V Motivation is a desire to achieve a goal, combined with the energy

to work towards that goal.

V Concept used to describe the factors within an individual which

arouse, maintain and channel behavior towards a goal.

V Motivation is goal-directed behavior.

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 V Ôierarchy of Needs Theory

V Dual Factor Theory
Job content (Motivation factors)
À Nature of work
À Recognition
À Responsibility
À Challenge
À Growth opportunities

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 ~

  
 
 
 
  

V ehaviour is both directed to, and results from, unsatisfied needs.

The word 

is most important.

V hen we talk about behaviour being goal-oriented, we mean that

individuals feel a need, want, desire or drive to do something that
leads to the achievement of a goal.

V It is useful to separate the two concepts. e can define a goal

as M
MM  
M M
MM
 M

M
M


. The goal is the end result, the need the driving force that
spurs us towards that result.

x
¦very individual has a number of needs which vie for
satisfaction.

Ôow do we choose between these competing forces?

Do we try to satisfy them all?

Much like a small child in a candy store, faced with the

dilemma of spending his or her allowance, we are
forced to decide what we want the most; that is, we
satisfy the strongest need first.
 V e talk about   as a motivator. Money represents
so many different things to different people that saying
that individuals "work for money" is meaningless.
hat we have to know is what 
the money is
satisfying.

V Is it survival, status, belonging, achievement, a

convenient scorecard for performance?

•
   
 
V •

•
- reaching your maximum
potential, doing you own best thing

V •  - respect from others, self-respect, recognition

V 


 - affiliation, acceptance, being part of
something

V •  - physical safety, psychological security

V ^ •

- hunger, thirst, sex, rest

Œ
V a second point that must be made about Maslow's hierarchy is
that M     


MM  

 M 

 M
M    M   
.
V a third, and very important point to be made about Maslow's
hierarchical model is the assertion that  
 


M
  M
 
 
M 
M - until it re-emerges. Food is a poor motivator
after a meal.
V ënfortunately, many organisations and individuals still fail to get
the message. Ôuman behaviour is primarily directed
towards 

M
  needs. Most incentive schemes are still based
upon needs that have already been largely satisfied. If
management placed emphasis on needs that have not been
satisfied, employees would be more likely to be motivated
towards achieving the goals of the organisation.
 V There are two types of motivators, one type which
results in satisfaction with the job, and the other which
merely prevents dissatisfaction. The two types are
quite separate and distinct from one another.

V Ôerzberg called the factors which result in job

satisfaction M 
M
and those that simply prevented
dissatisfaction   


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 V 

 are those things that allow for
psychological growth and development on the job.
They are closely related to the concept of


M


M  , involving a challenge, an opportunity to
extend oneself to the fullest, to taste the pleasure of
accomplishment, and to be recognised as having done
something worthwhile.
V Ô
 are simply factors that describe
the   M 
of work rather than the work itself.
Ôerberg's point is that if you want to motivate people,
you have to be concerned with the  M
and not
simply with the surroundings.

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 V riefly about Cadence
V Performance
V Ôow performance and motivation are linked
V Ôow it is achieved at Cadence
V Recommendations

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 V Domain: ¦Da [¦lectronic Design automation]
Tools
V Diverse Locations
V 5000+ ¦mployees
V Dataquest est ¦mployer Survey Rankings
2006
Industry Rank 1 for appraisal System
V est pay-master in DQ survey 2007

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 V Term ´performanceµ mean different things to different people.

V Many people equate performance with speed.
a person performs a complex operation in short
time, we might think the person is performing well.
V hen a person is doing some task, he is performing some or other
operation.
V a person is said to be performing well when he
Initiates action on a certain task- Drive
¦xpend effort on that task - Intensity
Persist in expending effort over time -Persistence

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 ^ 
       
Function of Motivation, attitude, and Opportunity.
Performance is linked with motivation.
V This can be done if enough Recognition,
rewards, responsibilities, challenges and
opportunities.
V Rewards can be linked to performance to keep
enough motivation
V Person is motivated to exert effort when there
is a belief that
¦ffort will lead to a reward
Reward is valued and will satisfy the person
•
   
 x
 V ·arious types of rewards and recognitions
V Performance linked variable pay
V Semi-annually variable pay purely linked with
company and individual performance
V Challenging work
V Growth at all level

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 V Philosophy

To recognize individuals whose work, behavior, and

attitudes exemplify Cadence values.

¦mployees are awarded for their good work and not

just for regular day to day work.

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 V Four types of awards (Monetary and non-
monetary):-
Instance Recognition
Organizational Level award
Division Level award
Corporate Level award
Stock Grants
Lunches, movie tickets, ¦lectronic gadgets, coupons
etc.
V Continuous changes in rewards and recognition programs to
eliminate subjectivity.

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 Œ
 V at peer level
V at department level meetings
V at Site level communication meetings.
V at Organizational level in Corporate
communications

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 V Part of the pay (varies from 10% to 40%) linked
with performance
V 6 monthly performance review
V ·ariable pay depends on Company
performance (35%) and individual
performance.
V ¦mployees look forward for this part of the
salary as it is a major chunk.
V Gives a feel of satisfaction.

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 V Challenging work environment
V Job rotation
Inter group transfers
V Open door culture
V Parallel technical and managerial streams
V Growth opportunities at all levels

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 V ¦mployees are satisfied with the monetary part
V Need to provide more growth opportunities
and more challenges
V People left in recent past for better work
opportunities.
V ·ariable pay distribution not uniform.
V People have found workarounds to satisfy their
favorites.

•