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Group Members 2 Salim lal Awale (17302) Natasha Baidya (17303) Ginish Jung Dahal (17307) Sunny Deshar (17308) Trijya Kafle (17315)

Table of Contents Introduction Global context Practise in JGI Practise in NTC Recommendation References

Introduction General understanding Mainly, Two types : Factor that cause employee to achieve certain task or goals An employee’s intrinsic enthusiasm about and drive to accomplish work Internal drive to decide to take action Mainly, Two types : Extrinsic motivation : fulfillment of a task or goal Intrinsic Motivation: Comes within an employee

Employee Motivation – Global Context

Global context Motivation is not about carrots or sticks (Lai, 2017) Changing rewards pattern Three things to motivate people in organization (Sepala, 2016) Inspiration Kindness Self-care

Global context

Global context

Global context

Global context

Motivation at Apple Inc. The Power of PowerPoint | thepopp.com

Intrinsic Reward Extrinsic Reward Challenging Job Money, gifts and recognition Free Apple products or on discount Long Vacations & Life Insurance

Impact of Employee Participation on Job Satisfaction in Nepalese Commercial Bank Rishi Ram Chapagai Employee participation is important determinant of Job Satisfaction. Increased employee participation makes a positive effect on job satisfaction. The Power of PowerPoint | thepopp.com

The Power of PowerPoint | thepopp.com

Employee participation is positively correlated with Job Satisfaction. Correlation between job satisfaction and Age, Gender and service year is low negative correlation. The Power of PowerPoint | thepopp.com

Regression model 1 with regards to influence on job satisfaction demographic variables explain only 2.8% of variation in employee job satisfaction. Regression model 2 with regards to influence on job satisfaction Employee participation explains 26.9% of variation in employee job satisfaction. The Power of PowerPoint | thepopp.com

Jawalakhel Group of Industries Low Turnover Ratio Empowered Employees

JGI: HR Department Maslow Hierarchy Hygiene Factors Top level management highly concerned about the human resource Maslow Hierarchy Hygiene Factors

JGI: Extrinsic Motivators 1 Competitive Salary 2 Nice Working Environment 3 Insurance 4 Recreational Activities 5 Supportive Supervisor

JGI: Intrinsic Motivators 1 Responsibility 2 Sense of importance 3 Supportive Supervisor 4 Career Growth opportunity The Power of PowerPoint | thepopp.com

JGI: Issues 1 2 3 4 No Continuous Evaluation Lack of Autonomy Limited Collaboration and Integration 4 Hesitation

Hi! I am Batman. Able Passionate Motivated “All men have limits. They learn what they are and learn not to exceed them. I ignore mine.”

Nepal Telecom Annual increment Overseas training Promotion every 3 years Shares Bonus Appraisal

His faith shattered… Nepotism Political Influence Favoritism

1 No recognition 2 No empowerment 3 No authority

5 Declining Personal Growth 6 No input 7 Lack of information flow

Work Motivation Differences JGI NTC High level of workplace motivation Treat employee as assets High employee empowerment Provision of both extrinsic and intrinsic motivators Provision of both hygiene factors and motivators Low level of workplace motivation Control employees Low employee empowerment Provision of only intrinsic motivators Provision of both hygiene factors Private organizations show average good performance

Use of conventional and controlled way for motivation JGI NTC Fair performance based incentive payment and reward system Use of positive/negative reinforcement for motivation Prevalence of nepotism and bureaucracy even in HR decisions like reward, promotion and training Use of conventional and controlled way for motivation Strengthen a behavior Performance based competition Most incredible and valuable assets

Comparison Work motivation of employees dependent on: JGI NTC Salary Fringe benefits Efficiency and challenge in work Quality supervision Recognition Salary Retirement plans and pensions Job Security

RECOMMENDATIONS and IMPLICATIONS

Understand the needs of the employees Develop SMARTA Goals Equity in Motivation Each theories explain that there are needs for all people to meet. Needs-behavior-satisfaction Goals are the most important factor affecting motivation Quantitative targets Participative Understand the needs of the employees Job enlargement and job enrichment Use of positive and negative reinforcement

Inspiration Kindness Self-care Support and encouragement from supervisor Strong connection between pay and performance Inspiration Kindness Self-care Good mix of Extrinsic and Intrinsic Motivators Performance based incentive and reward system

Focus on both hygiene factors and motivators Effective communication is the key These strategies work best in synergy rather than in isolation

So that we learn to pick ourselves up. Why do we fall sir? Alfred So that we learn to pick ourselves up.

https://hbr.org/2016/01/to-motivate- employees-do-3-things-well Impact of employee participation on job satisfaction in Nepalese commercial banks Rishi Ram Chapagai http://managementstudyguide.com/herzbergs -theory-motivation.html

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