The Importance Of Motivating In Intensifying Performance
Dr. Upinder Dhar, Vice Chancellor & Santosh Dhar, Dean, Faculty of Doctoral Studies and Research Shri Vaishnav Vidyapeeth Vishwavidyalaya
Many employers do not praise the employee. They think it is very bad for the employee, because criticism is much better than appreciation. This idea is deceitful. Some people are so constituted that they live upon appreciation and praise. They require it as a stimulus. There is nothing that the average employee will work harder for than commendation or an expression of appreciation. The fact is that there is nothing else which may bind him to his employer than the feeling of being appreciated. Nothing will boost his morale as a word of praise when he tries to do his best. The knowledge that one's ability is recognized makes one think more about him. It gives him hope that after all there may be something for him in the future as well as for others who have succeeded. The efficiency of employees depends almost wholly upon their courage because without courage, enthusiasm and zest are impossible. No one can be original, creative and prolific in his work under fear and suppression.
In addition to dysfunctional activities and attitudes, the experiences of jealousy, excessive competitiveness and anger, and pulling down others may also act as very powerful and forceful demotivating factor resulting in non-performance and non-achievement. Most of these demotivating factors can be traced to egoistic tendency, selfishness, ignorance and ineffective leadership within the organization.
"Superiors need to motivate their subordinates and leader has to be the role model"
Organizations fail to retain valued employees, develop empowered people working together to serve the best interests of the organization, and create an environment in which every employee contributes through his talent and skills to the achievement of orga-nizational goals. It is generally believed that no organization is flawless; some of these factors may be present at all times in all organizations but in varying degrees.
Willingness to Engage Discretionary Energy Further, Lord Krishna repeatedly dwells upon controlling anger, desires, and selfishness. He describes the downfall of a person who cannot control his anger. Thinking of various objects of pleasure creates interest in them, and interest becomes desire. If desire is not fulfilled, it results in anger. Anger leads to excitement which makes one to lose discriminating power and may result in undesirable or even abnormal behavior. Intellect should manifest discriminating capacity in terms of knowledge, absence of illusion, patience, truth, happiness and difficulties, birth and death, fear and fearlessness, non - violence, equality, contentment, charity and fame. If one understands and cultivates these qualities, the problems and issues become insignificant and can easily be resolved (V.K. Sarma, Bhagavad Gita and Motivation. Proceedings of Fourth National Conference on HRM in Darsanas at Ahmedabad: September 10-11, 1992).
Superiors need to motivate their subordinates and Leader has to be the role model. One has to just see the ease with which leader treats his subordinates with encouragement. He/she needs to make them ask questions and clarify doubts, giving occasional but appropriate praise. He/she needs to give repeated assurances, promises, and categorical assertions. Superiors need to cite important and vital situations and demonstrate effective communication skills in addition to the manner in which they need to reveal their true personality and power. All these factors are the ingredients of successful motivation. Leadership brings responsibility with it to facilitate the subordinates to grow and subsequently excel in the job that he/she is doing.
No matter what kind of work environment and culture organization provides to support, managers need to have ability to motivate employees. But for that, they have to remain themselves motivated and exert discretionary energy to get-up-and-go with the employee and contribute beyond the basic requirements of their job. Employees choose how much discretionary energy to exert on their behalf at the workplace. The employee's willingness to perform above and beyond the basic requirements of the job is a reflection of the employee's willingness to engage his or her discretionary energy. Discretionary energy can help managers to make workplace dynamic with employee performance and excitement. Successful managers understand the power of discretionary energy and take conscious action to tap it at work. Managers draw forth and enable employees to contribute their discretionary energy by creating a work environment that empowers and enables employees to choose to perform.
Dr. Upinder Dhar
Presently the Vice Chancellor of Shri Vaishnav Vidyapeeth Vishwavidyalaya (Indore), Dr. Upinder Dhar has served in many roles previously in numerous reputed educational establishments. Besides undertaking consultancy assignments, he has authored/co-authored more than 620 publications. Thirty-four scholars have been awarded Ph.D. degree under his supervision by various universities.
In addition to dysfunctional activities and attitudes, the experiences of jealousy, excessive competitiveness and anger, and pulling down others may also act as very powerful and forceful demotivating factor resulting in non-performance and non-achievement. Most of these demotivating factors can be traced to egoistic tendency, selfishness, ignorance and ineffective leadership within the organization.
"Superiors need to motivate their subordinates and leader has to be the role model"
Organizations fail to retain valued employees, develop empowered people working together to serve the best interests of the organization, and create an environment in which every employee contributes through his talent and skills to the achievement of orga-nizational goals. It is generally believed that no organization is flawless; some of these factors may be present at all times in all organizations but in varying degrees.
Willingness to Engage Discretionary Energy Further, Lord Krishna repeatedly dwells upon controlling anger, desires, and selfishness. He describes the downfall of a person who cannot control his anger. Thinking of various objects of pleasure creates interest in them, and interest becomes desire. If desire is not fulfilled, it results in anger. Anger leads to excitement which makes one to lose discriminating power and may result in undesirable or even abnormal behavior. Intellect should manifest discriminating capacity in terms of knowledge, absence of illusion, patience, truth, happiness and difficulties, birth and death, fear and fearlessness, non - violence, equality, contentment, charity and fame. If one understands and cultivates these qualities, the problems and issues become insignificant and can easily be resolved (V.K. Sarma, Bhagavad Gita and Motivation. Proceedings of Fourth National Conference on HRM in Darsanas at Ahmedabad: September 10-11, 1992).
Superiors need to motivate their subordinates and Leader has to be the role model. One has to just see the ease with which leader treats his subordinates with encouragement. He/she needs to make them ask questions and clarify doubts, giving occasional but appropriate praise. He/she needs to give repeated assurances, promises, and categorical assertions. Superiors need to cite important and vital situations and demonstrate effective communication skills in addition to the manner in which they need to reveal their true personality and power. All these factors are the ingredients of successful motivation. Leadership brings responsibility with it to facilitate the subordinates to grow and subsequently excel in the job that he/she is doing.
No matter what kind of work environment and culture organization provides to support, managers need to have ability to motivate employees. But for that, they have to remain themselves motivated and exert discretionary energy to get-up-and-go with the employee and contribute beyond the basic requirements of their job. Employees choose how much discretionary energy to exert on their behalf at the workplace. The employee's willingness to perform above and beyond the basic requirements of the job is a reflection of the employee's willingness to engage his or her discretionary energy. Discretionary energy can help managers to make workplace dynamic with employee performance and excitement. Successful managers understand the power of discretionary energy and take conscious action to tap it at work. Managers draw forth and enable employees to contribute their discretionary energy by creating a work environment that empowers and enables employees to choose to perform.
Dr. Upinder Dhar
Presently the Vice Chancellor of Shri Vaishnav Vidyapeeth Vishwavidyalaya (Indore), Dr. Upinder Dhar has served in many roles previously in numerous reputed educational establishments. Besides undertaking consultancy assignments, he has authored/co-authored more than 620 publications. Thirty-four scholars have been awarded Ph.D. degree under his supervision by various universities.
