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Table of ContentsSection 1.................................................................................................................... 3

Abstract...................................................................................................................... 3

Who I am as a learner?..............................................................................................5

Section 2..................................................................................................................... 15

2.1 Life Long Learning....................................................................................................15

2.2. Transferable Skills....................................................................................................17

2.3 Career Choices........................................................................................................19

Section B: Literature Review – Understanding Employee Motivation..........................................21

Reflective Statement.......................................................................................................21

Introduction to Motivation:...............................................................................................24

Definition of Motivation..................................................................................................24

Motivation Theories.......................................................................................................25

Maslow’s Hierarchy of needs............................................................................................25

McClelland’s Human motivation theory:..............................................................................31

Alderfer’s ERG theory....................................................................................................36

Herzberg’s theory..........................................................................................................38

Ways to Motivate A Salesperson........................................................................................39

Factors That Will Motivate Sales Person..............................................................................41

Conclusion................................................................................................................... 44

References...............................................................................................................45

APPENDICES...........................................................................................................49

Appendix A- VARK – Test.........................................................................................51

Appendix B- Belbin’s Team role Test.......................................................................53

Appendix C- MMDI- Test..........................................................................................57

Appendix D- Survey Monkey- Results......................................................................59

Appendix E- Resume................................................................................................66

Appendix F-Presentation..........................................................................................71

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Section 1

AbstractLearning is more than a mere act of adding up to the arsenal of skills or imparting knowledge,

but also an attempt to procure a refinement in behavioral tendency through exposure or

experience. However, learning is not dependent on a set method. Condensing out one’s self

through personality questionnaires constructively sifts out the attributes of a person.

Questionnaires Such as VARK and other specialized tests assist one to discern their learning

styles. However, the elusive human qualities of a person can be unleashed by the activities such

as, Belbin’s Team Roles, MMDI etc. Such tests are necessary for success in the professional

world, and evolving prospects on the work floor. This paper shall be based upon VARK, MMDI

and Belbin’s Inventory test for determining my professional development thus far.

I am aspired to alleviate myself to the rank of a Best practice manage. However, it requires a lot

of hard work and effort hence, a final set of undertakings is always in need to bring out the best

qualities in a person. Positive behavioral changes are often results of motivational factors.

Similar is the case with learning, which requires to be powered by ‘Motivation’. Motivation

therefore is a primary or secondary implication on the behavioral aspect of a person. Motivation

can be categorized as extrinsic or intrinsic i.e. related to mind and body or spirit.

Several theories have been developed over the years, which have been helpful for employee- boss

motivation and offer explanation as to why and how an organization may enhance the

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employee’s confidence. The following four are the most commonly referred to theories:

Maslow’s Hierarchy of needs, Alfred’s ERG theory, McClelland’s needs theory and Herzberg’s

two factor theory.

Maslow’s theory incorporates the needs of employees in terms of physiological, security,

belongingness, self-actualization and esteem. Alfred’s ERG covers up existence, relatedness and

growth needs. McClelland’s theory highlights the needs of achievement, affiliation and power.

Whereas Herzberg’s two factor theory comprehends regarding the hygiene and motivational

factors for the employees. A comprehensive understanding of each theory is essential for future

applications.

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Who I am as a learner? Learning is a perquisite to growth (Keith Aul, 2008), the world today faces inevitable

heterogeneous advancements in every field, and individuals are therefore required to be

tremendously smart. It will definitely allow one to make informed choices, try new approaches

and feedback to new initiatives. Learning is an oblivious concept to those who do not take the

step to retiring their obsoleteness in the rapidly evolving world of today and thus make a minimal

contribution to their treasure of ‘learning’, which is the basic raw material of the human resource

asset.

The basic desire of learning and progression has impelled me to discover the category of

individual learning style to which I am adherent. I undertook several tests and a survey for the

purpose.

Three tests functionally support this paper, VARK, Myers Briggs and Belbin’s Inventory Test.

The VARK questionnaire, ‘How do I learn best’ is available in the first appendix.

The VARK model by Fleming (1992) is one of the most widely used learners’ test, which

incorporates the visual learners, auditory learners and kinesthetic learners. Fleming (1992)

assumes here that the visual learners will have a fondness for learning through ocular mode, for

instance preferring to learn through the use of diagrams, charts, handouts and other visual aids.

Visual learning further branches out in two incisive modes: preference for graphical and

symbolic representation and visual learning through hard or soft copy, i.e. information in printed

form. The visual preference however, advocates the print form which is popular in visibility

standards. Auditory learners support learning through hearing, which can be done through audio

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lectures, tape, verbal lectures. Kinesthetic learners will learn best through the experience, which

may include doing projects, assignments and assessments, exploration and moving about. VARK

will condense out the best mode of learning for the person, which will help the individual to

shine out their capabilities with ease (Fleming and Mills, 1992).

Managing a VARK score of

Visual 3

Aural 2

Reading/writing 7

Kinesthetic 4

It is evident that I have a mild preference for reading and writing with the score of 7 in VARK

Questionnaire results (Vark-learn.com). The results are an exceptional measure of the personality

test, allowing the results to adequately bring in the lime light, strengths and weaknesses with

entirety. Imperatively, my ocular grasping capabilities are towards a lag, and therefore I am

diligent to learn and absorb through this method. Moreover focusing as part of the visuals

becomes monotonous since aural and visual traits are required simultaneously.

As proclaimed in the latter statement, aural and visual traits need to go side-by-side to make a

motivational venture for a learner like me. Aural learning will make one lose attention if there is

no visual to assist it, Here, I would like to quote the success of the television over a radio

(independent.co, 2010). Why over the years, has radio become one of the least popular modes of

technologies compared to the rapidly innovated and exuberantly demanded television? The

answer is quite simple; one cannot comprehensively rely on something without the visuals,

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especially for the purpose of absorbing content and digestion of knowledge (speaker series,

2010)

Reading and writing have however, been a comparatively better field for scoring. I find my skills

to be proficient in this area as compared to the visual, aural and kinesthetic abilities. I consider

that putting in a higher level of concentration and with increased level of focusing, can help get a

better understanding of the content. These skills, compared to the others may not be amongst the

best ones but they definitely are some of my personal strength’s, through which I have been able

to devise a reasonable career in marketing over the years. I believe putting in extra effort and

giving personalized attention to the area can reap out the best progress result. Reading and

gaining knowledge is a preferred part-time activity of mine.

Kinesthetic learning skills require major contribution of discovery learning, which calls in for

flooding of exploration and seeking to possess good eye-hand coordination. I am a learner who

would proof-read and go by the text to collect facts and dilute knowledge, rather than exploring

the desired content. Reading and writing is a clearer approach than the hasty approach to

experiment and explore. I will recall here a recent event where we were required to deliver our

monthly reports in a sequence of 2 weeks, just for a month, instead of the monthly submissions.

A few fellow employees, jumped to conclusions based on past trends and future forecasts. I

along with my supportive team, developed a proper strategy, and punched in the required

formulation, elaborated the associated trend and explained through written explanation, why

such a trend would swirl around. This led to appropriate understanding of the weekly

submission, allowing the management with ample idea of how the trend went along and what

had actually caused the fluctuations in the sales.

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Scrutinizing the results, and bearing in mind the career choice which I want to pursue, to be a

best practice manager, will involve a detailed understanding and thorough navigation of the

organizational structure and patterns. Also, it will require further effort in the department of

coordination and team work. Revisiting the learning styles will help to enhance the various facets

of learning and adapting to various learning styles.

From the various psychometric tests formulated to give an idea about one’s personality, I

undertook the MMDI test. Just like the Myers-Briggs type Indicator(MBTI), MMDI is the

‘Mental Muscle Diagram Indicator’(MMDI), which assists in sorting out the personality type of

an individual, (Appendix 2).Carl Jung, being the original creator of the test proclaims, “every

individual is an exception to the rule” (P Kavanagh, 2008). The underlying concept behind

strategizing this test was to provide a label to an individual to explore the personality.

Here a comprehensive detail can be scratched out, for reasons associated with Jung’s

formulation.

The MMDI test has a tendency to reveal 16different types of results. The results can be presented

in 3 different ways, ‘Preference’, ‘Whole’ and ‘Dynamics’ type. Preference uses scores on the 4

preference scales, as defined by Briggs Myers (2012). ‘Whole’ type provides a pattern to the

responses in a questionnaire. Whereas the ‘Dynamics’ type uses score on four different but

related scales, as defined by C.G. Jung (2011).

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The dominant functional letters typed in code are as following.

Extroverted (E)

75%

Introverted (I)

25%

Intuitive (N) 75.76% Sensing (S)

24.24%

Feeling (F) 63.64% Thinking (T)

36.36%

Perceiving (P)

72.41%

Judging

(J)27.59%

This test reveals how an individual utilizes the skills and makes mental interaction between all

the four functional elements in preference. This is well recognized as the ‘Dynamics type’ since

it will involve an in depth understanding and inclusion of description of functions, and an

associated relation between the four letter codes.

The ‘Dynamics’ type can be explicitly sorted into: dominant; auxiliary; tertiary; and inferior

function.

The ‘Dominant Function’ choice is one that has a robust impact, and is therefore termed

by its very temperament.

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‘Auxiliary’, as comes endorsed by its term, is supportive one to the dominant function.

The auxiliary function is the second strongest in preference and helps to strike out a

balance.

Tertiary function lists third with respect to its fortification. Last are the Inferior Function,

which doesn’t have a proud preference or likeliness.

If the user has results lying between two functions, it is known as a pair function.

However, phases of life may bring out any of the functions to be practiced out; the one

which is frequently faced will be pertinent as ‘Type Development’.

An MBTI/MMDI may indicate 16 different functions. As listed in the table below.

ISTJ ISFJ INFJ INTJ

ISTP ISFP INFP INTP

ESTP ESFP ENFP ENTP

ESTJ ESFJ ENFJ ENTJ

(Table, Myers Brigg foundation, 2009)

The MMDI indicated that, my personality type confirmed at probably being ESTP, which

demonstrates 75% Extroversion with, Sensing 24.24%, Thinking 36.36% and Perceiving

72.41%, giving a total of 42% ESTP. It is revealed that I am an action oriented problem solver;

hence I have a profound likeness for solving practical problems by initiating action. My skills are

best suited and required for areas where urgent and prompt decision making is required. I have

been previously working in my area of interest by making good sales. Areas such as ‘Best

practice’ will chalk out a buoyant career for me.

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It was highlighted, that my leadership style is that of the eadership theorists as represented by my

MMDI test, giving an evident round of information that I will be best suitable for working to

understand and improve the hidden dynamics, having an impact over the team work and an

overall organizational performance.

The MMDI also confirms a unique combination of preferences. ‘Every individual is an exception

to the rule. Hence one can never give a description of a type, no matter how complete. That

would apply to more than one individual” (Jung. p.516)

As a person I have been working over the years as a team leader, managing the staff under me,

coordinating and developing harmonious environment, resolving management concerns and

linking up with the senior management. It can be observed classically from the routine activities

as well, where I ensure that the team sales target is hit, assist the staff on closing of the sales

appointments etc.

The MMDI test is one of the most widely trusted and used method for the survey of personality

assessment (business balls, 2012). However, as everything has its own pros and cons, this

personality test also has its limits and delimits (personality tests, 2012). It is not very reliable,

because it may produce inaccurate results at times. Fair evaluation and employment will reveal

the target areas of an individual (Myers Briggs compendium, 2012).

During his study at the Henley Management College, Dr. Belbin’s chalked out conclusions

regarding interaction of the team members during the business games (Belbin team roles, 2009).

He published in his book ‘Management teams (2009)’ the nine indispensible key roles which

were the elixir for team management. As specified by Belbin’s,”

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A team is not a bunch of people with job titles, but a congregation of individuals, each of whom

has a role which is understood by other members. Members of a team seek out certain roles and

they perform most effectively in the ones that are most natural to them’’ (Belbin, 2012)

During his period of research, Belbin (2012) found out that behavior was chained with team

behavior, essentially, for him, the key was balance. He defended his findings by saying that the

Strengths and weaknesses go side by side. Team roles can be subcategorized into 3 branches:

I. ‘Action’ oriented roles,

II. ‘People’ oriented roles

III. ‘Thought’ oriented roles.

The action oriented roles as highlighted by Belbin (2012) consist of:

Shapers;

Implementers;

Complete Finishers.

Shaper, who is a dynamic team member who will thrive under pressure, take head on challenges

and would admire to work in a team. Implementer is the think tank, who will brainstorm ideas

and create systems and procedures appropriate for the team. And complete finishers, will spot

gaps and flaws to know the one spot schedule of the team.

People oriented roles under Belbin’s (2012) view are inclusive of:

Coordinator,

Team Workers

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Resource Investigators

Coordinators will ensure team participation by each member of the team. Team worker, will be

responsible for maintenance of inter personal relationship amongst team members. Resource

investigators will make arrangements for physical, financial, Human, Political, Information and

ideological requirements of a team.

Thought oriented roles include:

Plants;

Monitor Evaluators;

Specialists.

Plant, is an unorthodox team member who will solve the concerns for all the members in a team.

Monitor evaluator, will be a discerning member who will see options and make judgments.

Specialist is a single minded and self-started person who will bring in and apply specialist

expertise.

Having said that all, and reviewing the Belbin’s test results, (appendix 3) the team roles test, I

conclude that I fall within the categories of a shaper, monitor evaluator and complete finisher.

I am challenging and dynamic. In essence I thrive under pressure. In a situation where immediate

action is required, and prompt solutions are of absolute necessity, I have the drive and courage to

take up risks and make daring decisions. Since I view tasks strategically, pointing out errors and

omissions is not a problem for me. More so, a judgmental view of set tasks allows me to deliver

accurately and on time.

The next two categories that best represent my personality are coordinators and team workers.

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My most efficient attributes are inclusive of good decision making and coming up with quick

and creative solutions. I am a hands-on person who will be best defined as someone who thrives

at tackling difficult situations and conjuring solutions for situations which require immediate

action. This has also polished my skills as a person who likes to deliver tasks through team-work.

And since I tend to set standards for the work me and my team does, I happen to be more driven

with my assignments.

I have not scored as much in the remaining categories, which include not being a complete

finisher, implementer and resource manager. Moreover, I admit to certain flaws in my work

personality which is inclusive of my weak communication. I tend to lose hope in certain tasks

and communicate my fears more often to the team. More so I deliver certain urgency in my tasks

which can depict aggression.

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Section 2

2.1 Life Long Learning

Over the years of evolution, meteoric advancement and inevitable transformation, there has been

a dire need for continued learning. Currently, modification and enhancement of talent, skill and

ideology are just not an incumbent part of achievement but rather are the dire inputs for

superseding and sustainability. Lifelong learning is endless, self-motivated and voluntary

concept for professional and personal reasons; it is hence essential for compatibility, progress

and sustainability (Cassandra 2002). Lifelong learning, indeed shapes up people, provides them

with a social understanding and above all, it organizes their job seeking activity.

I started as a receptionist at a motor company, right after my ‘O’ Levels and continued to

progress and venture into sales, as a sales executive for the next six years. In the time that I had, I

built vigorously on my work experience and sales management skills. Initially, it was my belief

that progressing through the hierarchy was a matter of attaining enough work experience, and

will not involve any learning experience, or for the matter, any further education. However, it

was apparent that many people coming through to the companies were much more qualified with

regard to academics. Singapore is an expanding market, and people from all backgrounds tend to

look for opportunities to achieve success. This promotes better lifestyles, expectation levels and

standard of living. Most people don’t settle for lower rewards: be it the employers looking for

better results, or consumers looking for a higher pay-off on their money.

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In such a vibrant market, it would have been impossible to discharge my responsibilities, with

redundant skills. In taking advantage of a good job opportunity, I also decided to pursue an

academic venture and took a Certificate course in Sales and Marketing at the Marketing Institute

of Singapore. What I learned at MIS did not just evolve the way I thought, but how I perceived

and viewed my life. It led me to take another course, a Diploma in Sales and Marketing in 2002.

This gave me a boost scholastically, and opened a window for better employment opportunities.

The Managerial positions that followed my academic qualifications enhanced my reading and

writing skills. My communication skills are now much better and I can deliver on set tasks in a

formidable manner. My most recent academic qualification is a Bachelor of Arts in Business

Management from MIS, which will help my career in the future.

With respect to the learners, learners may be Active ones or the Reflective ones, Sensory or

Intuitive, Visual or Verbal, and Sequential and Global learners. (B. Rogers- eHow, 1999)

Active learners tend to like group work. They retain and gain information by doing

something active.

Reflective learners would prefer to think alone first, and develop an understanding; their

crucial aspect is that they prefer to work alone.

Sensory learners pertain to learning facts; they tend to be patient with the details.

However, they do not have a liking for the surprises, ending to dislike complications but

eventually solving the problems through well established methodology. Sensory learners

will not like the courses which are deviant in connection to the real world, because these

people have practical associations.

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Intuitive learners like to discover possibilities and relationships, and will have a

tendency towards taking initiative. They grasp new concepts easily, work faster and

would not go for memorizing the facts and figures. Visual learners remember best what

they see or take a glimpse at.

Verbal learners on the other hand get more out words and explanations. Sequential

learners learn, and find solutions by moving step by step and creating a chain amongst

the current and the next step.

Global learners, have the capacity to absorb the material randomly and learn in large

jumps. They may solve complex problems without much of a hassle.

Considering the survey results, it is evident that I am a serious minded person, who will take

initiative to solve a problem and drive through the leadership skills. I have a passion for learning

and have a nature close to the Active type learners, Global learners and Intuitive learners.

2.2. Transferable Skills

Transferable skills cannot be defined with a certain term or phrase. They are an accumulated set

of qualities that an individual has attained and can be molded into natural aspects of other jobs or

are malleable enough to be employed in other workplaces. (McKay, 2012) The prominent

attribute of transferable skills is that that they help employees to attain certain flexibility and

assure their abilities to be competitive in more aggressive situations. The skills include:

Analysis

Creativity

Decision making

Adapt in situations

Operating equipment safely

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Team work

My analytical skills are sharp making good decisions has never been a problem for me. My work

often requires me to take prompt decisions in stressful environments. I have been known to be

able to make these opportunities worthwhile. It reflects clearly in my Friends and Family survey

as well (see appendix).

The mere fact that I have to make on-the-go decisions, also allows to me to make diverse choices

and creative decisions. The solutions I tend to provide, and any work that comes my way has to

be challenging and inviting, which in turn enhances my ability to come up with some very

creative solutions.

According to the friends and family survey (see appendix) to take the bull by the horns and turn

situations around. Between my job and social life, among friends, family and peers, I am known

to not take “NO “for an answer. I am an adaptive person and am flexible when the situation

requires, situations such as stressful situations, where immediate decisions need to be taken, team

projects- where individual opinions need to be amalgamated into unison..

I am proficient with operating equipment at work, and can utilize software to help my tasks. My

work as a receptionist has skilled me to take steps in case I am unable to operate certain office

equipment. I am also efficient with sound software.

Team work is my specialty. I tend to take my team into confidence with whatever I do. As a

team lead I have learnt to take responsibility for my team and provide assistance and advice

whenever it is required. I find team challenges exciting and am known to deliver on tasks on

time.(Test results, Monkey Survey)

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2.3 Career Choices

Singapore has a vibrant job market, which has more recently been penetrated by foreign

opportunists (Serconf, 2011). In order to establish themselves in the market and to take jobs

higher in the job hierarchy most of these people are acquiring better academic qualifications. So

my skills don’t become redundant in this age of opportunity, and for me to succeed in my career,

it would be best if I out-run competition and attain skills and qualifications that are unmatchable.

I would want to be in a best practicing managerial position in a successful organization.

My attributes as a team leader and decision maker will help me attain management positions and

thrive. My experience as a Sales Executive and sales and operations manager represent my role

as a leader and team worker. In the future I would like to see myself in a more opportune place at

a paramount level, assisted by my past experiences and academic qualifications.

It is essential that we have a know- how of the surroundings, and the stake-holders we are

interacting with in order to achieve success in all the tasks that come our way. With my twenty

years work experience, half of which have been spent as an executive and the remaining as a

manager, I have not only acquired the skills of communicating more diligently with my work

peers, but also the clients and have established worthy reputation with them as a hard worker,

and someone who is reliable and trustworthy. My Beblin Team role evaluation as a Monitor

Evaluator and Shaper represent my ability to fulfill tasks to the end, with sound judgment and

good decisions.

I have taken this personal development test for the first time. It has helped me immensely in

determining my skills as a manager, as well as a person who socializes with her friends and

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family. It has helped to analyze my strengths and weaknesses and how I can improve them for

future interaction.

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Section B: Literature Review – Understanding Employee Motivation

Reflective Statement

The job post of a best practice manager, requires the element of motivation and enthusiasm to be

simultaneously placed for the best results. Best practices are carried out successfully, not through

coercion and force, but through effective self-motivation and by encouraging the employees.

Achievement and working as an independent manager produce the best outcomes if done with

creativity. The instinct of creativity drives a person to think out of box , and employ the best

practices, leading to proficient methods for doing business.

The author chose the topic of motivational theories as part of the best practice management,

because it leads to the development of the organization, qualitative improvement in the working

of the human resource group and acts as a litmus test for creating healthy competition which

triggers improvement in each sphere of an organization, consequently benefiting the organization

and the individual.

The world is changing very fast, communication and the media has generated an atmosphere

whereby, one can only survive if fittest. To achieve the best, one has to employ best practices,

which puts an individual in a gearing mode for improving efficiency, competence and the best

achieving results. Otherwise, if the human resource is not motivated and challenged to rise to the

occasions, you as an individual and as an organization are bound to be side tracked and forgotten

forever.

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As indicated, through the MBTI, the author’s personality has elements of being an action

oriented problem solver, who will thrive to solve a problem. Solving problem through coercion

or duress may bring out solutions temporarily, but will not bring positive implications in the long

run, since it might create an impression in an employ’s mind of being intimidated and forced to

work. Therefore such a strategy should be rooted, which will create a spark in the employ to get

the things done happily and with a ‘go-getter attitude’.

Having an MMDI result of ESTP type, depicting extroversion, sensing, thinking and perceiving

abbreviated in ESTP. As a Best practice manager, it is very crucial to have the ability of sensing

the problems, perceiving them positively, and thinking beyond the possibilities by employing an

‘out of box’ thinking approach to figure out appropriate solutions. Extroversion is of crucial

importance. An extrovert would love to work with people, more confidently. Nowadays, more

profitable companies enhance operations through continuous improvement, setting clear

performance goals, monitoring and reviewing performance, and aligning incentives with

performance (Fyol, 1949).

The test for the team work, Belbin’s, indicates that, the author’s performance will be best under

pressure and in stressful environments. This is the prime requirement for steering a negative

venture out from a crisis situation. Her serious mindedness helps to envision all options and

make accurate judgments. Here is the employment of the best practice concept, where essentially

a manager is required to keep in consideration the highest standards, morals and principals and

set those as examples, yet come to conclusions which will cater to the needs of the particular

organization. However, on part of the author, she lacks in the department of inspiring others,

even though working as a team is a preferred choice. Often taking the opportunity to set

examples and learn from others, achieving what’s best and then dynamically putting herself in

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the situation is part of her adopted approach. There is a strong tendency towards making accurate

and punctual submissions, but on the other hand the author is prone to making slips by worrying

unduly and allowing her reluctance to be made known to co-workers.

Where motivation serves as an art of getting the things done from others willingly (Kalyan,

2012), the author’s personality tests endorse the requirement, because she is an action oriented

problem solver. The author also made practical demonstrations. Once while working in The

Singapore Pte, the author was assigned a task of assisting sales staff management for the closing

of the sales appointment. She practically observed that the sales staff would perform further

better if the chain of command would be reduced by two hierarchal steps. The author, therefore

pursued the management, and made them aware of the quagmire which the employees were

going through. Performance of the staff was affected at wide scale because of communication

gap. She sought to enhance her managerial skills and a higher management degree, which

enabled her flawless management capabilities before she is hired at the post.

Major reasons behind lowering of employee motivational levels were taken into consideration in

a survey from four industry leaders (Corp learning, 2010). This showed that although employees

were making continual effort in improving their skills, this will serve as a back-up plan for

future prospects, in today’s world of crisis. Hence, workers tend to become more edgy in times

of such adversity and economic uncertainty. The management however, needs to help out the

decelerating motivational pace amongst these corporate individuals. Over here as a manager one

must work to minimize the fear of uncertainty and job-loss. The author, as a manager would

work to reduce the growing concerns of the employees, keep them informed about the persisting

circumstance of here and now, and along with that employ the best practices form the chronically

developed motivational theories.

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Introduction to Motivation:

The term “motivation” is derived from the Latin term ‘emovere’ (Kalyalan, 2012), which means

to move or to activate. Motivation has been described as what energizes, directs, and sustains

behavior (Porter, Bigley & Steers, 2003). Motivation is generated from a variety of sources

including goals, values, and the need for achievement, biological needs, and relatedness, among

others (Reeve, 2005). Motivation can prompt employees to work hard, produce efficient result,

and work greater than the desired number of hours, which is possible only if the employees

direct or activate their energies towards a positive direction (Porter, Bigley & Steers., 2003)

It is said that motivation is an act of stimulating someone to get the desired course of action, in

other words, to push the right button to get the desired results Jucius, 2012). The procedure to

motivate other is an intrinsic part of learning. However, motivation can be done in monetary or

non-monetary terms. Monetary motivation pertains to provision of cash and benefits to the

employees, whereas non- monetary benefits include promotions, awards, enhancement of

working conditions etc. ( Ballentine, McKenzie, Wysocki, and Kepner,2012) Several theories

have been produced to provide enriched methods of motivation, essential to the progress of

employee performance (Oyesuki & Omusa 2005)

Definition of Motivation

Psychologists have always found the academic definition of “motivation” to be controversial,

whether it’s being employed practically or impractically: the basic purpose is to get employees to

cooperate in tasks. To motivate one’s self would mean to fulfill personal requirements like losing

weight (Apparel warehousing, 2011).

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How is motivation done? And how can the author create the motivational force amongst the

workers is the main aim of this review. Here can be taken a glimpse of the most suitable

motivational theories applicable and understandable to the current world.

Motivation Theories

A motivational theory is defined as, “Psychological discipline that attempts to describe why

people or animals behave as they do solely in terms of internal needs that drive behavior”

(Barron’s, 2012).

Different theories have been developed over a period of years, the most popular ones are

Maslow’s theory of motivation

Herzberg’s two factor theory

Alfred’s ERG theory

McClelland’s theory

This Paper will give insight to the all the four theories, but providing an elaborate view about the

Theory of motivation, by Maslow, and the Theory of achievement by McClelland’s theory.

Maslow’s Hierarchy of needs

After thorough study on the ‘healthy personality’, Abraham Maslow, the originator of Maslow’s

Hierarchy of needs, reached the conclusion that people seek fulfillment and change through

‘growth’. He believed that human beings are constant wishers, and they are always ‘wanting’ or

‘desiring’ something. Therefore Maslow conceptualized all these wanting and needs into a

hierarchal form. The hierarchy of needs assumes, that it’s the employer will be responsible for

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provision of appropriate working conditions, so the workers can be better performers. This

theory holds greater importance today than in any of the previous time periods, Because today is

the world where workers face adversity form the economic circumstances, do not have

abundance of opportunities and are being cornered on the base of blooming competition and

expanding markets.

The hierarchal needs are depicted in a pyramid-cal form, The lowest ones being the

physiological needs and moving to the top are the ‘D-needs’ or the ‘Deficiency needs’. Once the

deficiency needs are met the person will move on to Self actualization. Maslow made an

important point here, by claiming that the individual will not move on to the next level unless the

needs of one hierarchal level are fully accomplished. If however, in some case, the need remain

unsatisfied, the person will temporarily jump back, accomplish his requirements and then move

upwards again. Hence a person will not permanently regress to the lower limit.

Maslow’s Hierarchy of needs (J.Finkelstien, 2010)

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Physiological needs are the basic human needs, which if not met will lead to mal functioning

(Finkelstien, 2010). These are the starting points of life and are necessary for basic survival.

Food, shelter, clothing, water, air are some of the examples in this category. A worker would

expect to be incentivized by the physiological needs like consumer incentives, perks, subsidized

canteens etc.

Safety and security needs- With the physiological needs satisfied people look for safety

and security as their next most important needs that require prime fulfillment. These

include economic and financial safety, and rely on controlling injustice and inconsistency

in these areas. In the work field these needs take the form of job security, Insurance

policies and grievance policies in face of unilateral authority.

Belongingness and love needs – The “Affiliation” needs are represented in this category.

Although this varies from one individual to another, the need for seeking conversation,

companionship, intimacy and a supportive and communicative family, are a part of

everyone lifestyle. These are the “Social needs in a workplace, which include health and

safety assurances, the strength of peer pressure, and the need to belong and control in an

environment.

Self-esteem and Ego needs – People develop confidence when they come across

recognition and support. They identify satisfaction when appreciated by peers and bosses.

These traits represent the need for freedom, participation and responsibility, which a

person views in the form of their ego and self-esteem.

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Self-Actualization needs – Every motive seeks to personify the maximum potential of a

person. It shows a person’s desire to accept challenges, deliver on goals , complete

mental application and learning new ideas.

Maslow's theory brought profound changes to the previous theories of personality and

motivation. And when applied to the workplace, a person will achieve satisfaction when factors

such as pay and job security are taken care of, without any bias or hindrances. When employees

are assured of the fact that their needs will be fulfilled, chances of getting distracted at work, and

worrying factors which encourage such distraction, are completely eliminated.

Contradictions to Maslow’s theory

This does not mean that these issues do not persist, and are relinquished absolutely. Over a

period of time people lose their interest, and they become increasingly dissatisfied with the most

basic of these provisions (salary, bonuses, etc). In fact, Maslow (2000) stated that even when

people were not worried for their survival needs and were paid well, their requirement for a

better salary persisted.

Maslow found that people who were satisfied at all five levels of need, were called “basically

satisfied people, and the healthiest and fullest of creativeness was expected (Maslow 2005). This

basic detractor here is that the theory over-simplifies human need and behavior. It is not

necessary that every person has to have achieved all levels before reaching satisfaction. It, hence

creates a general confusion as to what level of satisfaction must a person achieve before he/she

can finally move to the next level of needs.

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It was identified that Maslow’s theory was not based on a set pattern of needs, or a theoretical

explanation for their finding, or why there was a requirement to create a hierarchal pattern

(Chapman, 2010).

The hierarchal pattern has also been criticized (business balls, 2010) on the cultural bias it

creates. The theory represents only, white middle class North American people, and fails to

provide the cultural acceptances and lifestyles of people from various other backgrounds.

Chilean economist Manfred Max Neef argued with his theory in 1983, (right livelihood, 2003)

that human behavior is universally invariant. He stated that people have almost similar reactions

to humanity, poverty, frustration, denial, and other varying emotions. Neef, in the same year

therefore presented a 36 cell matrix, which organized the human needs. These needs had a two-

fold character, potential and deprivation. In Neef’s perspective, human needs such as food and

shelter are the satisfiers for subsistence, they are not perceived as needs. The Cooperates are

satisfiers for need to participate, since they are able to express opinion. No direct correlation

tends to exist between needs and satisfiers. Satisfiers will be pleasantly able to cater to the needs

at once, and for a need to be satisfied it is essential to utilize a satisfier. Max Neef believes that

over a period of time the way the needs are met or catered have evolved. Human needs which are

fundamentally homogeneous in all cultures are classifiable and finite (Neef et al., 1989). He

argued here, that each culture has diverse culture as part of it, so in order to realize their needs,

cultures, groups and individuals formulate their own actions and value systems which eventually

create problems. The socio-economic relations need to be viewed subjectively and objectively.

Individuals, societies and communities thrive upon the satisfier for needs; it provides us

essentially with the meaning of poverty. Neef focused on speaking about ‘poverties’ rather than

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‘poverty’ (Neef et al. 1989. p.21). He was of the view that dissatisfaction of fundamental human

needs will lead to poverty. Hence all the nine axiological needs will have symptoms of poverty

in it. Poverties in turn infest themselves through any of the “pathology” such as hunger, racism

and war etc and lead towards general physiological distress, frustration, isolation and confusion.

Economic frame of reference is not a reliable source, because eventually we will not be able to

satisfy our needs. People keep on moving from one hierarchal stage to the other one, and would

regress temporarily if requirements of one level are not met adequately. This gives a complex

depiction of people and what in fact motivates them. Neef’s interpretation should not have a rigid

application or else it would result in an inflexible analysis. For example, if a person has achieved

self-actualization, He will still be looking forward for the satisfaction of lower level needs such

as self esteem or the physiological requirements. One cannot completely become aloof of the

different hierarchal stages, each stage will be required when satisfaction needs to be

accomplished.

Maslow formulated these concerns around more than five decades back in history.(Chapman,

1995), which is a task expected to be performed by any of the senior corporate managers,

directors etc. As human beings progress they add up to their asset of knowledge and expertise,

expand and diversify their horizon of expertise and indeed become more valuable to the

recruiters. A good employer will recognize this asset building and should accredit and

acknowledge their precious workforce.

Other criticism’s which Maslow faces, apart from Neef’s criticism are,

Grave’s Criticism

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Maslow’s lack of consideration for not taking into account the physiological disorders faced

by healthy people. Motivational critic, claims that Maslow has simply identified the

motivational needs, but hasn’t given an insight about how to meet those motivational needs,

He did not catch the cyclical nature of the spiral existing between the self expression and

sacrifice self to conform (Cowan &Natasha Todorovic, 2005). Graves in 1992, also is

expected to offer a much valid explanation. Graves was the initiator of hierarchal needs

theory however Maslow was the one who gave recognition to Graves’ model in 1978 .

Relative to the life conditions, Maslow’s needs can be looked up as being driven (Hierarchy

of needs, 2010).

McClelland’s Human motivation theory:

It is essential while working with a team, to know what’s motivational for the team members,

and what prompts them to achieve the tasks efficiently, above all, how they respond to the

feedback.

Such factors which allow identifying the motivating drivers of people help you give them

feedback and praise effectively, and on the basis of this. One can make a suitable assignment of

tasks to keep the workers motivated are all part of the responses accomplished by David

McClelland in his Human motivational theory (Hogan, 2009).

McClelland’s theory is also known as the three needs theory, Acquired needs theory,

Motivational needs theory and Learned needs theory.

After Maslow created his theory of needs, he identified the basic needs of the human beings with

regards to their importance, as defined in the latter section. David McClelland formulated his

own frame work, which gave insight to the three learned motivators.

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The dominant motivator is persistent in every individual, irrespective of the gender, age or

ethnicity. It is primarily dependant on a person’s cultural and life experiences. The dominant

motivator will shape up the characteristics of the individuals. The three motivators are

achievement, affiliation and power. Hence theses three will have an implication over the

individuals as the characteristics are dependent upon the dominant motivator.

Dominant

Motivator

Characteristics of An Individual

Achievement Has a strong need to set and accomplish

challenging goals.

Takes calculated risks to accomplish their goals.

Likes to receive regular feedback on their

progress and achievements.

Often likes to work alone.

Affiliation Wants to belong to the group.

Wants to be liked, and will often go along with

whatever the rest of the group wants to do.

Favors collaboration over competition.

Doesn't like high risk or uncertainty.

Power Wants to control and influence others.

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Likes to win arguments.

Enjoys competition and winning.

Enjoys status and recognition.

(Mind tools, 2012)

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The strong power motivator can be further categorized into two groups, Institutional and

Personal. People with an institutional power drive will be motivated to organize the efforts of a

team to further the company goals. On the other hand individuals with personal power drive

would want to control others. In general, individuals worth the institutional power drive

champion the ones with personal power driver, because they have tendency to work as a team

and spread the benefits to the entire organization.

It will be possible for one to identify the dominant motivators of the team members, through the

theory. These can then be used accordingly to influence the goal setting and provision of

feedback, motivating and rewarding the team members ultimately. Such motivators can also be

effectively employed to craft a job around the team members, ensuring a better fit.

There are two steps which need to be followed:

1. Identify the drivers,

2. Structure the approach

STEP1: Identify the drivers

On the basis of personality and past actions, determine the drivers and identify which of these

motivators is dominant for each person in the team. Suppose if an individual in the team tends to

take responsibility, guide others, delegate the responsibility to the peers, and efficiently meets

the goals and requirements of the assigned tasks, Such a team member is evidently driven by

power. On the other hand if an individual in the team silently observe, tries to follow up with

the other team members, and waits for the appropriate guidance, than such is the member who

falls in the category of those who have a strong need for affiliation.

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Step 2: Structure Your Approach

Now based on the driving motivators, discovered in the first step, The management will be

required to structure a leadership style to do the projects and assignments, ensuring that the

employees stay happy, motivated and perform their part of the job with vigor and energy.

Achievement

When an individual thrives on overcoming problematic situations and attempt to take the things

head-on, such individuals have a dynamically enthusiastic nature and are propelled to take

challenging, but accomplishable projects. The only way to engage such individuals is to prompt

them in a state where they enjoy working and take the tasks as acceptable challenges to their

performance. These individuals will work best with people who they can set as ideals or look

forward too. As a Best practice manager, such nature will have to be adopted as a coherent part

of the managerial skills. Also these people may enjoy working alone. An appraisal on the

performance of an achiever will help to give the idea regarding their right and wrong do’s and

don’ts.

Affiliation

Individuals who stay happy in an integrated and gathered environment, and compel themselves

to work as a group or a team, are best motivated by ‘Affiliation’. Individual who would pursue to

get motivated by affiliation would duly squeeze the risk involved in a job, and would avoid

working with uncertainty and probability.

In part of giving them the feedback, the supervisor would preferably be advised to give a

balanced yet personal advise. They will feel more comfortable, free to converse and share their

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views if an appraisal is initiated by emphasizing their good working relationship and

entrustment. Praising such individuals in privacy or lower or close level gathering will be the

best motivator.

Power

Such individuals tend to enjoy competition; they hence, work best when they are in charge. Their

performance towards goal oriented tasks is exceptional. Moreover, these individuals have high

convincing capabilities, and will strike effective negotiations. Therefore, they can accomplish

tasks successfully where an effective negotiation needs to be made with the other party.

During appraisal, these individuals need to be kept well informed about their career

development, and be motivated with their career goals.

McClelland’s Human motivation theory shows that the human motivators are not inherent; they

need to be developed through the culture and life experiences, so each individual has three prime

driving motivators, Needs for achievement, affiliation and power. The information on these

habits of team members can lead to effectively structure the team roles.

Alderfer’s ERG theory

Clayton Alderfer created the ERG theory to reflect the limitations of Maslow’s hierarchy. The

essential element is that Alderfer’s theory is also presented in a hierarchy. The syllable ERG

stands for Existence, relatedness and growth. Since the ERG theory is based on the criticism of

Maslow’s theory, there are some existing similarities between the two. However, there are

significant differences which separate them in nature.

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The Maslow and Alderfer theories overlap at midlevel. Existence shadows physiological and

safety needs; Relatedness overlaps with social and esteem needs; and Growth represents

Maslow’s self-actualization and external esteem needs. Importantly the needs in Alderfer’s

theory align in the same way as the hierarchal theory of Maslow.

Maslow’s theory differs from that of ERG in three ways. Apart from the fact that ERG has three

less level, unlike Maslow’s hierarchy, the ERG theory allows different needs to be pursued at the

same time.

The next difference associates itself to a criticism for Maslow’s theory: the fact that Maslow’s

hierarchy is based on biased needs of a one particular type of person and fails to deliver for any

other category. ERG theory caters for different people, and is not biased for one category

ERG proposes the frustration-regression theory. This means that if a person is unable to fulfill a

higher level of needs, it does not mean that they cannot revert to a lower level of needs which

can be satisfied easily.

ERG theory proposes a flexible model of progressive needs, which allows it to account for a

wider range of behaviors, something highly unlikely with Maslow’s hierarchy.

The ERG theory is more employee oriented, unlike Maslow’s theory and will identify that the

managers need to recognize the many needs of a person, and that they can be satisfied

simultaneously. In case they are not satisfied the person will regress and would move towards

fulfilling their relatedness needs. In such a case the managers should be able to recognize the

needs of the person and help them with achieving their needs in the higher tier, else the person

will retain themselves at the relatedness level to unless they can attain growth level again.

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Herzberg’s theory

Motivators and hygiene were the two factors that Herzberg categorized motivation in (Herzberg,

Mausner & Snyderman 1959). Motivators are the intrinsic factors which represent job

satisfaction, recognition and achievement. Hygiene or extrinsic factors include job security and

pay.

Hygiene factors represent the environment in a workplace. They include elements such as a good

salary, good working conditions and encouraging supervision. Employee dissatisfaction with

regard to these factors is apparent when deteriorating conditions of the workplace environment

lead to a dysfunctional person and incidents such as tardiness, absenteeism, poor labor turnover

and workplace accidents. The fulfillment of these needs will not guarantee better employee

performance and work out put still. The fact that these sources of dissatisfaction are absent does

not mean that the problem does not persist. It only represents poor communication and weak

relations between the employer and employee. And, since these are not the only factors that may

help improve or contribute to the satisfaction of the employee, there are other factors internal to

the person effects. These are the intrinsic factors which need to be fulfilled to encourage

productivity and effectiveness.

These factors of intrinsic motivation, and also called motivators include many points which help

the person to see themselves in a challengeable position, which in turn empowers them to take up

the challenge and demonstrate and deliver on competence. These include providing chances to

the employee to show their true talents when challenged, giving them a chance to perceive bigger

and more responsible roles. In the process if the said tasks are not able to motivate the employee

into accepting more challenging roles and attaining success in them, it turns into a problem and

employees have to be laid off for this reason.

38

Hertzberg believed that these motivators included allowing the employee to exercise control on

their careers. More so, motivators encourage responsibility, and provide the employee with an

opportunity to discover learning, development, competition and success. This is also known as

the “Two-Factor Theory of Motivation”.

Criticisms for the theory have often been raised. The first most apparent problem is the timeline

of the theory which had been constructed in 1959, which makes the theory a less appreciated

application in this century (Bellott and Tutor, 1990).

Each job will require the motivational strategy to be applied in accordance with the working

environments, worker force attitude and managements level of corporation. Employees may be

motivated in accordance with the nature of motivation they intrinsically desire. It may be

monetary or non monetary, serving to cater the organizational needs and requirements.

Ways to Motivate A Salesperson

Gone are the days today, when the best managers could coerce the employees into achieving

goals, now the best option for management is to adopt persuasion as a management tactic.

The sales manager sets the course for the most efficient system of selling the company's goods.

By her statements and actions, the successful sales manager inspires the sales team to act in ways

that are in everyone's best interests.

An efficient manager will always be aware of the skills and strengths of her sales team, and will

always work on improving these skills in each of her employees. In addition to that the manager

will make aware their team of this effort on part of the manager, so in due time the team learns to

understand the tactics of the manager as encouragement towards improvement. Later, the

39

enhancement in skills will be replaced by money as the prime motivator in the job of these

employees (Kovach 1987). With employees getting older, challenging work becomes a motivator

again.

Like any other process “recruitment” is an ongoing and continuous procedure that requires time

and effort. Every manager should have a “basket” of people who would like to come and work

for her in the prospective future. This needs the manager to have a database available at all times,

so when the time comes, they are able to make hiring an effortless procedure.

Hence, the reason for motivating employees is to create survival options (Smith 1994).

Motivated employees help an organization to grow rapidly and eliminate competition which

enhances its chances of survival in the market. Therefore, it is necessary for the manager to

maintain several ongoing motivating factors for every employee, be it challenges, high tier

responsibilities, better salaries and bonuses, or inviting workplace tactics. Some of the

motivation tactics include immersing the employees in developing and insightful challenges.

These will bring vibrant changes to the company and at the same time, will allow the employees

to become indispensable assets as well. This creates less resistance on their part and allows the

management to make faster changes effortlessly (Robertson 2008).

Other more cooperative management tactics include Communicating and celebrating the

successes of these employees. Communication is the center of every relationship and in a

workplace it is the most essential element to survival of a employer-employee relationship. The

best way to communicate within the workplace is to use technology and the manager must

always remember to keep herself updated. Also motivational meetings; having lunches and tea

40

with the teams and individual employees, enhance their trust in the company and allows to keep

track of available challenges for the organization.

Robertson (2008) stated that managers should make a point to appreciate and recognize someone

every day. When employees do well and provide positive results the manager should make it a

point to treat them and highlight their achievements.

The management should provide back-to-back challenges and goals for the teams. People always

look for opportunities to reflect their skills, and workplace challenges are the best way to

represent those skills. Management should try to keep track of the progress on these challenges,

while at the same time they should contribute fully to the team by providing them the tools to

succeed on these challenges. The best way to do this is by providing equipment, support, advice

and training to the employees. In case there are certain people on the team who are likely to keep

the team slow because of poor performance, the manager should help as far as possible and not

turn away from the situation in face of conflict. Robertson (2008) stated that this approach

reduces the morale of the team even when there is a high turnover.

The best management tactic, however, is to lead by example. Teams and all employees look to

the leader--- in this case the manager, to set records and guide the employees in time of need.

Passionate and zealous managers encourage the employees to behave in similar manner.

Factors That Will Motivate Sales Person

Several factors encourage sales people to perform efficiently. Some types of motivation include

the sense of achievement; socializing; changing their environments, incentivizing their work and

good efforts, and using the punishment approach.

41

Achievements are an intrinsically longed in every person, but not every individual will look

forward to achievement as their motivation. Setting a goal or a target is the catch here, an

individual will be willing to go as far as possible for achieving a goal. This will be ultimately

creating a motivational drive. Each individual will have different perception of accomplishing

goals, they may be simple or complex.

In situation of peer pressure it is essential to revive motivation. Best solution here is to motivate

through socialization. At times it is the earnestly desired by individuals to be treated at a same

footing as that of a person, this may intensively serve as a motivational act.

A progress might occur when individuals adapt to changes or transformations in the

environments. A continuous pattern of doing things and following procedures may cause de

motivation and mellow down the flame of enthusiasm, which can be brought to spark by creating

change.

A method of evoking fear amongst the employees can also be adopted to create motivational

drive amongst the individuals, if individuals fear law, authority and procedures they will

automatically be fearful of the punishment and fine. This may bring the individuals to do job

with motivation, so they make no mistakes. On the other hand they should also be incentivized

for abiding by particular rules and regulations and walking between the lanes.

People who believe in efficient performance of tasks with associated rewards at each level, for

accomplishing a certain goal should be motivated through incentives By raising the incentives in

proportion to the performance levels, an organization can reach max efficiency levels and

increased productivity.

42

For a business it is essential to get the employee working through the right pay level, financial

rewards are merely of two kinds, they may be direct monetary or indirect monetary rewards.

Direct monetary rewards comprise of direct wage and salary payments to the workers, where as

the indirect payment are inclusive of fringe benefits, paid vacations, employment benefits etc.

Financial Incentives have their own advantages, they help to achieve Self actualization, as they

help to satisfy the human needs and requirements, it keeps the employees to be loyal with the

organization and holds them back from joining the competitors.

They help to create the driving skills in a person. Offering the commission will serve as the ad-

volrem the sales level. If employees will be motivated to achieve a certain sales level with an

incentive of increment in the salary level, they will be well motivated to achieve their score with

even more determination.

Performance related bonuses can be helpful to encourage higher levels of staff performance, The

rewards being proportionally correlated to achievement of certain goals which may be team,

organizational or personal.

Non-Financial remunerations bring their own benefits, Such as enhancement of the social esteem

of an employee, improvement in the job satisfaction level, improvement in the confidence level

of the employee, boosting up the morale and accepting higher degree challenges and other such

advantages.

Giving to the point salary and not giving any appreciation in monetary and non-monetary terms

will drain down the motivation level of an employ, individuals need to be continuously

recognized for their efforts and achievements, they strive to gain the management’s attention,

43

which will help to motivate them further. Management will cater to the needs of employees by

developing good management supervision, designing the job scopes to make the work

satisfactory, Provision of constructive feedback to the employees, offering training sessions,

squeezing the communication gaps and adding the consultation facility with the management.

Conclusion

As motivation is related to subjective experience, it breeds a sense of achievements, and dares

an individual to rise above the normal practices, the results accrued out of motivation or the best

practices in return not only gives satisfaction in terms of career development but also in

monetary terms. This ultimately breeds leadership and the sense to accept challenging goals

which make a person different from others.

Another major benefit of such achievement for the best practices is the movement of the

organization and individuals from normal coarse to safety oriented and healthy ways of working,

which makes it a clear and a distinct leader, in terms of healthy ways of working, Thus,

creativity, healthy practices leading to better goals ultimately drives you to safer ways of doing

business, utilizing the best tools. May it be human resource, use of technology, IT, or any other

function which ordinary organization with average people cannot even think. The Best practices

are the name of the change and the change towards positivity, breaking the shackles of non-

development, incompetence and unhealthy ways of working.

44

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