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TABLE OF CONTENT
 Introduction
 Motivational Tools at Workplace
 Motivation By Job Design
 Employee Involvement
 Using Rewards to motivate
 Goal Setting
 Management By Objective
 Global Implication
 Conclusion
 References
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INTRODUCTION
 Motivation can be defined as the reason or intention
for doing something or behaving in a certain manner.
It becomes the source of willingness of performing a
task.
 Workplace Motivation
Workplace Motivation are the factors or the
reasons which motivates or inspire employees to work.
It help them to be more productive.
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MOTIVATIONAL TOOLS AT
WORKPLACE
 Various factors which motivates employees
- Job Design
- Employee Involvement
- Using Extrinsic and Intrinsic Rewards
- Goal Setting
- Management By Objectives
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Job Characteristics Model
 Developed by J. Richard Hackman and Greg Oldham
 A/C to this model any job can be described on the
basis five core job dimensions.
- Skill Variety
- Task Identity
- Task Significance
- Autonomy
- Feedback
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Motivating Potential Score
 A predicting index combining core Dimensions
𝑀𝑃𝑆
=
𝑆𝑘𝑖𝑙𝑙 𝑉𝑎𝑟𝑖𝑒𝑡𝑦 + 𝑇𝑎𝑠𝑘 𝐼𝑑𝑒𝑛𝑡𝑖𝑡𝑦 + 𝑇𝑎𝑠𝑘 𝑆𝑖𝑔𝑛𝑖𝑓𝑖𝑐𝑎𝑛𝑐𝑒
3
∗ 𝐴𝑢𝑡𝑜𝑛𝑜𝑚𝑦 ∗ 𝐹𝑒𝑒𝑑𝑏𝑎𝑐𝑘
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JOB REDESIGNING
• It can define as a grouping task as prescribed unit or
units of work
• Approaches or strategies:
1. Job Rotation
2. Job Enlargement
3. Job Enrichment
4. Job Simplification
5. Quality of Work life
6. Goal setting

Definition
1. Job Rotation: It is the periodic shifting of an
employee from one task to another.
2. Job Enlargement: It is focus on the enlarging job by
increasing task and responsibility.
3. Job Enrichment: The vertical expansion of jobs are
increase the degree of worker control the planning
execution and evaluation of work.
4. Job Simplification: Job are broken down into very
small part of a fragment task is repeatedly.

5. Quality of Work Life: It refer to the favorableness
or unfavourableness of a total environment for
people.
It includes various things.
a: Job Involvement
b: Job Satisfaction
c: Sense of competence
d: Job Performance and productivity

Alternative Work Arrangement
Alternative Work Arrangement refer to work
arrangement that are variations from the standard
workday, workweek, and work location.
1) Flextime
2) Job sharing
3) Telecommuting

Flextime
 FLEXTIME? Flextime is a scheme where an organization
gives its employees the opportunity of a flexible working
hours arrangement Under flexi time, there is normally a
core period of the day when employees must be at work.
(e.g. between 10 am and 4pm), while the rest of the working
day is "flexible work time", in which staff can choose when
they work, subject to achieving total daily, weekly or
monthly hours. An employee must work between the basic
core hours and has the flexibility to clock in / out between
the other hours

Job Sharing
 Job sharing is where one full time job is split between
two people; each partner covers every aspect of the job.
They share the pay and benefits. They either work split
days, split weeks, or alternate weeks. Although the
majority of job sharers are women with childcare
responsibilities, it is something that everyone can
embrace irrespective of age or gender.

Telecommuting
 Telecommuting: Moving the work to the workers
instead of moving the workers to work
 Periodic work out of the central office
 Working one day a week or more at home or in a
telework center
 Teleworking : ANY form of substitution of
information technologies for work related travel
By Jack Nilles

The Social and Physical Context of
Work
 The job characteristics model shows most employees
are more motivated and satisfied when their intrinsic
work tasks are engaging.
 Having the most interesting workplace characteristics
in the world may not always lead to satisfaction if you
feel isolated from your coworkers, and having good
social relationships can make even the most boring
and onerous tasks more fulfilling.
 Research demonstrates that social aspects and work
context are as important as other job design features.

EMPLOYEE INVOLVEMENT
• It refers to work structures and processes that allow employees to
systematically give their input into decisions that effect their own work.
 As Examples:
 Continuous improvement teams
 Formal quality of work life programs
 Quality control circles
 Flatter organizational structures
 Employee problem solving task forces and teams
 Outcomes & benefits
 Increased employee productivity
 Improved organizational decision making capability
 Improved attitude regarding work
 Leads to employee empowerment, job satisfaction ,creativity,
commitment, and motivation, as well as intent to stay
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Levels of Employee Involvement
High involvement – Employees have complete decision
making power
Full consultation – Employees offer recommendations
Selective consultation – Employees give information,
but don’t know the problem
High
Medium
Low

How Involvement Improves Decisions
Employee
Involvement
Identify and define
problems better
Usually identify more
and better solutions
More likely to select
the best option

DELEGATION
COMMUNICATION
TRAINING
INCENTIVE
AUTHORITY
INFORMATION
SKILL
REWARD
EMPLOYEE
INVOLVEVEMENT
ANEWMANAGEMENT
PHILOSPHY

Major Forms Of Employee
Involvement
1. Participative Management
2. Representative Participation
3. Quality Circles
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Participative Management
 A process in which subordinates share a significant
degree of decision- making power with their
immediate superior.
 In which , participation typically has only a modest
influence on variables such as employee productivity,
motivation , job satisfaction .

Representative Participation
 A system in which workers participation in
organizational decision-making through a small group
of representative employee.
 Power is redistributed putting labour on equal foot
with the interest of management and stockholder.
 Two major forms:
 Work councils.
 Board representatives.

Quality Circle
 It is a work group of employees who meet regularly to
discuss their quality problem, investigate causes,
recommend solutions and take corrective actions.
 In which , employees operate on the principle that
employee participation in decision- making and
problem-solving improves the quality of work

Employee Participation Techniques
5 proactive employee involvement techniques
 Engage employees with creativity and Team – Building
Workshops.
 Create a company Mission statement that lets Employees Be
proud of their
 Survey Employees and listen to their Feedback.
 Bring on the perks.
 Create a creative, Welcoming Environment.

Linking Employee Involvement
Programs and Motivation Theories
 Theory X with the more traditional autocratic style of
managing people.
 Theory Y is consistent with participative management.
 Theory Z Employee involvement programs could
provide intrinsic motivation by increasing
opportunists for growth, responsibility, and
involvement in the work itself.

USING REWARDS FOR
MOTIVATION
 In this we will discuss
- what should be the pay structure
- how to pay or reward the employees
- what benefits to offer them
- intrinsic rewards
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What to Pay: Establishing a pay
structure
 It consists of two things : internal equity and external
equity.
 Internal equity means worth of the job to organization
(Job evaluation).
 External equity means paying relative to external
competition in market industry.
 Both should be balanced for effective retention and
productivity of employees.
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Rewarding through variable pay
programs
 Variable pay -> on basis of individual and
organizational measure of performance
- Piece-Rate Pay
- Merit-Based Pay
- Bonuses
- Skill-Based Pay
- Profit-Sharing Plans
- Gainsharing
- ESOP
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Piece-Rate Pay
 Advantages
i) It is mainly used for low level employees.
ii) It is a measure of hard work.
 Limitations
i) Can’t feasible to many jobs
ii) It can lead to negative consequences such as
cheating.
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Merit-Based Pay
 Advantages
i) high performers can be given bigger raises.
ii) Important means to achieve goals set by
company’s top management.
 Limitations
i) typically based on annual performance appraisal.
ii) pay raise pool fluctuates own economic and other
conditions not related to individual performance.
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Bonuses
 Advantages
i) it can be more than the base pay.
ii) incentive effect of bonuses are more than merit based
pay
iii)reward recent performance
 Limitations
i) When firms are at loss bonuses are cut to reduce
compensation costs.
ii) Create problem when bonuses are a large percentage
of total pay.
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Skill-Based Pay
 Advantages
i) Employees will learn and up to date with new
technology.
ii) Increase flexibility of workforce.
iii) Facilitates better communication
 Limitations
i) People can top out.
ii) It can frustrate employees
iii) Don’t address level of performance.
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Profit Sharing Plans
 A profit sharing plan is a type of defined
contribution plan that lets companies help employees
save for retirement. With a profit sharing plan,
contributions from the employer are discretionary.

Gainsharing
 Gainsharing is a system of management used by a
business to increase profitability by motivating
employees to improve their performance through
involvement and participation. As their performance
improves, employees share financially in
the gain(improvement).

Employee Stock Ownership Plan
 An employee stock ownership plan (ESOP) is an
employee-owner program that provides a company's
workforce with an ownership interest in the company.
In an ESOP, companies provide
their employees with stock ownership, often at no
upfront cost to the employees. ESOP shares, however,
are part of employees' remuneration for work
performed. Shares are allocated to employees and may
be held in an ESOP trust until the employee retires or
leaves the company.

Evaluation of Variable Pay
 An employee's performance rating is then used to
determine how much the employee receives according
to the variable pay plan. Recency error refers to
supervisors who base performance ratings on an
employee's most recent job performance instead of job
performance for the entire evaluation period.

Flexible Benefit
 Benefits that allow individual employees to choose the
benefits that are best suited for their particular needs
As like Flexible benefit plans may include health
insurance, retirement benefits such as 401(k) plans,
and reimbursement accounts that employees can use
to pay for out-of-pocket health or dependent care
expenses.

Intrinsic Reward
 It includes things such as : personal achievement,
professional growth, sense of pleasure and
accomplishment.
 Example:- intrinsic rewards are celebrating a holiday
with one’s family, going on a walk with a friend, or
love.
 When an employee is being appreciated for his
performance i.e. employee is being recognized
through employee of the month reward etc.

GOAL SETTING
• Goal Setting: Goal is a target an objective for future
performance.
It’s refer to setting of attainable goal for an
organization as well as for an employee.
• It consist of Four Things
a: Goal acceptance
b: Specific goals
c: Challenging goals
d: Performance monitoring/Feedback
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MANAGEMENT BY OBJECTIVES
 This term was given By Peter F. Drucker in 1954 in his
book “The Practice of Management”.
 Management By Objectives is the process of defining
specific objectives within an organization that
management can convey to the organization members,
then deciding on how to achieve each objective in
sequence.
 This process allows managers to take work that need to
be done one step at a time to allow for a calm, yet
positive work environment.

Process of MBO
Setting of
objectives at the
top
Identifying key
result areas
Clarifying
organizational
roles
Setting
subordinates
objectives
Holding
Pericxlical
meetings
Assess strengths
and weakness of
key resources
Evaluation of results
or performance
appraisal

Benefits of MBO
 It provides clarity in organization action.
 It provides greatest opportunity for personnel
satisfaction by adoption participatory approach.
 It establishes good interpersonal relationship between
management and employees.
 It sharpens accountability.

Limitations of MBO
 Difficulty in objective setting.
 It is a time consuming process especially in the initial
stages.
 Lack of cooperation between superiors and
subordinates can be there due to differences in their
opinions during setting objectives.
 It represents the danger of inflexibility in the
organization.

IMPLICATION FOR MANAGERS
 Recognize individual differences.
 Use Goals and feedback.
 Allow employees to participate in decision making
that affect them.
 Link rewards to performance.
 Check the system for equity.
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CONCLUSION
 After going through various books and articles we
concluded that a positive and motivated work
environment cab be created in an organization if
1. Think of autonomy not control
2. There should be mastery i.e. competition with self
and focusing on excellence.
3. There should be a purpose or a goal.
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REFERENCES
 Khanka, S. S. Organizational Behaviour: Sultan Chand
& Sons.
 PRASAD, L M. (2016). Organizational Behaviour Fifth
Edition: Sultan Chand & Sons.
 ROBBINS, P., JUDGE, A., and VOHRA,N.
Organizational Behaviour 14th edition: Pearson.
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