OB AND LEADERSHIP

Project Part 2

SECTION C

SUBMITTED TO : MA’AM INJI AKHTAR

GROUP MEMBERS :

ALI NAQI i170076

ASFANDYAAR BARKI i170202
MUHAMMAD NAUMAN i170079
ZARAK khan Mahsud i170515
Motivation

Why :

Work motivation: the stimulation of behaviour required to achieve and maintain

business goals.
An individual’s motivation will affect their attitude and commitment and will be
influenced by their supervisors and other individuals.
While it’s obvious that employees are motivated by tangible rewards such as
remuneration and promotion, we know that they also are motivated by other,
more intangible factors such as contributing to a common good, a moral
obligation to their colleagues and mentoring or giving back. We also know that
not all employees are motivated by the same things.
One of the most important tasks a manager or leader has is to create an
environment that allows all employees to do
their best, to achieve agreed outcomes and to feel valued. There are many good
business reasons to do this.
What are the benefits of highly motivated staff?
Research has shown that employees who are highly motivated are likely to:
● have fewer absences from work
● deliver higher levels of performance
● work harder when workplace demands are high
● be loyal to their organisation, resulting in a reduction in staff turnover
● deliver higher levels of customer service, resulting in greater customer
retention.
● Given these benefits, it is clear that highly motivated employees are
likely to have a positive impact on your bottom line.
Motivational Theories :

Motivation is a state-of-mind, filled with energy and enthusiasm, which drives a

person to work in a certain way to achieve desired goals. Motivation is a force
which pushes a person to work with high level of commitment and focus even if
things are against him. Motivation translates into a certain kind of human
behaviour.

It is important to ensure that every team member in an organization is

motivated. Various psychologists have studied human behaviour and have
formalized their findings in the form various motivation theories. These
motivation theories provide great understanding on how people behave and
what motivates them.

Motivation is a huge field of study. There are many theories of motivation.

Some of the famous motivation theories include the following:

1. Maslow’s hierarchy of needs

Abraham Maslow postulated that a person will be motivated when his needs are
fulfilled. The need starts from the lowest level basic needs and keeps moving up
as a lower level need is fulfilled. Below is the hierarchy of needs:

● Physiological: Physical survival necessities such as food, water, and

shelter.
● Safety: Protection from threats, deprivation, and other dangers.
● Social (belongingness and love): The need for association, affiliation,
friendship, and so on.
● Self-esteem: The need for respect and recognition.
● Self-actualization: The opportunity for personal development, learning,
and fun/creative/challenging work. Self-actualization is the highest level
need to which a human being can aspire.The leader will have to
understand the specific need of every individual in the team and
accordingly work to help fulfil their needs.
2. Hertzberg’s two factor theory

Hertzberg classified the needs into two broad categories namely hygiene factors
and motivating factors.

Hygiene factors are needed to make sure that an employee is not dissatisfied.
Motivation factors are needed for ensuring employee's satisfaction and
employee’s motivation for higher performance. Mere presence of hygiene
factors does not guarantee motivation, and presence of motivation factors in the
absence of hygiene factors also does not work.

3. McClelland’s theory of needs

McClelland affirms that we all have three motivating drivers, and it does not
depend on our gender or age. One of these drives will be dominant in our
behaviour. The dominant drive depends on our life experiences.

The three motivators are:

● Achievement: a need to accomplish and demonstrate own competence

People with a high need for achievement prefer tasks that provide for
personal responsibility and results based on their own efforts. They also
prefer quick acknowledgement of their progress.
● Affiliation: a need for love, belonging and social acceptance People with
a high need for affiliation are motivated by being liked and accepted by
others. They tend to participate in social gatherings and may be
uncomfortable with conflict.
● Power: a need for control own work or the work of others People with a
high need for power desire situations in which they exercise power and
influence over others. They aspire for positions with status and authority
and tend to be more concerned about their level of influence than about
effective work performance.
4. Vroom’s theory of expectancy

Victor Vroom stated that people will be highly productive and motivated if two
conditions are met:

1) people believe it is likely that their efforts will lead to successful results and
2) those people also believe they will be rewarded for their success.

People will be motivated to exert a high level of effort when they believe there
are relationships between the efforts they put forth, the performance they
achieve, and the outcomes/ rewards they receive.

5. McGregor’s theory X and theory Y

Douglas McGregor formulated two distinct views of human being based on

participation of workers. The first is basically negative, labelled as Theory X,
and the other is basically positive, labelled as Theory Y. Both kinds of people
exist. Based on their nature they need to be managed accordingly.

● Theory X: The traditional view of the work force holds that workers are
inherently lazy, self-centred, and lacking ambition. Therefore, an
appropriate management style is strong, top-down control.
● Theory Y: This view postulates that workers are inherently motivated
and eager to accept responsibility. An appropriate management style is to
focus on creating a productive work environment coupled with positive
rewards and reinforcement.

Motivation is the state of mind which pushes all human being to perform things
with the highest spirit and with positivity. The leader will have to ensure that
every individual in the team and the organization is motivated. The various
motivation theories helps in understanding what will motivate people.

We are all motivated by different things. It is important for you to understand

what motivates each of your employees so that you can develop, increase or
maintain their motivation.
There are a number of theories that explain how people
are motivated and the relationship between motivation and performance. David
McClelland has researched this relationship and isolated three social
motives. His ‘Three Needs Theory’ suggests that people are essentially
motivated by a mix of the following factors.
● Achievement. Getting a sense of doing a job well and being recognised
for it.
● Power. Having some control over one’s own actions,
and perhaps the actions and outputs of others. Influence such as this can
be formal, as a recognised supervisor or manager, or informal, being
known as the company expert on a particular software package or having
the keys to the stationery cupboard.

● Affiliation. Feeling part of a team and having some social connection to

colleagues. Social clubs, sporting teams and company dinners are common
ways to generate this sense of belonging in a workplace.
Researchers have found that while some things will motivate
a person to a certain point, other things are needed to create continual
effort by staff. For example, when people receive their pay they don’t
suddenly work harder. This is because pay is an expected result of their
effort. So too, things like Christmas bonuses often fail to generate better
work performance because often they are expected. Creating a work
environment which includes a range of motivators is more likely to result
in improved and sustained performance.
Here are some examples:
● opportunities for job enjoyment or sense of achievement – through
completing a task in a particular time or to a particular standard
● autonomy (giving individuals freedom to work in their own way)
● opportunities for promotion
● status/power – this can be represented in a job title
● responsibility – allowing people to work without unnecessary
supervision or checking
● affiliation – fostering the building of relationships with colleagues and
customers
● recognition of employees’ performance and contribution

● flexible work arrangements that allow employees to accommodate other

personal interests and needs.
Motivational Theories used At apple :

Maslow’s Hierarchy of Needs Theory

Apple Inc. produces highly motivated individuals who work hard at their job.
Managers within the organization, including Steve Jobs, lead through
motivation to create conditions where employees constantly feel inspired to
work hard. Apple’s highly motivated workforce is one of the major reasons for
their high-performance results.

Maslow’s Hierarchy of Needs Theory is being applied in the Apple company.

Managers in the Apple Inc. have created ways to motivate its employees by
carefully considering how needs play into job design, compensation,
management style and so forth.
Apple Inc. fulfills the employees’ physiological needs by providing wages that
sufficient for employees to purchase their basic needs. It makes the monthly
payment to its employees regularly. It also provides some financial incentives to
its employees such as flexible benefits, investment and savings plans,
investment options and stock purchase options. Besides, Apple Inc. provides a
good environment to employees for eating. For example, the corporate cafeteria
-Caffe Macs, which is the place to eat on campus, offers a variety of good
quality food. It sells various type of food such as pizza, sushi, pasta and salad.
The level of excitement and electricity in the café are perfect. On a daily basis,
at least one of Apple’s top executives will be seen in Caffe Macs such as Steve
Jobs. Apple Inc. also provides good working environment in the aspect of water,
shelter and other facilities.
Next, Apple Inc. satisfies its employees’ safety needs by providing them job
security, retirement benefits and a safe working environment. Apple Inc.
provides full-benefit medical insurance to its full-time employees as well as
part-time employees who working as few as 15 hours a week and have at least
one year of service with Apple since January 2010. It also provides pension and
sickness schemes to its employees.
Apple Inc. then satisfies the employees’ social needs. The company has
developed team atmosphere and made sure employees know that they are a part
of something bigger. For instance, from its lack of bureaucracy within projects,
to its engineer-focused culture, to its emphasis on passionate and loyal
employees, the huge company has maintained the corporate culture of its startup
days. And that culture is a huge part of what makes it so successful — and, not
surprisingly, a good place to work.
ind out more

Herzberg’s Two-Factor Theory

The Herzberg’s Two-Factor Theory is being applied in the Apple Inc.. The
employees of the Apple Inc. are praised and recognized for their
accomplishments by the managers through bonus and promotion (motivating
factors). The employees’ works are very meaningful, interesting, motivating and
challenging for the employee to perform (motivating factors).
Apple Inc. salary structure is appropriate, reasonable and competitive (hygiene
factors). Besides, it has offered health care plans to its employees and provides
a safe, clean and hygienic working environment as well as update and well-
maintained work equipment to the employees (hygiene factors)
Me As a Manager :

● Ask employees what they want. As a leader and manager you should try
to understand what makes every staff member behave the way they do.
Knowing what makes them tick will give you an understanding of how to
keep them motivated.
● Focus on job enrichment. When you make employees’ jobs more
challenging and interesting they may find it
more enjoyable. Provide them with challenges that match their skills,
provide opportunities for them to excel, and you are likely to see long-
term improvements in their attitude and performance.
● Provide opportunities for advancement. Many employees are motivated
by opportunities for individual growth through additional responsibilities
or new jobs.
● If you can’t give your staff promotions, think about horizontal moves.
Often people like to do a different job to build their skills and knowledge;
this will renew interest in their work.
● Respect your employees and get to know them well. Take the time to
learn what interests them and what is important in their lives.
● Recognize employees’ efforts and achievements and reward
performance. Take the time to personally thank employees for doing
something well. Public recognition can also be a motivator. Mention effort
or achievement in team meetings, in newsletters and on the intranet. This
is an effective way of guiding and reinforcing desired performance.
● Create opportunities for social interaction, for example, encourage
workplace sport or trivia teams. Some employees want to socialize with
their colleagues and develop a sense of belonging; this can build
commitment to both their colleagues and the business. Social interaction
shouldn’t be a forced activity; some social activities may conflict with
personal beliefs (activities on weekends/prayer days, activities where
alcohol may be available).
Managing employee performance :

There are a number of great reasons to review employees’ performance:

● Staff will more clearly understand how their work aligns with the
overall business goals – what part they play in achieving these goals, what
they should be doing and how they should be doing it. Employees are
generally more productive, more enthusiastic and more committed when
they know how they contribute to the business.
● Under-performance and its reasons (either work-related or personal) can
be identified early, discussed and resolved before bigger problems arise.
● Potential skills gaps and appropriate training and skill development can
be identified.
● Employees’ career pathways can be defined more easily.
● Succession planning opportunities can be identified.
● Employees welcome constructive feedback – a pat on the back for a job
well done can increase productivity and commitment.
● A structured, regular performance appraisal or review creates an
opportunity for staff to raise issues and concerns, and express their
opinions about their work.
● Managers can discuss with employees what it is that they enjoy about
their work and what motivates them – for example, achievement,
advancement, responsibility, new challenges, learning or financial rewards.

Performance management is most effective when managers and employees

work together to identify where trainingor development is required and where
tasks might need to be changed.
Performance management procedure :

● Tell each employee what you expect them to contribute, and document
this agreement.
● Inform employees what the business goals are and how they will
contribute to them, for example for client satisfaction measurers or
weekly sales targets.
● Decide what you want to measure – for example, the number of sales
made by each individual and each team

The Performance management will be most successful because :

● I have realistic goals and expectations – allow time in everyone’s work

schedule for regular performance management tasks including
performance appraisals
● I commit to the process so that managers and staff see it as important,
rather than allowing everyday pressures to get in the way
● I follow up issues that arise during performance management discussions
– otherwise employees will be disappointed and in the future won’t
genuinely participate
● I ensure that I offer praise as well as identify areas that need
improvement, otherwise staff may fear the review and think of it as a
time when they’ll be criticized, rather than supported.
References :

https://www.youtube.com/watch?v=EcHpgsTg458

https://www.youtube.com/watch?v=tOf_2HCX51w

https://www.businessinsider.com/heres-what-employees-really-love-about-
working-for-apple-2012-6#apple-feels-more-like-a-startup-than-a-giant-
corporation-3

https://www.businessinsider.com/the-biggest-complaints-employees-have-
about-working-at-apple-2012-6#the-crazy-amount-of-secrecy-at-apple-often-
makes-it-harder-to-get-work-done-1

http://panmore.com/apple-inc-organizational-culture-features-implications

http://panmore.com/apple-inc-swot-analysis-recommendations

https://applecorporate.weebly.com/motivation.html

https://www.ukessays.com/essays/business/motivation-and-rewards-of-apple-
inc-business-essay.php

https://managementofapple.wordpress.com/motivation/

https://www.thestreet.com/how-to/apple-s-corporate-culture-motivates-
employees-boosts-its-stock-price-13314263

https://www.ukessays.com/essays/business/apple-inc-culture-has-both-
advantages-and-disadvantages-business-essay.php

https://carolinealbanesesite.wordpress.com/2016/09/14/job-satisfaction-in-
apple/