY
MASLOW’S HIERARCHY OF NEEDS

Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist
in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem
needs, and self-actualization needs. Physiological needs are the most basic needs for food,
water, and other factors necessary for survival. Security needs include needs for safety in one's
physical environment, stability, and freedom from emotional distress. Belongingness needs
relate to desires for friendship, love, and acceptance within a given community of individuals.
Esteem needs are those associated with obtaining the respect of one's self and others. Finally,
self-actualization needs are those corresponding to the achievement one's own potential, the
exercising and testing of one's creative capacities, and, in general, to becoming the best person
one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the
physiological and security needs must be met before upper-level needs such as belongingness,
esteem, and self-actualization can be motivational.

Applications of the hierarchy of needs to management and the workplace are obvious. According
to the implications of the hierarchy, individuals must have their lower level needs met by, for
example, safe working conditions, adequate pay to take care of one's self and one's family, and
job security before they will be motivated by increased job responsibilities, status, and
challenging work assignments. Despite the ease of application of this theory to a work setting,
this theory has received little research support and therefore is not very useful in practice.

Self-Actualization need: drive to become what one is capable of becoming includes growth,
achieving one’s potential and self-fulfillment.

Esteem need: includes internal factors such as self-respect, autonomy, and achievement, and
external factors such as status recognition, and attention.

Social need: includes affection, belongingness, acceptance and friendship.

Safety need: includes security and protection from physical and emotional harm.

Physiological need: includes hunger, thirst, shelter, sex, and other bodily needs.

Maslow belief as each of these needs becomes substantially satisfied, the next need become
dominant. That means people move up the step of hierarchy. So if anyone want to motivate
someone he needs to understand what level of the hierarchy that a person is currently on and
focus on satisfying the needs at or above the level.
 Ten Techniques for Motivation
Motivation in the work environment has changed. Change has become the norm. Also the
motivation level of employees has changed. This can lead to increased dissatisfaction and
decreased productivity.

Here are ten techniques for motivating employees to succeed:

1. Take Care of the Little Things to Motivate Others

Doing the little things well will show that you respect your employees. Making sure you are on
time for meetings, saying “good morning” and “thank-you,” and returning phone calls and e-
mails in a timely manner goes a long way to showing your employees that you care during
chaotic times.

2. Be an Active Listener to Motivate Others

Recent research stated that the average supervisor or manager only invests two hours per year
applying “pure listening” skills. Pure listening is when you are listening to your employee you
are not:

Multitasking

ordering your lunch

Watching people walk by your office.

Answering telephone calls

setting up appointments

To be a pure listener you must be an active listener. Good managers do more than pay attention.
They genuinely care about people and never talk down to them. They ask their employees about
their goals and dreams, their past achievement, their concerns and challenges during this chaotic
time. They listen with their hearts and minds. They respect the employee’s thoughts and
opinions. They realize that the employees sometimes have the best answer for achieving more
through chaos.

3. Walk Your Talk to Motivate Others

If you expect your employees to arrive early, then you arrive early. If you expect your
employees to keep their promises, you keep your promises. If you want your employees to keep
to high standards, you keep to high standards.
Your employees are watching you even when you don’t think they are watching you. So set the
tone. Once you walk through the doors of your organization make sure you are positive and
upbeat if you expect your employees to be positive and upbeat.

4. Let People Know They Make a Difference to Motivate Others

At the top of many lists of what motivates employees, more than money, is knowing that they
make a difference at work. One of the most powerful methods of letting your employees know
they make is difference is praise. The praise should relate to how the employee helps achieve the
overall mission of the organization.

5. Communicate Clearly to Motivate Others

Communicate so that others understand what you want to achieve. Adapt your communication
to the audience you are speaking. Constantly communicate your vision and goals so that there
are no misunderstandings. The clearer the vision, the clearer the communication, the clearer the
opportunity for success.

6. Help Employees Succeed to Motivate Others

People go to work to succeed, not fail. It is your job to understand your employee’s strengths
and weaknesses so that you can put them in the best position to succeed. If, for example, you
find out that an employee is lacking in a certain skill set to succeed during a change then provide
the coaching and training to make them and your organization successful. The best managers
minimize or eliminate their employees weaknesses and while building on their strengths.
Remove any and all barriers to success.

7. Focus Your Team on the Goal to Motivate Others

Focus your employees on the end result, the overall team goal. Once you successful
communicate this your team will band together to defeat any obstacles that get in the way.

8. Create High Standards to Motivate Others

High-performance organizations set high standards for their people. Employees want to know
what is expected of them, how their performance is measured, and what rewards they can expect
when they exceed the standard. Make sure the standards are consistently applied to each
employee. Make sure each employee understands how the standards are measured so that they
know how to reach it. As each plateau is reached, set new goals.

9. Help Your Employees Compete and Win to Motivate Others

Develop goals that help all your employees excel. Make your goals inclusive not exclusive.
This means that everybody is working together and wins together. Have your employees
complete against the goal, not each other.

10. Reward Outstanding Achievement to Motivate Others

Find ways to recognize your achievers in a public way. The more you reward employees for
excellent achievement, the more you receive more of the same behavior. Make sure you are
consistent with the way you contribute rewards to your employees. It is very important that you
communicate exactly why the employee is being rewarded.

Some of the ways you can show recognition are:

Idea board
Initiative Board
Star Spotlight
Certificates
Gift cards
Say thank-you
Lunch

Apply these motivation techniques manager will motivate others to achieve their goals during the
most challenging of times.