Motivation

Learning Group – PGPM 09 A/61. Jogabrata Mukhopadhyay

2. Shilpa Chakraborty3. Nancy Gupta4. Ghanshyam Dubey5. Manish Sonkar6. Kaustav Roy7. Sneha Sengupta8. Saptarshi Banerjee

1. Jogabrata Mukhopadhyay2. Shilpa Chakraborty3. Nancy Gupta4. Ghanshyam Dubey5. Manish Sonkar6. Kaustav Roy7. Sneha Sengupta8. Saptarshi Banerjee

COMPANY’S PROFILEFirst Source is a leading global provider of business process outsourcing (BPO) services offering a wide range of services across banking and financial services, telecommunications and media and the healthcare industry.

First Source provides Business Process Outsourcing (BPO) services across the customer life cycle that cover:

 Customer AcquisitionCustomer CareTransaction processingBilling and collectionsBusiness Research and Analytics

First Source is a leading global provider of business process outsourcing (BPO) services offering a wide range of services across banking and financial services, telecommunications and media and the healthcare industry.

First Source provides Business Process Outsourcing (BPO) services across the customer life cycle that cover:

 Customer AcquisitionCustomer CareTransaction processingBilling and collectionsBusiness Research and Analytics

BIOGRAPHY

Name: Jyoti Prakash Das

Qualification:MBA(H.R) - Visva Bharati UniversityBBA(Hons) - Visva Bharati University

Work Experince: 10 years.

DESIGNATIONPRESENT PROFILE AND EXPERIENCE

Company: First Source Solution Limited

Position: Operations Analytics

Duration: 4years 4 months

Job Profile: Performance Handling of a team which is of 30 members. Meeting the monthly targets. Selling of retail assets.

DESIGNATIONPREVIOUS ORGANIZATION AND EXPERIENCE

Company: Development Credit Bank

Position: Team Leader

Duration: 5years 8months

MOTIVATION

What is motivation?

MOTIVATION = Value of outcome x expectation of achieving it

Motivation is a desire to achieve a goal, combined with the energy to work towards that goal.

WHAT MOTIVATES PEOPLE

External Rewards

• Salary

• Working conditions

• Benefits

• Environment

Internal Rewards

• Achievement

• Responsibility

• Recognition

• Feedback

• Learning and growth

WHAT MOTIVATES PEOPLE

• Achievement

• Responsibility

• Recognition

• Feedback

• Learning and growth

• Recognize achievements through programs that showcase performers.

WHAT MOTIVATES PEOPLE

• Achievement

• Responsibility

• Recognition

• Feedback

• Learning and growth

• Have volunteer programs and other programs that enable employees to showcase their responsibility towards each other and the society at large.

• Recognize winners through awards like Service Quality Awards, Best Operations Awards, Best Trainer Awards, etc.

WHAT MOTIVATES PEOPLE

• Achievement

• Responsibility

• Recognition

• Feedback

• Learning and growth

WHAT MOTIVATES PEOPLE

• Achievement

• Responsibility

• Recognition

• Feedback

• Learning and growth

• Follow a system of feedback and performance appraisal i.e the 360o system in which both the boss and subordinate participate.

WHAT MOTIVATES PEOPLE

• Achievement

• Responsibility

• Recognition

• Feedback

• Learning and growth • Give a lot of importance to training and development and have various training academies to cater to various sections of employees.

• Analyze training needs to recognize competency gaps and impart knowledge through customized training programs.

WHAT MOTIVATES PEOPLE

• Employee engagement

• Challenging job profiles

• Keep them self-motivated

• Good projects

• Job rotation

• Job security / stability

• Good team, co-workers, bosses

In addition to the external and internal awards, have:

But what happens when there is not enough motivation among the

employees?

LESS or NO MOTIVATION = DEMOTIVATION

WHY PEOPLE LEAVE

Top Reasons why people leave their jobs

Learning Opportunitiesto learn new skills

Feedback, especially for stars

Coaching and feedback by managers

Bad Bosses

conflict with the boss as one of the top most reasons for the departure of top performing employees

In addition to:

• Job content

• Level of responsibility

• Company culture

• Caliber of Colleagues

• Low growth potential

• Lack of challenge

• Lack of autonomy

• Not enough money

• Work environment issues

THEORIES ON MOTIVATION

Maslow’s

McGregor’s

McClelland’s

MASLOW’S HIERARCHY OF NEEDS

Physiological needs(air, water, food, rest, exercise,etc)

Safety needs(shelter, job security,

retirement plan, insurance)

Love and belonging(children, friends,

partners)

Self esteem(fame, recognition,reputation, dignity)

Selfactualization(Confidence,

achievements,freedom)

MCGREGOR’S XY THEORY

MCCLELLAND’S MOTIVATIONAL NEEDS THEORY

ACHIEVEMENT AFFILIATION POWER

The belief that it is important to meet or exceed a standard of excellence.

MCCLELLAND’S: ACHIEVEMENT

Focus upon:Out-performing othersPerforming against internal standards of excellence

Achieving unique or innovative accomplishments

Long-range career planning

Focus upon: Being liked, accepted and popular Concern about separation or disruption of

relationships Seeing group tasks as primarily social

activities

MCCLELLAND’S: AFFILIATION

The belief that establishing and maintaining close, friendly relationships is important

MCCLELLAND’S: POWER

The belief that having an impact matters.

Focus upon: Feeling – or being perceived as – strong,

effective and influential Taking forceful actions that affect people Giving unsolicited support or advice Influencing, persuading or making a point

Lo

w J

OB

RE

QU

IRE

ME

NT

S

PERSONAL VALUES

Low in Imp.

Not important to you+

Not necessaryin your job

=No Tension

Not important to you+

Necessary in your job=

Tension

Important to you+

Necessary in your job=

No Tension

Important to you+

Not necessary in your job

=Tension

High in Imp

Hig

h

JOB TENSION

HOW YOU CAN DO IT IN YOUR

ORGANIZATION

MOTIVATING

TRUST: Respect, communication, credibility

PRIDE : Work related to the person

PERFORMANCE APPRAISAL

How to evaluate your people?

Performance Appraisal Systems contain two basic systems:

Evaluation System Feedback System

• To identify the performance gap (if any).

• This gap is the shortfall that occurs when performance does not meet the standard set by the organization as acceptable.

• To inform the employee about the quality of his or her performance.

• The appraisers also receives feedback from the employee about job problems, etc.

STRATEGIES FOR MOTIVATION

• Positive reinforcement

• Effective discipline

• Treating people fairly

• Satisfying employees needs

• Setting work related goals

• Restructuring jobs

• Base rewards on job performance

ACKNOWLEDGEMENT

We owe a great many thanks to our group members who helped and supported.

Our deepest thanks to Lecturer, Mrs. Ipsita Patranabis and Mr. Debaprasad Chattopadhyay the facilitator of theproject for guiding and validate the various documents of the group with attention and care.