airtel bus com group

8/12/2019 AIRTEL Bus Com Group

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Motivation Process Practice of Airtel

Bangladesh Ltd


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How Airtel Bangladesh Ltd Motivate their prospects

Submitted To

Mr. Md. Tarikul Islam

Assistant Professor

!epartment of "inance # $ankin%

&ahan%irna%ar 'niversit(.

Submitted $(

). *ame + Tahmina Shabnam ,han

I! - //01)1)/12. *ame + "arhan Salahuddin

I! - //01)1)212)3

2. *ame + Asif Mahmud

I! - //011)/1/40

5. *ame + Mohammad Mohiuddin $hui(an

I! - //011)/1)53

3 April /))

2


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667TT787TT789"9"TT8A*SMITTA68A*SMITTA6

26 April 2011

Mr. Md. Tarikul IslamAssistant Professor,Department of Finance & ankin!"a#an!irna!ar $ni%ersit

'u()ect* 'u(mission of +eport

Dear 'ir,

e are #onored to su(mit t#is report on -Motivation Process Practice of -AirtelBangladesh Ltd as ou #a%e aut#ori/ed us to in t#is semester..

e are %er pleased to prepare t#is assi!nment under our !uidance since it !a%e us t#eopportunit to kno t#e current condition of r!ani/ational e#a%ior and Moti%ationProcess Practice of -Airtel Bangladesh Ltdand anal/e its moti%ation performance andad%anta!e. T#e con!enial atmosp#ere, t#e information assistance, feed(ack on t#e topicand to impro%e t#is report, e are so !rateful to ou.

e tried our le%el (est to accumulate t#e information for ou as compre#ensi%e aspossi(le. e ill (e o(li!ed to pro%ide furt#er clarification on t#is report #ene%ernecessar.

Sincerel( :ours

ame ID. 'i!nature

Tu#in A#med 2003424104106

5


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'udip +o 201042410412

Amit 7umar 'a#a 20104241042

%i A#amed 2010424104550

'neasis# #attac#arria

""987;98!987;98!

First and foremost e ould like to e8press our !ratitude and inde(tedness to our

#onora(le facult Mr. Md. Tarikul Islam, Assistant Professor, Department of Finance &

ankin!, "a#an!irna!ar $ni%ersit. e ould like to t#ank our 'ir for pro%idin! full

assistance and detailed outline a(out #o to proceed it# data collection and ritin!

procedure. it# #is ine8#austi(le !uidance, %alua(le ad%ice, continuous inspiration,

constructi%e criticism and !enerosit #e #elped us to carr out t#is report successfull

e also ould like to t#ank M. Ma#(oo( 9ossain, 9ead +e%enue Plannin!, Airtel

an!lades# :td for #is co4operation. e ould furt#er like to t#ank all communication

officer and mana!ement emploees for pro%idin! us it# detailed information re!ardin!

t#e Airtel;s Moti%ation Process practices. At t#is sta!e, e must s#o our !ratitude to

receptionist, #o #as si!nificantl assisted us.

Finall, e ould like to t#ank to all !roup mem(ers t#at directl or indirectl #elped us

to pro%ide and accumulate all t#e necessar information for t#e accomplis#ment of t#is

assi!nment.


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Table of


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5.) Moti%ation? 'trate! is %er influential issue for an or!ani/ation to approac# in

a ne market se!ment and sur%i%e in t#at market. If an compan ants to sur%i%e in a

market for a lon! time t#e firm s#ould take a proper 9+ plan. T#rou!# a proper

communication one can easil enter in a ne market and !ain profit. An o%erall 9+ plan

includes %arious promotion policies, cultural s#o, increment, (onus, special aards,

!ames, e%ents, cold lea%e and a lots of facilities for t#e emploee. 9ere e take Airtel

an!lades# :td and t#rou!# t#is e tr to e8pose moti%ation acti%ities of t#is compan.

e mainl focus on #o to approac# in a ne market and !ain lon! term facilities from

t#e emploees. e #opefull sa t#at t#rou!# t#is assi!nment one can easil understand

#o to perform moti%ation process in a ne market and earn a lon! term profit.

6


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T#is report -Moti%ation Process Practice -of -AirtelBangladesh Ltd is t#e outcome of

o%er 2 ears studin! in t#e @ast est $ni%ersit under !raduation pro!ram.

). $ack%round of the stud( +

T#e (ack!round of t#e stud is or!ani/ational (e#a%iour practices emploees of -Airtel

an!lades# :td. A total num(er of =0 emploees ork t#eir. To moti%ate emploee,

Airtel use different tpes of strate!ies and criteria. ne of a %er stran!e culture e found

t#at, at ork place t#e used to call t#eir superior -#aia or Apu culture. o - 'ir or

Madam - culture e8ist t#ere. 'o t#at emploee feel free to talk #isB#er orkin! pro(lem

it# t#eir super%isor.

).2 9b?ective of the stud( +

T#is pro!ram as desi!ned to accomplis# to o()ecti%es. T#e o()ecti%es ere identified

t#rou!# closer interaction and e8c#an!e of %ies it# t#e mana!ement of Airtel.

Folloin!s ere t#e o()ecti%es of t#e stud*

To kno (riefl a(out -AirtelBangladesh Ltd and t#eir 9+ department.

To find out t#e Moti%ation le%el of Airtel emploee.

To identif t#e a of practicin! t#e moti%ation process.

).5 Scope +

ne of our !roup mem(er;s cousin, M. Ma#(oo( 9ossain, is recentl orkin! in Airtel

Telecommunication :td as +e%enue plannin! mana!er. 9e #as created some !ood

opportunities for us to %isit 9+ department of Airtel and #elped us to !et some %alua(le


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information a(out Airtel. e #a%e also !ot t#e c#ance to talk it# 'eda 'aadia Ameer,

'enior fficer of 9+ Department of Airtel Telecommunication :td. 'o e #a%e collected

t#e true information and tried to identif t#e moti%ation process of Airtel an!lades# :td.

).4 Methodolo%( +

*ature of the stud(+@8plorator

Sources of information+ot# primar and secondar information sources ere used to

complete t#is stud.

Primary sources: For our primar researc#, e #a%e mostl used t#e practical

e8periences, knoled!e, skills, references of Airtel @mploees and some standardreference sources like C

9+ Department, 9ead office of -Airtel an!lades# :td -.

Dail espaper

eekl espaper

Ma!a/ine

Secondary sources: 'econdar information as collected from t#e e( site of t#e

parent compan. For findin! materials in t#e e(, e used t#e standard searc# en!ines

suc# as4

Airtel.com

oo!le

Ea#oo

9otmail

dnes2 6imitations of the stud(+

T#r (asic strate! of Airtel is idenin! its market t#rou!# its emer!in! countr ide

netork. As a result of t#is strate!, su(scri(ers are from different se!ments or from

different income le%els. Moreo%er, su(scri(ers are scattered all o%er t#e countr. T#e

time constraint confined t#is stud mostl on t#e data collected in D#aka /one.

Moreo%er, it as not possi(le to !et all reGuired internal information of t#e compan as

t#ese are treated as confidential to t#e compan.

T#e outcome of t#e stud can t#us (e re!arded e8plorator, and ma not (e treated as

a(solute for t#e #ole countr. In t#e later case more compre#ensi%e stud is reGuired.

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Airtel;s #ole office is not in t#e same (uildin!. It #as different (uildin!s and sectors in

different places of D#aka cit. T#at is # e can not o(ser%e t#e #ole internal

process. #en e %isited Airtel office, at t#at time t#e ere %er (us for Po#ela

ois#ak# preparation. 'o, t#e #a%e %er little time to talk it# us. e #a%e fe

limitations. ut e ere Guite successful to collect our main information. 'o t#e result

as #opefull satisfactor.

).@ 8eport Preview

In c#apter one e #a%e emp#asi/ed on ori!in of t#e report and Airtel moti%ation process.

In ne8t c#apter e ill s#o compan;s #istor, mission, %ision, or!ani/ational structure

and compan;s future plan. In H#apter t#ree e ill discuss on #o Airtel practices

in or!ani/ation. In c#apter four e #a%e !i%en some recommendation for (etterment of

t#e or!ani/ation.

Part + 98A*IBATI9*

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.) Histor( of the or%aniCation +

#arti Airtel :imited , commonl knon as airtel, is an Indian Telecommunication

Hompan t#at operates in 13 countries across 'out# Asia, Africa. Airtel #as (ecome a

leadin! !lo(al telecommunication compan.

.).) Histor( of $harti Airtel 6imited +

'unil #arti Mittal founded t#e #arti roup in 136. #arti #as !ron from

(ein! a manufacturer of (iccle parts to one of t#e lar!est and most respected

(usiness !roups in India. it# its entrepreneurial spirit and passion to undertake

(usiness pro)ects t#at are transformational in nature, #arti #as created orld4

class (usinesses in telecom, financial ser%ices, retail, and foods.

In 135, 'unil Mittal as into an a!reement it# ermans 'iemens to

manufacture t#e compans pus#4(utton telep#one models for t#e Indian market.

In 136, 'unil #arti Mittal incorporated #arti Telecom :imited >T:? and #is

compan (ecame t#e first in India to offer pus#4(utton telep#ones, esta(lis#in!

t#e (asis of #arti @nterprises.

In 1332, 'unil Mittal on a (id to (uild a cellular p#one netork in Del#i.

In 1336, cellular ser%ice as e8tended to 9imac#al Prades#.

In 2000, #arti acGuired control of 'kcell Hommunications, in H#ennai.

In 2005, t#e cellular p#one operations ere re(randed under t#e sin!le Airtel

(rand.

In 200=, #arti e8tended its netork to Andaman and ico(ar.

In 2003, Airtel launc#ed its first international mo(ile netork in 'ri :anka.

In 2010, Airtel (e!an operatin! in an!lades# and 16 African countries.

T#rou!# its !lo(al telecom operations #arti !roup #as presence in 21 countries

across Asia, Africa and @urope 4 India, 'ri :anka, an!lades#, "erse, uernse,

'ec#elles, urkina Faso, H#ad, Hon!o ra//a%ille, Democratic +epu(lic of

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Hon!o, a(on, #ana, 7ena, Mada!ascar, Malai, i!er, i!eria, 'ierra

:eone, Tan/ania, $!anda, and Jam(ia.

Toda, Airtel is t#e lar!est cellular ser%ice pro%ider in India and fift# lar!est in t#e orld.

.). Airtel $an%la +

Airtel $an%ladesh 6td.is a 'M4(ased cellular operator in an!lades#.

Airtel $an%ladesh 6tdis t#e si8t# mo(ile p#one carrier to enter t#e an!lades#

market, and launc#ed commercial operations on Ma 10, 200.

arid Telecom International ::H, an A(u D#a(i (ased consortium, sold ama)orit 0K stake in t#e compan to Indias #arti Airtel :imited for $'L500

million.

#arti Airtel :imited ill take mana!ement control of t#e compan and its (oard,

and re(randed t#e compans ser%ices under its on airtel (rand from 20t#

Decem(er, 2010.

T#e an!lades# Telecommunication +e!ulator Hommission appro%ed t#e deal

on "an


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..) Mission +

e ill meet t#e mo(ile communication needs of our customer t#rou!#

error4free ser%ice deli%er

Inno%ati%e Product and 'er%ices

cost efficienc

$nified messa!in! solution

.. Dision +

$( /)4 Airtel will be the most loved brand enrichin% the lives of Millions.

E@nric#in! li%es means puttin! t#e customer at t#e #eart of e%ert#in! e do. e ill

meet t#eir needs (ased on our deep understandin! of t#eir am(itions, #ere%er t#e are.

#a%in! t#is focus e ill enric# our on li%es and t#ose of our ot#er ke

stake#olders. nl t#en ill e (e t#ou!#t of as e8citin!, inno%ation, on t#eir side and a

trul orld class compan.E

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..2 Strategy :

T#e (asic strate! of Airtel is co%era!e of (ot# ur(an and rural areas. In contrast to t#e

-island strate! folloed ( some companies, #ic# in%ol%es connectin! isolated

islands of ur(an co%era!e t#rou!# transmission links, Airtel (uilds continuous co%era!e,

cell after cell. #ile t#e intensit of co%era!e ma %ar from area to area dependin! on

market conditions, t#e (asic strate! of cell4to4cell co%era!e is applied t#rou!#out Airtel

netork.

Airtel Bangladesh Ltd followed some strate%ies and focus on their

"unctions+

Total 15 functions com(ine Airtel an!lades# :imited orkforce.

T#ese are*

Hustomer Hare

'uppl H#ain Mana!ement

etork

perational @8cellence

9uman +esources & Administration

'ales

Information Tec#nolo!

Horporate Affairs

Finance

Marketin!

:e!al & 'ecretarial

H@ ffice

Horporate Assurance roup.

.2 9r%aniCation Structure and SiCe +

1=


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As an outcome of a restructurin! e8ercise conducted it#in t#e companN a ne

inte!rated or!ani/ational structure #as emer!edN it# reali!ned roles, responsi(ilities and

reportin! relations#ips of (#arti;s ke team plaers. it# effect from Marc# 01, 2006,

t#is unified mana!ement structure of F9ne airtelFill ena(le continued impro%ement

int#e deli%er of t#e roup;s strate!ic %ision.

.2.) $arti Airtel 9r%aniCation Structure +

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.2. 9r%aniCation SiCe +

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Airtelis t#e =t# lar!est mo(ile operator in t#e orld in terms of su(scri(er (ase and #as a

commercial presence in 13 countries and t#e H#annel Islands.

Its area of operations include+

). The Indian Subcontinent +

Airtel an!la, in an!lades#.

Airtel >India?, in India

Airtel 'rilanka, in 'rilanka

. Airtel Africa which operates in )3 African countries+

urkina Faso, H#ad, Democratic +epu(lic of t#e Hon!o, +epu(lic of t#e

Hon!o, a(on, #ana, 7ena, Mada!ascar, Malai, i!er, i!eria, 'ec#elles, 'ierra

:eone, Tan/ania, $!anda andJam(ia

2. The $ritish


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Post1paid Plan + T#e post4paid plan is (randed and marketed across t#e countr under

t#e name airtel Postpaid, #ic# means leader or roalt. Airtel Postpaid #ic# comes

it# 2 packa!es is desi!ned to cater to (ot# our professional and personal

communication needs.

Airtel Post1paid packa%es are1

). Airtel 7=clusive +airtel e8clusi%e (rin!s ou t#e #i!#est fnf features and 1

second pulse t#at ill ena(le ou mana!e our calls efficientl.

T#is packa!e is a%aila(le for ne acGuisition.

+e!ular Hlassic, ad%anta!e & super (enefits customer ill (e a(le to

mi!rate to t#is ne packa!e and also mi!ration from @8clusi%e packa!e to

Hlassic, ad%anta!e packa!e is possi(le (ut e8clusi%e packa!e to super

(enefits ill not (e possi(le.

nl t#e customers from super (enefits packa!e ill (e a(le to mi!rate to

e8clusi%e packa!e t#rou!# s#ort code 5156 at FH >free of cost?.

Hustomer ill rite @8clusi%e; and send to 5156

. Airtel


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Pre1paid Plan + Different people lo%e different t#in!s. To cater to all customer;s need,

airtel offers t#em 5 different packa!es in one prepaid connection. T#is se!ment is

(randed and marketed as airtel Prepaid.

T#e airtel Prepaid cate!or is di%ided into four se!ments*

Adda

olpo

,otha

). Adda + Eou are t#e kind of person #o lo%es to keep in touc# it# a close

!roup of friends. Eou like to (rose t#e net #en (ored and make t#e most of

our time on our p#one. adda ill !i%e ou ma8imum fnf and all t#at at

fantastic rates.

. olpo +If ou are someone #o lo%es makin! lon! con%ersations, our !olpo

packa!e it# 2< #rs flat tariff to an num(er is somet#in! ou ill fall in lo%e

it#. Talk to an num(er antime at a fi8ed flat rate.

2. ,otha + '#are e%er little moment it# t#e ones ou lo%e it# airtel kot#a4t#e

packa!e plan it# 1 sec pulse from t#e %er first second.

Airtel4Postpaid and Airtel Prepaid user en)o %arious %alue added ser%ices>OA'?, suc#

as 'M', MM', P+', 6Airtel? postpaid users.

.5. Services +

Main ser%ice of Airtel is Mo(ile communication ser%ices in an!lades#. ut t#e

compan also pro%ides different tpes of %alue added ser%ices suc# as4

Airtel live ;AP

Sports

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"inance

Travel

Astrolo%(

Tunes # !ownloads

7ntertainment

Messa%in% Services

*ews # 'pdates


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In1fli%ht roamin%

In1bound roamin%

.5.2.


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.5.5 Markets +

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Airtel as (orn free, a force unleas#ed into t#e market it# a relentless and una%erin!

determination to succeed. A spirit c#ar!ed it# ener!, creati%it and a team dri%en -to

sei/e t#e da it# an am(ition to (ecome t#e most admired telecom ser%ice pro%ider

!lo(all. airtel, in )ust ten ears of operations, rose to t#e pinnacle of ac#ie%ement and

continues As Indias leadin! telecommunications compan, airtel (rand #as plaed t#e

role of a ma)or catalst in Indias reforms, contri(utin! to its economic resur!ence.

Toda e touc# peoples li%es it# our Mo(ile ser%ices, Telemedia ser%ices, to

connectin! Indias leadin! 1000 corporates. e also connect Indians li%in! in $'A, $7

and Hanada it# our call#ome ser%ice T#e latest de%elopments come at a time #en

an!lades# it# its 160 million population is e8pected to !arner su(stantial re%enues for

Airtel 'out# Asia operations in t#e comin! Guarters. Airtel #as a(out


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2.) 9b Practices in -Airtel Bangladesh Ltd +

ur selected or!ani/ation is -Airtel Bangladesh Ltd. Airtel considers its emploees to

(e one of its most important assets. Airtel ants to pro%ide an e8tensi%e emploee (enefit

sc#eme suc# as Da Hare Hentre, H#ildrens @ducation 'upport, and 9i!#er @ducation

'upport for emploees, in4#ouse medical support to t#ere emploees. ut Airtel is ne in

an!lades#>acGuired 0K s#are of arid?. T#e compan runs t#ere operation not more

t#an 1.=ear and !roin! rapidl. 'o T#e compan is trin! to increase emploee (enefit

to moti%ate for orkin!.

T#ere are moti%ation pro!ram is mainl done ( t#e 9+ department. T#e take %arious

moti%ational acti%ities measure to ensure emploee performance remain #i!#er. T#e talk

to t#e emploees indi%iduall re!ardin! t#eir ork pro(lems and find out t#e steps to (e

selected to moti%ate t#em. :ine mana!er also !i%es counselin! #our to t#e emploees so

t#at t#eir performance le%els !et impro%ed. 'o t#is is #o emploees are moti%ated in

Airtel. 9i!# pa scale and e8cellent (enefit pro!rams are also t#ere to moti%ate emploee

performance.

e #a%e taken sur%e of )o( satisfaction of =0 rameen p#one emploees. T#e result of

t#e stud is !i%en (elo*

$enefits of Trained and Motivated 7mplo(ees in Airtel+

etter customer e8perience

etter customer %alue

Increase producti%it

Impro%es )o( satisfaction

+educes cost of orker turno%er.

Motivation Strate%ies of Airtel +

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Hommunicate e8pectations and pro%ide freGuent feed(ack to t#e emploee.

+eco!ni/e and reard performance

Indi%idual reco!ni/ation

+eard pro!rames

Oer(al appreciation @mploee of t#e mont#

In%ol%e emploees

'#are !oals and cele(rate success

:isten to emploee ideas

In%ol%e emploees in decision makin! and pro(lem

sol%in! +ound ta(le discussion all t#e emploee.

&ob Satisfaction Guestionnaire +

T#is is a sur%e of )o( satisfaction of Airtel emploees. It is to (e noted t#at allinformation #ere are full confidential and ill (e used for a particular researc# ork.

'e8* Male FemaleA!e

"o( duration* lless t#an 1 ear 142 ears 24< ears more t#an 6 ears

Please respond to t#e !i%en items usin! t#e folloin! scale* 'tron!l A!ree $ndecided Disa!ree 'tron!l A!ree Disa!ree

1 2 5 < =

Pa( and $enefit +

1. I feel I am (ein! paid a fair amount for t#e ork I do2. M pament is eGuita(le to t#e ot#ers in t#e similar positions in ot#er companies5. I feel satisfied it# t#e rules for salar increases


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Advancement and %rowth +

6. T#ere are sufficient infrastructural support for researc# ork. I am satisfied it# t#e rules and policies for promotion

;ork Itself +

. I feel a sense of pride in doin! m )o(3. I feel m )o( is interestin!10. T#is compan is a prett !ood place to ork

6eadership +

11. Aut#orit is %er conscious a(out pro(lems and (enefits12. M su!!estion to t#e team is taken seriousl15. I often feel t#at I do not kno #at is !oin! on it#in t#e or!ani/ation1


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8esult of the Surve(+

S6

*o.

!escription Stron%l

( A%ree

A%ree 'ndecide

d

!isa%re

e

Stron%l

(

disa%ree

Total

populatio

n

1 I feel I am (ein! paid a fair

amount for t#e ork I do


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1< Performance standards areell defined and properlcommunicated


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Accordin! to %arious t#eories, moti%ation ma (e rooted in a (asic need to minimi/e

p#sical pain and ma8imi/e pleasure, or it ma include specific needs suc# as eatin! and

restin!, or a desired o()ect, !oal, state of (ein!, ideal, or it ma (e attri(uted to less4

apparent reasons suc# as altruism, selfis#ness, moralit,or a%oidin! mortalit.

Motivation concepts

Intrinsic and extrinsic motivation

Intrinsic motivationrefers to moti%ation t#at is dri%en ( an interest or en)oment in t#e

task itself, and e8ists it#in t#e indi%idual rat#er t#an relin! on an e8ternal pressure. Q2R

Intrinsic moti%ation #as (een studied ( social and educationalpsc#olo!ists since t#e

earl 130s. +esearc# #as found t#at it is usuall associated it# #i!# educational

ac#ie%ement and en)oment ( students. @8planations of intrinsic moti%ation #a%e (een

!i%en in t#e conte8t of Frit/ 9eiders attri(ution t#eor, anduras ork on self4efficac,

Q5R and Deci and +ans co!niti%e e%aluation t#eor >see self4determination t#eor?.

'tudents are likel to (e intrinsicall moti%ated if t#e*

attri(ute t#eir educational results to internal factors t#at t#e can control >e.!. t#e

amount of effort t#e put in?,

(elie%e t#e can (e effecti%e a!ents in reac#in! desired !oals >i.e. t#e results are

not determined ( luck?,

'ee also Intrinsic moti%ation and t#e 16 (asic desires t#eor(elo.

7=trinsic motivation comes from outside of t#e indi%idual. Hommon e8trinsic

moti%ations are reards like mone and !rades, coercion and t#reat of punis#ment.

Hompetition is in !eneral e8trinsic (ecause it encoura!es t#e performer to in and (eat

ot#ers, not to en)o t#e intrinsic reards of t#e acti%it. A crod c#eerin! on t#e

indi%idual and trop#ies are also e8trinsic incenti%es.

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http://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Moralityhttp://en.wikipedia.org/wiki/Moralityhttp://en.wikipedia.org/wiki/Deathhttp://en.wikipedia.org/wiki/Deathhttp://en.wikipedia.org/wiki/Motivation#cite_note-1http://en.wikipedia.org/wiki/Social_psychology_(psychology)http://en.wikipedia.org/wiki/Educational_psychologyhttp://en.wikipedia.org/wiki/Attribution_theoryhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Motivation#cite_note-2http://en.wikipedia.org/wiki/Self-determination_theoryhttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivation_and_the_16_basic_desires_theoryhttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivation_and_the_16_basic_desires_theoryhttp://en.wikipedia.org/wiki/Coercionhttp://en.wikipedia.org/wiki/Objective_(goal)http://en.wikipedia.org/wiki/Altruismhttp://en.wikipedia.org/wiki/Moralityhttp://en.wikipedia.org/wiki/Deathhttp://en.wikipedia.org/wiki/Motivation#cite_note-1http://en.wikipedia.org/wiki/Social_psychology_(psychology)http://en.wikipedia.org/wiki/Educational_psychologyhttp://en.wikipedia.org/wiki/Attribution_theoryhttp://en.wikipedia.org/wiki/Self-efficacyhttp://en.wikipedia.org/wiki/Motivation#cite_note-2http://en.wikipedia.org/wiki/Self-determination_theoryhttp://en.wikipedia.org/wiki/Motivation#Intrinsic_motivation_and_the_16_basic_desires_theoryhttp://en.wikipedia.org/wiki/Coercion


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'elf4determination t#eorproposes t#at e8trinsic moti%ation can (e internalised ( t#e

indi%idual if t#e task fits it# t#eir %alues and (eliefs and t#erefore #elps to fulfill t#eir

(asic psc#olo!ical needs.

Self-control

T#e self4control of moti%ation is increasin!l understood as a su(set of emotional

intelli!enceN a person ma (e #i!#l intelli!ent accordin! to a more conser%ati%e

definition >as measured ( man intelli!ence tests, et unmoti%ated to dedicate t#is

intelli!ence to certain tasks. Eale 'c#ool of Mana!ement professor Oictor Orooms

Se8pectanc t#eorS pro%ides an account of #en people ill decide #et#er to e8ert self

control to pursue a particular !oal.

Dri%es and desires can (e descri(ed as a deficiency or need that activates behavior that is

aimed at a goal or an incentive. T#ese are t#ou!#t to ori!inate it#in t#e indi%idual and

ma not reGuire e8ternal stimuli to encoura!e t#e (e#a%ior. contrast, t#e role of

e8trinsic reards and stimuli can (e seen in t#e e8ample of trainin! animals ( !i%in!

t#em treats #en t#e perform a trick correctl. T#e treat moti%ates t#e animals to

perform t#e trick consistentl, e%en later #en t#e treat is remo%ed from t#e process.

Employee motivation

orkers in an or!ani/ation need somet#in! to keep t#em orkin!. Most times t#e

salar of t#e emploee is enou!# to keep #im or #er orkin! for an or!ani/ation.

9oe%er, sometimes )ust orkin! for salar is not enou!# for emploees to sta at an

or!ani/ation. An emploee must (e moti%ated to ork for a compan or or!ani/ation. If

no moti%ation is present in an emploee, t#en t#at emploee;s Gualit of ork or all ork

in !eneral ill deteriorate.

#en moti%atin! an audience, ou can use !eneral moti%ational strate!ies or specific

moti%ational appeals. eneral moti%ational strate!ies include soft sell %ersus #ard sell

and personalit tpe. 'oft sell strate!ies #a%e lo!ical appeals, emotional appeals, ad%ice

and praise. 9ard sell strate!ies #a%e (arter, outnum(erin!, pressure and rank.

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Applications

Education

Moti%ation is of particular interest to educational psc#olo!ists (ecause of t#e crucial

role it plas in student learnin!. 9oe%er, t#e specific kind of moti%ation t#at is studied

in t#e speciali/ed settin! of education differs Gualitati%el from t#e more !eneral forms

of moti%ation studied ( psc#olo!ists in ot#er fields.

1. Direct (e#a%ior toard particular !oals

2. :ead to increased effort and ener!

5. Increase initiation of, and persistence in, acti%ities


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moti%ation and Dou!las Mcre!ors t#eor and t#eor E >pertainin! to t#e t#eor of

leaders#ip? demonstrate.

Moti%ated emploees alas look for (etter as to do a )o(.

Moti%ated emploees are more Gualit oriented.

Moti%ated orkers are more producti%e.

onet#eless, 'teinmet/ also discusses t#ree common c#aracter tpes of su(ordinates*

ascendant, indifferent, and am(i%alent #o all react and interact uniGuel, and must (e

treated, mana!ed, and moti%ated accordin!l. An effecti%e leader must understand #o to

mana!e all c#aracters, and more importantl t#e mana!er must utili/e a%enues t#at allo

room for emploees to ork, !ro, and find ansers independentl.

T#e assumptions of Maslo and 9er/(er! ere c#allen!ed ( a classic stud at Oau8#all

Motors $7 manufacturin! plant. T#is introduced t#e concept of orientation to ork and

distin!uis#ed t#ree main orientations* instrumental >#ere ork is a means to an end?,

(ureaucratic >#ere ork is a source of status, securit and immediate reard? and

solidarit >#ic# prioriti/es !roup loalt?.

t#er t#eories #ic# e8panded and e8tended t#ose of Maslo and 9er/(er! included

7urt :eins Force Field T#eor, @din :ockes oal T#eor and Oictor Orooms

@8pectanc t#eor. T#ese tend to stress cultural differences and t#e fact t#at indi%iduals

tend to (e moti%ated ( different factors at different times.

In contrast, Da%id McHlelland (elie%ed t#at orkers could not (e moti%ated ( t#e mere

need for moneUin fact, e8trinsic moti%ation >e.!., mone? could e8tin!uis# intrinsic

moti%ation suc# as ac#ie%ement moti%ation, t#ou!# mone could (e used as an indicator

of success for %arious moti%es, e.!., keepin! score. In keepin! it# t#is %ie, #is

consultin! firm, Mcer & Hompan, #ad as its first motto STo make e%erone

producti%e, #app, and free.S For McHlelland, satisfaction la in ali!nin! a persons life

it# t#eir fundamental moti%ations.

5


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In Essentials of Organizational Behavior, +o((ins and "ud!e e8amine reco!nition

pro!rams as moti%ators, and identif fi%e principles t#at contri(ute to t#e success of an

emploee incenti%e pro!ram*

+eco!nition of emploees indi%idual differences, and clear identification of

(e#a%ior deemed ort# of reco!nition

Alloin! emploees to participate

:inkin! reards to performance

+eardin! of nominators

Oisi(ilit of t#e reco!nition process

Motivational theories

Incentive theory

A reard, tan!i(le or intan!i(le, is presented after t#e occurrence of an action >i.e.

(e#a%ior? it# t#e intent to cause t#e (e#a%ior to occur a!ain. T#is is done ( associatin!

positi%e meanin! to t#e (e#a%ior. +einforces and reinforcement principles of (e#a%ior

differ from t#e #pot#etical construct of reard. A reinforce is an stimulus c#an!e

folloin! a response t#at increases t#e future freGuenc or ma!nitude of t#at response.

Positi%e reinforcement is demonstrated ( an increase in t#e future freGuenc or

ma!nitude of a response due to in t#e past (ein! folloed contin!entl ( a reinforcin!

stimulus Incenti%e t#eor in psc#olo! treats moti%ation and (e#a%ior of t#e indi%idual

as t#e are influenced ( (eliefs, suc# as en!a!in! in acti%ities t#at are e8pected to (e

profita(le. Incenti%e t#eor is promoted ( (e#a%ioral psc#olo!ists. As opposed to t#e

(od seekin! to reesta(lis# #omeostasis pus#in! it toards t#e stimulus. In terms of

(e#a%iorism, incentive theory in%ol%es positi%e reinforcement* t#e stimulus #as (een

conditioned to make t#e person #appier. For instance, a person knos t#at eatin! food,

drinkin! ater, or !ainin! social capital ill make t#em #appier. As opposed to in drive

theory, #ic# in%ol%es ne!ati%e reinforcement* a stimulus #as (een associated it# t#e

remo%al of t#e punis#ment44 t#e lack of #omeostasis in t#e (od. For e8ample, a person

5=


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#as come to kno t#at if t#e eat #en #un!r, it ill eliminate t#at ne!ati%e feelin! of

#un!er, or if t#e drink #en t#irst, it ill eliminate t#at ne!ati%e feelin! of t#irst.


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t#e compan is ne and t#ere emploee num(er is not %er #i!# relati%el to ot#er

telecommunication compan, (ut t#e are mana!in! t#eir task Guite successfull (ecause

(e#ind t#e success t#e #a%e stron! moti%ation policies.T#e #a%e a stron! 9+

department #ic# #elps to find out most efficient and skilled emploee. ot onl t#at

t#e are also recruitin! lot of fres# efficient !raduates from different reputed uni%ersities.

Also t#e moti%ate t#eir emploee ( %arities as, suc# as common !at#erin!, famil

in%ol%ement, picnic, !amin!, reard, (etter facilities in office, performance (onus etc.

5. 8ecommendations +

e #a%e desi!ned our recommendations concernin! t#e Moti%ation to emploee;,

aimin! to increase emploee satisfaction. e #a%e also tried to present recommendations

a(out #o to impro%e moti%ation process. @mploees are t#e ke for an kind of

or!ani/ational success. 'o moti%atin! t#e emploee is a !reat concern. ur

recommendations toards t#e or!ani/ational moti%ations are*r

"air salar(+

'alar is t#e (i! factor for moti%ation. Airtel s#ould ensure t#at salar is fair for all

emploees

"amil( plan+

'ome companies #a%e famil plan for t#eir emploee. @%er emploee #as famil

en!a!ement so if anone conducts a famil plan t#at ill (e a !ood moti%ation for t#e

compan. After studied it# Airtel e learnt t#at Airtel #as some famil plan (ut t#ose

are not so ric#. ur su!!estion is Airtel can impro%e t#eir emploee famil plan.

Set a ma?or %oal but follows a path+

T#e pat# #as mini !oals t#at !o in man directions. #en ou learn to succeed at mini!oals, ou ill (e moti%ated to c#allen!e !rand !oals.

Increase knowled%e of sub?ects that inspires +

5


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T#e more e kno a(out a su()ect, t#e more e ant to learn a(out it. A self4propelled

upard spiral de%elops. Airtel is doin! in #ere%er t#e are. ut after knoin! a(out

t#eir moti%ation polic e include t#ose t#in!s t#at could (e a !ood moti%ate tools.

"resher+

Fres#ers are comin! to t#e corporate orld. T#e are t#e future leader. Findin! t#e !ood

talented fres#er is to (e !ood )o(. Airtel s#ould encoura!e t#ose ne comers t#at come

and ork it# us.

8eferences +

1. #ttp*BB.(dnes2


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airtel bus com group

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