everything u need to know about motivation

2. • NANCY SAWARIA 192
• SAUMYA VERMA 275
• MAYANK KASHYAP 314
• MANSHA BAJAJ 321

3. What is motivation?
Motivation is a Latin word, which means to
move.
It is the willingness of an individual to respond
to organisational requirements.
Koontz O’Donnell defines it as “ a general term
applying to the entire class of drives, desires,
needs wishes & similar forces that induce an
individual or a group of people at work.”

4. What is motivation?
It can also be defined as “a willingness to expand
energy to achieve a goal or a reward. It is a force that
activates dormant energies & sets in motion the
action of people. It is the function that kindles a
burning passion for action among the human beings
of an organisation.”
Performance = Ability x Motivation

5. Basic model of motivation
Needs or
expectations
Result in Drive force
(Behavior or
Action)
To Achieve
Desired Goals
Which Providesfulfillments
Feedback

6. Nature/characteristicsofmotivation
1. Unending process: human wants keep changing &
increasing.
2. A psychological concept: deals with the human
mind.
3. Whole individual is motivated: as it is based on
psychology of the individual.

7. 4. Motivation may be financial or non-financial:
Financial includes increasing wages, allowance,
bonus, perquisites etc.
5. Motivation can be positive or negative: positive
motivation means use of incentives - financial or
non-financial. Egs. of positive motivation:
confirmation, pay rise, praise etc. Negative
motivation means emphasizing penalties. It is based
on force of fear. Eg. demotion, termination.
6. Motivation: motivation & job satisfaction are
different. Motivation is goal-oriented behaviour. Job
satisfaction is the outcome of job performance.

8. Classification of motivation
1. Positive and negative
2. Financial and non – financial
3. Extrinsic and intrinsic:
Extrinsic motivation is available only after completion
of the job. Eg. increase in wages, rest periods,
holidays etc.
Intrinsic motivation is available at the time of
performance of a job. Eg. praise, recognition,
delegation of authority & responsibility.

9. Techniques of Motivation
• 1. Financial incentives: First techniques of motivation are financial
incentives as money is indicator of success. Therefore it fulfills
psychological safety and status need as people satisfy their needs by
money. Wages, salary motivates employees to perform better.
• 2. Job enlargement: Under this technique, task assigned to do job are
increased by adding simile task. So the scope of job enlargement is
high for the motivation of subordinates. It is also known as horizontally
leading of job.
• 3. Job enrichment: Under this technique jobs are made challenging
and meaningful by increasing responsibility and growth opportunities. In
such technique of motivation, planning and control responsibility are
added to the job usually with less supervision and more self evaluation.
It is also called vertical leading.

10. 4. Job rotation: it refers to shifting an employee from one job to
another. Such job rotation doesn’t mean hanging of their job but
only the employees are rotated. By this it helps to develop the
competency in several job which helps in development of
employees.
5. Participation : Participation refers to involvement of employee in
planning and decision making .it helps the employees feel that they
are an asset of the organization which helps in developing ideas to
solve the problems.
6. Delegation of authority : Delegation of authority is concerned
with the granting of authority to the subordinates which helps in
developing a feeling of dedication to work in an organization
because it provides the employees high morale to perform any task.

11. 7. Quality of work life : It is the relationship between employees’ and
the total working environment of organization. It integrates employee
needs and well being with improves productivity, higher job
satisfaction and great employee involvement. It ensures higher level
of satisfaction.
8. Management by objectives : It is used as a motivation and
technique for self control of performance. By this technique superior
and subordinates set goals and each individual subordinates
responsibilities clearly defined which help to explore the sill and use
in the organization effectively.
9. Behavior modification : The last technique of motivation is
behavior modification. It develops positive motivation to the workers
to do the work in desired behavior in order to modify behavior.

13. NEED BASED THEORIES
MASLOW’S
NEED
HIERARCHY
MCGREGOR'S
THEORY X AND
THEORY Y
HERZBERG’S
MOTIVATION
THEORY
ERG THEORY OF
MOTIVATION
MCCLELLAND’S
THEORY OF
NEEDS

14. MASLOW'S NEED HIERARCHY

15.  Five need levels shown in the
previous slide are-
 Physiological needs, or the
need
for basic necessities such as
food,
water, and shelter.
 Safety needs, or the need for
security in both home and work.
 Social needs, or the need for
being
loved, acceptance, and group
affiliation.
 Esteem needs, or the need for
recognition and
acknowledgment,
and self-respect.
 Self-actualization needs, or

16. • Man is a wanting being, i.e. his wants are growing continuously even
when some wants are satisfied. They can be arranged in a hierarchy of
importance progressing from a lower to a higher order of needs.
• Needs have a definite hierarchy of importance. As soon as needs on a
lower level are fulfilled, those on the next level will emerge and
demand satisfaction. This suggests that bread (food) is essential and is
a primary need of every individual. However, he feels the other needs
when his physiological needs are fulfilled. In brief, bread is important
but man does not live by bread alone. There are other needs which
influence behaviour of people (employees) to work. This is the basic
feature of Maslow's need hierarchy.
• A satisfied need does not act as a motivator.
• As one need is satisfied, another replaces it.

17. LIMITATIONS OF HIERARCHY OF
NEEDS THEORY
• Maslow's theory is over simplified and is based on human
needs only. There is lack of direct cause and effect
relationship between need and behaviour.
• Needs of all employees are not uniform. Many are satisfied
only with physiological needs and security of employment.
• It is essential to note that not all employees are governed by
same set of needs. Different individuals may be driven by
different needs at same point of time. It is always the most
powerful unsatisfied need that motivates an individual.
• The pattern of hierarchy of needs as suggested by Maslow
may not be applicable uniformly to all categories of
employees.

18. • Maslow's assumption of
'need hierarchy' does not
hold good in the present
age as each person has
plenty of needs to be
satisfied, which may not
necessarily follow
Maslow's need hierarchy.
• Maslow's theory is widely
accepted but there is little
empirical evidence to
support it. It is largely
tentative and untested.
His writings are more
philosophical than
scientific.

19. IMPLICATIONS FOR MANAGERS
• For the PHYSIOLOGICAL NEEDS, the managers should give employees
appropriate salaries to purchase the basic necessities of life. Breaks and eating
opportunities should be given to employees.
• For the SAFETY NEEDS, the managers should provide the employees job
security, safe and hygienic work environment, and retirement benefits so as to
retain them.
• For the SOCIAL NEEDS, the management should encourage teamwork and
organize social events.
• For the ESTEEM NEEDS, the managers can appreciate and reward employees
on accomplishing and exceeding their targets. The management can give the
deserved employee higher job rank / position in the organization.
• For the SELF-ACTUALIZATION NEEDS, the managers can give the employees
challenging jobs in which the employees’ skills and competencies are fully
utilized. Moreover, growth opportunities can be given to them so that they can
reach the peak.
The managers must identify the need level at which the employee is existing
and then those needs can be utilized as push for motivation.

20. MCGREGOR'S THEORY X AND
THEORY Y

21. Theory X
 This assumes that employees are naturally unmotivated and dislike
working, and this encourages an AUTHORITARIAN STYLE OF
MANAGEMENT. According to this view, management must actively
intervene to get things done. This style of management assumes
that workers:
 Dislike working.
 Avoid responsibility and need to be directed.
 Have to be controlled, forced, and threatened to deliver what's
needed.
 Need to be supervised at every step, with controls put in place.
 Need to be enticed to produce results; otherwise they have no
ambition or incentive to work.
 X-Type organizations tend to be top heavy, with managers and
supervisors required at every step to control workers. There is little
delegation of authority and control remains firmly centralized.

22. Theory Y
 This expounds a PARTICIPATIVE STYLE OF MANAGEMENT
that is de-centralized. It assumes that employees are happy to
work, are self-motivated and creative, and enjoy working with
greater responsibility. It assumes that workers:
 Take responsibility and are motivated to fulfil the goals they are
given.
 Seek and accept responsibility and do not need much direction.
 Consider work as a natural part of life and solve work problems
imaginatively.
 This more participative management style tends to be more
widely applicable. In Y-Type organizations, people at lower levels
of the organization are involved in decision making and have
more responsibility.

24. BASIS THEORY X THEORY Y
Motivation Theory X assumes that
people dislike work; they
want to avoid it and do
not want to take
responsibility.
Theory Y assumes that
people are self-
motivated, and thrive on
responsibility.
Management Style and
Control
In a Theory X
organization,
management is
authoritarian, and
centralized control is
retained.
In Theory Y, the
management style is
participative:
Management involves
employees in decision
making, but retains
power to implement
decisions.

25. BASIS THEORY X THEORY Y
Work
Organization
Theory X employees
tend to have specialized
and often repetitive
work.
In Theory Y, the work tends to be organized
around wider areas of skill or knowledge;
Employees are also encouraged to develop
expertise and make suggestions and
improvements.
Rewards and
Appraisals
In Theory X
organizations,
performance appraisal
is part of the overall
mechanisms of control
and remuneration.
In Theory Y organizations, appraisal is also
regular and important, but is usually a separate
mechanism from organizational controls.
Theory Y organizations also give employees
frequent opportunities for promotion.
Application Although Theory X
management style is
widely accepted as
inferior to others, it has
its place in large scale
production operation
and unskilled
production-line work.
Many of the principles of Theory Y are widely
adopted by types of organization that value and
encourage participation. Theory Y-style
management is suited to knowledge work and
professional services.

26. Implications of Theory X and
Theory Y
 Quite a few organizations use Theory X today. Theory
X encourages use of tight control and supervision. It
implies that employees are reluctant to organizational
changes. Thus, it does not encourage innovation.
 Many organizations are using Theory Y techniques.
Theory Y implies that the managers should create and
encourage a work environment which provides
opportunities to employees to take initiative and self-
direction. Theory Y encourages decentralization of
authority, teamwork and participative decision making
in an organization.

27.  What do people want from their jobs? Do they just want a
higher salary? Or do they want security, good relationships
with co-workers, opportunities for growth and advancement
– or something else altogether?
 The psychologist Fredrick Herzberg asked the same
question in the 1950s and 60s as a means of
understanding employee satisfaction. He set out to
determine the effect of attitude on motivation, by asking
people to describe situations where they felt really good,
and really bad, about their jobs. What he found was that
people who felt good about their jobs gave very different
responses from the people who felt bad.
 These results form the basis of Herzberg's Motivation-
Hygiene Theory (sometimes known as Herzberg's Two
Factor Theory).

28. • Hygiene factors- Hygiene factors are
those job factors which are essential
for existence of motivation at
workplace. These do not lead to
positive satisfaction for long-term.
But if these factors are absent, then
they lead to dissatisfaction. Hygiene
factors are also called as dissatisfiers
or maintenance factors as they are
required to avoid dissatisfaction.
Hygiene factors include:
• Pay
• Company Policies and administrative
policies
• Fringe benefits
• Physical Working conditions
• Status
• Interpersonal relations
• Job Security
Motivational factors- According to
Herzberg, the hygiene factors cannot be
regarded as motivators. The
motivational factors yield positive
satisfaction. These factors motivate the
employees for a superior performance.
These factors are called satisfiers.
Motivational factors include:
•Recognition
•Sense of achievement
•Growth and promotional
opportunities
•Responsibility
•Meaningfulness of the work

29. • According to the Two-Factor Theory there are four possible combinations:
• HIGH HYGIENE + HIGH MOTIVATION: The ideal situation where employees are highly motivated and
have few complaints.
• HIGH HYGIENE + LOW MOTIVATION: Employees have few complaints but are not highly motivated.
The job is viewed as a pay check.
• LOW HYGIENE + HIGH MOTIVATION: Employees are motivated but have a lot of complaints. A
situations where the job is exciting and challenging but salaries and work conditions are not up to
par.
• LOW HYGIENE + LOW MOTIVATION: This is the worst situation where employees are not motivated
and have many complaints.

30. Motivation-Hygiene Theory
• Herzberg's findings revealed that certain characteristics of a job
are consistently related to job satisfaction, while different factors
are associated with job dissatisfaction. These are:
Factors for Satisfaction Factors for Dissatisfaction
Achievement Company policies
Recognition Supervision
The work itself Relationship with supervisor
and peers
Responsibility Work conditions
Advancement Salary
Growth Status
Security

31. • The conclusion he drew is that job satisfaction and job dissatisfaction
are not opposites.
• The opposite of Satisfaction is No Satisfaction.
• The opposite of Dissatisfaction is No Dissatisfaction.
• REMEDYING THE CAUSES OF DISSATISFACTION WILL NOT CREATE
SATISFACTION. NOR WILL ADDING THE FACTORS OF JOB SATISFACTION
ELIMINATE JOB DISSATISFACTION.

32. • If you have a hostile work environment, giving someone a promotion will
not make him or her satisfied. If you create a healthy work environment
but do not provide members of your team with any of the satisfaction
factors, the work they're doing will still not be satisfying.
• According to Herzberg, the factors leading to job satisfaction are "separate
and distinct from those that lead to job dissatisfaction." Therefore, if you
set about eliminating dissatisfying job factors, you may create peace but
not necessarily enhance performance. This placates your workforce
instead of actually motivating them to improve performance.

33. PROCESS
• Step One: Eliminate Job Dissatisfaction
• Herzberg called the causes of dissatisfaction "hygiene
factors." To get rid of them, you need to:
• Fix poor and obstructive company policies.
• Provide effective, supportive and non-intrusive supervision.
• Create and support a culture of respect and dignity for all
team members.
• Ensure that wages are competitive.
• Build job status by providing meaningful work for all positions.
• Provide job security.

34. • Step Two: Create Conditions for Job Satisfaction
• To create satisfaction, Herzberg says you need to address the
motivating factors associated with work. He called this "job
enrichment." Things to consider include:
• Providing opportunities for achievement.
• Recognizing people's contributions.
• Creating work that is rewarding and that matches people's skills and
abilities.
• Giving as much responsibility to each team member as possible.
• Providing opportunities to advance in the company through internal
promotions.
• Offering training and development opportunities, so that people
can pursue the positions they want within the company.

36. ERG Theory of Motivation

37. • To bring Maslow’s need hierarchy theory of motivation in
synchronization with empirical research, Clayton Alderfer redefined
it in his own terms. His rework is called as ERG theory of
motivation. He re-categorized Maslow’s hierarchy of needs into
three simpler and broader classes of needs:
Existenceneeds
• These include
need for basic
material
necessities. In
short, it includes
an individual’s
physiological and
physical safety
needs.
Relatednessneeds
• These include the
aspiration they have
for maintaining
significant
interpersonal
relationships,
getting public fame
and recognition.
Maslow’s social
needs and external
component of
esteem needs fall
under this class of
need.
Growthneeds
• These include need
for self-
development and
personal growth
and advancement.
Maslow’s self-
actualization needs
and intrinsic
component of
esteem needs fall
under this category
of need.

38. • Even though the priority of these needs differ from
person to person, Alberger's ERG theory prioritises in
terms of the categories' concreteness.
• Existence needs are the most concrete, and easiest to
verify.
• Relatedness needs are less concrete than existence
needs, which depend on a relationship between two or
more people.
• Finally, growth needs are the least concrete in that
their specific objectives depend on the uniqueness of
each person.

39. Relationship
• There are three relationships among the different
categories in Alderfer's ERG theory:
• Satisfaction-progression
Moving up to higher-level needs based on satisfied needs.
The progression upward from relatedness satisfaction to
growth desires does not presume the satisfaction of a
person's existence needs.
• Frustration-regression
If a higher level need remains unfulfilled, a person may
regress to lower level needs that appear easier to satisfy.
Frustration-regression suggests that an already satisfied
need can become active when a higher need cannot be
satisfied. Thus, if a person is continually frustrated in
his/her attempts to satisfy growth, relatedness needs can
resurface as key motivators.
• Satisfaction-strengthening
Strengthening a current level of satisfied needs.
Satisfaction-strengthening indicates that an already
satisfied need can maintain satisfaction or strengthen
lower level needs iteratively when it fails to gratify high-
level needs.

40. Differences between ERG theory
and Maslow's model
• Alderfer's ERG motivation theory differs from Maslow's theory in three
ways:
• A lower level need does not have to be gratified (i.e., a person may satisfy
a need at hand, whether or not a previous need has been satisfied);
• If a relatively more significant need is not gratified, the desire to gratify a
lesser need will be increased (i.e., the frustration in meeting high-order
needs might lead a person to regress to a more concrete need category);
• Alderfer's ERG theory allows the order of the needs to differ for different
people.

41. MCCLELLAND’S THEORY OF
NEEDS

42. • This theory states that human
behaviour is affected by three needs -
Need for Power, Achievement and
Affiliation.
• Need for achievement is the urge to
excel, to accomplish in relation to a set
of standards, to struggle to achieve
success.
• Need for power is the desire to
influence other individual’s behaviour
as per your wish. In other words, it is
the desire to have control over others
and to be influential.
• Need for affiliation is a need for open
and sociable interpersonal
relationships. In other words, it is a
desire for relationship based on co-
operation and mutual understanding.

43. Understanding McClelland's
Theory
• David McClelland identified three motivators that he believed we all have:
a need for achievement, a need for affiliation, and a need for power.
People will have different characteristics depending on their dominant
motivator.
• McClelland says that, regardless of our gender, culture, or age, we all have
three motivating drivers, and one of these will be our dominant
motivating driver. This dominant motivator is largely dependent on our
culture and life experiences.
• McClelland's Human Motivation Theory is also known as Three Needs
Theory, Acquired Needs Theory, Motivational Needs Theory, and Learned
Needs Theory.
Those with a strong power motivator are often divided into two groups:
personal and institutional. People with a personal power drive want to control
others, while people with an institutional power drive like to organize the
efforts of a team to further the company's goals. As you can probably imagine,
those with an institutional power need are usually more desirable as team
members!

44. Dominant Motivator Characteristics of This Person
Achievement Has a strong need to set and accomplish challenging goals.
Takes calculated risks to accomplish their goals.
Likes to receive regular feedback on their progress and
achievements.
Often likes to work alone.
Affiliation Wants to belong to the group.
Wants to be liked, and will often go along with whatever
the rest of the group wants to do.
Favours collaboration over competition.
Doesn't like high risk or uncertainty.
Power Wants to control and influence others.
Likes to win arguments.
Enjoys competition and winning.
Enjoys status and recognition.

45. Using the Theory
 Step 1: Identify Drivers
 Examine your team to determine which of the three motivators is dominant for each
person. You can probably identify drivers based on personality and past actions.
 For instance, perhaps one of your team members always takes charge of the group
when you assign a project. He speaks up in meetings to persuade people, and he
delegates responsibilities to others to meet the goals of the group. He likes to be in
control of the final deliverables. This team member is likely primarily driven by the
power.
 You might have another team member who never speaks during meetings. She
always agrees with the group, works hard to manage conflict when it occurs, and
visibly becomes uncomfortable when you talk about doing high-risk, high-reward
projects. This person is likely to have a strong need for affiliation.
 Step 2: Structure Your Approach
 Based on the driving motivators of your workers, structure your leadership style and
project assignments around each individual team member. This will help ensure that
they all stay engaged , motivated, and happy with the work they're doing.

46. Process Based theory
5 Types of Theory
 Equity Theory
 Expectancy Theory
 Kahler’s Driver Theory
 The Needs Goal Setting Theory
 Porter-Lawler Theory

47. Equity Theory Of Motivation
It is a process theory that explores an
individual’s motivation to work based on
the fairness or sense of equality he
detects in the relationship, comparing
the amount of effort he puts into any
given situation to the benefits he is
receiving. If there is any type of
inequality perceived, the individual will
feel distressed, whether he is giving too
much or giving too little, and will act to
rectify the inequity.

48. Expectancy Theory Of
Motivation
 The Expectancy Theory of motivation
suggests that human beings are driven
to accomplish a goal when they deem
the benefits of achieving the goal
desirable and because it seems likely
that the goal can be reached. If a goal
fits into the framework of an individual’s
expectations, appearing worthwhile and
doable, he will be motivated to reach it.

49. Three factors are implicated in this
process
 The goal must have valence (or value ).
 A sense of instrumentality, or belief that there is
a way to complete the goal, must be present.
 The individual must have a sense of
expectancy, meaning that he feels capable of
taking the steps to achieve the goal.

50. Kahler’s Driver Theory
 This theory explores the different drives that
motivate us when we interact with one another.
The drivers that Kahler suggests govern our
interactions with one another are:
 the drive to be perfect,
 the drive to be strong,
 the drive to act quickly,
 the drive to please others, and
 the drive to try hard.
He suggests that we are motivated by social cues
in our individual environments to act a certain
way, which always falls into one of those five
categories.

51. The Needs Goal Setting Theory
 The Needs Goal-Setting Theory puts forth the idea that
individuals respond with great motivation when they
presented with a goal that appears achievable, has clear
parameters, and will garner them positive feedback. The
number one thing that motivates us, according to this theory,
is our own desire to work. The parameters that will cause an
individual to want to work are:
 a goal that fits into his value scheme,
 a goal that is clear and specific,
 a goal that is challenging but realistic, and positive feedback
from those around the individual.
According to this theory, knowing that we have multiple,
particularly defined tasks to complete within a finite amount of
time will motivate us to complete the tasks more quickly than
if we had one ambiguous, long-term goal.

52. Porter-Lawler Theory
 This Theory is similar to the Expectancy Theory
of motivation in that they agree with the premise
that an individual is motivated to complete an
action based on what they expect to receive
upon completion.
 This theory further delineates the two types of
rewards or benefits that we might expect to get
upon reaching a goal.
 Intrinsic rewards come from within us and
include rewards such as self-satisfaction or
feeling a sense of accomplishment.
 Extrinsic rewards include rewards such as a pay
raise or bonus for reaching a sales goal.

54. • Tesco began in 1919 with one man, Jack Cohen, a market
stallholder selling groceries in London. TESCO was formed out of a
merger with T.E. Stockwell from whom he purchased tea for sale on
the stall. The first store opened in 1929.
• Since then, Tesco has expanded across the world. It now has over
2,200 stores including hypermarkets and Tesco Express outlets. As a
conglomerate Tesco also offers alternative goods and services such
as insurance, banking and online shopping.
• With net profits of around £3.4 billion Tesco has become the largest
British retailer and one of the world's leading retail outlets on three
continents. Tesco's growth has worldwide workforce of over
468,000 employees.

55. Tescoconsidersthatthebusinessdependsontwogroupsofpeople
customersandstaff.Itappreciatesthatstaffareuniqueandhave
diverselifestylesoutsideofwork.TothisendTescosupportsstaffwith
awork/lifebalanceandoffersrewardthrough:
*flexibleworking
*freeorreducedratehealthbenefits
*discountgymmembership
*competitivesalaries
*staffdiscount
*companyshareoptions.
Valuingemployees:Tescohasdiscoveredthatitisimportantto
createtrustandrespect.Ithasfoundthatbyvaluingemployees,
providingrealisticgoalsandaninterestingenvironmentforthemto
workin,itincreasesemployees’motivation.AtTescoamotivated
memberofstaff'worksinpartnershipwithotherstoachieve
individualandteamobjectives'.Thismeansthatheorshefocuseson
customers,treatspeoplefairlyandisdeterminedanddevotedto
receivingfeedbackfromothers.

56. ^Tesco'sEmployeeRewardProgrammehassomesimilarityto
Taylor’stheory.
^AccordingtoTaylor´sresearch,peopleworkedpurelyfor
money. However,therearefactorsotherthanmoneywhichmotivate
peopleinboththeirpersonalandworkinglives.
^TescogoesfarbeyondTaylorandgivesmorethanjustsimplepay
increases.Itsupportsthevariedlifestylesofindividualemployees
throughrelevantandtargetedbenefits.
^Manynon-financialfactorscananddomotivateemployeesto
improvetheiroutputlikethedesiretoservepeople,toimprove
personalskillsorachievepromotion.

57. Thecompanyalsoemphasisesthedevelopmentofthewhole
person&hasimplementedasystemof360degreefeedback.
*Thisisapersonaldevelopmenttoolwhichprovidesfeedback from
aselectionofpeoplewithwhomtheemployeeworks.Thishelps
employeestounderstandtheirbehaviour,strengthsandweaknesses
withintheworkplaceasothersseethem.
*Theideaoftheprogrammeisto'TakePeoplewithYou'and'ToGain
theHeartsandMindsofOthers'inordertoimproveindividualsandget
thingsdoneefficiently.

58. Herzberg’s Two-Factor theory showed that certain factors were the true
motivators or satisfiers. Hygiene factors, in contrast, created dissatisfaction if
they were absent or inadequate. Dissatisfaction could be prevented by
improvements in hygiene factors but these improvements would not alone
provide motivation. To truly motivate an employee, a business needs to create
conditions that make him or her feel fulfilled in the workplace.
Tesco aims to motivate its employees both by paying attention to hygiene
factors and by enabling satisfiers. For example, it motivates and empowers its
employees by appropriate and timely communication, by delegating
responsibility and involving staff in decision making. It holds forums every year
in which staff can be part of the discussions on pay rises. This shows
recognition of the work Tesco people do and rewards them. Tesco staff can
even influence what food goes onto its restaurant menus.

60. -A Short Case Study
*

61. *I joined CVS Caremark project at TCS-Noida in November
after a successful stint at Aviva in TCS-Bangalore, where I
had worked as a trainee. I had always wanted to go back to
my hometown and live with my parents and when I got a
transfer to Delhi I didn’t waste a single moment in saying
yes to the new project and heading towards Delhi. Many of
my friends were also moving out from Bangalore at the
same time which only made my decision easier. I felt that
Caremark offered better career prospects, as it was a
new project and we were offered to work on the current
technologies that were in demand in the market I had done
in my old job at Aviva. .I joined as Assistant.

62. *I was sure I would excel in my new
position at Caremark, just as
Systems Engineer at Caremark, with
a handsome pay hike for becoming
a confirmed employee of the
company. Caremark also had
international operations and there
was more than a slim chance that I
would be sent to USA or the UK on a
project. Knowing that this would
give me a lot of exposure, besides
looking good on my resume, I was
quite excited about the new job . I
joined Ashish Mehta's five-member
team at Caremark. I had met Ashish
during the interview sessions, and
was looking forward to working
under him. My team members
seemed warm and friendly, and
comfortable with their work.

63. * I introduced myself to the team members and
got to know more about each of them . Wanting
to know more about my boss, I casually asked
Shobha, one of the team members, about Ashish.
Shobha said, "Ashish does not interfere with our
work. In fact ,you could even say that he tries to
ignore us as much as he can. "I was surprised by
the comment but decided that Ashish was
probably leaving them alone to do their work
without any guidance, in order to allow them to
realize their full potential . At Aviva, I had worked
under Sudhir Reddy and had looked up to him as a
guide and mentor - always guiding, but never
interfering. Sudhir had let me make my own
mistakes and learn from them. He had always
encouraged individual ideas, and let the team
discover the flaws, if any, through discussion and
experience . He rarely held an individual member
of his team responsible if the team as a whole
failed to deliver - for him the responsibility for
any failure was collective. I remembered telling
my colleagues at Aviva that the ideal boss would
be someone who did not interfere with his/her
subordinate's work.

64. *But before I could even finish, he told me that he was busy with
other things, and that he would send an email with the solution to
all the members of the team by the end of the day, and that we
could then implement it immediately . I was somewhat taken
aback. However, ever the optimist, I thought that he had perhaps
already discussed the matter with the team. I came out of Ashish's
cabin and went straight to where my team members sat. I thought
it would still be nice to bounce ideas off them and also to see what
solutions others might come up with. I told them of all the solutions
I had in mind . I waited for the others to come up with their
suggestions but not one of them spoke up.
..

65. * I was surprised, and asked them point-blank why they
were so disinterested . Sanjay, one of the team members,
said, "What is the point in our discussing these things ?
Ashish is not going to have time to listen to us or discuss
anything. He will just give us the solution he thinks is the
best, and we will just do what he tells us to do; why
waste everyone's time ? "I felt my heart sink. Was this
the way things worked over here? However, I refused to
lose heart and thought that maybe, I could change things
a little . But as the days went by, I realized that Ashish
was the complete opposite of my old boss.
.

66. *Time and again, I found myself thinking
of Sudhir, my old boss, and of how he
had been such a positive influence.
Ashish, on the other hand, even
without actively doing anything, had
managed to significantly lower my
motivation levels .I gradually began to
lose interest in the work - it had
become too mechanical for my taste. I
didn't really need to think; my boss had
all the answers . I was learning nothing
new, and felt my career was going
nowhere. As I became more and more
discouraged, my performance suffered.
From being someone with
immense promise and potential, I was
now in danger of becoming just
another mediocre techie.

67. *Questions for Discussion
*1. What should Rohit do to resolve his
situation?
*2. What can a team leader do to
ensure high levels of motivation
among his/her team members?