STAFFING

&
LEADING
Human Resources Management –
Recruitment and Selection -
Performance Appraisal – Training –
Career development.

Motivation: nature of motivation -

Motivational techniques, work
place motivation, monitory and
non-monitory rewards - Theories of
motivation. Leadership: Leadership
styles and Skills
 Staffing is the managerial function of recruitment,
selection, training, developing, promotion and
compensation of personnel.

INTRODU Staffing may be defined as the process of hiring

and developing the required personnel to fill in the

CTION various positions in the organization. It involves

estimating the number and type of personnel
required. It involves estimating the number and
type of personnel required, recruiting and
developing them, maintaining and improving their
competence and performance.

Staffing is the process of identifying, assessing,

placing, developing and evaluating individuals at
 “The managerial function of staffing involves
manuring the organizational structure through
proper and effective selection, appraisal and

DEFINITIO development of personnel to fill the roles designed

N
According to Koontz and O’Donnell:
into the structure.”

Staffing is defined as, “Filling and keeping filled,

positions in the organizational structure. This is
done by identifying work-force requirements ,
inventorying the people available, recruiting,
selecting, placing, promotion, appraising, planning
the careers, compensating, training, developing
existing staff or new recruits, so that they can
accomplish their tasks effectively and efficiently.”
IMPORTANCE OF STAFFING
1. Staffing helps in discovering and obtaining competent and personnel for various jobs.
2. It helps to improve the quantity and quality of the output by putting the right person on the
right job.

3. It helps to improve job satisfaction of employees.

4. It facilitates higher productive performance by appointing right man for right job.

5. It reduces the cost of personnel by avoiding wastage of human resources.

6. It facilitates growth and diversification of business.

7. It provides continuous survival and growth of the business through development of

employees.
FUNCTIONS OF STAFFING

Recruitme Training & Performan Promotion

Workforce Remunera
nt & Developm ce s and
Planning tion
Selection ent Appraisal Transfer
1. RECRUITMENT &
SELECTION
Recruiting involves attracting candidate to fill the positions in the
organization structure. Before recruiting, the requirement of
positions must be cleared identified. It makes easier to recruit the
candidates from the outside. Enterprises with a favorable public
image find it easier to attract qualified candidates.

1. Mc Fariand, “The term recruitment applies to the process of attracting

potential employees of the company.”

2. Flippo, “Recruitment is the process of searching prospective employees

and stimulating them to apply for the jobs in the organization.”
NEED FOR
RECRUITMENT
1. Vacancies due to transfer, promotion, retirement, permanent disability or death of worker.
2. Creation of vacancies due to expansion, diversification or growth.

Methods of
Recruitment
According to ‘Dunn and Stephens’ recruitment methods can be classified into three categories :

1. Direct Methods - include travelling visitors to educational and professional institutions, employee’s contacts
with public and manned exhibits and waiting lists.

2. Indirect Methods - include advertising in newspaper radio, in trade and professional journals, technical
journals, brochures etc.

3. Third Party Methods - includes the use of commercial and private employment agencies, state agencies,
placement offices of the colleges and universities, and professional association recruiting firms.
a. Internal Recruitment Process- in internal recruitment process unoccupied job positions are filled
up by the already existing workers of the company. No applicants from outside is allowed in the internal
source.
Advantages of internal recruitment process are:
1. It is efficient and economical
2. It stimulates the already existing employees
3. Time required for training is less
4. Chances of turnovers are also less because employees are familiar with the organization’s rules and regulations
5. It also helps in improving employee’s performance as in order to get promotion better performance is shown by
employees
6. Employees are trained through transfer also as in the manifestation of job rotation
7. Remaining workers can be moved to other department through transfer.
Disadvantages:
1. No novel ideas will approach in the organization
2. Limited choices
3. Not satisfactory for new organization
4. Due to frequent transfer productivity of employees may get reduced

Methods of Internal Recruitment

1. Transfer- transferring means carrying clients from one job position to another at the identical authority. The
compensation level along with the authority level remain unchanged with the transfer. Prestige, rank and
responsibilities also remained unchanged. The only thing which changes is the working place. Eg: when a clerk is
transferred from accounts to purchase department.
2. Promotion- promotion means transfer of employees from the current job position to higher authority level. With
the promotion aspects like prestige, rank, employee’s responsibility along with the authority level enhances.
b. External Recruitment Process- external recruitment is defined as a process in which applications for
filling the vacant job position are invited from outside the organization. It is preferred when a huge number
of job positions are unoccupied.

Advantages:
1. Fresh and novel talent contributes in the organization
2. Wide array of options are available
3. Management comes across trained and qualified personnel.
4. Campus placement is a way through which organizations can procure employees who have knowledge about latest
technology.
5. Through external recruitment competitive spirit developed in the existing employees.

Disadvantages:

1. Downfall in the self-esteem of existing employees.

2. New employees may find it difficult to adjust the existing rules and regulations, this indicates more turnover chances.

3. It is expensive and time consuming process.

Methods of External Recruitment
1. Direct Recruitment- it is more appropriate for unskilled job positions like peon etc
2. Casual Callers- recruiting candidates from waiting list
3. Media Advertising- getting the vacant job position advertised
4. Employment Exchanges- act as an intermediate between the organizations who are recruiting and
the job seekers
5. Agencies for Placement and Management Consultant- they ask for bio data and record from
different seekers of job and address them to appropriate clients
6. Campus Recruitment- many organizations visit the technical institutes and professional colleges to
recruit fresh graduates according to the requirements.
7. Recommendation from Existing Employees- many organizations ask their employees to
recommend the names of known people whom they find suitable for vacant job position
8. Labor Contractors- labor contractors are in immediate contact with labors so that they can provide
the unskilled workers at a short time period
9. Advertisement on Television- recruitment of vacant job position is broadcasted on different channels.
[Link] Publishing- websites which provide information regarding job seekers and the companies. Eg:
[Link] etc.
SELECTION
Selection is the process of choosing the
most suitable person for the current position or
for future position from within the organization
or from outside the organization.

The selection of managers is one of the

most critical steps in the entire process of
managing.
SELECTION PROCEDURE
1. Receiving and screening the application : After receiving the applications have to be screened. In this
process the applications of candidates without the requisite qualification are rejected.

2. Sending the Blank application form : After preparing the list of candidates suitable for job, blank application
forms will be sent to the candidates. In this application form information should be given about the name and
address of the candidate, educational qualification, experience, salary expected etc.

3. Preliminary Interview : The interviewer has to decide whether the applicant is fit for job or not. By this
interview the appearance, attitudes, behavior of the candidate can be known easily.

4. Administering Tests : Different types of test may be undertaken. Tests are conducted for the knowledge of
personal behavior, efficiency of work and interest. Generally, following types of tests are conducted.

• Achievement Test
• Aptitude test Trade Test
• Interest Test
• Intelligence Test etc.
5. Checking References on Investigation of Previous History: Applicants are generally asked
to give names of at least two persons to whom the firm may make a reference.
6. Interviewing: Interview is the most important step in the selection procedure. In interview, the
intimation given in the application form is checked. Interview helps in finding out the physical
appearance and mental alertness of the candidate and whether he possesses the required
qualities.
Interviews may be of various kinds these are - 1) Direct Interview 2) Indirect Interview 3)
Patterned Interview 4) Stress interview 5) Systematic in – depth interview 6) Board of panel
interview 7) Group interview
7. Final Selection: On the basic of results of previous interview the candidate is
informed whether he/she is selected for the said post or not.
TRAINING Training is an instrument of developing the employees by
increasing their skills and improving their behavior. Technical,
managerial skills are needed by the employees for performing
the jobs assigned to the. Training is required to be given to new
employees as well as existing employees. The methods to be
used for training and the duration for which training should be
given is decided by the management according to the objectives
of the training, the number of persons to be trained and the
amount of training needed by the employees.

Training leads to overall personal development. The major

outcome of training is learning. Trainees learn new habits, new
skills, useful information that helps to improve their performance.
DEFINITION
According to Flippo: “Training is an act of increasing the knowledge and skill of an
employee for doing a particular job.”
Importance of training and development:
1. Reduction in learning time
2. Better performance
3. Reduced supervision
4. Increases Morale of the employees
5. Facilitates organizational stability and flexibility
6. Develops employees skills, talents, competency
7. Decreased accidents
8. Better use of raw material and other resources
9. Increase in production
METHODS OF TRAINING
 Techniques of On-the-job-
Method:
ON-THE-JOB Apprenticeship training- apprenticeship training
TRAINING programme are conducted for those workers who strive to go
in for skilled jobs. A trained master worker is appointed who
guides the learner about the skill or competence of the job.
is defined as the training which is provided to the
employees when they are carrying out the job. In Job Rotation- in order to enlighten the employee about the
this method the workers learn by executing. It is
requirements of various job positions he/she is transferred
appropriate for technical jobs. It provides an
from one job position to another for short duration of time.
opportunity for employees to access practical
knowledge. It should be avoided when one has to Internship- professional institutes send their students to the
deal with sophisticated and costly machines as it corporate sector so that students can apply their theoretical
results in wastage of knowledge. knowledge learnt in the institutes. Students are paid stipend
which is a less amount of salary.
 Techniques of On-the-job-Method:
ON-THE-JOB Coaching- trainee is instructed by a superior guide called
coach. The coach guides an employee on various aspects

TRAINING like how to overcome weakness and make it a strength etc.

Induction Training- also known as orientation training. It is

is defined as the training which is provided to the
described as the process of greeting an employee when he
employees when they are carrying out the job. In
first joins the organization. An employee is provided with the
this method the workers learn by executing. It is
information of the organization like company’s history,
appropriate for technical jobs. It provides an
operation, products, services, rules, responsibilities,
opportunity for employees to access practical
promotion, terms & conditions etc.
knowledge. It should be avoided when one has to
deal with sophisticated and costly machines as it
results in wastage of knowledge.
 Techniques of Off-the-job-Method:

OFF-THE-JOB Conferences or Classroom Lectures- consultation is

TRAINING the actual meaning of conference. It is the most

systematic way to convey a specific information

refers to an education method where employees Vestibule School- it means the duplicate model of a

learn more about their job or the latest company. It is used in the place of on-the-job training
advancements in their field at a location away from when costly and sophisticated machines are involved.
their workplace. This type of training essentially Therefore, a dummy model of machine is prepared
helps employees perform their job more efficiently.
Films- in certain cases showing movies to the
Training can take place near the workplace or
employees are also very effective. Through
somewhere further away, such as at a resort or at a

training center. demonstrative skill movies can impart crucial information

on different techniques.
 Techniques of Off-the-job-Method:

OFF-THE-JOB
Case study- in this method a real problem faced by

managers is discussed. Trainees are expected to provide

TRAINING alternatives and suggestions to solve the problem. It also

acts as a bridge between the theoretical and practical

refers to an education method where employees
knowledge.
learn more about their job or the latest

advancements in their field at a location away from Computerized Modeling and Scheduled Instruction- a
their workplace. This type of training essentially computer is programmed in such a way that it demonstrates
helps employees perform their job more efficiently.
an actual problems of job along with the solutions to
Training can take place near the workplace or
overcome these problems. It is a cost effective program
somewhere further away, such as at a resort or at a
which provides a great learning environment to the
training center.
employees
 Performance appraisal is a systematic
and periodic process of measuring an
PERFORMANC individual’s work performance against
E APPRAISAL the established requirements of the job.

It’s a subjective evaluation of the

employees’ strengths and weaknesses,
relative worth to the organization, and
future development potential

If you conduct a successful performance

appraisal, you can get a handle on what
the employee does best and identify
areas that require improvement
 TYPES OF PERFORMANCE APPRAISAL
Performance appraisals can be broken down into four distinct significant
types:
1. The 360 - Degree Appraisal : The manager gathers information on the
employees performance, typically by questionnaire, from supervisors, co-
workers, group members, and self assessment
2. Negotiated appraisal : This type of appraisal uses a
mediator to help evaluate the employees performance, with a
greater emphasis on the better parts of the employee’s
performance

3. Peer assessment : The team members, workgroup, and co-

workers are responsible for rating the employee’s performance.

4. Self assessment : The employees rate themselves in

c a t e g o r i e s s u c h a s w o r k b e h a v i o r, a t t i t u d e , a n d j o b p e r f o r m a n c e
USES OF PERFORMANCE APPRAISAL
C O M PA N Y B E N E F I T S :

 Identify areas where management may enchance working

circumstances in order to raise productivity and work quality

 assist employee in their skills and career development

 motivate employees to contibute more by recognising their talents

and skills

 deal with behavioral problems before they affect the efficiency of the
department
USES OF PERFORMANCE APPRAISAL
EMPLOYEE BENEFIT :

 Recognize and advocate for the need for extra education or training
to advance one’s profession

 Identify the precise areas where skills might be strengthened

 Encourage an employee to feel in and active in their professional

development

 Be aware of the chance for a promotion or bonus

CAREER DEVELOPMENT

Career development is the series of activities in an on-going/lifelong

process of developing one’s career which includes defining new goals

regularly and acquiring skills to achieve them. Career development usually

refers to managing one’s career in an intra-organizational or inter-

organizational scenario. It involves training on new skills, moving to higher

job responsibilities, making a career change within the same organization,

moving to a different organization or starting one’s own business.

Career development is directly linked to the goals and objectives set by an

individual. It starts with self-actualization and self-assessment of one’s

interests and capabilities. The interests are then matched with the available

options.
5 STEPS OF CAREER
DEVELOPMENT

1. Self Assessment
The first step in career development is the self
assessment which means that the individual has to
assess oneself on the kind of career and growth one
wants and what kind of skills and interests are there.
2. Career Awareness
This stage is when an individual explores various
career paths which align with the self assessment
done in the first step. Career awareness can be how
a person can explore various domains and types of
jobs/work available
3. Goal Setting
This is the most important step in career development because this is where one defines clear short term
and long term goals to meet the career one aspires. Both short term and long term goals need to be defined
to begin with. Short team goals would be more actionable but long term goals can be changed or tweaked
as per the growth.
4. Skill Training
Once the career and goals are set, one needs to acquire the right skills to achieve the growth. Skill training
can be done through self training or joining a structured training program online or offline. Once the right
skills are acquired, one can start the final stage.
5. Performing
With all the right knowledge and skills, the important part is to perform the tasks and jobs in the career
successfully to grow in the career path.

The 5 steps are part of an ongoing process. Many times in a career, the person would need to revisit the
cycle to get the right career growth.
Career Development Strategies
The development of an individual's career is driven by several factors. Strategies to improve someone's
career can be driven either by the company through organization development or by the individual himself or
herself. Some strategies of career development are as following.
1. By Companies
Training and development by companies can help in employees learn new skills. Companies help in
providing leadership development, management development etc. This is all done through employee
training sessions or developmental counselling. Employee development in the long run helps in career
development.
2. By Employees
Individuals can themselves boost their own career. This is done through constant evaluation of their skills
using techniques like continuing professional development.
Continuous and repetitive efforts can help in the career development for an employee.
 CAREER DEVELOPMENT EXAMPLE

Imagine a person working in an organization in delivery department. The responsibilities include

delivery packages and picking up return requests. Over time after becoming and expert the person
decided to learn order management and starts training for it within the organization and learns the
skills. He takes a role in another organization and enters the order management and delivery domain
hence rising in the career.
Few years in the role, the person understand the supply chain management and warehouse
management quite well and in the same organization moves as a manager in the supply chain
department and keeps acquiring more skills in the SCM department. This is an example of how a
person can develop career over the years by acquiring new skills through experience and training and
can move to different roles within the organization or with other organizations.
MOTIVATI According to Robert Dublin, “Motivation is the

ON complex set of forces starting and keeping a

person at work in an organization.”

According to Stanley Vance, “Motivation represents

an unsatisfied need which creates a state of
tension or disequilibrium, causing the individual to
march in a goal-directed pattern, towards restoring
a state of equilibrium by satisfying the need.”
 CHARACTERISTI
CS
OF MOTIVATION
Psychological
Process

Positive or Continuous 1. Psychological process: Motivation is a

Negative Process
psychological process. It is the process to
achieve a desired result by stimulating
Characteristics
of Motivation and influencing the behavior of
subordinates. A manager should carefully
make an attempt to understand the needs,
Influences Complex and
behavior Unpredictable
motives and desires of every employee in
the organization. The reason for this is that
Pervasive
Function
each person is different and a same kind
of motivational technique does not apply to
all kinds of individuals.
2. Continuous process: Motivation is a continuous process. When one need is satisfies, another need
emerges. Therefore, motivation is an incessant process until the completion of objectives. Therefore, it is
the responsibility of the management to develop innovative techniques, systems and methods to satisfy
the changing needs of workers.
3. Complex and unpredictable: Motivation is a complex and unpredictable task. Human wants are not
definite and they change according to consequences. A worker may be satisfied in present situation but
due to his changed needs he may not be satisfied in future. Similarly, even two persons may not be
motivated with similar behavior and facilities. Therefore, a manager must be more conscious to motivate
subordinates and to achieve objectives.
4. Pervasive function: Motivation is the pervasive function of all levels of management. Every manager
from top to the lowest level in the management hierarchy is responsible for motivation. A manager is
largely responsible for motivating his subordinates and secondly other subordinates in management
hierarchy.
5. Influences the behavior: The most important objective of motivation is to influence the employees’
behavior and thus bringing about the behavioral changes. The managers influence the behaviour of
workers and encourage them to concentrate more on their goals.
6. Positive or negative: Motivation may be positive or negative. A positive motivation promises
incentives and rewards to workers. Incentives are both financial and non financial. Negative
motivation is based on punishment for poor performance like reducing wages, demotion, job
termination etc. On the basis of requirements, manager can use both positive and negative
motivation for better performance.
IMPORTANCE OF
MOTIVATION
Motivating the subordinates is the fundamental duty of the manager as it ultimately helps in fulfilling
the goals of the organization.

1. Cooperation and Goals: Motivated employees cooperate willingly with the management and
thus contribute maximum towards the goals of the company.
2. Productivity: Motivated employees attempt to enhance their knowledge and skills. This
enables increase in the productivity.

3. High Efficiency: It has been observed that when motivated employees work sincerely towards
their given tasks; they develop a sense of belongingness which results in conserving the
organizational resources. This results in improvement in efficiency.
4. Job Satisfaction: Higher motivation paves the way for a higher job satisfaction of the
employees. A motivated employee yearning for opportunities for satisfying needs becomes
loyal and committed towards his work and eventually the organization.
5. Better Relations: The number of complaints and grievances reduce when the employees
are motivated.
6. Good Image: If the employees of the organizational are motivated and satisfied with the
work environment, the image of the company as a good employer boosts in the industry.
THEORIES OF MOTIVATION

Content Theories
• Maslow 's Theory Behavioral
Process Theories Reinforcement theories
• Herzberg's
Theory
• Expectancy • OB • McGregor X
• McClellan • Equity Modification & Y theory
• Ouchi's
d
Theory Theory Z
• Alderfer 's ERG
theory
MASLOW’S HIERARCHY OF
NEEDS
Need hierarchy model developed by Abraham Maslow is
one of the earliest works in the area of motivation. This
theory has classified the human needs into five categories
as shown in Figure . According to him, once a lower level
need of an individual is met, he moves towards the next
level needs.

Physical or Physiological Needs: These needs include

the basis needs of an individual which include food, air,
water and shelter. They are lower-order needs and they
need to be met first in order to move an individual for
higher level needs.
 Safety needs: After meeting physical needs, an individual is concerned about the safety needs which
include staying in a safe and secure environment. At a work place, the managers ensure meeting of the
safety needs by providing job security, medical insurance and safe gadgets and machines for working.
 Social or Belongingness Needs: These needs include the needs for love, affection and interaction with
people. These needs are also called affiliation needs. Social needs are essential to humans so that they do
not feel isolated and depressed. Social needs are met through friendships, family and intimacy. A manager
can work upon satisfying the social needs by ensuring that employees are provided with cooperative
teamwork, kind supervision and sufficient work-life balance.
 Esteem Needs: These needs include two aspects- self esteem or self respect through personal achievement
and social esteem through respect and appreciation from others. Managers should motivate their
subordinates by giving those awards and appreciation certificates for their achievements.
 Self Actualization Needs: It is the pursuit of reaching one's full potential as a person. These needs are not
necessarily fully satisfied owing to the exploration of new opportunities by an individual. This depends upon
the individual to individual. The management should help in meeting these needs by providing the
employees with a challenging tasks and inviting them for decision making.
HERZBERG TWO-FACTOR THEORY
Frederick Herzberg developed motivation-hygiene theory on the basis of studies to understand
the factors affecting satisfaction or dissatisfaction in a work environment. These factors have
been classified as motivators and hygiene factors respectively.

 Hygiene Factors: These are the basic factors in a job and also known as extrinsic factors.
Although, they may not provide positive satisfaction but absence of these factors lead to
dissatisfaction. Examples of hygiene factors include status, job security, salary and fringe
benefits.
 Motivators: These factors are internal to the jobs that provide satisfaction. These are called
intrinsic factors. Absence of these factors may not to yield to dissatisfaction but their
presence in a job give a sense of satisfaction. Examples of motivators are job challenge,
advancement, autonomy, responsibility, etc.
MCCLELLAND’S ACHIEVEMENT MODEL
David McClelland advocated a model of motivation classifying the needs classifying as achievement, affiliation and
power. He proposed that an individual’s Behaviour at any time is guided by multiple motives. But in most situations,
one or two motives are dominant and thus motivation varies with variation of needs.

 Need for Achievement: People with a high need for achievement seek to excel and thus tend to prefer
moderate risks. They choose those tasks whereby they can take personal responsibility for finding solutions
to the problems. Achievers require regular feedback in order to check the progress of their achievements. The
management should give high achievers challenging projects with attainable goals.
 Need for Affiliation: Those with a high need for affiliation look out for pleasant relationships with other
people and need to feel accepted by other people. Such people are desirous of companionship and helping
each other. High affiliation individuals prefer work that provides them with significant personal interaction.
They tend to conform to the norms of their work group. The managers should create an atmosphere of
supportive interpersonal relations for the individuals seeking for affiliation and thus such kind of group
formation leads to achievement of goals.
 Need for Power: The need for power is stated by the desire to influence others. People seeking a
need for power tend to be outspoken and forceful. They are willing to engage in confrontation.
Need for power could be one of two types - personal and institutional. Those who need personal
power want to direct others and this need is often considered as undesirable. Persons who need
institutional power want to manage the efforts of others to promote the goals of the organization. It
has been seen that managers with a high need for institutional power tend to be more effective
than those with a high need for personal power.
MCGREGOR’S THEORY X AND
THEORY Y
McGregor has suggested two contrasting theories on motivation based on certain assumptions
 Theory X

Theory X revolves around the traditional approach to motivation and control. It represents traditional stereotyped
and authoritarian management style. It has following assumptions:

i. An average human being is lazy and doesn’t like to work. He will avoid work if he can.
ii. Most human beings lack ambition and thus don’t want responsibility. They prefer to be directed rather than
to lead.
iii. Most human beings are self centered and indifferent to the organizational goals.
iv. Most people are not creative to solve organizational problems.
v. Most human beings are motivated with physiological and safety needs.

These assumptions suggest that the human beings can be motivated by money and the benefits required for
satisfying the physical and safety needs. According to the theory, the employees are managed by punishments
and strict control. This type of motivational process can only work in the environment whereby the work is
repetitive in nature and promotions are not frequent. McGregor advocated Theory Y refuting the assumptions
of Theory X as nowadays the employees don’t just get motivated with money and related benefits.
 Theory Y
Theory Y assumes that people are not unreliable and lazy by nature. It has a positive view on employee
motivation and their Behaviour. The management undertakes the responsibility
of helping the employees to develop and express their creative skills. The assumptions of McGregor’s Theory Y
are as follows:
i. An average person doesn’t dislike work rather work is natural as play.
ii. An average human being will exert self control and direct himself for his objectives.
iii. An average individual knows that he will be rewarded if he is committed for the objectives. And generally
these rewards are higher order needs namely ego satisfaction and self- actualization.
iv. An average person tends to seek responsibility and is ambitious.
v. Imagination, creativity, and ingenuity can be used to solve work problems most of the people.
vi. Considering the present scenario of present industrial life, the intellectual potential
of an average man is only partly utilized.
Theory Y is more real and generally used in the organizations. In support of this
theory, McGregor suggested motivational practices like decentralization, delegation, job enlargement,
participation and consultative management.
MOTIVATIONAL TECHNIQUES
1. Recognition.
2. Emotional support.
3. Encouragement.
4. Feedback.
5. Good Employee Experience.
6. Career Growth.
7. Educate your Employees.
[Link]:
• A Recognition is a kind of verbal act, a manager creates to acknowledge an employees effort, quality
of work, and skills.
• If a employee do a good job, it would be appropriate to receive Recognition from their manager.
• A manager can provide Recognition to employee through awards, positive feedback and appreciations.
[Link] Efforts:
• It refers to managers to showing deep empathy to the employees.
• It will helps the manager in creating an environment that conductive for workplace motivation among
their employees.
[Link]:
• Encouragement is a powerful tool that can help the employees to make their mistakes on their work.
• It can help employees in developing a positive mindset and resolve to productive at work by
encouraging them during difficult times.
[Link]:
• Feedback acts a great employee motivation technique a part from helping managers guide their teams
• It refers to the Managers reflection or review of an employees or team performances
• Giving feedback is one of the best way to motivate individuals.
[Link] Employee Experience:
• Creating a good employee experience is a managers attempts in sitting up activities that encourage the staff to do their
work.
• Having a good experience at the work an lead an employee towards higher employee engagement and job satisfaction
[Link] Growth:
• Another way to motivate employees is to emphasis career growth opportunities within the company.
• Promoting professional development opportunities show 's a employees career growth.
[Link] your employees:
• Employees are well performed the organization s strategies, plans, and objective s
• This the best way to motivate employees
• They are feel a greater seance ownership over the organization
 WORK PLACE
MOTIVATION
Motivation in the workplace can take many forms. What works to motivate one individual might be
ineffective for another. Understanding a wide range of motivation types can help employees find
ways to stay motivated at work and aid managers who are seeking new methods to help their
teams excel.

Two categories are commonly used to describe motivation: intrinsic and extrinsic. Intrinsic refers to
motivation that comes from within yourself rather than from an outside source, whereas extrinsic
comes from an exterior source. Several different types of motivation fall under intrinsic or extrinsic
categories.
MONITORY & NON-
MONITORY REWARDS
Monetary Non-Monetary

Pay and allowances Status

Bonus Praise

Profit-sharing Group Incentives

Commission Participation & Involvement

Performance related Incentives Opportunity for Growth

Stock Options Suggestion System

Monetary Rewards

Financial incentives also known as monetary incentives are needed for meeting the basic needs of the employees.
The usual incentives given to employees are discussed below:

1. Pay and Allowances: Pay and allowances include salary and allowances in form of dearness allowance, house
rent allowance, etc. Salaries differ from company to company whereas allowances are dependent on various
factors like inflation. Some organizations offer a compensation including both salary and allowances while some
provide a consolidated salary.

2. Bonus: Some organizations have a tendency to distribute bonus to the employees. Minimum bonus limit is
8.33% of salary or wages in India under the Payment of Bonus Act, 1965.

3. Profit Sharing: Under profit sharing scheme, the employees are given a certain share in the profits of the
company when the profits increase beyond a given limit. This conduct of the management induces the workers
to perform more hard to gain their share of company’s profits.
4. Commission: Commission is the variable part of compensation. This is generally given as a percentage of sales
to the sales personnel as per their contribution to the sales. The commission rate varies from organization to
organization.
5. Performance linked incentives: Organizations also provide salary/wages linked incentives
where the amount of incentive is associated with the performance of the employee.

6. Stock options: There are many companies which offer this kind of financial incentives. The
stock options give employees the right to purchase company’s shares at a future date on a
predetermined price. The companies offer shares in lieu of profits to the employees which
make them co-owners of the companies and hence a higher sense of belongingness in the
organization.
Non-Monetary Rewards

Financial incentives are linked to money which is meant for meeting basic needs and hence they can motivate the
employees to a certain extent. Employees cannot be always be satisfied by financial needs. The management also
uses non-financial incentives to motivate the employees. These are explained as follows:

1. Status: Status means rank in the society. It is also applicable in organizational structure whereby the individuals
are given designations or positions as per their abilities, skills and experience. This is a way of promotion which
provides motivation to the employees.

2. Praise: Praise is more effective than any other incentive. However, this incentive should be used with great care
because praising an incompetent worker would create resentment among competent workers. Of course, a pat
on the back of an incompetent worker may act as an incentive to him for improvement.

3. Group Incentives: At times, group incentives act as more effective than individual
incentives to motivate the employees. Particularly, when the prestige or even existence of a group is at stake,
the group members work with a team spirit. This result in high morale and sequentially, increases in its
productivity.
4. Participation & Involvement: Involving workers to participate in management gives worker’s a
psychological satisfaction that their voices are also heard. This imbibes a sense of importance among the
workers.
5. Opportunity for Growth: When the employees are provided proper opportunities for growth and career
advancement and opportunity to develop their personality, they feel motivated and become more committed
to the organizational goals.
6. Suggestion System: Many organizations which use the suggestion system make use of cash awards for
useful suggestions. Sometimes, they publish the workers name with his photograph in the company’s
magazine or newsletter. This motivates the workers to be in search for something which can be of greater
use to the organization.
 LEADERSHIP
STYLES
Leadership is the art of motivating people to work and focus towards a
planned objective. It also encourages them to take up responsibilities and
grow personally and professionally.
In an organization, leadership is a vital management function that
ensures improved efficiency and achievement of business objectives.
Effective leadership provides clarity of purpose and guides the
organization to its mission.
An effective leader is someone who:
•Inspires and motivates others
•Has a vision and directs the path to achieve it
•Ensures the development of their team members
What is a Leadership Style?
A leadership style is a way in which a leader accomplishes their team’s objective by
motivating employees to work towards the common goal and focusing on their well-being.
Understanding leadership style is imperative for a team to work together and also keep
growing while embracing changes.
Here are some reasons why leadership style matters:
•Increases team engagement
•Improves team communication and collaboration
•Strengthens the effectiveness of the team
Personality of the Leader
Value Systems Personality of the Group
Confidence in Group Members
Members Leadership Need for
Inclinations Independence
Feelings of Security in Desire for
uncertain Responsibility Skills
of Employees

FACTORS INFLUENCING
LEADERSHIP STYLES

Nature of the Task Importance

and Complexity Urgency Nature of the Environment
Structure of the Organization
Outside Pressures: Social, Economical & Political
DIFFERENT LEADERSHIP STYLES
1. Autocratic Style: The autocratic style of leadership is also known as authoritative style or
directive style of leadership, in which the autocratic leader retains most of the authority for
himself/herself. An autocratic leader gives orders to his/her subordinates and expects that
subordinates should give complete obedience to the orders issued. In this type, the decisions
are taken by the leader without consulting others.
2. Democratic Style: This style of leadership is also known as participative style of
leadership, which can be further categorized as consensus, consultative and democratic. In
this style, the subordinates are involved in decision making. A consultative leader, take the
opinion of the employees, before making a decision and a consensus leader, make a
decision only after consulting the group members. A decision is not made final, until all the
members agree with the decisions. In the democratic style, the final authority of making
decisions rests with the subordinates
3. Laissez-Faire Style: The Laissez-Faire leadership is also known as free-reign leadership,
where the decision making power is completely left with the subordinates. In this style, the
leaders involvement in making decision is minimized and the people are allowed to make their
own decisions. The group members are given complete freedom in setting their own goals
and achieving them, which give them complete autonomy. Employees under this leader, tend
to become self-sufficient and guidance is not offered by leaders unless requested.

4. Strategic Leadership: Strategic leadership is when leaders use their skills and capabilities
to help team members and organization achieve their long-term goals. Strategic leaders strive
to get the best out of people or situations.
5. Transformational Leadership: Transformational leaders inspire others to achieve the
unexpected. They aim to transform and improve team members’ and organisations’ functions
and capabilities by motivating and encouraging them.
6. Transactional Leadership: This type of leadership is task-oriented, which means team
members who meet the leader’s expectations will be rewarded, and others will be punished. It
is a prevalent leadership style based on the action-and-reward concept.
7. Coach-Style Leadership: This leadership style focuses on identifying and nurturing a team
member’s strengths and weaknesses. A coaching leader develops strategies that emphasize
team members’ success. Though this is similar to strategic and democratic leadership styles,
the focus here is more on the individual.
8. Bureaucratic Leadership: This kind of leadership style sticks to the rules. For example,
they might listen to their team members’ opinions while deciding.
LEADERSHIP
SKILLS
1. OPEN COMMUNICATION. A good leader keeps an
open line of communication with team members and can
succinctly explain organizational goals and tasks using
different types of communication channels, such as one-
on-one sessions, email, video, chat, phone calls and
social media. An effective leader also shares clear
messages and makes complex ideas easy to understand
for everyone.
2. EMPATHY. Empathetic leadership focuses on identifying with others and understanding their
perspective. Leaders who show empathy are successful because they can better understand how the
employees feel about their work environment. This enables the leaders to bring positive changes to the
workforce.
3. CREATIVITY. A creative leader can brainstorm new ideas and inspire others toward creativity and
innovation. For example, a successful leader will always recognize and reward employees for their
creative input.
4. POSITIVITY. A great leader brings positivity into the work environment, which in turn uplifts the
employees and encourages them to perform better. Positivity can be cultivated by showing care, respect,
diplomacy and empathy toward the team.

5. FLEXIBILITY. The best leaders get out of their comfort zones and quickly adapt to changing work
conditions. They wear multiple hats and can problem solve and improvise on the successful leader also
promotes employee engagement and is willing to accept constructive feedback from the team.
6. CONFLICT RESOLUTION. A great leader not only knows how to avoid conflicts in the workplace
but can also resolve them in an efficient and timely manner. While resolving conflicts, the leader stays
level-headed and decides analytically.

7. TIME MANAGEMENT. This is an essential skill for leaders, as they need to delegate tasks,
prioritize commitments, set attainable goals and multitask. Successful leaders practice time
management skills by setting smart goals for themselves and their team members.

8. MENTORSHIP. Great leaders are always ready to mentor and teach to bring out the best in their
employees. They put in a lot of effort to make the team successful by using positive reinforcement,
clarity, motivation and by rewarding achievements
9. RESPONSIBILITY. The success and failure of a team ride on the shoulders of a leader.
Therefore, leaders should be accountable for their actions and willing to take the blame when
mishaps happen. Great leaders take responsibility and devise strategies for improvement instead
of pointing fingers and blaming others.

10. FEEDBACK. Effective leaders never miss an opportunity to provide constructive feedback to
team members regarding their performance. Without feedback, employees can't gauge where they
stand and which areas they need to improve on.