University of south Asia, Bonani, Dhaka, Bangladesh

1. WELCOME TO OUR
PRESENTATION

2. Employee Motivation
Prepared by: Md. Main Uddin 151-0089-009 University of South Asia 27/11/2015
Our Topic -

3. Md. Main Uddin (C) 151-0089-009
Aminul Islam 151-0169-009
Md. Kamal Hossain 151-0359-009
Md. Rabiul Islam 151-0287-009
Sharmin Sultana 151-0570-008
Sharmin Rahman Mukti 151-0353-008
Chawdhury Wahidul Alam 151-0569-009
NAME LIST OF GROUP MEMBER

4.  Definitions of Motivation:
Motivation: Motivation by definition refers to
what activates, directs human behavior and
how this behavior is sustained to achieve a
particular goal.
• Greenberg &Baron defines motivation as:
• “The set of processes that arouse, direct, and
maintain human behavior towards attaining
some goal”.

5. • Role of financial motivation: The potential role of money as (a) conditioned reinforce (2)
an incentive which is capable of satisfying needs (3) an anxiety reducer (4) serves to erase
feelings of dissatisfaction Opsahl and Dunette, (motivation and organizational climate Pp
65- 66)
• Employee satisfaction: This refers to the positive or negative aspects of employee’s
altitude towards their jobs or some features of the job Ivancevich etal (Pp 448)
• Organizational Goals: A concept, which refers to the focus of attention and decision-
making among employees of a sub-unit.
• Organizing: This involves the complete understanding of the goals of organization, the
• necessity of proper co-ordination, and the environmental factors that influence the gaols
and employees within the organization.
• Employee attitudes: Mental state of readiness for motive arousal.
• Performance: the act of performing; of doing something successfully; using knowledge as
distinguished from merely possessing it; A performance comprises an event in which
• generally one group of people (the performer or performers) behave in a particular way
for another group of people.
• Efficiency: The ratio of the output to the input of any system. Economic efficiency is a
• general term for the value assigned to a situation by some measure designed to capture
the amount of waste or "friction" or other undesirable and undesirable economic
features present.
• It can also be looked as a short run criterion of effectiveness that refers to the ability of
the organization to produce outputs with minimum use of inputs.

6.  Maslow’s Hierarchy of Needs
Maslow believed that- people are motivated to fulfill their own
needs Every person starts at the bottom of the pyramid and works
to achieve the goals of the next layer working to the top sector. One
is not able to move on to the next level of the pyramid until the
needs of the first level are met. Once they move to the next level,
those needs must be met and if they are not, then it is possible to
fall back down the pyramid.

7. The first level is the physiological needs –
These are the basic needs that are to be met in order to survive, including
food, water, clothing, sleep, and shelter.
 The next step is security -
which means stability in the surroundings. Security could also include
financial security so that there is no financial uncertainty in the future.
This could be achieved by creating a retirement package, securing job
position, and insurance.
 The third level is affiliation -
which is the need to feel a since of belonging or to be loved. In the
workplace, this means to feel as though they are a part of the group and
included in the work.
 The fourth level is explained as esteem –
This level has two components: feelings of self worth, and the need for
respect from others.
 The last and final stage of the hierarchy of needs is self actualization –
This is important to motivation because a person must be motivated to
fulfill their needs and strive for the next level until they reach self
actualization. These needs motivate humans to care for themselves and
live a rich life.

8.  Herzberg’s Two-Factor Theory
A manager might want to consider the following
(“Motivation Theories”):
• Remove some job controls
• Increase worker accountability for their own work
• Give workers complete units of work to produce
• Give greater job freedom or additional authority to
workers
• Make periodic reports directly to the workers (not
through the supervisor)
• Introduce new and more difficult tasks
• Assign specialized tasks to workers so they can become
experts

9.  CONCLUSION
Motivation is a complex concept and can help or harm an organization
depending on how it is used within an organization. If a manager takes the time
to understand the needs of his/her employees, then the recognition can be
extremely useful. There have been many philosophers who have tried to
understand what motivates people, but every person is different and a theory
cannot describe all people. It is understandable the mangers have a full time job
and do not have much down time to be spending on rewards, but it also gives
them the opportunity to understand their employees and connect with them on a
personal level.
Managers are not the only ones who can recognize others in the workplace.
Employees can recognize each other as well. It has been proven to that one can
not directly motivate someone else, but they can give them the tools they need to
motivate themselves. Managers are the resources for employees and they should
make sure that their work environment is pleasant and desirable. This will help
the productivity and improvement of their employees. If the above suggestions
are implemented properly, managers will have a fully motivated team.