1. 1

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

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

4. 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

5. Employee Motivation – Global Context

6. 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

7. Global context

8. Global context

9. Global context

10. Global context

11. Motivation at Apple Inc.
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12. Intrinsic Reward Extrinsic Reward Challenging Job
Money, gifts and recognition
Free Apple products or on discount
Long Vacations & Life Insurance

13. 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.
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14. The Power of PowerPoint | thepopp.com

15. Employee participation is positively correlated with Job Satisfaction.
Correlation between job satisfaction and Age, Gender and service year is low negative correlation.
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16. 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.
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17. Jawalakhel Group of Industries
Low Turnover Ratio
Empowered Employees

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

19. JGI: Extrinsic Motivators1
Competitive Salary 2
Nice Working Environment 3
Insurance 4
Recreational Activities 5
Supportive Supervisor

20. JGI: Intrinsic Motivators1
Responsibility 2
Sense of importance 3
Supportive Supervisor 4
Career Growth opportunity
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21. JGI: Issues 1 2 3 4 No Continuous Evaluation Lack of Autonomy
Limited Collaboration and Integration 4
Hesitation

22. 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.”

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

24. His faith shattered…
Nepotism
Political Influence
Favoritism

25. 1
No recognition 2
No empowerment 3
No authority

26. 5
Declining Personal Growth 6
No input 7
Lack of information flow

28. 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

29. 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

30. 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

31. RECOMMENDATIONS and IMPLICATIONS

32. 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

33. 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

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

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

36. 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
-theory-motivation.html

37. Thank You for Listening!
Any Questions?