Group 13 - Sec - B - Blueprint For Employee Motivation at IIM Sambalpur
Group 13 - Sec - B - Blueprint For Employee Motivation at IIM Sambalpur
Group 13 - Sec - B - Blueprint For Employee Motivation at IIM Sambalpur
Non- Teaching
1. Give timely training for non-teaching activities
2. Talking to them and understanding their problems
3. Get together for informal family bonding
4. Educational funds for children of employees
5. Respect
Group 13- OB assignment
6. Motivational Games and periodic recreational activities
PE job fit
Reward policy cultural environment
P/E Fit
Need (of employees)
Capability and supply value
Demands of institute (considering all stakeholders need)
Empower them
Healthy Environment
Perks
Setting realistic targets
Team Huddles
Rewarding
Training to keep up to date and focused
Positive feedback
Development of conducive Work environment
Providing work environment facility
Group 13- OB assignment
Theories Applicable/ Incorporated:
Human Relations Management theory: The theory centres on human interactions
and relationships. There were many factors that influence how employees behave
and perform at work. It is important to regularly interact with the employees, it
motivates them to work more efficiently and increases their output.
Theory X & Y: It is important to understand how people use their management style
and how their subordinates perceive certain actions. The differences in
understanding can have a huge impact on the outputs of the team. Theory X
mangers tend to micro manage with the belief that employees will not motivate
themselves to complete their work, Theory Y mangers believe that employees are
inherently motivated to work.
As per the categories of Theory X and Theory Y, Organisation flow and structure
should be maintained.
If theory Y holds here, an organisation can apply the below principles:
Decentralization and delegation- Reduce the number of levels of management
and managers will have more subordinates and consequently need to
delegate some responsibility and decision making to them.
Job Enlargement - Broadening the scope of an employee’s job adds variety
and opportunities to satisfy ego needs.
Participative management - Consulting employees in the decision-making
process taps their creative capacity and provides them with some control over
their work environment.
Performance appraisals- Having the employee set objectives and participate in
the process of self-evaluation increases engagement and dedication.
Extrinsic Motivators - Extrinsic motivators include status, job security, salary, and
fringe benefits. It’s important for managers to realize that not providing the
appropriate and expected extrinsic motivators will sow dissatisfaction and decrease
motivation among employees.
Intrinsic motivators - Intrinsic motivators include challenging work, recognition,
relationships, and growth potential. Managers need to recognize that while these
needs may fall outside the more traditional scope of what a workplace ought to
provide, they can be critical to strong individual and team performance.