Motivational techniques used by infosys Essay

Staff smells argon usu all(prenominal)y in truth helpful in establishing whether staffs in your bon ton argon incite and in that locationfore practiseing to scoop upshot. excursus from the discipline that questionnaires reveal, the process of involving and consulting with staff is grandly beneficial and pauperismal in its cause right, ( imagine the Hawthorne Effect). Whilst your survey bequeath be unique to your social club, your staff issues, your indus tense up and culture, slightly useful generic guidelines apply to nigh situations. Although non exhaustive, the complying ten points whitethorn help you cover the relevant subject argonas and help towards establishing facts instead than devising assumptions more or less indigence when designing your own questionnaires on employee need.Ten tips for questionnaires on employee pauperization1. What is the radical aim of your company?Your employees may be untold cued if they interpret the primary aim of you r business. hire questions to establish how lightheaded they are ab come out your companys principles, priorities and mission. 2. What obstacles stop employees per varianting to best effect? Questionnaires on employee need should include questions about what employees are tolerating in their figure out and home lives. The company jakes eliminate practices that zap motivation. 3. What authentically motivates your staff?It is often assumed that all nation are motivated by the uniform things. Actually we are motivated by a whole range of factors. overwhelm questions to elicit what really motivates employees, including learning about their values. atomic number 18 they motivated by financial rewards, status, praise and ac copeledgment, competition, rail elbow room line security, ordinary actualisation, fear, perfectionism, results 4. Do employees spirit empowered?Do your employees feel they hand telephone circuit comments that give them somewhat autonomy and suffer t hem to light upon their own solutions or are they given a list of tasks to perform and solely told what to do? 5. Are there any recent changes in the company that might birth affected motivation? If your company has made redundancies, imposed a recruitment freeze or mazed a number of key mass this entrust turn in an effect on motivation. Collect information fromemployees about their fears, patterns and concerns relating to these events. Even if they are unfounded, treat them with respect and honesty. 6. What are the patterns of motivation in your company?Who is some motivated and why? What lessons great deal you learn from patches of high and low motivation in your company? 7. Are employee cultivations and company goals aligned?First, the company desires to establish how it fatalitys mortals to spend their cadence based on what is to the highest degree valuable. Secondly this needs to be compared with how individuals actually spend their magazine. You may find employe es are highly motivated simply about the wrong priorities. 8. How do employees feel about the company?Do they feel safe, loyal, precious and taken rush of? Or do they feel taken advantage of, dispensable and invisible? have a bun in the oven them what would advance their loyalty and commitment. 9. How involved are employees in company emergence?Do they feel listened to and perceive? Are they consulted? And, if they are consulted, are their opinions taken seriously? Are there regular opportunities for them to give feed dorsum? 10. Is the companys inner(a) image consistent with its out-of-door one? Your company may present itself to the population as the caring airline, the forward thinking technology company or the family hotel chain. Your employees would have been influenced, and their expectations exercise, to this image when they joined your company. If you do not mirror this image within your company in the way you treat employees you may notice motivation problems. Fin d out what the disparity is between the employees image of the company from the outside and from the inside. Blaire Palmer 2004-12.tips on structure, format and direction of employee questionnaires Use the questionnaire guidelines above when creating content and subject matter for your employee motivation and satisfaction questionnaires and surveys. hither are some additional tips about questionnaires and surveys structure, formatand style Create a clear, readable inviting structure. Use white-out boxes for answers, scores, and for check-boxes, which clearly show the parts which need completing. Use a clear 11 or 12 point (font) typeface. 10 point is difficult to read for some volume. eliminate italics and fancy graphics they just make the document to a greater extent difficult and more time-consuming to read. encounter at the writing tips and techniques for former(a) useful pointers in creating good scrapeed communications. Apply the uniform principles if your survey question naire form is online (ie., screen-based). Where accomplishable try to use specific questions with multiple-choice answers, rather than general open-ended questions.Specific questions improve clarity and consistency of under(a)standing among respondents, and a multiple-choice format enables the answers to be converted into scores which ground belong be loaded into a spreadsheet and very substantially analysed. General or vague questions on the opposite hand tend to lead to varying interpretation (or confusion) among respondents likewise, by inviting an open-ended answer you ordain refund lots of narrative-based and subjective opinions, which might be very interesting, barely allow be very time-consuming to read, and even more time-consuming to analyse, specially if you are surveying a large stem of employees. Here is an exampleOpen-ended question What do you think of the Performance Appraisal administration? (This will take a leak varied narrative responses = difficult to analyse.) Multiple-choice question Rate the effectiveness of the Performance Appraisal System in providing you with clear and agreed training and suppuration Good/Okay/not Good/ inadequate (By asking respondents to check boxes or delete as necessary the multiple-choice answers will produce extremely clear answers to a specific question that can be converted into scores and very easily analysed) Use four options in multiple-choice questions rather than three or five.Three and five options typically offer a middle dont know or average selection. Using four, with no middle cop-out will ensure that everybody decides one way or the other satisfactory or not, which is what you need to know. Mid-way average non-committal answers are not helpful, so avoid giving respondents that option. If you go to the trouble of creating, managing and analysing a huge staff survey surely its a good report to produce as ofttimes meaningful data as possible.Certain questions are suitable for numerica l or percentage rack up by respondents, in which caseuse such a system (again ensure you avoid oblation scores which equate to average or dont know). For example establish-based question Score the extent to which you enjoy your break away 1-5 = dont enjoy, 6-10 = enjoy. (By providing a clear differentiation between do and dont, this 1-10 scoring system gives a wide range of choices, and at the same time a clear result.) Check with a sample of respondents that they understand the draft questions in the way you intend, before you print and issue the questionnaire to all six hundred or however many staff.Designing questionnaires and communications in isolation can produce strange results not just politicians get out of touch so check you are actually on the same planet, in terms of your aims, language and meaning, as the tribe whose views you seek. Make sure you explain to all staff beforehand that youll be publishing the survey findings, and consequently afterwards ensure yo u do so. And so act on the findings. If your MD/CEO is not to the to the full behind your initiative, then go work for a different company whose MD/CEO correctly supports the concept of consulting the folk whose efforts underpin his success (not to mention his share options, second home and Porsche etc.)Allow tribe to terminated the survey questionnaires anonymously. If helpful to you and you have a purpose for doing so, you can ask plurality to chance on which department/region/office they belong to, anticipate such information is genuinely useful to you and you can handle the analysis. KISS Keep It Simple Stupid. Break complex questions into digestible parts. Keep the survey to a sensible length probably 20 minutes to complete it is a sensible limit of or so commonwealths tolerance. You can always follow up later in the year with another(prenominal) survey, especially if nation enjoy completing it, and they see that the feedback and analysis process is helpful to the m as headspring as the employer (see the point about MD/CEO support above).By all means at the end of the questionnaire invite and allow space for any other comments, or improve still try to guide respondents towards a particular question. On which point, wherever it is necessary to ask an open-ended question, use the manner of speaking what and how rather than why, if you want to discover motives and springs. What and How will condense respondents on the facts objectively, whereas why tends to focus respondents on defending themselves. ExamplesIts okay to ask What factors could be changed to help staff enjoy their work more in the XYZ depot? Whereas its not very clever to ask Why is there such a crap attitude among staff at XYZ depot? The second example is daft of course, but you see the point.managing (just), or leading?In this excellent guide article by motivation quick-witted Blaire Palmer, ten central points (for some, myths) of employee motivation are exposed and explain ed, many with real case have references and examples.employee motivation principles a short case study sounds familiar? When Michael started his own consultancy he employed top slew people hed worked with in the past who had shown commitment, flair and loyalty and who seemed to share his values. But a a couple of(prenominal) months raze the line one of his police squad members started to struggle. Jo was putting in the hours but without enthusiasm. Her combine was drop she was unfocused and not bringing in enough bare-assed business. Michael explained to Jo the seriousness of the situation. Without unfermented business he would lose the company and that would mean her job. He showed her the books to illustrate his point. He again ran through her job description and the procedures she was expected to follow.He told her that he was sure she was up to the job but he really necessitate her to bring in the new business or they would all be out on their ear. Jo told Michael t hat she understood. She was doing her best but shed try harder. But a month later nothing had changed. After an sign burst of energy, Jo was back to her old ways. No matter how experienced a leader you are, chances are at times you have struggled to motivate certain individuals. Youve tried every trick in the book. Youve sat down one-to-one with the individual come to and explained the situation. Youve outlined the big vision again in the apprehend of shake them. Youve given them the bottom line Either you pull your finger out or your job is on the line.Youve dangled a carrot in front of them If you make your targets youll get a great premium. And sometimes it works. But not every time. And there have been casualties. Ultimately if someone cant get the job done they have to go. The granddaddy of motivation theory, Frederick Herzberg, called traditional motivation strategies KITA (something similar to cathexis In ThePants). He used the analogy of a dog.When the master wants his dog to move he each gives it a nudge from behind, in which case the dog moves because it doesnt have much choice, or he offers it a treat as an inducement, in which case it is not so much motivated by wanting to move as by wanting choc drops KITA does the job (though arguably not sustainably) but its hard work. It means every time you want the dog to move you have to kick it (metaphorically). Wouldnt it be better if the dog wanted to move by itself?Transferring this principle back in to the workplace, around motivation strategies are push or pull based. They are about keeping people travel either with a kick from behind (threats, fear, tough targets, complicated systems to check people follow a procedure) or by offering choc drops (bonuses, grand presentations of the vision, conferences, campaigns, initiatives, etc).10 focusing motivation examples to illustrate that there are better ways to motivate employees Blaire Palmers experience has enabled her to work with a wide range o f individuals and groups from a variety of backgrounds. Some of these people are highly motivated themselves, but struggle to extend this kingdom of mind to the people they manage. Other people are at the receiving end of KITA motivation strategies that (obviously) arent operative on them. These people know they should be more engaged with their work. sometimes they fake it for a few months but its not sustainable.In this paper Blaire identifies some common assumptions about motivation and presents some new paradigms that can help motivate more effectively. By adding these coaching tools and motivation principles to your capabilities you should find the job of leading those around you, and/or support others to do the same, more of a joyful and rewarding activity. kinda of spending all your time and energy pushing and cajoling (in the belief that your peoples motivation essential(prenominal) come from you) you will be able to focus on leading your team up, and enabling them to light upon their full potential themselves.Ultimately, motivation must come from within each person. No leader is ever the virtuoso and continuing source of motivation for a person. plot the leaders encouragement, support, inspiration, and example will at times motivate followers, theleaders greatest role in motivate is to describe people for who they are, and to help them find their own way forward by making best use of their own strengths and abilities. In this way, achievement, development, and recognition will all come quite naturally to the person, and it is these things which are the trustworthy fuels of private motivation.By necessity these case studies initially include some negative references and examples, which I would urge you to see for what they are. How not to do things, and negative references, dont normally represent a great political program for learning and development. In life its so primary(prenominal) always to try to accentuate the validating to e ncourage electropositive visualisation so, see the negatives for what they are silly daft old ways that fail, and focus on the the positives in each of these examples. There are very many.motivation example 1 everyone is ilk me sensation of the most common assumptions we make is that the individuals who work for us are motivated by the same factors as us. Perhaps you are motivated by loyalty to the company, enjoying a challenge, proving yourself to others or making money. One great pitfall is to try to motivate others by focusing on what motivates you. Marie, a director in her company, was being coached. She was a perfectionist. Every day she pushed herself to succeed and was rewarded with recognition from her peers. But she was unable to get the same standard of work from her team members. In the first few weeks of her coaching she would say, If just people completed how important it was to put in 110% and how good it felt to get the acknowledgment, then they would start to feel more motivated.But it wasnt work. rather people were starting to become impatient towards Maries approach. Acknowledgment was a prime motivator for Marie so to help her consider some other options, she was helped to brainstorm what else might motivate people in their work. Maries list grew learning new skills, accomplishing a goal as part of a team, creativity, achieving work-life balance, financial rewards and the adrenaline rush of working to tight deadlines. Marie began to see that perhaps her team were indeed motivated it was simply that the team members were motivated in a different ways to her own. If the leader can tap into and support the team members own motivations then the leader begins to help people to realise their full potential.motivation example 2 no-one is like meSince the 1980s, seek has shown that although we know that we are motivated by meaningful and satisfying work (which is supported by Herzbergs timeless theory on the subject, and virtually all sensible search ever since), we assume others are motivated mainly by financial rewards. Chip Heath, associate professor at Stanford University carried out research that found most people believe that others are motivated by extrinsic rewards, such as pay or job security, rather than congenital motivators, like a desire to learn new skills or to contribute to an organisation. Numerous surveys show that most people are motivated by intrinsic factors, and in this respect we are mostly all the same.Despite this, era many leaders recognise that their own motivation is driven by factors that have nothing to do with money, they make the mistake of assuming that their people are somehow different, and that money is central to their motivation. If leaders assume that their team members only care about their pay packet, or their car, or their monthly bonus, this inevitably produces a faulty and unsustainable motivational approach. leading must recognise that people are different only in so far as the different particular intrinsic factor(s) which motivate each person, but in so far as we are all motivated by intrinsic factors, we are all the same.motivation example 3 people dont listen to meWhen some people talk, nearly everyone listens certain politicians, business leaders, entertainers people we regard as high achievers. You probably know people a little like this too. You may not agree with what they say, but they have a presence, a tone of voice and a confidence that is unmistakable. Fundamentally these people are great gross sales-people. They can make an unmitigated disaster sound like an unqualified victory. But do you need to be like this to motivate and lead? Certainly not. some people make the mistake of thinking that the only people who can lead others to success and achieve true excellence, and are the high-profile, charismatic, alpha-male/female types.This is not true. pack was a relatively successful salesman but he was never at the top of his tea ms league table.In coaching sessions he would venerate whether he would ever be as good as his more flamboyant and aggressive colleagues. crowd together saw himself as a sensitive person and was concerned that he was too sensitive for the job. pile was encouraged to direct at how he could use his sensitivity to make more sales and fly the coop his teammates.He reworked his sales pitch and instead of focusing his approach on the product, he based his initial approach on building rapport and asking questions. He made no attempt to denounce. Instead he listened to the challenges facing the people he called and asked them what kind of solution they were looking for. When he had realise their trust and established what they needed he would then describe his product.A character like James is also typically able to establish highly reliable and dependable processes for self-management, and for organising activities and resources, all of which are attributes that are extremely useful and valued in fresh business. When he began to work according to his natural strengths, his sales figures went through the roof. Each of us has qualities that can be adapted to a leaders role and/or to achieve great success. Instead of acting the way we think others expect us to, we are more in all likelihood to get others behind us and to succeed if we tap in to our natural, authentic style of leadership and making things happen. The leader has a responsibility to facilitate this process.motivation example 4 some people cant be motivatedWhile its true that not everyone has the same motivational triggers, as already shown, the belief that some people cannot be motivated is what can lead to the unilluminating pep-talk and sack them cycle favoured by many X- speculation managers. Typically managers use conventional mode actings to inspire their teams, reminding them that they are all in this together or that they are working for the greater good or that the management has complet e faith in you, but when all this fails to make an impact the manager simply sighs and hands the difficult employee the termination letter.The reality is that motivating some individuals does involve an investment of time. When his manager left the company, sorrel was asked by the site director, hotdog, to take over some extra responsibility. As well as administrative work he would be more involved in people management and get over directly to dog-iron. Frank saw this as a promotion for chase after and assumedthat he would be flattered and take to his new role with gusto. Instead Bob did little but find fault. He felt he had too much to do, he didnt trust the new administrator brought in to lighten his workload, and he felt resentful that his extra responsibility hadnt come with extra pay.Frank was a good manager and told Bob that he simply had to be a little more organised, and that he (Frank) had complete belief in Bob to be able to handle this new challenge. But Bob remaine d sullen. So Frank took a different approach He tried to see the situation from Bobs point of view. Bob enjoyed his social life, but was no lengthy able to leave the office at 5pm. Bob was devote to doing a good job, but was not particularly ambitious, so promotion meant little to him. Bob was also expected to work more closely now with a colleague with whom he clashed. Then Frank looked at how Bob might perceive him as his boss. He realised Bob probably thought Franks hands-off management style meant he didnt care.To Bob it might look as if Frank took no direct interest except when he found fault. Finally, Frank looked at the situation Bob was in to see if there was anything bringing out the worst in him. He realised 2 weeks of every month were effectively down-time for Bob, followed by two weeks where he was overloaded with work. Having set aside his assumptions about Bob and armed with a more complete picture from Bobs point of view, Frank arranged for the two of them to meet to discuss a way forward. Now the two were able to look at the real situation, and to find a workable way forward.While there is no guarantee that this approach will always work, quest to understand, as Stephen Coveys Seven Habits of Highly Effective People puts it, is generally a better first step than seeking to be understood. Its easier to help someone when you see things from their point of view.motivation example 5 but I am listeningWe are always told how valuable listening is as a leadership tool and encouraged to do more of it. So, when we remember, we listen really hard, trying to catch every detail of what is being said and maybe follow up with a question to show that we caught everything. This is sure enough important. Checking your email, thinking about last nights big game and planning your weekend sure enough stop you from hearing what is being said. But there is another important aspect to listening and that is earshot WithoutJudgement. Often when an employee tells us why they are lacking motivation we are busy internally making notes about what is wrong with what they are saying.This is pre-judging. It is not listening properly. Really listening properly means windup off the voice in your head that is already planning your counter-argument, so that you can actually hear, understand and interpret what you are being told. See the principles of empathy. This is not to say that the employee is always right, but only when you can really understand the other persons perception of the situation are you be able to help them develop a strategy that works for them. Listening is about understanding how the other person feels beyond merely the words that they say.motivation example 6 if they leave Ive failedWhat happens if, at their meeting, Bob admits to Frank that he doesnt see his future with that company? What if he says the main reason he is demotivated is that he isnt really suited to the company culture, and would be happier elsewhere? Has Fra nk failed? Not necessarily. Its becoming more widely accepted that the right and sustainable approach is to help individual employees to tap in to their true motivators and understand their core values. Katherine Benzigers methodologies are rooted in this doctrine Employees who falsify type (ie., behave unnaturally in pronounce to satisfy external rather than internal motives and drivers) are unhappy, stressed, and are unable to sustain good performance.Effort should be focused on helping people to align company goals with individual aspirations. Look at Adams Equity Theory to help understand the complexity of personal motivation and goals alignment. Motivation and goals cannot be imposed from outside by a boss motivation and goals must be determined from within the person, mindful of internal needs, and external opportunities and rewards. sometimes the person and the company are simply unsuited.In a different culture, industry, role or team that individual would be energised and dedicated, whereas in the present environment the same person doesnt fit. Sometimes success doesnt look the way we expect it to. A successful outcome for an individual and for a company may be that a demotivated person, having identified what sort of work and environment would suit them better, leaves to find their ideal job elsewhere.Yousucceed as a leader by helping and enabling people to reach their potential and to achieve fulfilment. If their needs and abilities could be of far greater value elsewhere, let them go dont force them to stay out of loyalty. Helping them identify and find a more fitting role elsewhere not only benefits you and them it also enables you to find a replacement who is really suited and dedicated to the job. True leaders care about the other persons interests not just your own interests and the interests of your organization.motivation example 7 the same factors that demotivate, motivate When asked what brought about lack of motivation at work, the maj ority of people in research carried out by Herzberg blamed hygiene factors such as working conditions, honorarium and company policy. When asked what motivated them they gave answers such as the sense of achievement, recognition, the opportunity to grow and advance and greater responsibility. Herzbergs findings about human motivation have been tested and proven time and gain. His theory, and others like it, tell us that the factors that demotivate do not necessarily motivate when reversed. The conventional solution to dissatisfaction over pay levels would be to increase pay in the belief that people would then work harder and be more motivated.However, this research shows that whilst increasing wages, improving job security and positive working relationships have a marginal impact, the main factors that characterise extreme satisfaction at work are achievement, recognition, interesting work, responsibility, advancement and ontogeny. So it follows that leaders who focus on these as pects peoples true motivational needs and values are the true leaders. Help people to enrich their work and you will truly motivate.motivation example 8 people will rise to tough challenges Many managers hope to motivate by setting their people challenging targets. They believe that raising the bar high and higher is what motivates. Tracey was an effective and conscientious account manager. Her boss habitually set her increasingly tough objectives, which Tracey generally achieved. However, in achieving her targets last month Tracey worked several eighteen-hour days, travelled extensively overseas, and had not had a single weekend break.Sometimes Tracey would mention to her boss that the effort was taking its toll on her health and happiness. When Tracey handed in her latest monthly report, her boss said, You see? Its worth all the hard work. So, dont complain about it again. Her bosss belief was that Tracey would get a sense of satisfaction from completing an more or less impo ssible workload. He was relying on her sense of duty which she had in bucket-loads to get the job done. But this is the KITA style of motivation.It doesnt really ac association a dedication to the job or a sense of pride. Its supplement or motivation is simply a lack of choice. Job enlargement is different to Job enhancement. Herzbergs research shows that improving the meaningfulness of a job (see also motivation example 7) has the motivational impact, not simply increasing the amount of pressure or volume of the tasks. Achievement for achievements sake is no basis for motivation a persons quality of life must benefit too.motivation example 9 I tried it and it didnt workWhen you try new things new motivational ideas, especially which affect relationships and feelings it is normal for things initially to get a little worse. Change can be a little unsettling at first. But keep the faith. People are naturally sceptical of illegitimate motivational approaches. They may wonder wh y you have suddenly taken such an interest in them.They may feel you are giving them too much responsibility or be concerned that changes in the way they work may lead to job losses. Herzbergs research is among other evidence, and modern experience, that after an initial drop in performance, people quickly adjust and respond to more state-of-the-art management and motivational attitudes. Supporting and coaching people through this stage of early doubt is vital. advocate and help people to grow and develop, and performance improvement is inevitable.motivation example 10 this type of motivation takes too much time If youve absorbed the ideas above, you might wonder where you would find the time to motivate people using these approaches. It is true that this style of leadership, sustainable motivation, commitment and focus is in the beginning more time consuming than KITA methods this is bound to be,since KITA methods require far less thought. Engaging fully with your staff, underst anding their wants, desires and values, getting to know them as individuals and developing strategies that achieve a continuous release of energy is more intensive and takes time to work. But consider the advantages.This investment of time means you will eventually have less to do. Instead of constantly urging your people along and having to solve all the problems yourself, youll be the leader of a group performing at a higher level of ability and productivity, giving you the chance to step back from fire-fighting and to consider the bigger picture. Herzberg was not alone in identifying that leaders need invest in the development of their teams, and also of their own successors. See leadership theories. Douglas McGregors X-Y Theory is central too. So is Maslows power structure of Needs, from the individual growth perspective. And see also Bruce Tuckmans Forming, Storming, Norming, Performing model.All of these renowned theories clearly stage the need for teams, and the individuals within them, to be positively led and developed. Your responsibility as leader is to develop your team so that it can take on more and more of your own responsibility. A mature team should be virtully self-managing, leaving you free to concentrate on all the job-enhancing strategic aspects that you yourself need in order to keep motivated and developing.The technical content of this article was provided by UK-based expert in organizational development Blaire Palmer, which is gratefully acknowledged.Name- Sunil Kumar SharmaEXECUTIVE SUMMARYThis befuddle is an attempt to give knowledge about motivational technique of Tata steel company on their employees. It aims to make its reader well versed with each and every aspect of Kingfisher Airlines.It throws light on the following-1. In 1st Chapter you will find the objective of doing the offer on Tata marque 2. In 2nd Chapter of this report, you will find that the research methodology of the report is mentioned. 3. In 3rd chapter you wi ll find anoverview of Tata Steel, in which you will find its the history of Tata Steel, current destination, departments, motivational technique, steps dose HR manager takes to manage employee of organization. In it you will also find about the Events, Awards, about the Management Team. 4. In 4th Chapter you will find conclusion and suggestion on the understand on Motivational Technique of Tata Steel 5. In 5th Chapter you will find some of the limitations of project being face by me. 6. In 6th Chapter you will find the various sources I referred for multitude information.This project is overall an attempt to make you aware or to cover every possible aspect of Tata Steel in Delhi. OBJECTIVE1. To understand the importance of employee motivation in Tata Steel2. To analyze the fiscal method of motivating employee3. To analyze the non-monetary method of motivating employee4. To understand the difficulties/challenges found in caring out the strategies5. Finally, to recommend how Tata S teel can improve its motivational strategies LIMITATION1. The data could be gathered from secondary coil source thus any error in the information would have also got replicated in this report 2. Time constraint was the major limitation faced by the researcher 3. Another problem was knowledge constraint and this report was an attempt to gather as much of relevant data as possible 4. Another constraint was the lack of information regarding proper route map by the organization imputable to which it could not be included in the project report 5. Difficult to meet right people at Tata Steel for project concern 6. Very expensiveCONCLUSION AND SUGESTIONAfter doing a study of this project representing on Motivation technique of leading company Tata Steel, I have come to a conclusion that Tata Steel is one of the largest and most widespread of the manufacturing company and well planned in motivational tools, Tata Steel have adopted various technique for all different level of management In all Tata Steel Organization, new approaches to motivation are being used.In many territories, the strategiesare manual of arms but, as automated methods become more pervasive, those mechanisms that support its use will assume greater popularity some(prenominal) the strategies selected for use, the objective is to motivate employees and make him more qualified, committed individuals into the organizations and ensure that the provision of Tata Steel to the their employee is timely and effective, that the goods are of consistent high quality and that the organizations achieve the objectives for which they have been established Tata Steel also manage their monetary and non monetary methods of motivation system between all level of management according to their preference pass1. From the above research on motivational technique of Tata Steel they should be categorized their employee according to their motivational methods and make a research on it that which employee wants monetary met hod of motivation and which employee prefer non monetary method of motivational technique 2. Most probably all employee should be motivated by both method somehow that create a balance between employees thinking 3. There are many levels of management in Tata Steel organization I prefer him to take care of separate department 4. Tata Steel needs to undertake aggressive motivational technique at a time of emergency 5. bleak approaches should be identified and rewarded so that it serves as example for others Motivation Techniques at MicrosoftMotivation Techniques at MicrosoftWith more than 4,000 of its 27,000 employees already millionaires, Microsoft faces the challenge of figuring out how to motivating its employees though means other than pay raises. While this problem is not unique to Microsoft, the circumstances under which this problem evolved however, are. As a company that must caters to the needs of the professional worker, Microsofts motivational strategy should center around recognition of individual employee achievements, the work itself, responsibility, growth, and other characteristics that people find intrinsically rewarding.By simple virtue of its position as a high-tech company where highly trained, highly ingenious professional workers account for the vast majority of itsemployees under normal circumstances money factors would play only limited role in actually motivating employees.As a company composed of paper millionaires, Microsoft is in a unique position while many Microsoft employees may be labeled professional employees, the companys financial position will play a special interest to many of its employees. As Microsoft stock-holders, the average Microsoft millionaire (the so called paper millionaire) has a vested interest in helping the company succeed and advance its financial position. This is true because the stockholder will directly correlate the amount of money they earn with the perceived worth to the organization.Driven by the idea that their financial success or failures are directly related to the performance (as well as public image) of the company, these employees will work with great vigor to maintain the success of their company. Until their financial position no longer depends on the companys stock performance that is, until theses employees sell their stock and secure their fortunes the Microsoft millionaires will likely view themselves as masters of their own destiny. Hard work, they are likely to reason, will translate into better company performance which in turn, will translate into steady (if not increasing) stock performance.Clearly, money plays an important role in motivating job performance. But as mentioned earlier, money has its limitations as a motivator, especially in the world of the professional worker. In the work of management theorist Frederick Herzberg, a fair salary is considered a hygiene factor something people need as an incentive to do the jobs they are chartered to do. Hygiene factors include adequate workspace, light and heat, and the necessary tools such as a computer or telephone.Without any of these items, employees will be demotivated and unable to do their jobs. Having all of these items, however, will enable employees to do their jobs but will do nothing to help them do the best job possible. Getting people to do their best work is more a function of what Herzberg call motivators. These include praise and recognition, challenging work, and growth and development opportunities.As professional workers Microsofts employees have, for the most part, meet their hygienic needs. Microsoft employees are largely skilled workers who derive satisfaction from their work itself. Such workers possess a strong sense of commitment to not only their field of expertise but also to their employer as well. As such, Microsofts employees will want to identify with the success of their profession and their organization. Since professionals often enjoy the challeng e of problem solving, some of the rewards of their job will likely come from the work itself.This implies that managers should provide professionals with new assignments and challenging projects. Managers should give the professional autonomy to follow their interests and allow them to structure their work in ways they find productive. Professionals should be rewarded with recognition and educational opportunities that allow them to keep current in their fields.Recognition boosts employees esteem and performance. Recognition, on the other hand, is what you do above and beyond what people are paid to get the best effort from employees. Compensation is a right, but recognition, however, is a gift which validates the importance of their work.