INTRODUCTION

Motivation is one of the important parts of managerial functions. A manager becomes unsuccessful if he fails to motivate his subordinates. The motivated workers perform their duties with full responsibility. The development of self-responsibility among the workers contributes for the best utilization of available resources like materials, money, machines & others. At the first chapter the student has mentioned what is motivation, the factors affecting motivation & both content & process theories were critically evaluated by comparing their own weaknesses along with the strengths. The second chapter demonstrated that a brief introduction about Helanka & at the latter part of the chapter, the strategies of Helanka & strengths & weaknesses have explained in detail. And finally at the third chapter, the student suggests some recommendation which have sharpened by the enamours literature which should use by Helanka to motivate their employees to attain the desired out comes successfully.

CHAPTER ONE

INTRODUCTION

1.0. Introduction

This is the chapter that expects to provide a basic idea about the entire study. The first section is going to discuss about the definitions of motivation, the different theories of the motivation & factors which affecting to the motivation. Lastly it discussed the sequence of arranging the study along with various topics.

1.1. The Concept of Motivation

“Don’t be pushed by your problems; be led by your dreams” (Unknown)

No matter who you are, everyone is striving to motivate someone. Parents try to motivate their children to study. Bosses try to motivate their employees to work faster. People try to motivate themselves to lose weight. How to motivate myself to keep going even when things get hard. How to motivate vendors to work with the organizations. Motivation is an external force that requires either a threat or a reward. But once that carrot or stick is removed, everything falls apart.

There are infinite number of definitions which to refine the word of motivation have emerged throughout the world over the time. Some selected definitions of the motivation have illustrated by the table 1.1.

Table.1.1. Different Definition of the Motivation

Author/ Article/Web SiteDefinition
Oxford DictionaryProvide (someone) with a reason for doing something
WikipediaMotivation is the reason for people’s actions, desires & need. Motivation is also one’s direction to behaviour what causes a person to want to repeat a behaviour. A motive is what prompts the person to act in a certain way or at least develop an inclination for specific behaviour.
The Book of “Management by Richard L Daft”Motivation refers to the forces either within or external to a person that arouse enthusiasm and persistence to pursue a certain course of action. Employee motivation affects productivity, and part of a manager’s job is to channel motivation toward the accomplishment of organizational goals.
StudentMotivation is the inner state that causes an individual to behave in a way that ensures the accomplishment of some goal. In other word, motivation explains why people act as they do.

Source: Developed by the Student

1.2. The History of Motivation

Many researchers had assumed that human behaviour is guided by the desire to feel good which is known as “Pleasure Principle”. (Historical Perspective on Motivation). The way of originating “Motivation” to the world is shown by table 1.2.

Table.1.2. Evolution of Motivation

PeriodAuthorStep of the Evolution
427 B.C.-347 B.C.Plato
  • The desire for truth is one of the greatest motivator in life
  • The wisdom is the greatest intrinsic joys
  • Placed high value on reason, moral duty & public service.
  • Discover “Eternal Ideals”.
1842-1910William James
  • The deepest principle in human nature is the craving to be appreciated.
1856-1939Sigman Fraud
  • Sex is the greatest motivational factor because sexual motivates are unconscious.
  • Later modified that, both sex & aggression drive our behaviour.
1870-1937Alfred Adler
  • “Desire for Superiority & Power”
1871-1938William McDougall
  • The behaviour is guided by instinctual desires.

Ex: Savings, Construction, Curiosity & etc

1875-1961Carl Jung
  • Will to live, a general life force is the greatest human motivator
1884-1967Clark Hull & Kenneth Spence
  • Developed a influential model of behaviour
  • Discussed human motives in terms of a series of learned & unlearned drives

Ex: Drive to eat when hungry….

1893-1988A.Murray
  • Restated McDougall’s list of instincts as a list of psychological needs.
1902-1994Erik Erikson
  • Developed the a theory of “Ego Development”
1902-1987Cal Rogers
  • The people are driven more or less by desire to grow (Self Actualization) & self-acceptance.
1904-1990B.F.Skinner
  • Believed that all motives, thoughts & feelings are private.
  • Only the person knows what motivates him others only can guided to him.

Source: Developed by the Student by using the article of Historical Perspective on Motivation.

It is not the time to discuss all the footsteps of the evolution of motivation. Therefore, some remarkable benchmarks of the history just only explored by table 1.2.

 

1.3. Motivation in Buddhism

“Be strong but not rude, be kind but not weak, be humble but not shy, be proud but not arrogant” (Buddha)

The trend of the business world is spending lots of time & money to motivate the employees to achieve the organizational desired out comes. But, Robin Beck has declared that Buddhism offers an effective & self-directed practice to change motivation for the better. Due to the Buddhist teaching for motivation cannot be categorized or compared with modern or classic motivational theories. Anyway as a teacher Buddha mentioned about his damma as “hi passak” which means “come & see” that focuses on self-motivation. In the most of times, the Buddha explains about self-motivation is only way to get rid of that samsara. When examining the Thripitaka that gives lots of Damma preached about motivation like below,

  • Kalama Sutta

This mentions about self-motivation as Kalamas, as you yourselves say, do not follow the leader, do not go by the examinations of reasons, do not stick to wrong views & etc. Kalamas, you know yourself, these thoughts are demerit, faulty, blame by the wise, undertaken & accomplish are not for welfare. They conduce to please, then you should grow them. (Thikaniapata)

  • Mahamangala Sutta

Mention eleven factors which are possible that the bhikku could come to growth & increase in this Teaching & Dispension Bhukkus,

As a conclusion Buddhist teaching for motivation basically mean self-motivation. It is helpful to the people to fulfil their aims & goals certain. “Atti attano nto- kohi nto parosiy”, hoping someone’s help is useless. Because of that we can get only help from our self. If someone can think like that he absolutely provides his full capability to attain the goals without any barriers.

1.4. Importance of Motivation

There are several factors which make the motivation of the employees is highly significant to an organization.

  • Increased Productivity
  • Improved Employee Morale
  • More Loyal Workforce
  • Better Creativity
  • Appraisal Opportunities

(Importance of Employee Motivation, n.d.)

1.5. Factors Affecting to the Motivation

Brain Tracy has declared that, there are four factors exist in every organization to determine the level of motivation in his article of “The Four Factors of Motivation”. They are,

  • Leadership Style

This is the key factor in determining how people feel about the company & how motivate they are. The appropriate leadership styles depend on the goal & objectives of the organization. Sometimes, the managers have required to use different leadership styles for different kind of people under differing circumstances.

  • The Reward System

Each & every organization has a specific type of reward structure often differing from person to person & from department to department. There is a saying that, “If you want more of something in an organization, simply increases greater rewards for that behaviour, if you want less of an activity in an organization, simply reduce the rewards or increase the punishment or disproval for that behaviour. People respond to incentives. (LeBoeuf)

  • The Organizational Climate

The climate of the organization deliberately creates & maintains by the management. It largely consists of the way that people treat each other up & down the line.

  • The Structure of the Organization

Some works are inherently motivational, requiring creativity, imagination & high level of energy. Work that involves communicating, negotiating & interacting with other people in order to gain their cooperation to get the job done quickly & well brings out the best energies of the individual. It is exciting & challenging & also usually high rewarding. In other hand, large number of work must be standardized, routinized, & made relatively unexciting in order to be done efficiently & cost effectively. It is hard to motivate factory workers who work on a production line all day & whose activities are carefully monitored & regulated to ensure maximum level of productivity.

Ralph Heibutzki introduce any other factors which effect on motivation in the article of “What are the factors affecting motivation in an organization?”. They are,

  • Autonomy

Employees are more desire to feel engaged if they find their work meaningful & have the freedom to make choices in how it’s done.

  • Financial

Bonuses & incentives play an important role in keeping employees motivated, but usually work best as part of a comprehensive program that provides opportunities grow.

  • Flexibility

Condensed work schedules, flexible workweeks & telecommuting have become popular options for employee looking to balance their professional & personal lives.

  • Recognition

Although the chance to earn higher pay is important, employees also want to feel their employer cares about them personally. That’s why any reward program must provide opportunities to recognize individual effort.

1.6. Motivational Theories

Several theories have developed over the time. Mainly they can classify into below way,

Figure.1.1. Motivational Theories

 

Source: Developed by the Student

All the sub theories critically analysis by table.1.3 rather than just defining them,

Table.1.3. Different Motivational Theories

TheoryDefinitionImportanceLimitations
Maslow’s’ Hierarchy of NeedsThere are five independent level of basic human needs which must be satisfied strict sequence starting with the lowest level.
  • Perceptive insight into human nature
  • Relevance in modern day applications
  • Provide an advantageous summary of human needs which can be used in product planning, positioning, pricing & etc.
  • The same product can gratify a number of needs at once.
  • Lack of empirical backing for rank ordering of the needs
  • Too culture-bound
ERG Theory of AlderferConsists three group of core needs; existence, relatedness & growth; that a person has & seek to fulfil them
  • More consistent with the knowledge of theory individual differences among people.
  • A very qualified person will have the growth needs more than the social needs or even the existence needs. In other hand a poor person will rate the existence needs more important. In this context, this theory is more relevant than maslow’s theory
  • . Not provide a clear cut guideline. It says that an individual can satisfy any of the three needs first. But how will determine which of the three needs is more important to that person.
  • The study has indicated some degree of support for the theories, but yet it is too early to pass judgement on the overall validity of the theory.
Gregor’s Theory X & Theory YDescribes a contrasting models of workforce motivation applied by the managers in HRM, OB, OC &OD
  • Managers with X assumptions can use “Carrot & Stick” approach to motivate the employees
  • Theory Y related managers can motivate the employees by allowing them to work on their own initiative.
  • Theory X style of management fosters a very hostile & distrustful atmosphere.
  • Theory Y style of management is tough to uphold in reality.
  • Both theories are very hard to be used with each other.
  • Herzberg’s Two-Factor Theory
Employees’ job satisfaction is influenced by both hygine & motivator factors
  • General motivational & demotivation factors used.
  • Can use to identify broad issues that need to be addressed or migrated in general.
  • Overlook situational variables
  • Reliability of the theory is uncertain
  • No comprehensive measure of satisfaction was used
  • Ignores blue-collar workers
McClelland’s Theory of NeedsExplains that, how the needs for achievement, power & affiliation affect the actions of people from a managerial context.
  • Provide a clear picture for the organization & managers
  • Provides an understanding to deal with employees
  • More empirical evidence
  • Exception to the company’s rule
Cognitive Evaluation TheoryExplains the effects of external consequences on internal motivation
  • Very useful theory with many contributions to psychology & society as a whole.
  • Refers to cognitive processes that we cannot directly observe.
  • It ignores other factors towards behaviour that have been shown to affect behaviour.
Goal Setting TheoryRefers to the effects of setting goals on subsequent performance.
  • Set a course
  • Establish commitment
  • Drivers planning & feed back
  • Goals put pressure to the people to perform
Self-Efficacy TheoryThe beliefs become a primary explicit explanation of motivation
  • High level of self-efficacy enhance one’s accomplishments & feeling of personal wellbeing
  • Self –efficacy increases one’s willingness to experiment with new ideas
  • High self-efficacy beliefs do not always guarantee positive outcome expectation.
  • Basing one’s self-efficacy for a new task on result of previous task may be misleading.
Reinforcement TheoryRefers that, some one’s behaviour can change by using reinforcement, punishment & extinction.
  • Employees can tolerate much more stress & perform for long period if they are guided by positive reinforcement
  • Increase desirable behaviours, encourage better performance while giving positive project results.
  • Positive reinforcement is not always good & negative reinforcement is not always bad.
  • Too much positive reinforcement can lead to fatigue or praise load.
Equity TheoryBased on the idea that individuals are motivated by fairness & if they identify inequities in the input or output ratios of themselves & their referent group they will seek to adjust their input to reach their perceived equity.
  • Employees work hardly if they perceive they are treated fairly & they will be more loyal to the company.
  • The creation of value & its proportion to the rewards of those who creates such value.
  • Hard to make decisions
Vroom’s Expectancy TheoryAssumes that behaviour results from conscious choices among alternatives whose purpose it is to maximise pleasure & to minimize pain.
  • Provides a framework for thinking about how people make choices based upon expectations
  • Multiplicative or additive
  • Lack of values
  • Timing issues
  • Implementation challenges

Source: Developed by the Student by basing on Several Literature

CHAPTER TWO

HELANKA GROUP

2.0. Introduction

Very firstly this chapter gives a brief introduction about the selected organization which the student is currently working. Secondly, it broadly discusses the motivational strategies that use by the organization. After that, the strengths & weaknesses are going to explore by comparing with the reputed market leaders’ motivational strategies.

2.1. Introduction about Helanka Group

In here, the student has discussed about the organization by dividing chapter into several parts such as history, product category, workforce & etc.

2.1.1. History of the Organization

In 1988, the group of Helanka has commenced in Ehaliyagoda by the cooperation of two siblings who named as Mr.Rehena de Silva & Mr.Kapila de Silva. They are able to maintain a profitable relationship with more than 20,000 loyalty customer base by utilizing their 30 years’ industry expertise while possessing Rs.500mn annual revenue. Currently both of owners have maintained separate ownership of six showrooms. From among them, Mr.Kapila serves as the Managing Director by taking the ownership of the largest footwear showroom in Sri Lanaka which locates in Negambo while other two entities are operating in Horana&Awissawella .

2.1.2. Vision of the Organization

“To be the most preferred & admired retailer in the industry while being socially responsible”

2.1.3. Mission of the Organization

To setting up a remarkable chain of shoe shopping malls where customer satisfactions are met beyond their expectations

2.1.4. Product Classification of the Organization

Helanka is a leading footwear retailer in the areas of Awissawella, Ehaliyagoda, Negambo, Horana, Piliyandala with a comfortable, durable & fashionable shoes. It is not just like a common footwear retailer which means they strive to fulfil the shoe requirement of the customers more than their expected level. Anyone can easily understand that uniqueness of Helanka by only entering into one of showroom. The mass product range classification is depicted by 2.1. figure like below,

Figure.2.1. The Production Classification of the Organization

Source: Developed by the Student

Figure.2.1.1. The Footwear Classification

2.2. The Motivational Strategies of the Organization

The entire workforce of the organization is only 98 including both managerial & non-managerial level employees. From among them, more than 60% of the employees are related with direct front line sales people. Therefore, each & every motivational programmes are conducted by giving higher priority to those people. Because Helanka believes that, they are the service people who directly engage with the customers by back up through other employees. Below mentioned factors & strategies have implemented to energize the employees of the organization to achieve the desired out comes of the entity.

2.2.1. Monetary Reward

The wage or salary paid is an instrument of motivation or driver for the workforce to keep the body & soul together & possibly make them a stakeholder in the organization. (Agburu, 2012)

Helanka is still a growing company just only have 6 showrooms in six areas. Even the branches are limited they have already acquired the leadership of the market by giving a sharp competition to other reputed shoe brands in Sri Lanka such as Bata, DSI & etc. When comparing to other small shoe retailers in the local areas, Helanka has given a remarkable salary to the employees. That’s why more than 30% of the workforce has more than 2 year working experience. The way giving monetary reward is clearly explored by table 2.1.

Table.2.1. Monetary Rewards of Helanka

Salary above the market levelCompetitive basic salary than other competitors. Average salary of Helanka employee is relatively more than 15% percent than other competitors.
Performance AllowanceConsiderable level of allowance has added to the basic salary based on the service period. This allowance is paid for the achievement of KPI.
Attendance AllowanceBoth managerial & non managerial employees are entitled to receive an allowance for their attendance.
Incentive & BonusWhenever there is a promotion, after ending that, the net profit of the promotion is distributed to all the employees due to a proportion.

Ex: Rasi wasi, Kuttam Wattam

Loyalty Card AllowanceThis is eligible only for the sales people who achieve the target loyalty card selling, he is rewarded by a money allowance in relevant to the related month.
Special AllowanceThis is also related to the sales people who sell the non-moving item he can take this money allowance additionally to his monthly salary.

Source: Developed by the Student

2.2.2. Non-Monetary Reward

The need for recognition, self-respect, growth, meaning full work, social activities are as important as monetary incentives in increasing the employees’ morale & motivation. (Nilay, 2004)

As a private sector organization, Helanka also has a growing interest & attention on the use of non-monetary incentives to enhance the productivity of the employees. The currently use, non-cash rewards are illustrated by table 2.2.

Table.2.2. Non-Monetary Rewards of Helanka

Insurance Benefit

(The company incurs Rs.1200 & Rs.850 per employee monthly for the both insurance respectively while the employees don’t need spent even one cent for this insurance coverage)

  • Celynco 24/7- Give the coverage all over the world wherever the employee faces to accident. Other than that, Rs.15mn for a death of an employee & completely disable situation.
  • Celynco Support Line-Covers the family of the employee by the death of the employee up to Rs.0.4mn & Rs.500 per month to the children till finishing the education.
Gifts
  • Birthday Gift- Each & every employee is entitled to receive a gift for the birthday which is given by the manager of the showroom. And also, at the spouse’s birthday, the employee has eligible to take a half day leave. Not only that, a birthday card is also sent to the spouse via post.
  • KPI Gift- Three times per month KPI meeting is held in each showroom to evaluate the ten-day performance of the sales people. At that time, the employee who has taken four green mark out of five, is rewarded by a special gift at the moment.
Uniform
  • T-Shirt & Shirt- Every employee is given a uniform by the entity by only deducting half of cost from the salary.
  • Shoes- The sales people can take official shoes at 50% discount from the cost value.
15% Discount
  • Each & every employee & their family can purchase anything from the showrooms at the 15% discount from the sales price.
Awarding Ceremony
  • Once per year, the awarding ceremony has held at a hotel or special place after having a family day to awarded the people who have worked throughout the year better than others.
  • There are some events such as to select the best manager, employee & etc. The best manager has eligible to spend a holiday at a named hotel or resort with their family.
  • There is a special event to bestow the employees who have done duties out of their job description. Such as petty cash handle employee of the showrooms, the employees who go to bank to exchange the cash notes into coins.

Source: Developed by the Student by basing on the Discussion had with the Human Resource Executive at Helanka.

2.3. Strengths & Weakness of the Motivational Strategies of the Organization

The strengths & the weaknesses of the motivational strategies of Helanka are discussed in detail by the table.2.3.

Table.2.3. Strengths & Weaknesses of the Motivational Strategies of Helanka

Type of the RewardStrategyStrengthsWeaknesses
Monetary Reward
  • Competitive Salary
  • Attract & retain top talented within organization
  • Only competitive salary is nothing without additional motivational tools.
  • Performance Allowance
  • Enhance the productivity of the employees.
  • Time consuming
  • Difficult to develop
  • Attendance Allowance
  • Encourage the attendance of the employees over the month.
  • Decrease the balance between work & personal life. Because of losing the attendance allowance the employee may come regular for the work. It will harmfully affect at the long run because of occurring employee private life matters.
  • Incentive & Bonus
  • Motivate the employees by appreciating the hard work of the employees to obtain more sales at next promotion event.
  • If there is a poor profit, employee might expect bonus again if the company doesn’t have money to pay bonus. The employees who receive bonus in one year & nothing at next year may feel disappointed which leads to hurt their morale.
  • Loyalty Card Allowance
  • Encourage them to sale more cards on next month
  • Additional cost to the organization. Because the allowance of Rs.1200 is paid for the persons who sell more than 30 loyalty cards. It is okay to send the allowance to the person who sell 100 cards per month but in other hand it is useless to pay the same amount to the person who sell just only 31 cards.
  • Special Allowance
  • The non-moving item is a big risk to the firm. By encouraging them with the cash allowance this risk can be
  • Additional cost for the organization, sometimes this item may purchase on less cost than the allowance which pays to the employee.
Non-Monetary Reward
  • Insurance Benefit
  • The entire permanent cadre is covered by the insurance equally. Most of other organizations gives insurance only for the above executive level people.
  • Additional cost to the firm because full amount incurred by the firm.
  • Gifts
  • Human touch is more positive to boost the retention of the employees.
  • Team bonding activity
  • Equal cost birth day gifts are given to all the employees without concerning their layer of the structure. Even a lower level employee is satisfied by the gift, may be that gift is nothing for a manger for his birthday.
  • Uniform
  • Employees don’t need to spent much for the costumes. It’s a cost saving activity from their side
  • Create an attractive business image
  • Free advertising
  • Hampered performance because of the poorly design uniform
  • Should try to be recognized by the work & not by the uniform wear.
  • 15% Discount
  • Encourage employee & their family members to only purchase from Helanka which cause to increase the sales.
  • As a small business, offering discount is somewhat cost increasing activity.
  • Awarding Ceremony
  • Motivate all the employees to work hard more than previous year.
  • No need to hire another person to do additional activities like handling petty cash & etc. Awarding them is a better factor to make the work done by using existing workforce.
  • The given awarding benefit should match with the requirement of the employee.

Ex: In last year, the best manager was awarded by a holiday at a resort. But actually he didn’t require that because natively he doesn’t like to stay in resorts. Therefore, finally the management had to give the money which has reserved for him as a cheque.

Source: Developed by the Student

The commonly use motivational strategies of Helanka Group have discussed in detail by previously mention tables. But there are some weaknesses which can be seen throughout the entire group that directly influence to demotivate the employees. They are,

  • All the employees are not eligible to use mobile phones at the working period. Especially sales people. At the morning, the manager collects all the personal phones into a luggage & the phones give back to them after closing the showroom. Approximately it may at 9.00 p.m. If there is a special reason the families of the employee can call to the office phone. Even for the head office people can only use mobile phones at the lunch & tea time. In last year, one of front line officer who has worked more than 3 years with the company, had to leave the Helanka after his marriage because of this reason.
  • All the motivational programmes conduct on the basis of considering all the employees are equal. The management considers all the employees can be motivated & energised by using same tool. But it is not the true, the world accepted motivational rule is, several employees are motivated by multiple factors. In here also, the workforce is made by a mix of variety nature people. All of them are completely differed due to their education, age, sex, experience & etc. And also, all the motivational strategies are extrinsic. There is no any strategy to pop up the intrinsic value of the employees.

CHAPTER THREE

CONCLUSION & RECOMMENDATION

3.0. Introduction

This is the chapter which finally goes to provide recommendation after concluding all the facts of the report. The first section declares the potential solutions which can be used by Helanka at the future to motivate its employees while the latter part presents a summarize about the entire study.

3.1. Recommendation

In here, the student provides recommendation which can be used by the management of Helanka to boost the energy of the employee to achieve the desired organizational out comes by reducing the weakness of the existing strategies. They are,

  • If the monetary reward is to be motivating it must satisfy a minimum of three conditions like,
  • It has to be felt by the employee:

It must be in such amount or form so that an employee feels appreciated for their effort. If this condition is not met, the received reward will not be valuable for the employee. They will regret the efforts incurred to obtain it. While the reward will pose demotivating impact on the employee instead of motivating.

  • The reward should not be excessively delayed in time

It should be granted as soon as possible after the fulfilment of the conditions determining its receipt. Otherwise, if the time is inaccurate, the employee can forget the reason of being awarded the allowances, the positive behaviour & attitude will be lost.

  • The reward in its essence cannot be granted to all

If each employee receives it in the same amount, regardless of their personal contribution to the realization of the task, the reward does not meet its motivational function. (Vroom, 1966)

  • Empowerment refers to the employee’s feeling of being effective, in control & influential. It improves employee commitment, creativity, productivity, satisfaction & motivation. Effective motivation comes from within the individual. Empowerment is a factor that enables better performance through appreciation, meaningful work, a happy & flexible work environment & feeling of personal achievement. And also, the empowerment should run with the training, coaching & creation a collaborate in good faith for the company to have consistent good performance. The management need to listen to employees & addresses their concerns for the work environment to be genuinely collaborative. (Sarkissian, 2017)
  • Rits Carlton who is the giant of hotel industry over the world, has given full authority to the front level officers to take any decisions whenever they need to solve a customer problem.
  • The management can find creative ways in which to consistently keep their employees motivated as much as possible.

Ex: Post a positive quote or picture by the copier, coffee machine or somewhere else that is visible & that receives high foot traffic so that others can see.

  • Employees also want to see the company that they are working for succeed. Many have excellent ideas, ranging from money saving to operational improvements. So the management must take an effort to take some time to ask & listen to suggestions. Nothing is more worthwhile than feeling valued.
  • According to the preaches of Buddhism, self-motivation is the best way to enhance the job satisfaction of the employees. Then Helanka can use below strategies to enrich the self-motivation of the employees.

Ex: Encourage the employees through their mistakes

Refer the employee to attitude development programme

Arranging stress decrease programme like yoga, sports, healthy food & etc.

 

3.2. Conclusion

The ultimate corollary of the study is developed by using all the facts which have discussed in this report previously. The employees are the most valuable assets & managing them is critical. This is especially true for small businesses where employee productivity is a serious concern. However, the management can’t blame the employees alone for lower productivity. Employers too play a significant role in motivating their workforce to become more productive at work. After all employee satisfaction plays key role in boosting productivity & can finally impact the company’s bottom line. Helanka is a growing shoe retailer in Sri Lanka by utilizing a valuable human resources. The easiest way of increasing motivation is “Communication” by having positive communication at the workplace. Not relying only on emails but by making sure they talk to their employees in person & even on a personal level. And also, the management should ensure their employee on how their individual efforts & contribution plays an important part of the company’s overall goals & directions. The management must make sure that to feel to the employees that their work & effort is an important contribution to the company’s success. Remember to always keep an “Open Door Policy” & have an approachable management team.

 

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