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SUBJECT: MPOB

TOPIC: MOTIVATION AND WORK PERFORMANCE

SUBMITTED TO: Mr. MC JOSHI

SUBMITTED ON : 10 nov. 2010

SUBMITTED BY:

JARMANJIT SINGH Reg.no.11001985

MBA(HHM)

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MOTIVATION

One of the most important factors that lead one to their goals is the drive. This drive is known as motivation. It is a zest and determination with a kind of excitement that leads one to persevere to reach greater heights, in no matter what avenue of their life; be it – personal or professional. The drive may come from an internal or external source. The individual determines this.

The factors that motivate an individual keep changing as one climbs the ladder of age and maturity. And also, achievement of one goal sets the ball rolling for another one to be achieved. Thus, to be motivated is a constant need. There are times when one faces a period of de-motivation and everything seems bleak. It is then that they need to find what would motivate them back into action.

For every individual there is a variable driving force. In fact, it is not just a single factor, but a combination of factors that lead people to achieve their goals. The fact is that with routine monotony steps in and then everything seems like stagnant waters. It feels like there is nothing new.

Work performance

High levels of fatigue cause reduced performance and productivity, and increases the risk of accidents and injuries. Fatigue affects the ability to think clearly. As a result people who are fatigued are unable to gauge their own level of impairment,

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and are unaware that they are not functioning as well or as safely as they would be if they were not fatigued.

Performance levels drop as work periods become longer and sleep loss increases. Staying awake for 17 hours has the same effect on performance as having a blood alcohol content of 0.05%. Staying awake for 21 hours is equivalent to a blood alcohol content of 0.1%.

The most common effects associated with fatigue are:

Desire to sleep;

Lack of concentration;

Impaired recollection of timing and events;

Irritability;

Poor judgement;

Reduced capacity for communicating with others;

Reduced hand-eye coordination;

METHODOLOGY

Explainatory study will be conducted on motivation and work performance.

EXPLAINATORY STUDY:The explanatory style of study indicates the way a certain event is explained. The event can be either negative or positive. People first of all use this style to explain to themselves about certain events and then to other people. When events are studied using this style, there are three components.

The person who experiences something might hold himself responsible for the cause of the event. The other component is the permanence and the experience might be considered to be unchangeable. The last component is the pervasiveness

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of the event which means the way a certain event affects life. Explanatory studies can make a person both optimistic and pessimistic.

OBJECTIVES:

1 How we motivate employees.

2 Creating high energy enviournment in an organization.

3 To study Relationship between Achievement, Motivation, and Psychological Contracts

4 To study effect of motivation on work performance.

5 To study motivation techniques.

REVIEW OF LITERATURES :

1)Incentives and individual motivation in supervised work groups Arianna Dal Forno, Ugo Merlone studied introduces and analyzes a model of supervised work group where subordinates decide how to exert their effort in complementary tasks while the supervisors decide incentives. Incentives may be a combination of individual and group-based ones. The optimality of incentives is analyzed when considering two different cost functions for subordinates. The two cost functions describe different individual motivations; comparing the resulting effort allocations and production optimality, we can relate them to different organizational theories. Our results provide a measure of how motivation among subordinates may affect production and incentives. Furthermore, the optimal incentives schemes are

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examined in terms of Adams' equity theory. (1)

2)Motivating Employees:

Bill Risse STUDIED As a manager, the author has studied about and been involved in motivating or attempting to motivate people since the time he had hair on the top of his head. He believes that people can set up the right conditions for people to motivate themselves. Employees motivate themselves more readily when the reward benefits them personally. Most employees will be less inspired by actions that benefit the credit union as a whole and more inspired if their actions benefit themselves. As long as the reward is the same, employees motivate themselves to achieve prizes that are more immediate compared to those that are delayed.(2).

3) A peek into the future L&D practitioners couldn't carry on doing "the same old thing" because executives' attitudes towards skills had changed. For the first time, they were acknowledging that skills were vital to organisational success - "fantastic!"- but, at the same time, recent research had shown that many of them didn't believe that L&D practitioners were capable of delivering the skills they needed.

4) Huskers abuse K-State to make statement At times the game seemed to be an homage to the Wildcats' 38-9 win over the Huskers in Lincoln in 2003, in which then-defensive coordinator and now head coach Bo Pelini confronted K-State coach Bill Snyder for running up the score. in the game, Nebraska fans let the home crowd have it -- holding up a Big Ten Conference banner in the upper deck seats and chanting Husker cheers throughout the stad

5) The Morale Stimulus Plan:

Eileen Wubbe, studied that Morale and motivation have become increasingly important among human resources departments and employees. Budget cuts, organizational changes, layoffs and increased workloads in recent years have added to the extreme stress that comes with the downtrodden economy. Companies have had to get creative and find new strategies to keep employees motivated. To

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overcome the uncertainty and build trust, it's critical that employers express empathy to those affected by changes and amp up communication regarding the strategy for overcoming challenges. Some companies are offering lateral job moves, especially in areas that have been downsized where there's a need for more personnel. Even after the recession ends, human capital and morale will still be important, only with new challenges, such as retaining good employees and handling the demands of Generation Y workers.(5)

6) CREATING HIGH-ENERGY ENVIRONMENTS:

Jim Clemmer, said that there are many interconnected factors that inhibit or enhance energy. People can't really motivate others, but they can create a high-energy environment that dramatically magnifies and expands the energy of individuals, teams or organizations. Those high-energy environments are the result of these timeless leadership principles: 1. People who feel victimized and powerless don't have a lot of energy for change and improvement. 2. An environment that doesn't ring true with honesty, integrity and trust is an environment that drains energy. 3. Meaningless work that doesn't connect with a deeper part of people will drain energy. 4. Individuals, teams and organizations with a strong sense of self, clear direction and meaningful purpose have a high degree of energy(6)

7) PEP TALK:

Tennile M Robinson, A question on how to maintain motivation within your organization during times of doubt is answered. This situation has potential to be a win-win scenario. People are currently in an environment where you may be able to choose your own adventure if it means having a hand in growing or sparing the company's bottom line. The best method for staying motivated in an organization is making any uneasy environment work in your favor. Refuse to lament over operating in a gray area -- be determined to step out and paint your own vibrant color.(7)

8) THE 4 RS OF MOTIVATION:

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Michael Maccoby, Daniel H. Pink, author of Drive: The Surprising Truth About What Motivates Us , believes that what most motivates people at work are the "intrinsic" rewards of mastering a task that engages them. Before you decide that you are better off not trying to motivate your team, the authors consider the proposition that Pink's thesis fits some people in some contexts, but not others. This is what he observed over fifty years of studying motivation, starting with research on concept formation for his honors thesis at Harvard. The anxious students did better at problem solving when there were no rewards, but those with low anxiety did better when stimulated by the possibility of gaining a reward. The pressure seemed to motivate them. In Why Work? (1988, 1995), he suggested that to motivate followers, leaders should employ a mix of four Rs: Responsibilities, Relationships, Rewards, Reasons.(8)

9) Man Not Machine:

Tom Stevens, The machine continues to be the dominant metaphor of the workplace. Experiences each day reinforce this perception of life-as-machine. People step on the gas pedal and their cars move faster. They push a button and documents are copied collated and stapled. Executives continue to look for that metaphorical lever, pedal, dial or button that will motivate people, get them to change or increase morale. It's the wrong thing to be looking for because it's the wrong metaphor. People aren't machines. When it comes to people, think cultivate like a garden, not operate like a machine. Cultivate goals, structure, skill and culture with care, and watch the value from the people in your organization grow.(9)

10) Human Resources Motivation in a Workplace:

Kodjo Ezane Joseph, Changjun Dai. Interdisciplinary Journal of Contemporary Research In Business studied that , In organizations, the managerial workers tend to influence their subordinates in aligning their own motivation with the needs of the organization. Motivating employees begins with the way to influence worker's behavior. The understanding of this phenomenon is conducive to the results expected by the organizations and the workers. The thrust of this article is to utilize a descriptive survey approach to depict the scope of a certain numbers of factors that stimulate employees in the workplace. Data was collected from a Utility

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Company in Abidjan, Cote d'Ivoire. There were 143 participants and 120 (85 males and 35 females) out of this number participated in the research. This represents an 83.91% response. The results of this paper are noteworthy within acceptable limits as they indicate that interesting work; good pay; full appreciation of work done and job security are outstanding drivers for employee motivation. (10)

11) Understanding The Process Model Of Leadership: Follower Attribute Design And Assessment:

Absael Antelo, Richard L Henderson, Norman St Clair, said , Early leadership studies produced significant research findings that have helped differentiate between leader and follower personal attributes and their consequent behaviors (SEDL, 1992), but little attention was given to the follower's contribution to the leadership process. This study represents a continuation of research by Henderson, Antelo, & St. Clair on the process model of leadership begun in 2006. Initial research efforts concentrated on leader-held attributes that contribute to the process. Research in work group motivation indicates that individual worker motivation influences performance and productivity; thus, leaders seek to understand what motivates followers to reach extraordinary performance. Employees, however, respond in a variety of ways to their jobs and their organizations' practices. A paramount task for the leader is to determine what factors impact work motivation. The idea is based on the premise that individual attributes are brought to the workplace by each member of the group. The concept of individual differences involves personal needs, values, attitudes, interests, and abilities people bring to their jobs. Job characteristics refer to the nature of the position determining its limitations and challenges. Organizational practices are the rules, policies, managerial practices, and reward systems of the organization. This complexity is increased with the construct of motivation, which is understood as the process that moves a person toward a goal. In consequence, "motivated behaviors are voluntary choices controlled by the individual employee." The leader, therefore, attempts to influence the factors that motivate employees. (11)

12) The Relationship between Achievement, Motivation, and Psychological Contracts:

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Hung-Wen Lee, Rapid changes of working environments have resulted in changes to employment relations and psychological contracts, a special form of contracts, have been gaining attention. This study investigated government, and examined the personal characteristics that affect psychological contracts. In other words, it explored whether the psychological needs to approach success (achievement motivation) are affected by psychological contracts. It sampled administrative personnel in government because they play an important role. The classifications of Work Motivation Measurement, as defined by Helmreich and Spence (1979), i.e. mastery of needs, work orientation, and competitiveness are used as measurement tools to assess achievement motivation. Meanwhile, this study adopted the psychological contract measurement, as proposed by Raja, Johns, and Ntalianis (2004), to measure the realization of psychological contracts by employees. The results showed that only competition has no significant influence on psychological contracts. Mastery of needs and work orientation both have significant influence on psychological contracts. Lastly, suggestions were proposed based on the results.(12)

13) Effectiveness of Employee Cross-Training as a Motivational Technique:

Vidya Gawali, While high employee turnover reflects on low morale and lack of motivation, interestingly, seen from another angle, the absence of turnover quickly results in de-motivation, because the possibility of lateral and forward-motion is withhold from employees. It is against human nature to remain static, performing the same duties day in day out, without expectation of change in routine or opportunities for advancement. Moreover, the mundane methods of employee motivation such as monetary rewards and perks have been left behind in preventing employee turnover. This article reports effectiveness of employee Cross-Training as a motivational technique compared to other motivational factors like performance based compensation, working environment, leadership, perks and perquisites. For this purpose a survey was conducted on 100 executives and managers from 20 different companies. The results revealed that cross training substantially prevents turnover. (13)

14) Leveraging Nonmonetary Factors to Attract Top Talent:

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Anonymous, Healthcare organizations are experiencing a strong demand for employees, a situation brought on, in part, by the aging population. With the gap between work force supply and demand widening in the coming years, healthcare organizations should look for ways to effectively manage the human resources piece of their organization. While hospitals should routinely evaluate their compensation structures, non-monetary motivators also can be leveraged to attract top talent. An important first step is to identify reasons a prospective employee would choose your organization over one of your competitors. Those reasons become the brand to promote in all recruiting efforts. Other ways to promote your hospital include its physical structure.(14)

15) Effectiveness of Employee Cross-Training as a Motivational Technique:

Vidya Gawali, While high employee turnover reflects on low morale and lack of motivation, interestingly, seen from another angle, the absence of turnover quickly results in de-motivation, because the possibility of lateral and forward-motion is withhold from employees. It is against human nature to remain static, performing the same duties day in day out, without expectation of change in routine or opportunities for advancement. Moreover, the mundane methods of employee motivation such as monetary rewards and perks have been left behind in preventing employee turnover. This article reports effectiveness of employee Cross-Training as a motivational technique compared to other motivational factors like performance based compensation, working environment, leadership, perks and perquisites. The results revealed that cross training substantially prevents turnover. (15)

16) Inspired Staff Can See You Through Hard Times:

Bill Santamour, talked about how hospital leaders can create an environment in which staff are inspired by what they do and inspire those around them. She said that employees know there are at least five intrinsic motivators that cause them to do what they do, such things as being in healthy relationships with others, recognizing that there's meaning to the work that produces a contribution, that they see progress in their work, that they have choices and are involved in decision-making. If you have engaged workers who are happy to be there, who feel happy

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about what they do, who feel respected, who feel honored, they treat people the same way. It ripples. Patients can pick up unhappiness in employees within a nanosecond.(16)

17) Are we having fun yet? Creating a motivating work environment:

Regina M. Clark, give some ideas about how to create a motivating work environment. A motivating environment will lead to increased productivity ad reduced turnover. Regina Clark speaks at association conferences and corporate meetings throughout the year. The ideas found in this article were communicated by audience members or were a result of experiences that Regina had as a management consultant. There are many practical applications cited in the article. All of the ideas have been implemented. This paper aims to share best practices.(17)

18) Hidden passion:

John Sullivan, Unfortunately, at most firms, employees' passion for their jobs seems to be one of the organization's best-kept secrets. It almost seems as if HR is purposely making it difficult for outsiders to discover the excitement and to learn about the people who make a firm unique. If you want to test this premise, make a list of your organization's most exciting aspects and people. Next, see if outsiders can feel the excitement when they visit your corporate careers Web site. Now visualize a visit to your facility. Will visitors walking into the lobby be greeted by an unfriendly security process and little more than a corporate magazine to demonstrate that your company is a great place to work? The firm that wins the recruiting and retention battle is the one that communicates its message the best.(18)

19) Three tips for making boring work interesting:

Anonymous. When boredom sets in, the Website www.passionsaving.com offers the following three tips to make those mundane tasks more interesting: 1. Focus on the people affected by a task rather than on the task itself. 2. View the mundane tasks that make the job seem boring as steps in the solution of a puzzle. 3. Engage

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in enough exciting tasks in your nonwork hours so that you feel that your life isn't, in an overall sense, boring.(19)

20) A motivated workplace is a marvelous sight:

T L Stanley. There are various opinions about the motivating forces in the workplace. Every person has different reasons for working. Individual employees are distinct, so their reasons and motivations for working are also distinct. When an organization is proactive in addressing issues that are important to employees, the workplace becomes very motivated. Employee motivation is at the heart of a motivated workplace. A positive motivation plan will improve overall productivity. In many instances, a positive employee outlook can turn an entire organization around. Here are some steps in creating a motivated workplace: 1. Recognize good work. 2. Keep the work interesting. 3. Allow input from employees. 4. Supervisors must be organized. 5. Develop good training programs. 6. Treat each employee with respect. 7. Always keep employees informed. 8. Provide opportunities for advancement. 9. Keep confidential employee information private. 10. Supply employees with the latest technology, but do not overwhelm them.(20)

MOTIVATION AND WORK PERFORMANCE

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MOTIVATION:

Motivation is the activation of goal-oriented behavior. 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.One of the most important factors that lead one to their goals is the drive. This drive is known as motivation. It is a zest and determination with a kind of excitement that leads one to persevere to reach greater heights, in no matter what avenue of their life; be it – personal or professional. The drive may come from an internal or external source. The individual determines this.

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Intrinsic and extrinsic motivation

Intrinsic motivation refers to motivation that is driven by an interest or enjoyment in the task itself, and exists within the individual rather than relying on any external pressure. Intrinsic motivation has been studied by social and educational psychologists since the early 1970s. Research has found that it is usually associated with high educational achievement and enjoyment by students. Explanations of intrinsic motivation have been given in the context of Fritz Heider's attribution theory, Bandura's work on self-efficacy, and Deci and Ryan's cognitive evaluation theory . Students are likely to be intrinsically motivated if they:

attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in),

believe they can be effective agents in reaching desired goals (i.e. the results are not determined by luck),

are interested in mastering a topic, rather than just rote-learning to achieve good grades

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Extrinsic motivation comes from outside of the individual. Common extrinsic motivations are rewards like money and grades, coercion and threat of punishment. Competition is in general extrinsic because it encourages the performer to win and beat others, not to enjoy the intrinsic rewards of the activity. A crowd cheering on the individual and trophies are also extrinsic incentives.

Social psychological research has indicated that extrinsic rewards can lead to overjustification and a subsequent reduction in intrinsic motivation. In one study demonstrating this effect, children who expected to be (and were) rewarded with a ribbon and a gold star for drawing pictures spent less time playing with the drawing materials in subsequent observations than children who were assigned to an unexpected reward condition and to children who received no extrinsic reward.

WORK PERFORMANCE:

Job performance is a commonly used, yet poorly defined concept in industrial and organizational psychology, the branch of psychology that deals with the workplace. It most commonly refers to whether a person performs their job well. Despite the confusion over how it should be exactly defined, performance is an extremely important criterion that relates to organizational outcomes and success. Among the most commonly accepted theories of job performance comes from the work of John P. Campbell and colleagues. Coming from a psychological perspective, Campbell describes job performance as an individual level variable. That is, performance is something a single person does. This differentiates it from more encompassing constructs such as organizational performance or national performance which are higher level variables.

How to Improve your performance at Work

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Performance = Potential - Interference

How to improve your performance at work,

Once you know what has caused your (i) the next stage is to find enjoyment, finding out what you enjoy about your work will have an immediate impact on your working life, work in our humble opinion needs to be more, much more than just results.

Conclusion: There are various opinions about the motivating forces in the workplace. Every person has different reasons for working. A positive motivation plan will improve overall productivity. To motivate your employee give rewards to them and appreciate them. To improve work performance or for motivating them give increment them they desire. If you have engaged workers who are happy to be there, who feel happy about what they do, who feel respected, They do the same with others. Companies have had to get creative and find new strategies to keep

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employees motivated. Motivating employees begins with the way to influence worker's behaviour. Cultivate goals, structure, skill and culture with care, and watch the value from the people in your organization grow.

REFERENCES

1. European Journal of Operational Research. Amsterdam: Dec 1, 2010. Vol. 207, Iss. 2; pg. 878

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2. Bill Rissel. Credit Union Management. Madison: Oct 2010. Vol. 33, Iss. 10; pg. 18, 1 pg

3. Elizabeth Eyre. Training Journal. Ely: Oct 2010. pg. 10, 3 pgs

4. Joel Jellison. McClatchy - Tribune Business News. Washington: Oct 12, 2010.

5. Eileen Wubbe. The Secured Lender. New York: Sep 2010. Vol. 66, Iss. 6; pg. 25, 3 pgs

6. Jim Clemmer. Print Professional. Philadelphia: Jul 20, 2010. Vol. 48, Iss. 7; pg. 19, 1 pgs

7. Tennile M Robinson. Black Enterprise. New York: Jul 2010. Vol. 40, Iss. 12; pg. 104, 1 pgs

8. Michael Maccoby. Research Technology Management. Arlington: Jul 2010. Vol. 53, Iss. 4; pg. 60, 2 pgs

9. Tom Stevens. Print Professional. Philadelphia: May 20, 2010. Vol. 48, Iss. 5; pg. 19, 1 pgs

10. Kodjo Ezane Joseph, Changjun Dai. Interdisciplinary Journal of Contemporary Research In Business. Belleville: Apr 2010. Vol. 1, Iss. 12; pg. 151, 9 pgs

11. Absael Antelo, Richard L Henderson, Norman St Clair. Journal of College Teaching and Learning. Littleton: Apr 2010. Vol. 7, Iss. 4; pg. 9, 6 pgs.

12. Hung-Wen Lee. Journal of Global Business Issues. Burbank: Spring 2010. Vol. 4, Iss. 1; pg. 9, 8 pgs

13. Vidya Gawali. ASBM Journal of Management. Bhubaneswar: 2009. Vol. 2, Iss. 2; pg. 138, 9 pgs

14. Anonymous. Healthcare Executive. Chicago: Mar/Apr 2009. Vol. 24, Iss. 2; pg. 78, 1 pgs

15. Vidya Gawali. ASBM Journal of Management. Bhubaneswar: 2009. Vol. 2, Iss. 2; pg. 138, 9 pgs

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16. Bill Santamour. Hospitals & Health Networks. Chicago: Mar 2009. Vol. 83, Iss. 3; pg. 10, 1 pgs

17. Regina M. Clark. Industrial and Commercial Training. Guilsborough: 2009. Vol. 41, Iss. 1; pg. 43

18. John Sullivan. Workforce Management. Costa Mesa: Sep 8, 2008. Vol. 87, Iss. 14; pg. 66, 1 pgs

19. Anonymous. Office Solutions. Mt. Airy: Jul 2008. Vol. 25, Iss. 3; pg. 15, 1 pgs

20. T L Stanley. SuperVision. Burlington: Mar 2008. Vol. 69, Iss. 3; pg. 5, 4 pgs

21. http://en.wikipedia.org/wiki/

22. http://www.google.co.in/

23.http://www.proquest.umi.com/