Part – A INTRODUCTION
Motivation is to give reason, incentive, enthusiasm, or interest that causes a specific action or certain behavior. Motivation is present in every life function. Simple acts such as eating are motiva motivated ted by hunger hunger.. Educat Education ion is motiva motivated ted by desir desiree for knowledge knowledge.. Motiva Motivator torss can be anything from reward to coercion. A common place that we see the need to apply motivation is in the work place. In the work force, we can see motivation play a key role in leadership success. A person unable to grasp motivation and apply it will not become or stay a leader. It is critical that anyone seeking to lead or motivate understand "Howletts Hierarchy of Work Motivators." Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and relationships are all externally motivated needs. These are the first three levels of "Howletts Hierarchy" Hierarchy" When these needs are achieved; the person moves up to level four and then five. However, if levels one through three are not met, the person becomes dissatisfied with their job. When satisfaction is not found, the person becomes less productive and eventually quits or is fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person motivates themselves (after external motivation needs are met.) An employer or leader that meets the needs needs on the "Howle "Howletts tts Hierar Hierarchy chy"" will will see motiva motivated ted employ employees ees and see product productivi ivity ty increase. Understanding the definition of motivation, and then applying it, is one of the most prevalent challenges facing employers and supervisors. Companies often spend thousands of dollars each year hiring outside firms just to give motivation seminars. Anothe Anotherr place place motiva motivatio tion n plays plays a key role is in educati education. on. A teache teacherr that that implem implement entss motivational techniques will see an increased participation, effort, and higher grades. Part of the teachers’ job is to provide an environment that is motivationally charged. This environment accounts for students who lack their own internal motivation. One of the first places people begin to set goals for themselves is in school. School is where we are most likely to learn the correlation between goals, and the definition of motivation. That correlation is what breeds success. Since Bangladeshi market is huge populated and highly competitive, so better quality and more quantity of production are needed to survive in the market. To get more quality & quantity for goods & services, employees’ employees’ concentrati concentration on on their responsibil responsibility ity is important. important. Consistent Consistent motivational technique can drive employees to perform their responsibilities accurately for better production.
MOTIVATION The term motivation is derived from the Latin word movere, meaning "to move." Motivation can be broadly defined as the forces acting on or within a person that cause the arousal, direction, and persistence of goal-directed, voluntary effort.
Motivation is the processes that account for an individual’s intensity, direction, & persistence of effort toward attaining a goal. We also also define define motiva motivatio tion n as a proces processs that that start startss with with a physio physiolog logica icall or psychol psychologi ogical cal deficiency or need that activates a behavior or a drive that is aimed at a goal or incentive. We can say, P=M+A+E Here, P= Performance M= Motivation (Must want to do the job) A= Ability(Able to do the job) E= Environment (The total Environment where the worker’s work) Motivation is the driving force which help causes us to achieve goals. 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. This assignment refers to human motivation. According to various theories, motivation may be rooted in a basic need to minimize physical pain and maximize pleasure, or it may include specific needs such as eating and resting, or a desired object, goal, state of being, ideal, or it may be attributed to less-apparent reasons such as altruism, selfishness, morality, or avoiding mortality. Conceptually, motivation should not be confused with either volition or optimism. Motivation is related to, but distinct from, emotion. Motivation is Internal and external factors that stimulate desire and energy in people to be continually interested in and committed to a job, job, role, role, or subject or subject,, and to exert persistent effort in attaining a goal. goal. Motivation is the energizer of behavior of behavior and and mother of all action. It results from the interactions among conscious and unconscious factors such as the (1) intensity of desire or need, need, (2) incentive or reward or reward value of the goal, and (3) expectations of the individual and of his or her significant her significant others. There are two main kinds of motivation: intrinsic and extrinsic. Intrinsic motivation is internal. It occurs when people are compelled to do something out of pleasure, importance, or desire. Extrinsic motivation occurs when external factors compel the person to do something. However, there are many theories and labels that serve as sub tittles to the definition of motivation.
Part – B MOTIVATION THEORY MASLOW’S HIERARCHY OF NEEDS Abraham Maslow developed the hierarchy of needs, which suggests that individual needs exist in a hierarchy consisting of physiological needs, security needs, belongingness needs, esteem
needs, and self-actualization needs. Physiological needs are the most basic needs for food, water, and other factors necessary for survival. Security needs include needs for safety in one's physical environment, stability, and freedom from emotional distress. Belongingness needs relate to desires for friendship, love, and acceptance within a given community of individuals. Esteem needs are those associated with obtaining the respect of one's self and others. Finally, self-actualization needs are those corresponding to the achievement one's own potential, the exercising and testing of one's creative capacities, and, in general, to becoming the best person one can possibly be. Unsatisfied needs motivate behavior; thus, lower-level needs such as the physiological and security needs must be met before upper-level needs such as belongingness, esteem, and self-actualization can be motivational. Applications of the hierarchy of needs to management and the workplace are obvious. According to the implications of the hierarchy, individuals must have their lower level needs met by, for example, safe working conditions, adequate pay to take care of one's self and one's family, and job security before they will be motivated by increased job responsibilities, status, and challenging work assignments. Despite the ease of application of this theory to a work setting, this theory has received little research support and therefore is not very useful in practice.
Self-Actualization need: drive to become what one is capable of becoming includes growth, achieving one’s potential and self-fulfillment.
Esteem need: includes internal factors such as self-respect, autonomy, and achievement, and external factors such as status recognition, and attention.
Social need: includes affection, belongingness, acceptance and friendship. Safety need: includes security and protection from physical and emotional harm. Physiological need: includes hunger, thirst, shelter, sex, and other bodily needs.
Maslow belief as each of these needs becomes substantially satisfied, the next need become dominant. That means people move up the step of hierarchy. So if anyone want to motivate someone he needs to understand what level of the hierarchy that a person is currently on and focus on satisfying the needs at or above the level.
Theory of X and Y (McGregor): Douglas McGregor proposed two distinct views of human beings. one basically negative, labeled Theory X, and other basically positive, labeled Theory Y. Author concluded that managers’ views of the of the human beings are based on a certain grouping of assumption and the managers tend to mold their behavior toward employees according to these assumptions. Theory X- Lower order needs
➢ ➢ ➢ ➢
. Dislike work and avoid it. . Too concerned, controlled, threatened with punishment . Avoid responsibility. . Places responsibility over other and have no ambition.
Theory Y- Higher order needs ➢ ➢ ➢ ➢ ➢
. Positive assumption. . Work as rest or play. . Employees are self directed and concerned. . People have potential. . Ability to innovative.
ALDERFER'S ERG Theory The ERG theory is an extension of Maslow's hierarchy of needs. Alderfer suggested that needs could be classified into three categories, rather than five. These three types of needs are existence, relatedness, and growth. Existence needs are similar to Maslow's physiological and safety need categories. Relatedness needs involve interpersonal relationships and are comparable to aspects of Maslow's belongingness and esteem needs. Growth needs are those related to the attainment of one's potential and are associated with Maslow's esteem and self-actualization needs. The ERG theory differs from the hierarchy of needs in that it does not suggest that lower-level needs must be completely satisfied before upper-level needs become motivational. ERG theory also suggests that if an individual is continually unable to meet upper-level needs that the person will regress and lower-level needs become the major determinants of their motivation. ERG theory's implications for managers are similar to those for the needs hierarchy: managers should focus on meeting employees' existence, relatedness, and growth needs, though without necessarily applying the proviso that, say, job-safety concerns necessarily take precedence over challenging and fulfilling job requirements. Description of ERG Theory Clayton Alderfer extended and simplified Maslow's Hierarchy into a shorter set of three needs: Existence, Relatedness and Growth (hence 'ERG'). Unlike Maslow, he did not see these as being a hierarchy, but being more of a continuum. Existence
At the lowest level is the need to stay alive and safe, now and in the foreseeable future. When we have satisfied existence needs, we feel safe and physically comfortable. This includes Maslow's Physiological and Safety needs. Relatedness
At the next level, once we are safe and secure, we consider our social needs. We are now interested in relationships with other people and what they think of us. When we are related, we feel a sense of identity and position within our immediate society. This encompasses Maslow's Love/belonging and Esteem needs. Growth
At the highest level, we seek to grow, be creative for ourselves and for our environment. When we are successfully growing, we feel a sense of wholeness, achievement and fulfillment. This covers Maslow's Self-actualization and Transcendence.
MOTIVATOR-HYGIENE THEORY Frederick Herzberg developed the motivator-hygiene theory. This theory is closely related to Maslow's hierarchy of needs but relates more specifically to how individuals are motivated in the workplace. Based on his research, Herzberg argued that meeting the lower-level needs (hygiene factors) of individuals would not motivate them to exert effort, but would only prevent them from being dissatisfied. Only if higher-level needs (motivators) were met would individuals be motivated. The implication for managers of the motivator-hygiene theory is that meeting employees lowerlevel needs by improving pay, benefits, safety, and other job-contextual factors will prevent employees from becoming actively dissatisfied but will not motivate them to exert additional effort toward better performance. To motivate workers, according to the theory, managers must focus on changing the intrinsic nature and content of jobs themselves by "enriching" them to increase employees' autonomy and their opportunities to take on additional responsibility, gain recognition, and develop their skills and careers.
MCCLELLAND'S LEARNED NEEDS THEORY
McClelland's theory suggests that individuals learn needs from their culture. Three of the primary needs in this theory are the need for affiliation (n Aff), the need for power (n Pow), and the need for achievement (n Ach). The need for affiliation is a desire to establish social relationships with others. The need for power reflects a desire to control one's environment and influence others. The need for achievement is a desire to take responsibility, set challenging goals, and obtain performance feedback. The main point of the learned needs theory is that when one of these needs is strong in a person, it has the potential to motivate behavior that leads to its satisfaction. Thus, managers should attempt to develop an understanding of whether and to what
degree their employees have one or more of these needs, and the extent to which their jobs can be structured to satisfy them.
EXPECTANCY THEORY In the early 1960s, Victor Vroom applied concepts of behavioral research conducted in the 1930s by Kurt Lewin and Edward Tolman directly to work motivation. Basically, Vroom suggested that individuals choose work behaviors that they believe lead to outcomes they value. In deciding how much effort to put into a work behavior, individuals are likely to consider: •
Their expectancy, meaning the degree to which they believe that putting forth effort will lead to a given level of performance.
•
Their instrumentality or the degree to which they believe that a given level of performance will result in certain outcomes or rewards.
•
Their valence, which is the extent to which the expected outcomes are attractive or unattractive.
All three of these factors are expected to influence motivation in a multiplicative fashion, so that for an individual to be highly motivated, all three of the components of the expectancy model must be high. And, if even one of these is zero (e.g., instrumentality and valence are high, but expectancy is completely absent), the person will have not motivation for the task. Thus, managers should attempt, to the extent possible, to ensure that their employees believe that increased effort will improve performance and that performance will lead to valued rewards. In the late 1960s, Porter and Lawler published an extension of the Vroom expectancy model, which is known as the Porter-Lawler expectancy model or simply the Porter-Lawler model. Although the basic premise of the Porter-Lawler model is the same as for Vroom's model, the Porter-Lawler model is more complex in a number of ways. It suggests that increased effort does not automatically lead to improved performance because individuals may not possess the necessary abilities needed to achieve high levels of performance, or because they may have an inadequate or vague perception of how to perform necessary tasks. Without an understanding of how to direct effort effectively, individuals may exert considerable effort without a corresponding increase in performance. Individual
Effort ⇓ Individual Performance ⇓ Organizational Reward ⇓ Personal Goals From this model we can get:
A. Effort-performance relationship B. Performance-reward relationship C. Reward-personal goals relationship
EQUITY THEORY Equity theory suggests that individuals engage in social comparison by comparing their efforts and rewards with those of relevant others. The perception of individuals about the fairness of their rewards relative to others influences their level of motivation. Equity exists when individuals perceive that the ratio of efforts to rewards is the same for them as it is for others to whom they compare themselves. Inequity exists when individuals perceive that the ratio of efforts to rewards is different (usually negatively so) for them than it is for others to whom they compare themselves. There are two types of inequity—under-reward and over-reward. Underreward occurs when a person believes that she is either puts in more efforts than another, yet receives the same reward, or puts in the same effort as another for a lesser reward. For instance, if an employee works longer hours than her coworker, yet they receive the same salary, the employee would perceive inequity in the form of under-reward. Conversely, with over-reward, a person will feel that his efforts to rewards ratio is higher than another person's, such that he is
getting more for putting in the same effort, or getting the same reward even with less effort. While research suggests that under-reward motivates individuals to resolve the inequity, research also indicates that the same is not true for over-reward. Individuals who are over-rewarded often engage in cognitive dissonance, convincing themselves that their efforts and rewards are equal to another's. According to the equity theory, individuals are motivated to reduce perceived inequity. Individuals may attempt to reduce inequity in various ways. A person may change his or her level of effort; an employee who feels under-rewarded is likely to work less hard. A person may also try to change his or her rewards, such as by asking for a raise. Another option is to change the behavior of the reference person, perhaps by encouraging that person to put forth more effort. Finally, a person experiencing inequity may change the reference person and compare him or herself to a different person to assess equity. For managers, equity theory emphasizes the importance of a reward system that is perceived as fair by employees. Equity can be measured: Employees Reward ______________
Other rewards Compared to
Employees input
_____________ Others input
GOAL-SETTING THEORY The goal-setting theory posits that goals are the most important factors affecting the motivation and behavior of employees. This motivation theory was developed primarily by Edwin Locke and Gary Latham. Goal-setting theory emphasizes the importance of specific and challenging goals in achieving motivated behavior. Specific goals often involve quantitative targets for improvement in a behavior of interest. Research indicates that specific performance goals are much more effective than those in which a person is told to "do your best." Challenging goals are difficult but not impossible to attain. Empirical research supports the proposition that goals that are both specific and challenging are more motivational than vague goals or goals that are relatively easy to achieve. Several factors may moderate the relationship between specific and challenging goals and high levels of motivation. The first of these factors is goal commitment, which simply means that the more dedicated the individual is to achieving the goal, the more they will be motivated to exert
effort toward goal accomplishment. Some research suggests that having employees participate in goal setting will increase their level of goal commitment. A second factor relevant to goal-setting theory is self-efficacy, which is the individual's belief that he or she can successfully complete a particular task. If individuals have a high degree of self-efficacy, they are likely to respond more positively to specific and challenging goals than if they have a low degree of self-efficacy.
REINFORCEMENT THEORY This theory can be traced to the work of the pioneering behaviorist B.F. Skinner. It is considered a motivation theory as well as a learning theory. Reinforcement theory posits that motivated behavior occurs as a result of reinforces, which are outcomes resulting from the behavior that makes it more likely the behavior will occur again. This theory suggests that it is not necessary to study needs or cognitive processes to understand motivation, but that it is only necessary to examine the consequences of behavior. Behavior that is reinforced is likely to continue, but behavior that is not rewarded or behavior that is punished is not likely to be repeated. Reinforcement theory suggests to managers that they can improve employees' performance by a process of behavior modification in which they reinforce desired behaviors and punish undesired behaviors.
Ten Techniques for Motivation Motivation in the work environment has changed. Change has become the norm. Also the motivation level of employees has changed. This can lead to increased dissatisfaction and decreased productivity. Here are ten techniques for motivating employees to succeed:
1. Take Care of the Little Things to Motivate Others Doing the little things well will show that you respect your employees. Making sure you are on time for meetings, saying “good morning” and “thank-you,” and returning phone calls and emails in a timely manner goes a long way to showing your employees that you care during chaotic times.
2. Be an Active Listener to Motivate Others Recent research stated that the average supervisor or manager only invests two hours per year applying “pure listening” skills. Pure listening is when you are listening to your employee you are not:
Multitasking
ordering your lunch
Watching people walk by your office.
Answering telephone calls
setting up appointments
To be a pure listener you must be an active listener. Good managers do more than pay attention. They genuinely care about people and never talk down to them. They ask their employees about their goals and dreams, their past achievement, their concerns and challenges during this chaotic time. They listen with their hearts and minds. They respect the employee’s thoughts and opinions. They realize that the employees sometimes have the best answer for achieving more through chaos.
3. Walk Your Talk to Motivate Others If you expect your employees to arrive early, then you arrive early. If you expect your employees to keep their promises, you keep your promises. If you want your employees to keep to high standards, you keep to high standards.
Your employees are watching you even when you don’t think they are watching you. So set the tone. Once you walk through the doors of your organization make sure you are positive and upbeat if you expect your employees to be positive and upbeat. 4. Let People Know They Make a Difference to Motivate Others At the top of many lists of what motivates employees, more than money, is knowing that they make a difference at work. One of the most powerful methods of letting your employees know they make is difference is praise. The praise should relate to how the employee helps achieve the overall mission of the organization. 5. Communicate Clearly to Motivate Others Communicate so that others understand what you want to achieve. Adapt your communication to the audience you are speaking. Constantly communicate your vision and goals so that there are no misunderstandings. The clearer the vision, the clearer the communication, the clearer the opportunity for success. 6. Help Employees Succeed to Motivate Others People go to work to succeed, not fail. It is your job to understand your employee’s strengths and weaknesses so that you can put them in the best position to succeed. If, for example, you find out that an employee is lacking in a certain skill set to succeed during a change then provide the coaching and training to make them and your organization successful. The best managers minimize or eliminate their employees weaknesses and while building on their strengths. Remove any and all barriers to success.
7. Focus Your Team on the Goal to Motivate Others Focus your employees on the end result, the overall team goal. Once you successful communicate this your team will band together to defeat any obstacles that get in the way. 8. Create High Standards to Motivate Others High-performance organizations set high standards for their people. Employees want to know what is expected of them, how their performance is measured, and what rewards they can expect when they exceed the standard. Make sure the standards are consistently applied to each employee. Make sure each employee understands how the standards are measured so that they know how to reach it. As each plateau is reached, set new goals. 9. Help Your Employees Compete and Win to Motivate Others Develop goals that help all your employees excel. Make your goals inclusive not exclusive. This means that everybody is working together and wins together. Have your employees complete against the goal, not each other.
10. Reward Outstanding Achievement to Motivate Others Find ways to recognize your achievers in a public way. The more you reward employees for excellent achievement, the more you receive more of the same behavior. Make sure you are consistent with the way you contribute rewards to your employees. It is very important that you communicate exactly why the employee is being rewarded.
Some of the ways you can show recognition are:
Idea board Initiative Board Star Spotlight Certificates Gift cards Say thank-you Lunch
Apply these motivation techniques manager will motivate others to achieve their goals during the most challenging of times.
Part – C
My Work Place I have worked in Square Textiles Ltd. as a HR executive. I have experienced some motivational techniques that are applied by Square Textiles Ltd.
About Company:
Square Textiles Ltd. started its journey by establishing the first unit in 1997. One year later the second unit was established. Square Textile is a subsidiary company of Square Group .The Company was incorporated as a public limited company in the year of 1994. The operation was started in 1997.It was enlisted in Dhaka Stock Exchange & Chittagong Stock Exchange in 2002. Within a very short time of span the company achieved some significance success. Square Textile receives Oeko-Tex standard 100 and ISO-9002 certificates in the year 2000. Authorized capital of the company is tk. 1000 million. It’s paid- up capital is tk. 251.90 million. 1,223 employees are working in this organization. The business lines of Square Textiles Limited are manufacturing and marketing of yarn. The factory is located in Saradaganj, Kashimpur, Gazipur, Bangladesh. Its office is located at Uttara in Dhaka.
Mission Statement: The mission statement of Square Textiles Limited is “Our mission is realization of vision through maximum production of goods and services strictly on ethical and moral standards at minimum costs to the society ensuring optimum benefits to the shareholders and other stakeholders.” This mission is envisioned by the concept of business which ensures well being of the investors, stakeholders, employees and members of the society which will create new wealth in the form of goods and services.
Key Product / Services: As stated earlier the business line of the company is manufacturing and marketing of yarn. It manufactures: • 100% Cotton Ring Span Yarn For Hosiery • 100% Cotton OE Rotor Yarn for Hosiery • Knit Fabrics for 100% export oriented readymade G arments Industry. It also performs the following services:• Dying & Post Mercerization. • Fabric Dying The final output is marketwise by Square Fashion Ltd. In Square Textile Limited two types of products are produced in two different units. These are as follows: Unit 1: Combed and Carded Yarn from a count range of Ne.10 to Ne.80. Unit 2: Combed Ring Yarn from a count range of Ne.20 to Ne.40. In Square Spinning Ltd. 100% Cotton Carded and Combed Yarn in the count range of Ne.16 to Ne.30 are produces. Finally in Square Fashion’s Ltd. Readymade Knit Apparels like T-shirts, Polo shirts, Tank tops, Pajamas, Sport wear, Under garments, Men’s & Ladies fashion wear , Kids wear etc.
Strategic Goals & Objectives: The company sets the following objectives for it to achieve: • To strive hard to optimize profit through conduction of transparent business operations within the legal and social framework with malice to none and justice for all • To create more jobs with minimum investments
• To be competitive in the internal as well as external markets • To maximize export earning with minimum imported in-puts • To reduce the income gap between top and bottom categories of employees. Thus the company focuses to pole-star its mission that fulfill the objective with emphasis on the quality of the product , process and services blended with good – governance that help build the Image of the most enable corporate – citizenship at home and abroad . The company wants to produce such society friendly goods and services that go to satisfy the wants of all the relevant party without disturbing or damaging the socio- economic and ecological, balance of the mother earth and the process of human civilization leading to peaceful co-existence of all the leaving beings. The company always strives for top quality products at the least cost reaching the lowest rungs of the economic class of people in the country. The company values its obligation to the greater society as well as it strives to protect the interests of its shareholders and to ensure highest return and growth of their assets
Motivation techniques of Square Textiles Ltd . In Bangladesh perspective to motivate the employees we can use the techniques stated and explained by the social researchers. Motivating staff by training, self motivation, recognition, awards, incentives, incentive programs, employee satisfaction, employee reward programs, team building, employee recognition programs which will ultimately increase employee productivity. Square Textiles Ltd applies some motivational technique to motivate their employees. These techniques are applicable in the business environment of Bangladesh. Motivational techniques of Square Textiles Ltd are:
Management by Objectives (MBO) Structural approach to organization-wide participative goal setting that aims to serve as a basis for (A) greater efficiency through systematic procedures, (B) greater employee motivation and commitment through participation in the planning process, and (C) planning for results instead of planning just for work. In MBO practice, specific objectives are determined jointly by managers and their subordinates, progress toward agreed-upon objectives is periodically reviewed, end results are evaluated, and rewards are allocated on the basis of the progress. The objectives must meet five criteria: they must be (1) arranged in order of their importance, (2) expressed quantitatively, wherever possible, (3) realistic, (4) consistent with the organization's policies, and (5) compatible with one another. Suggested by the management guru Peter Drucker (1909-2005) in early 1950s, MBO enjoyed huge popularity for some time but soon fell out of favor due to its rigidity and administrative burden. Its emphasis on setting clear goals, however, has been vindicated and remains valid. Management by objectives (MBO) is a systematic and organized approach that allows management to focus on achievable goals and to attain the best possible results from available resources. It aims to increase organizational performance by aligning goals and subordinate objectives throughout the organization. Ideally, employees get strong input to identify their
objectives, time lines for completion, etc. MBO includes ongoing tracking and feedback in the process to reach objectives. MBO is primarily used as a tool for strategic planning, employee motivation, and performance enhancement. It is intended to improve communication between employees and management, increase employee understanding of company goals, focus employee efforts upon organizational objectives, and provide a concrete link between pay and performance. An important factor in an MBO system is its emphasis on the results achieved by employees rather than the activities performed in their jobs.
MBO consists of following six steps
A. Set the Organizational Goals B. Set Departmental Goal C. Discuss Departmental Goals D. Define Expected Results (Set individual Goals) E. Performance Review F. Provide Feedback Square Textiles Ltd. Practice MBO to achieve best performance from their employees . At first the board of directors of Square Textiles Ltd. Set a specific goal for the company & describe it to the manager of different department. Then manager establish their departmental goals & presented it to their subordinate. Managers also explain to subordinate expected outcomes & set individuals goals. The board of directors of Square Textiles Ltd review performance of the employees and provide reward on the basis of the employees performance. For Management by Objectives (MBO) to be effective, individual managers of Square Textiles Ltd must understand the specific objectives of their job and how those objectives fit in with the overall company objectives set by the board of directors. Square Textiles Ltd ensures that the managers of the various units or sub-units, or sections know not only the objectives of their unit but should also actively participate in setting these objectives and make responsibility for them. In Square Textiles Ltd Management by Objective (MBO) systems, objectives are written down for each level of the organization, and individuals are given specific aims and targets. Managers of Square Textiles Ltd identify and set objectives both for themselves, their units, and their organizations & they try to Ensure that they set the right objectives to achieve the right results. MBO in Action at In Square Textiles Ltd
A Manager's Guide at In Square Textiles Ltd provides the following directions. 1. Start with a few well-chosen overriding objectives. 2. Set subordinates objectives that fit in with overriding objectives. 3. Allow subordinates to set their own key results to enable them to meet their objectives.
Money
The directors of Square Textiles Ltd think that money is the most powerful motivational tool. Economists and most managers have tended to place money high on the scale of motivators, while behavioral scientists tend to place it low. The directors argue that money is a motivational tool for four reasons. First: Money is likely to be more important to people who are raising a family. It is an urgent means of achieving a minimum standard of living, although this minimum has a way of getting higher. Second: It is probably quite true that in most kind of business and other enterprises, money is used as a motivator. Third: Money as a motivator tends to be dulled somewhat by the practice of making sure that salaries of various managers in a company are reasonably similar. Fourth: If money is to be an effective motivator, people in various positions, even though at a similar level, must be given salaries and bonuses that reflect their individual performance.
It is almost certainly true that money can motivate only when the perspective payment is large relative to a person's income. The trouble with many wage and salary increases and even bonus payments is that they are not large enough to motivate the receiver.
Positive reinforcement: Positive reinforcement approach has been suggested by skimmer. This motivator helps the managers and supervisor to think positive about the goal or objective. It strengthens employee confidence to perform their activities. Positive reinforcement includesa) Properly designed work environment. b) Praising performance. c) Removal of obstruction to performance. d) Control planning and organizing. e) Good communication. Square Textiles Ltd approves the participation and encourages participation of the employee in planning an objective and this participation helps top management in designing work environment. The Management of Square Textiles Ltd praise the performance of employee and always keep good communication with the top, middle and lower level managers. This creates positive reinforcement into the organization.
Participation: One technique that has been given strong support as the result of motivation theory and research is the increased awareness and use of participation. There can be no doubt that only rarely are people not motivated by being consulted on action affecting them by being ''in on the act''. There is also doubt that most people in the center of an operation have knowledge both of problems and of solutions to them. Participation is also a means of recognition. It appeals to the need for affiliation and acceptance. Above all it gives people a sense of accomplishment. But encouraging participation does not mean that managers weaken their positions. Square Textiles Ltd encourage participation of subordinates on matters where latter can help, and listen carefully, on matters requiring employees decision they must decide themselves. The employees of Square Textiles Ltd can participate on decision making process; as a result they think themselves as an important member of the organization. It helps them to increase their productivity.
Job enrichment: Job can be enriched by making it challenging and meaningful. This applies to the jobs of managers as well as to the non-managers. Job enrichment is related to Herzberg's theory of motivation, where factors such as challenge, achieve ment recognition, and responsibility are seen as the real motivators. In job enrichment, the attempt is to build into jobs a higher sense of challenge and achievements. A job may be enriched by variety. As such job enrichment has been described as 'vertical loading' of a job. For job enrichment Square Textiles Ltd takes some steps. These are: a) Giving workers more freedom. b) Encouraging participation and interaction. c) Feeling of personal responsibility. d) Giving feedback. e) Involving workers in change management.
Job rotation Job rotation is a training that requires an individual to learn several different some in a work unit or department and performer each job for a specified time period. In job rotation, individuals learn several different jobs within a work unit or department. One main advantages of job rotation is that it makes flexibilities possible in the department. When one employee like junior merchandiser absence another merchandiser can easily perform the job. Square Textiles Ltd use job rotation to tech employees about different type of work within the organization. It motivates employees as they have knowledge of whole task of the organization. Job rotation reduces their boredom, increases motivation through diversifying the employees activities, and helps employees better understand how their work contributes to the organization.
Job enlargement Job enlargement increasing the number & verity of tasks that an individual perform. Job enlargement results in jobs with more diversity. Job enlargement means increasing the scope of a job through extending the range of its job duties and responsibilities generally within the same level and periphery. This contradicts the principles of specialization and the division of labour whereby work is divided into small units, each of which is performed repetitively by an individual worker. Some motivational theories suggest that the boredom and alienation caused by the division of labor can actually cause efficiency to fall. Thus, job enlargement seeks to motivate workers through reversing the process of specialization. A typical approach might be to replace assembly lines with modular work; instead of an employee repeating the same step on each product, they perform several tasks on a single item. In order for employees to be provided with Job Enlargement they will need to be retrained in new fields which can prove to be a lengthy process. However results have shown that this process can see its effects diminish after a period of time, as even the enlarged job role become the mundane, this in turn can lead to similar levels of demotivation and job dissatisfaction at the expense of increased training levels and costs. The continual enlargement of a job over time is also known as 'job creep,' which can lead to an unmanageable workload. Job enlargement is horizontal loading. Square Textiles Ltd
sometimes apply job enlargement technique to motivate their employees. From job enlargement the employees of Square Textiles Ltd experiences variety job which helps them to achieve the specific goals with high performances.
Employee relation Employers and employees each have their own sets of needs and values, and successful relationship between these two sides requires that some sort of balance be struck. This balance often takes the form of a psychological contract, an understood agreement between employer and employees that defines the work relationship. This contract with or without support of a formal collective bargaining, agreement influence the outcome achieve by each side. SQUARE group the various into three channe l categories those are: 1. Employee safety 2. Employee health 3. Employee working condition 1. Employee safety: SQUARE provide the employee safety .It ensure the all kinds of job safety such as insurance of each employee not this it provide insurance to the labor. 2. Employee health: Free medical checkup, provide health card and also provide necessary medical facilities for each employee. 3. Employee working condition : The working condition of employee is very hygienic
Square is ISO 9001-2000 Certified company
Incentives of Square Textiles Ltd to motivate employees Compensation fluctuates according to – A pre-established formula – Individual or group goals because group goals are different from individual goals – Company earnings Incentives adds to base pay It controls costs because the employee is being paid for his/her extra effort and for the benefits brought to the organization. Incentive Pay Categories
Individual Group Company-wide Individual incentive plans
– Quantity of work output (How many units produced ) – Quality of work output (What was the quality of the product or service being produced or served) – Monthly sales (How much sales was generated)
– Work safety record (How many hazard or e rrors are being reduced. – Work attendance (If the absent is reduced or attendance is good) Group Incentive Performance Measures
Group incentive plans Customer satisfaction Labor cost savings Materials cost savings Reduction in accidents Services cost savings
Company-Wide Performance Measures Company-wide incentive plans Company profits Cost containment/prevention Market share Sales revenue Individual Incentive Plans (Piecework plans)
• Awards based on individual production vs. company standards • Awards based on individual performance standards using objective & subjective criteria • Quantity and / or quality goals
Group Incentive Plans
• Rewards employees for their collective performance • Group incentive use has increased in industry • 2 types – Team - based or small group – Gain sharing Company-Wide Incentive Plans
• Rewards employees when company meets performance standards • 2 Types – Profit sharing plans – Employee stock option plans
Benefits of SQUARE to motivate employees Employee benefits & services were formerly known as fringe benefits and these benefits were primarily the in-kind payments employees receive in addition to payments in the form of money.
In addition to paying employees fairly and adequately for their contributions in the performance of their jobs, organizations assume a social obligation for the welfare of employees and their dependents. Employees benefits are usually inherent components of the non-compensation system are made available to employees that provide: – Protection in case of health & accident – Income upon retirement & termination these benefits are components that contribute to the welfare of the employee by filling some kind of demand & these benefits motivate employees.
Legally required benefits of SQUARE ✔ ✔
✔ ✔
Social Security: Social security benefits include the general benefits like unemployment insurance & benefits, old age insurance, and Medicare facilities. Workers’ Compensation: Worker’s compensation includes the compensation when an employee becomes injured or disable due to extreme working conditions or while working at the job site. Family & Medical Leave: Family leave includes the compensation continuation during the family leave such as maternity or paternity leave and other family leave. Old age, Survivor, Disability Insurance requirements for getting compensation: – Earn 40 quarters of credit, or – Be employed for 10 years – Be age 62 for partial benefits – Be age 65 for full benefits – Now the age has been extended to age 67 because more and more workers are retiring late. – Widow aged 60 +
Medicare
Depends on the country’s policy, Medicare facilities are generally government services to citizens. Organizations add some value to Medicare facilities. In some countries Medicare is financed together by employees’ tax, employers and the government. Provided insurance coverage for: Hospitalization: Covers inpatient & outpatient hospital care & services. Major Doctor Bills: Charges of visiting a doctor or specialist. Prescription drug costs. Provides unlimited in-home care in certain situations.
Workers’ Compensation
Workers’ compensation is a legally required benefit is included in the compulsory disability laws of many countries. Mostly, employer is seen liable regardless of the fault. Objectives of Workers’ compensation: – Provide income & medical benefits
– Reduce litigation – Eliminate legal fees & time – Encourage employer safety – Promote accident study & avoidance Workers’ compensation claims – Injury – Occupational disease – Death Workers’ compensation benefits – Medical services – Disability income – Death benefits
Discretionary Benefits
• Discretionary benefits are judgment based benefits that the organization provides to its employees. These benefits are not legally required benefits but enhances organizational culture and corporate image. • Benefits include: – Protection programs – Pay for time not worked – Other services Pay for time not worked
• Holidays • Vacations • Funeral leave • Marriage leave • Sick leave • Stress leave • Blood donation or welfare work • Personal leave • Sabbatical leave/ For Muslims, leave after death • Other religious leaves such as pilgrimage or p reaching
Part – D
Conclusion: Motivation is an important part in the entire progress of an effective management. Every workers of higher level or lower level of management has the ability to perform their duty neatly and effectively. But lack of proper motivation technique keeps them away from showing their caliber. Proper motivation and utilization of the motivating technique can help an organization to achieve their set target or goal. The term motivation is internally linked with the human needs,
which are explained by the social searchers, like physiological, security, social, esteem and selfactualization as well as with the special motivating factors like-money, positive reinforcement, participation and job enrichment. These motivational techniques are most affective, where motivation is more important in production. Motivation technique of Square Textiles Ltd is much more effective as they concentrate on their employees & it has a great positive impact on their production.
References:
1. Organizational Behavior by Stephen P. Robbins (Latest Edition) Prentice Hall of India, New Delhi 2. Course Teacher Lecture 3. Square Textiles Ltd. website 4. Internal source of Square Textiles Ltd. 5. Internet
