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![• Lastly, Google shows each employee just how
important he or she is to the company.
• Each employee, regardless of her spot on the
totem pole, has an influence on how Google
runs the show.
• "If you value people, and you care about them
as whole people, one thing you do is give them
[a] voice, and you really listen," May said.
• Google does just that by hosting employee
forums every Friday, where they go over the 20
most-asked questions. Employees have
access to all company information, adding a
sense of trust, and employees and leaders](https://image.slidesharecdn.com/3394a5f8-49fd-4607-a7c8-f85f1d92b8f5-160524071403/75/EMPLOYEE-MOTIVATION-31-2048.jpg)
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EMPLOYEE MOTIVATION
- 3. “ MOTIVATION ISUSED TO DESCRIBE THE DRIVE THAT IMPELS AN INDIVIDUAL TO WORK ” A truly motivated person is one who wants to work
- 5. Motivating employees starts withmotivating yourself Each person is motivated by different things ASK LISTEN
- 6. It is awell known fact that human beings have great potential but they do not use it fully, when motivation is absent. To the extent that any organization can truly unleash the hidden value in its people, it will increase its chance of success.
- 7. “ As amanager, you play a key role in building on a solid foundation and motivating employees. Remember that 70% of people leave their boss, not the company ”
- 8. TYPES OF MOTIVATION •Intrinsic motivation: It means that the individual's motivational stimuli are coming from within. • Extrinsic motivation: It means that the individual's motivational stimuli are coming from outside, Extrinsic motivation is external in nature
- 9. ROLE OF MOTIVATION • HelpsOrganization Survive • More Productivity • Improvement in efficiency • Best utilization of resources • Cooperative environment
- 10. TECHNIQUES OF EMPLOYEE MOTIVATION •Fair pay and conditions • A comfortable, safe, working environment • Opportunities for employees to socialize and make friends • Clearly defined work responsibilities and goals • Education and training
- 15. CARE MODEL •C: Creative Communication •A:Atmosphere and Appreciation •R: Respect and reason
- 16.
- 19. McGregor (1957) TheoryX and Theory Y • Theory X assumptions: –people are naturally lazy and work as little as possible –workers lack ambition, avoid responsibility, and preferred to be led –employees are interested only in their own needs and not the needs of the organization –people are resistant to change
- 20. McGregor (1957) TheoryX and Theory Y • Theory Y Assumptions: –people are not passive by nature and are capable of self-control and self- direction –work is natural and pleasurable –workers are not resistant to change and will work towards organizational goals –people seek and accept responsibility • Delegation, job enlargement, and participative management are consistent with Theory Y assumptions
- 22. Working for Googleis a dream of many, not just because of what this company has achieved in the last 15 years, but because of its enviable work culture. With 37,000
- 25. "It's less aboutthe aspiration to be No. 1 in the world, and more that we want our employees and future employees to love it here, because that's what's going to make us successful," said Karen May, the VP of people
- 26. Back when thecompany was just a startup, co-founders Larry Page and Sergey Brin had the goal of making Google a place the most talented people wanted to work at. Their idea was simple: creating a work culture that keeps employees happy will motivate them to do their best and will keep them loyal to the
- 27. • Encourages adiverse workforce and invites people from all over the world and from different backgrounds to apply for positions. This is believed to bring more interest and opinions to the work force. • Google does not have a formal hierarchical system in place. This means that all employees are considered to be at the same level as their peers which is
- 28. Working for Googlecomes with perks that most other organizations can't provide – • think bowling alleys, • free haircuts, • gym memberships, • and shuttles to and from work.
- 29. • The companyinvests a lot of time in areas and services that employees can enjoy while on their lunch breaks. • For example, there are numerous snack rooms, cafés, and even a 24 hour doughnut shop. • Google believes in investing time and money in showing the employees they are valued members of the team. • Further training and education is also
- 30. Every employee atGoogle has the opportunity to spend 20 percent of his or her time on a project they choose. This freedom takes employees out of their routine and away from the mundane tasks that often make workers feel uninspired about their jobs.
- 31. • Lastly, Googleshows each employee just how important he or she is to the company. • Each employee, regardless of her spot on the totem pole, has an influence on how Google runs the show. • "If you value people, and you care about them as whole people, one thing you do is give them [a] voice, and you really listen," May said. • Google does just that by hosting employee forums every Friday, where they go over the 20 most-asked questions. Employees have access to all company information, adding a sense of trust, and employees and leaders
- 32. In 2005, HCLcame with philosophy, "EMPLOYEES FIRST, CUSTOMERS SECOND," It in many ways turned the traditional management hierarchy
- 33. The aim ofEFCS • To create trust grow through transparency, • To make managers as accountable to employees as employees were to their bosses, • To transfer the responsibility for change and value creation to front-line employees working in the “value zone,” where HCL and its customers interact.
- 34. As a businessphilosophy, EFCS attracted the attention of academics : • (Harvard Business School did a case study on the approach), • the media (Fortune magazine characterized HCL management as “the world’s most modern”), • and analysts (a Gartner research report highlighted the customer benefits of
- 36. • Increments islargely driven by the individual’s capability and achievement of goals. • TCS follow a total rewards philosophy and each element includes programs, practices, elements and dimensions that collectively define their strategy to attract, motivate and retain their employees. • There will be greater emphasis on customized compensation, benefits and work related policies.
- 37. Employees are identifiedbased on their roles, current performance and potential to take up higher roles through assessments by supervisors and performance appraisal. The career management system facilitates structured career planning, development and
- 38. • It givesemployees a platform to put forth their career aspirations and attain guidance from their mentors on achieving the same. • The complete process is driven through our digitized performance
- 39. • TCS launchedthe Employee Assistance Program. • It is a professional counseling service in matters such as personal, relationship, work and parenting concerns that an employee voluntarily seeks. • Employees have a choice of
- 40. • As anorganization TCS is sensitive to the pulse of its people. • With major employee belonging to Gen Y, company steps to innovate their existing counseling program and tailor it to make it Gen Y friendly. • This meant transforming a traditional face to face counseling interaction to be delivered via new communication channels such as online and telephonic. • TCS have tied up with an organization providing such services.
- 42. MOTIVATIONAL TECHNIQUES • WiproBelieves In Overall Development And Individual Growth. • Potential Are Recognized And Opportunities For Further Learning Are Provided. • Hard Work Doesn’t Get Unnoticed. • Motivates Employees To Accomplish Greater Feats And Comforts For Rewards.
- 43. • Wipro takespride in their long serving colleagues. • Recognition of their contribution through a Comprehensive Reward Programme. • Example holiday packages with special facalities.
- 44. • Compensation Package.Aimed At Retaining Employees. • Medical Assistance Programme. • Wipro Employee Stock Option Plan. Employee Share the Reward of Wipro’s Success.
- 45.