10 important Principles of Motivation an organisation

10 important Principles of Motivation in an organisation

1. Participation:

It implies mental, emotional and physical involvement of the subordinates ‘in the affairs of the organisation encouraging them to contribute to its objectives by sharing responsibility for them.

It involves deliberate and systematic provision for’ consolation, suggestion, recommendation and advice with the subordinates pertaining to their jobs. More the participative opportunity is given to the subordinate.” in the decisions which affect them the greater interest they will find in their work leading to better performance.

It is a means of recognition, affiliation and acceptance within an organisation. Subordinates, imbued with the sense of such fulfilment and participation satisfy these feelings. Thus, it builds human value in the organisation.

Casual encouragement to participation and abdication of positions by managers in the name of participation may prove more disastrous than good. Hence, some standards should be followed to solicit participation in an organisation as follows possible to their subordinates maintaining snail supervision over them.

2. Getting Idea and Understanding of Subordinates:

Managers first try to develop personal and informal relationship with the subordinates based on objectivity. It will provide knowledge about individuals’ needs aspirations and expectations. Such information can well be utilised to manage them reconciling individual interest with the organisation’s interest.

3. Inspiring Employees:

Employees should be given such impression that the work they perform belong to them having full control over them. This is possibly by providing them opportunity to show their initiative, developing the required knowledge and skills, providing needed facilities and freedom.

Superiors should not impose their whims on the subordinates. They should inspire and encourage the employees for their best contribution by creating supportive environment and paying due reward for best performance.

4. Creating Team Spirit for Work:

Man is a social being with tendency to work cooperatively for the achievement of common goals. While working in an organisation, he

i. The executive should remain accountable for final decision;

ii. Exceptions should be there in cases where meaningful contribution is not forthcoming.

Hence subordinates should have reasonable expectation of participation;

iii. Providing opportunity for answer or action and

iv. Giving credit where it is due, giving the names whose ideas were expected.

5. Communication:

Employees, if informed more about the work, process of doing them, latest developments in the field and allied issues of affecting their performance, develop interest in the Job leading to accomplishment of assigned tasks effectively.

Conversely poor communication results in mundance problems reducing interest in work. Hence managers must provide all required information’s at the required time and on needed activities to the subordinates. It inspires them, and they consider themselves as important and vital part of the organisation following purposeful efforts.

6. Recognition:

Appreciation and recognition of good work done by an employee increases his contribution towards achieving objectives because it provides satisfaction and intrinsic regard to a worker. Therefore, managers must give recognition to the subordinates’ performance where it is due, enabling them to feel worthy members of the organisation.

7. Delegation of Authority:

Employees are motivated to more work with better result by giving authority to them to make their own ‘decisions and steer their tasks on their judgement. It gives them a vested interest in the result they achieve.

Hence a good manager delegates as much authority as he wants to feel that he is part and parcel of the team and other fellows in the group should give due regard and acceptance. This type of feeling encircles all the members of the group creating team spirit.

Strong team spirit among the employees induces them to work hard and to fulfill the objectives of the group efficiently. Hence, the manager should create team spirit and fellow-feeling in the organisation behaving as a member of the group.

8. Motivating Superiors:

Motivating subordinates is one face of the coin. Another face is the obligation on the part of the managers to induce and enthuse their superiors and co-managers. Good managers try to awaken superiors’ interest, confidence and working capabilities by providing them their effective participation, communication and better performance.

They should try to recognise and appreciate superior’s decisions. They should try to follow dynamism in the spheres of organisation, business interrelationships and motivating techniques.

9. Job Enrichment:

Adding additional motivators to the job to make it more rewarding or alternatively, efforts to humanise jobs are characterised as job enrichment. Management experts have identified its five dimensions which improve motivation, satisfaction and quality of work by reducing turnover and absenteeism. The basic five dimensions are job variety, task identity, task significance, freedom and feedback.

10. Organisational Climate:

Organisational climate very much influence motives of workers, in negative and positive directions. Humanly created climate is considered to be better for effective performance. Climate is a broad phenomenon covering various aspect or total organisation. A good climate is the result of every member’s positive contribution from top to bottom specially top management.