Healing Through Motivation - Bullets

Healing through
Motivation
Is monetary rewards the only
key to boost organizational
motivation?
We make businesses work
SMCG : Synergy Management Consulting

Group
He earns $ 24
Million a year
The
Fastest
Man Alive
His fee starts
at $200,000
and can reach
$350,000
He was a football and

cricket player
Had noticeable speed

on cricket pitch
Pablo McNeil a former

sprint athlete
motivated this
uncommitted runner
Why they
run?
Lets see whether we have a
case here
Motivation
Motivation
A high level consultant team from SMCG

Visited
Sl.
Senior
Manager
case Analysis
Full Name
I.D.
132 1367
1 Rezaur Rahman
090
122 0958
2 Shanjidha Akhter
090
142 1153
3 Md. Rashedul Islam
690
Muhammad Mehedi Hasan 123 0381
4 Shikder
090
to learn their121
success
0909 stories
Oliur
Rahman
090
find 5outMohammad
if there are
any
room for
improvement
Scope of the study

also to
Interview
was focused on: Cross-cultural issues,
Decision making, Conflict resolution, Motivation, Performance and

Leadership
Observation:
To get an on-location idea,

visit was made to OTOBIs Head Office at Gulshan.
Experience Survey:
A short visit was also

made in a display center and a show-room
Method
of
Study
Questionnaire Survey:
An interview
with the Chief of HR was conducted on an
unstructured questionnaire: organizational behavior
and motivation practices
Fair pay & benefits

Provident Fund & Gratuity
Motivationa
l practices
(Extrinsic
Benefits)
Leave Encashment
Product On Credit
Life Insurance
Loan For Education &
Training
Friendly Environment
Open Door Policy
Convenient Sitting Arrangement
Motivationa
l practices
(Intrinsic
Benefits)
Quality Supervision
30 Days Annual Leave
Punctuality Award
Best Employee Award
Delegation Of Authority
Job Rotation
Leisure Day Outs
Findings
Training and Development with Annual

Performance Appraisal and
Development Programs:
Otobi Furniture, a profitable wing of Otobi group had
Spillover effect of its sister concern Quantum Power
Systems
Otobi Group paid liquidity damage to Power
Development Board
Plan to generate cash through Initial Public Offering
is delayed
Delayed
We make businesses
work
Performance
SMCGAppraisal
: Synergy Management
and yearly
Consulting
How to
motivate
employees
incase of
delayed
payment:
without money
Studies say,
Money is not the
only key; often emotional incentives

bring better returns to the employer.
Organizations need to understand

employees individual need and structure
the work environment
How to
motivate
employees
incase of
delayed
payment:
without money
Concentrate on late
attendance and
absenteeism rather
focus on Performance
Form
investigation
Dont
committee and
terminate
employees
rather allow
easy exit
Monitor every single

step of their activity,
give them some freedom
Concentrate too
much on
Group/Corporate
activities
How to
motivate
employees
incase of
delayed
payment:
without money
Dos
(Short term)
Applause & on-the-spot praise

Flextime, Job sharing, Time of
Job title
Individual Variable-Pay: PieceRate pay, Merit-Based pay, Gain
sharing, Stock plan
Stress Management
Job Redesigning: rotation,
enrichment
How to
motivate
employees
incase of
delayed
payment:
without money
Dos
(Mid term)
Use Herzberg model to identify

individual need before offering customized
solution
Form
alliance with SMCG to roll-out the
motivation program through the company
Train Management and Senior Management

team, before rolling-out to officer or other
management staffs
How to
motivate
employees
incase of
delayed
payment:
without
money
Comprehensive Training
Module and Diagnostic
Tool proposed by
SMCG
Dos
(Mid term)
Case study
shows classroom learning

experiences can be applied to the real world
business.
Herzberg model
Summery
key understand
individual motivating factors
money
With limited or no
; often emotional
incentives bring better returns to the employer.
If you have any identified or unidentified
organizational issues please call SMCG- WE MAKE
BUSINESS WORK
Than
k You
Question
s?
Training
package
Motivation technique
How to motivate
What is motivation ?
How to
motivate
Each strategy and plan

find its limit in the members
of the team (people) ?
What is motivation?
The mechanics of motivation
Family
What is
motivatio
n?
Hobbies
Energy
Work
What is motivation ?
The Maslow pyramid
drink
eat
How to
motivate
th
brea
eat
sex
Social
security
Be
d
love
Protection
rty
e
b
Li
Social recognition
Prestige, power
Self satisfaction
spiritual
Herzberg study of motivation at work

40
30
20
10
10
20
30
40
Progress in work results

Recognition - compliments
The hygiene
factors
Responsibility
Able to decide
Promotion
Company policies - rules
The management
Salary
Personal relationship with

The manager
Working conditions
The motivating
factors
How to
motivate
The job content

Work satisfaction
To know the motivation of your

people is essential.
How to
motivate
1.
It is more important to have a well paid job, even if it means

that I dont get recognition of the work done..
11.
I prefer to do an uninteresting job providing I get on well

with my colleagues.
2.
It is important that your work receives recognition, even

if it means that I earn less.
12.
I prefer to do a stimulating job, even if it meant I were unpopular

with my colleagues.
3.
It is better to have have a good relationship with your manager

even if it means reduced responsibility.
13.
The most important thing for you to perform well is to have

responsibility and the authority to make own decisions
4.
It is better to have more responsibility even if it means that

it is a little more difficult to got along with your manager.
14.
The most important thing for good performance is the assurance

of a good salary.
5.
It is essential to have a good relationship with your manager

even if it means doing uninteresting work.
6.
It is essential to have interesting work even if it means that the

relationship with your manager is not so good.
7.
8.
3.
It is essential to get a promotion even if it means the possibility

of increasing your salary is reduced..
It is essential to have a position with a high salary even if it
means reduced possibilities for promotion.
It is better to receive recognition for a meaningless task than it
is to perform a task which is meaningful but unrecognized.
It is better to have a meaningful task than to carry out an
unimportant task which will receive praise and recognition
15.
16.
It is essential for you to have a job where there is a good

relationship with the manager even if it means a slightly
lower salary.
C
A
D
A
It is essential to have job with a good salary even if it

means difficulties in the cooperation with the manager.
C
17.
I prefer to have responsibility in my job even if it means less

recognition and praise.
18.
I prefer to have a job with less responsibility providing I get

recognition and praise..
11.
You feel more stimulated in your job when you receive recognition
and praise you really deserve..
12.
You feel more stimulated in working with a manager with whom

you have a good relationship and with whom to cooperate well..
B
D
To know the motivation of your people is essential.

21.
22.
23.
How to
motivate
24.
25.
26.
27.
You would rather feel that you had been successful in a difficult
job, than to feel you had an easier but well paid job..
You would rather have a well paid job than one that presented
problems which had to and could be overcome.
I get greater satisfaction in my job when I know that I have the
support of my colleagues, than when I receive recognition for a
well done job.
I get greater satisfaction from receiving recognition and praise for
a job well done, than receiving support from other staff members.
To know that other people are very happy to have you as a colleague
gives more stimulation in the job than to have responsibility.
To know that you have a responsible job is more stimulating than to
be popular among other staff members.
You regard it as more interesting to take on a job which has greater
responsibility, even if the chance for promotion is not available.
28.
You regard it as more interesting to gain promotion, even if the job

covered has less responsibility.
21.
I think it is more essential to receive accurate feedback about my

results than to receive recognition and praise for them.
22.
I think it is more essential to get recognition praise than to really

know how successful I am, or not, in carrying out my job.
31.
F
32.
A
I
B
I
C
C
E
F
B
You regard it as more essential to have the support of your

colleagues than to have a good relationship with the manager.
You regard it as more essential to know that you have a good
relationship with your manager than to know that you have the
support of other staff members.
33.
You would prefer a job which carries responsibility even if it is

less interesting.
34.
You would prefer an interesting job, even if it carries less

responsibility.
I
D
C
H
35.
To feel that I have a salary that corresponds with the efforts put
in is essential for full satisfaction, even if it is a tedious job.
36.
To have a working task that is meaningful , is essential for full

satisfaction even if it means a lower salary.
37.
I you change your job it would be because there is no possibility

of promotion in your present situation.
38.
If you change your job it would be because you dont have a

sense of achievement in your current position.
31.
It is more important to have an information system which tells

you how successful you are than it is to get on with
your manager.
32.
It is more important to have a good relationship with your

manager than it is to have an information system which
highlights your personal success.
41.
42.
How to
motivate
43.
44.
45.
46.
47.
48.
It is better to get on with your manager, than to risk this relationship

by accepting promotion.
It is better to accept a promotion even if this means a deterioration
of the relationship with your present manager.
51.
It is more important for me to have support and cooperation

from other people than to have a promotion and to
separated from them.
52.
It is better to be promoted even if it means isolation from

colleagues.
53.
It is better to be successful in your current job than to have

a more interesting job where you quite often fail.
The content of my job will certainly mean that I will stay with
my company, even if it means no chance of promotion.
Even if a new job is more a routine task, I would still prefer

the promotion.
54.
It is better to have an interesting task even if you fail

quite often rather than have a simple and tiring job.
55.
You would prefer to fail every now and then in your job
rather than know that you didnt have other peoples
support.
It is more essential to work in a group where there is support and

Cooperation than to work on your own, even if the isolated job
pays a higher salary.
It is essential to know you are well paid, even if it means you have
to work in isolation.
To have responsibility gives a positive feeling even if you are not
always successful and able to come up to expectations.
To be able to achieve what is expected of you is better than having
greater responsibility.
It is better to feel recognition in the job you have than to get

a promotion.
43.
It is better to get promotion, even if it means the possibility of

recognition disappearing in the future.
56.
You prefer to know that you are always successful in

your job even if it means you dont have the support of
other staff members.
H
I
F
C
F
B
E
Your result
Add up the points for each letter A to I
and total each letter. As a check the
total sum should be 140.
How to
motivate
Transfer the score of the previous page

to the corresponding letters below.
A=
B=
C=
D=
D Relationship with your manager
E=
E Promotion
F=
F Achievement in the job (results)
H=
H Job content the fob itself
I=
I Cooperation with others
Total =
A Financial motivation
B Recognition and praise
C Responsibility
140
(team work)
How to motivate
D Relationship
with manager
B Recognition and
praise
How to
motivate
A Financial
motivation
I Cooperation
(team-work)
E Promotion
F Achievement
Results
C Responsibility
H Job content
Job itself
30
29
28
27
26
25
24
23
22
21
20
19
18
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
o
o
o
How to detect lack of motivation

1.
Constructive behavior
2.
The person discusses everything

The person accepts everything
The person prefers his hobbies
How to
motivate
Destructive behavior
The person is :
aggressive
spreads rumors
looks for excuses
looks for scapegoats its his fault
makes fixations
I wont change
I am better
expresses unrealistic requests
(I should be the manager)
retires
repeated sick absences
only the body is present
leaves the company = too late

Consequence of lack of motivation

The implications reactions
1.
If a person is not motivated, it will concentrate

on the hygiene factors
The person concentrates on imperfect
things it cant control - (subjective)
Working hours
Salary
Work conditions
Work place .
How to
motivate
2.
3.
If you assure only the dissatisfaction of hygiene

factors, you reduce the risk of non-satisfaction
but you dont motivate.
De-motivation will be recurrent
If a person is satisfied doesnt mean he is
motivated
See Herzberg chart
Some practical rules for your motivational task

1.
How to
motivate
2.
3.
Job enlargement
Increase of tasks
Variation of tasks
Enrichment
Larger responsibilities
More freedom :
of action
of initiative
of decision
to create
to act
Job-characteristics model
Redesign the position to create
a new energy
Job rotation (if possible)
(change of region)
4.
Explain what is expected = new

objectives
5.
Inform about the achieved results =

feedback
6.
Explain management actions
7.
Adopt others perspectives
8.
Create interesting jobs - motivating

tasks
Larger
Richer
D Relationship
with manager
B Recognition
and praise
Exercise
A Financial
motivation
I Cooperation
(team-work)
E Promotion
F Achievement
Results
C
Responsibility
H Job content
Job itself
30
29
28
27
26
25
24
23
22
21
20
19
18
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
ox
ox
ox
o
o
ox
xo
30
29
28
27
26
25
24
23
22
21
20
19
18
17
16
15
14
13
12
11
10
9
8
7
6
5
4
3
2
1
xo
x
o
x
o
x xo
ox
Sl.
Group
Full Name
Student I.D.
Rezaur Rahman
132 1367 090
Shanjidha Akhter
122 0958 090
142 1153 690
Md. Rashedul Islam

Muhammad Mehedi Hasan
Shikder
Mohammad Oliur Rahman
121 0909 090
123 0381 090

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Healing through

SMCG : Synergy Management Consulting

He was a football and

Had noticeable speed

Pablo McNeil a former

We make businesses work

SMCG : Synergy Management Consulting

Lets see whether we have a

We make businesses work

SMCG : Synergy Management Consulting

A high level consultant team from SMCG

Scope of the study

was focused on: Cross-cultural issues,

Decision making, Conflict resolution, Motivation, Performance and

We make businesses work

SMCG : Synergy Management Consulting

To get an on-location idea,

A short visit was also

We make businesses work

SMCG : Synergy Management Consulting

Fair pay & benefits

We make businesses work

SMCG : Synergy Management Consulting

We make businesses work

SMCG : Synergy Management Consulting

Training and Development with Annual

Money is not the

only key; often emotional incentives

Organizations need to understand

SMCG : Synergy Management Consulting

Monitor every single

SMCG : Synergy Management Consulting

Applause & on-the-spot praise

We make businesses work

SMCG : Synergy Management Consulting

Use Herzberg model to identify

alliance with SMCG to roll-out the

motivation program through the company

Train Management and Senior Management

We make businesses work

SMCG : Synergy Management Consulting

SMCG : Synergy Management Consulting

shows classroom learning

SMCG : Synergy Management Consulting

We make businesses work

SMCG : Synergy Management Consulting

We make businesses work

SMCG : Synergy Management Consulting

Each strategy and plan

We make businesses work

SMCG : Synergy Management Consulting

We make businesses work

SMCG : Synergy Management Consulting

We make businesses work

SMCG : Synergy Management Consulting

Herzberg study of motivation at work

Progress in work results

Company policies - rules

Personal relationship with