Human Resource Planning and Management91foreman was that she had a step-father whom she feared and whose physical appearanceresembled with the foreman. The result was that she had unconsciously transferred to herforeman the unfavourable characteristics of her step-father.6. Motivation is complex: It is difficult to explain and predict the behaviour of workers. Use ofone motivational device may not produce the desired result if it brings an opposing motive intoplay. In a factory when a blue-green device was introduced to reduce eye strain, the output ofmale workers increased while that of female workers decreased. It was found that the latterdisliked this change as the new type of light falling on them made them look ghastly.4.5.6 Signs of Motivation and DemotivationSome common indications of motivation are:(a) One who is eager to work and works willingly.(b) When at work, he gives his best.(c) He has a definite sense of belonging to the organization and works with pride towardsimprovement of management effectiveness.Some common indications of demotivation are:(a) Increasing absenteeism among employees and excessive labour tumover.(b) Low output and productivity.(c) An increase in the rate of accidents and excessive wastage of raw materials.(d) Rank indiscipline.(e) Frustration and unrest in the workforce.(S) Defiant and violent behaviour of workers at or outside the workforce, and frequent confrontationor argument with supervisors and managers.(g) Non-cooperation, strikes, gheraos, abusive and violent demonstrations.4.5.7 Theories of MotivationSome of the important theories of motivation, based on research conducted by clinical psych-ologists, behavioural scientists and management writers, provide explanations of the behaviouroutcome.

Human Resource Management is the process of hiring, training the employee. They train and develop…

Answered: Some common indications of motivation…

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

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MoneyHeist Ltd – the turnaround MoneyHeist Ltd was turned around by Professor. Professor began working for the company in 1993 and worked his way up the corporate ladder, holding several management positions before becoming CEO in 2002. Based on his previous experience with MoneyHeist Ltd, he knew that when he took over, the company had powerful employees with varying levels of motivation. Professor believed that, among other important business changes, motivating employees at MoneyHeist Ltd was critical to bringing the company back from the brink of failure. His guiding principle was the belief that in order to satisfy customers, employees must be interested and motivated in their work. He has close relationships with many of the employees because of his tenure with MoneyHeist Ltd, which provides a sense of comfort and teamwork. He likens the company to a nice family. Professor was tasked with managing three (3) subordinates in the interim – Denver, Rio, and Berlin. His success was…
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