Motivation in Nepal

Motivational Practice in Nepalese Organization

In companies in Nepal, motivation has not received enough attention.

It continues to be underutilized as a tool for achieving objectives and boosting productivity. Nepalese managers frequently express their dissatisfaction with the low morale and blatant underutilization of their workforces. But their motivational thinking is dominated by attitudes of indifference, passivity, and apathy. Managers in Nepal presume that workers are in it for the money.

Employee Needs and Motivation

In Nepalese companies, needs are crucial for motivation. The fulfillment of Nepalese workers' physiological and security demands is a top priority. The importance of these demands to workers is further heightened by the low pay in Nepal.

Managers' Needs and Motivation

Nepalese managers need to be motivated by higher order requirements. For Nepalese managers, social and esteem demands predominate. Opportunities are arising to satisfy needs for self-actualization. For Nepalese managers, their first job typically lasts their entire careers. In the private sector, managers are primarily driven by financial incentives. There is very little possibility for participation or autonomy in family-owned and -operated businesses, and job security is generally low.

Features of the Job and Motivation

In Nepal, motivation is typically overlooked by job characteristics. Job designs do not take into account task significance, task identity, or skill diversity. No effort is made to tailor the job to the employees' interests and abilities. In Nepal, mundane jobs predominate. Job switching is not considered to be a component of career planning. Instead, it is employed as punishment. Increased employment is typical in the private sector. In most firms, job enrichment is absent. Autonomy, responsibility, engagement, and feedback do not make jobs hard and interesting.

Climate in the Workplace and Motivation

In Nepal, the work environment is not conducive to motivation. For motivational purposes, the workplace environment is typically overlooked. Relationships between authority and responsibility are still twisted. Managers sometimes seek out responsibilities rather than delegating power. Systems of rewards don't offer incentives for better performance. The rewards are determined by "Source-force-interference."

Conclusion

In Nepalese organizations, motivation has remained a neglected component. Needs have a crucial role in motivation. However, they haven't been fully deciphered and examined. For motivation, work is neglected. They lack both interest and challenge for the most part. They don't allow for the efficient use of employees' potential. Motivation is not encouraged by the workplace environment. By "leg-pulling," it lowers motivation by impeding performance.

Outlook for the Future

Management in Nepal has been increasingly becoming more professional. In the years to come, motivation will become crucial in Nepalese organizations. In Nepal, international organizations have emerged. They are utilizing cutting-edge methods to inspire workers. It is envisaged that their initiatives will increase managers' understanding of motivation in Nepal. In order to meet the challenge of competitiveness, Nepalese managers will likely need to become more motivated due to the expanding roles of the WTO and international standards (ISO).

Simulation Exercise: Shangri- La Airlines

Part one: Group meeting

• One student is chosen by the teacher to serve as General Manager.
• Participant division into four groups. A coordinator is chosen by each group.
• Every member read the Shangri-La Airlines update.
• (Allocate ten minutes to read the update.)
• The issue of Shangri-La Airlines is discussed at a group meeting held by each group. The group meeting is organized by the coordinator.
• Each group comes up with at least five realistic recommendations for enhancing motivation at Shangri-La Airlines. Give the group gathering 20 minutes.

Part Two: Executive Committee Meeting

• In the Executive Committee Meeting, the General Manager and the four group coordinators discuss the ideas from the groups. The meeting is led by the general manager.
• The methods to increase motivation are decided upon by the Executive Committee. (Give the executive committee meeting 20 minutes.)

Part Three: Class Discussion

• The instructor starts a class debate regarding the judgments and proposals while highlighting the various motivational theories and strategies. Give the debate 10 minutes.

Update: Shangri- La Airlines

With 12 planes and 3000 staff, Shangri-La Airlines has been around for 25 years. It offers service to 10 foreign and 30 domestic destinations.

The following issues have been plaguing the airlines:

• Very little employee motivation exists. Profitability and productivity have suffered as a result.
• There is never a flight schedule. Pilots are often late. The technical personnel has a significant absenteeism rate. Many capable workers are considering leaving their positions. It's depressing. Poor job satisfaction.
• Gross underutilization of human resources has been seen. Overstaffing is pervasive.
• Employee complaints are getting worse. Employee complaints are rarely given much consideration by management.
• Political intervention and source-force are used to determine rewards. Punishment is not frequently used.
• For the previous 20 years, many employees have held the same position at the same level. They don't find their employment to be challenging or exciting.
• Performance is not a factor in promotion.
• Performance, productivity, and job happiness are not supported by the organizational atmosphere.
• The main method of motivating has been financial rewards. But only those who are favored receive them.
• Groups, disputes, and conflicts are common. The airline is in danger of failing.

Case Study: Miss Shanti Manandhar's BBA Class

The MBA that Miss Shanti Manandhar holds comes from Tribhuvan University. She was the university's top student. She was awarded several medals and trophies for her outstanding performance. Soon after graduating, she was hired as a part-time instructor in Kasthmandap College's BBA program. Shanti put a lot of effort into her profession, but she struggled to embrace obstacles in a novel setting.

• She arrived late for class and became furious, leaving the class ten minutes early.
• She became agitated when students questioned her.
• She disliked conversations and preferred to lecture the class. Her talks lacked organization.
• She provided students with evasive responses to their questions and did not update her expertise.
• She enjoyed dictating to the class while writing notes in legible handwriting on the whiteboard.

Student complaints about Shanti's incapacity have begun to flood the principal. The students intend to walk out in protest. Shanti lacks motivation and is considering leaving her job.

Questions:

• What is the case's primary issue? why does it stir?
• How could Shanti deal with the circumstance?
• Which theory of motivation is useful to Shanti?
• How would you encourage Shanti to raise her game if you were the college's headmaster?

Case Study: Anil's Dilemma

• Age 30 is Anil Pant. But from the way he spoke, you'd assume he was 60. He earned his college degree in a terrific year. 2800 had passed. He began as an analyst, then worked as an IT consultant for the healthcare industry before becoming the chief technology officer.
• Anil was earning Rs. 80,000 per month with bonuses in 2005, had a luxury automobile, and was upbeat about his future. His current salary as a technology analyst at a hospital is Rs. 44,000 per month. Anil's employment is insecure. He won't receive a pension when he turns 58 because he doesn't have a retirement plan.
• It's time to settle down and get married, according to Anil's girlfriend. Owning a home would be lovely.
• Anil is quite irritated. He thinks he got a raw deal. He initially received excellent employment with excessively high compensation. He became accustomed to working at one job for six months before quitting, then switching to another and receiving a rise of 25%.
• The fact is, he is fortunate to have a job right now. He has a stable employment. There are little compensation increases due to the fierce competition for jobs and business drive to control expenses.

Questions:

• Analyse Anil employing the Maslow hierarchy of needs.
• What could you do, if you were Anil's supervisor, to improve his motivation?
• Using expectation theory, analyze Anil's lack of motivation.
• What would your plans be if Anil were still alive?

Reference

AGRAWAL, DR. GOVIND RAM.Organization Relations. Bhotahity, Kathmandu: M.K. Publishers & Distributors , 2013. textbook.