Motivation2

Motivation process

Employees must be inspired. They are motivated to take action by the tactics and programs. As follows:

Motivation process is characterized by:

• Unmet Needs: They lead to stress within the person. They point to a deficit.
• Tension: Unmet needs are the root of tension. It could be psychological, societal, or physical. Motivation must exist in order for it to happen.
• Action: Individual takes an action to satisfy their need to decompress.
• After researching alternatives, a decision is taken.
• Accomplishment of Goal: Goal fulfillment takes place when needs are met. Through rewards or penalties are two options.
• Feedback: It describes how successfully the objective was attained.

Motivation Techniques and Programmes

Employees need to be motivated. The techniques and programmes prompt them to action .They are:

• Management By Objectives (MBO)
• Employee Involvement Programmes
• Reward System
  • Variable pay Programme
  • Skill- based pay plan
  • Flexible Benefit Programmes
• Job Redesign

Reward system for Motivation

Systems for defining, assessing, and rewarding employee performance are referred to as reward systems. Prior to taking action, employees search for rewards. Employee motivation is impacted by rewards. Rewards may be monetary in kind.

• Money- related Rewards for Motivation
  They stand in for an organization's compensation scheme. The provision of physiologic and safety needs depends on money. It is a significant perk for luring in and keeping talented workers.
  The different forms of financial rewards include:
  • Programs for variable pay: Pay is based on performance. Depending on the performance. Both individuals and groups may use it. It also goes by the name "incentive scheme." It might be:
    • Pay for piecework is based on the quantity of units produced. Straight or differential are both possible.
    • Commission: compensation is determined by the value of the sales performance. Salary plus commission on a straight commission is an option.
    • Bonus: A one-time, time-limited lump sum payout based on the organization's financial performance.
    • Gain-sharing: Provides employees with more pay in exchange for lower costs.
  • Skill- based pay plan: It serves as a team incentive. Pay depends on:
    • They are essential for achieving the goals of the team. Core skills must be acquired by every team member.
    • Special skills: They are based on the requirements of particular teams. In addition to essential skills, they exist. Employees receive increased compensation for acquired abilities. For instance, take 30 minutes of rest every hour for each new ability you learn. The upper wage threshold is set
    • Competency-based compensation, or skills-based pay, rewards employees for their breadth, depth, and variety of knowledge, abilities, and behaviors. It is not determined by the job title. It's a pay-for-knowledge wage structure. Employees receive rewards for gaining knowledge that is pertinent to the organization. Pay is based on performance
      
      Elements in skills - based pay are:
      • His pay is based on his level of skill.
      • Instruction is given to help people learn new skills.
      • The implementation of a formal testing framework.
      • Flexible work design is implemented.
• Flexible Benefits Programmes
  Flexible benefits are extra compensation. They are given to employees as a result of their employment and status within the company. They include:
  • Compensation for unpaid time: Paid holidays, vacations, and leaves
  • Pensions, bonuses, provident funds, Medicare, and insurance payments are protection programs.
  • Executive perks include complimentary newspapers and phone rentals.
  • Each employee can create a benefits package that is customized to his needs thanks to flexible benefits. They customize rewards.
  • Benefits are variable through the use of a cafeteria concept. Employees have access to a variety of benefits. Within a set budget, they choose advantages that satisfy their demands. Every single advantage came with a cost.

Job Redesign

The organization of the work is evolving. Job redesign entails modifications to

• The content of activities that are relevant to a job that will be added to and restructured
• The processes for carrying out the work are revised.

Applying motivation theories to work redesign is possible. Jobs are updated to reflect the dimensions listed below.

Changing how one uses skills and talents to perform a task is known as skill variation. A worker may possess a variety of talents and aptitudes.

• Worker Requirement: Workers must finish the entire project.
• Task Importance: Work is given purpose. It is beneficial to do. It has a significant impact on other people's life.
• Work gives the employee freedom, independence, and discretion in terms of scheduling and carrying out their duties.
• Feedback: The employee receives information about their performance.
• Others include job sharing arrangements, job rotation, job enlargement, job enrichment, four-day workweeks, and flexible work schedules.
  • Four-day workweek: Employees put in a total of 40 hours per week. It offers more free time.
  • Flex time is a strategy that enables employees to choose their own weekday hours.
  • Job sharing: During a forty-hour workweek, two or more employees share the same job. It is beneficial for part-time workers.

Current Issues in Motivation and Implications for Managers

Employees belong to various groups. Motivating them involves issues and implications. They are related to:

Temporary workers (Contingent workers)

They have a part-time contract and are temporary workers in other ways. These workers frequently include professionals, working mothers, and students. Temporary employees are not obligated to the company. They don't identify with organizations either. They are paid less and get fewer perks. In order to inspire temporary employees, managers should:

• Give them instruction to develop their skills.
• offer chances for permanent status.
• Through an adequate pay plan, ensure equity.

Low- skilled Service Workers

Their education and skill sets are limited. They work in low-tech fields. Their salaries are meager. They frequently have a high turnover rate. Managers should: in order to inspire low-skilled service personnel:

• Offer flexible work hours.
• Boost compensation and benefits.
• Make the positions alluring.

Employees doing Highly Repetitive Tasks

They work as assembly line employees and stenographers in courts and medical facilities. The work is monotonous, demanding, and standardized. For inspiration, managers should:

• Make a careful selection.
• Offer a hefty wage.
• Create a comfortable work environment.

Diverse workforce

They are female, single, foreign-born, handicapped, and elderly. Not all of them are driven by money or a demanding work. For inspiration, managers should:

• Recognize and accommodate their differences
• Be adaptable. Create work schedules, rewards, and physical work environments that take into account their diverse demands.
• Make use of flexible work schedules, leave policies, job sharing, and temporary employment.

Bibliography

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