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    Group 13-OB Assignment: Blueprint For Employee Motivation at IIM Sambalpur Context

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    Ambuj Priyadarshi
    This document outlines a blueprint for motivating employees at IIM Sambalpur, an academic institution in Odisha, India. It recommends starting clubs and informal gatherings, autonomy, equity, performance management, learning incentives, and promotional opportunities to motivate teaching staff. For non-teaching staff, it suggests empowerment, a healthy work environment, perks, realistic targets, team meetings, rewards, training, positive feedback, and work facilities. The document cites human relations theory and McGregor's Theory X and Y to explain how management styles and intrinsic/extrinsic motivators impact employee performance.

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    Group 13-OB Assignment: Blueprint For Employee Motivation at IIM Sambalpur Context

    Uploaded by

    Ambuj Priyadarshi
    21 views2 pages
    This document outlines a blueprint for motivating employees at IIM Sambalpur, an academic institution in Odisha, India. It recommends starting clubs and informal gatherings, autonomy, equity, performance management, learning incentives, and promotional opportunities to motivate teaching staff. For non-teaching staff, it suggests empowerment, a healthy work environment, perks, realistic targets, team meetings, rewards, training, positive feedback, and work facilities. The document cites human relations theory and McGregor's Theory X and Y to explain how management styles and intrinsic/extrinsic motivators impact employee performance.

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    This document outlines a blueprint for motivating employees at IIM Sambalpur, an academic institution in Odisha, India. It recommends starting clubs and informal gatherings, autonomy, equity, performance management, learning incentives, and promotional opportunities to motivate teaching staff. For non-teaching staff, it suggests empowerment, a healthy work environment, perks, realistic targets, team meetings, rewards, training, positive feedback, and work facilities. The document cites human relations theory and McGregor's Theory X and Y to explain how management styles and intrinsic/extrinsic motivators impact employee performance.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    21 views2 pages

    Group 13-OB Assignment: Blueprint For Employee Motivation at IIM Sambalpur Context

    Uploaded by

    Ambuj Priyadarshi
    This document outlines a blueprint for motivating employees at IIM Sambalpur, an academic institution in Odisha, India. It recommends starting clubs and informal gatherings, autonomy, equity, performance management, learning incentives, and promotional opportunities to motivate teaching staff. For non-teaching staff, it suggests empowerment, a healthy work environment, perks, realistic targets, team meetings, rewards, training, positive feedback, and work facilities. The document cites human relations theory and McGregor's Theory X and Y to explain how management styles and intrinsic/extrinsic motivators impact employee performance.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
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    Group 13- OB assignment

    Blueprint for employee motivation at IIM Sambalpur


    Context
    IIM Sambalpur is a Government organization situated in Sambalpur region of
    Orissa. It is an academic institution which employee majorly teaching staff for
    educational purposes and non-teaching staff for daily maintenance and support
    activities.

    P/E Fit

    What Teaching employees need?


     Start clubs and informal mix of employees
     Autonomy
     Equity
     Performance management system
     Learning incentives
     Satisfaction with pay and promotional opportunity
     Sense of accomplishment and performance feedback
     Treat them as trusted professional

    What non-teaching employees need?


    Non-teaching staff include administrative staff and cleaning and maintenance staffs.

     Empower them
     Healthy Environment
     Perks
     Setting realistic targets
     Team Huddles
     Rewarding
     Training to keep up to date and focused
     Positive feedback
     Development of conducive Work environment
     Providing work environment facility
    Theories Applicable/ Incorporated:
    Group 13- OB assignment
    Human Relations Management theory: The theory centres around human
    interactions and relationships. There were many factors that influence how
    employees behave and perform at work. It is important to regularly interact with the
    employees, it motivates them to work more efficiently and increases their output.
    Theory X & Y: It is important to understand how people use their management style
    and how their subordinates perceive certain actions. The differences in
    understanding can have a huge impact on the outputs of the team. Theory X
    mangers tend to micro manage with the belief that employees will not motivate
    themselves to complete their work, Theory Y mangers believe that employees are
    inherently motivated to work.
    As per the categories of Theory X and Theory Y, Organisation flow and structure
    should be maintained.
    If theory Y holds here, an organisation can apply the below principles:
     Decentralization and delegation- Reduce the number of levels of management
    and managers will have more subordinates and consequently need to
    delegate some responsibility and decision making to them.
     Job Enlargement - Broadening the scope of an employee’s job adds variety
    and opportunities to satisfy ego needs.
     Participative management - Consulting employees in the decision-making
    process taps their creative capacity and provides them with some control over
    their work environment.
     Performance appraisals- Having the employee set objectives and participate in
    the process of self-evaluation increases engagement and dedication.
    Extrinsic Motivators - Extrinsic motivators include status, job security, salary, and
    fringe benefits. It’s important for managers to realize that not providing the
    appropriate and expected extrinsic motivators will sow dissatisfaction and decrease
    motivation among employees.
    Intrinsic motivators - Intrinsic motivators include challenging work, recognition,
    relationships, and growth potential. Managers need to recognize that while these
    needs may fall outside the more traditional scope of what a workplace ought to
    provide, they can be critical to strong individual and team performance.

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