Employee Motivation in Public sector and Pakistan administrative staff college

salmanzak · #1 Wednesday, June 20, 2007

Hi Fellows,

would u guys help me in preparing my research in Employee Motivation in Public sector in Pakistan. Plz refer me any material published or online which can be helpful 4 me.

And also plz provide me the updated web link of Pakistan administrative staff college.

Thanks,

Salman

Irfi · #2 Saturday, June 23, 2007

@salmanZak,
I am pasting here some relevent material.I hope it will help in ur research.

THREE MOTIVATIONAL STYLES

I. AFFILIATION MOTIVE -- People who are primarily affiliative are motivated by being with others, expressing their feelings and ideas, and getting others' approval. They are often friendly and work best when they feel appreciated, and when their work environment gives them the opportunity to interact with others. This motivation is reinforced and maintained by providing work where cooperation with co-workers is required, where some time for personal interaction is encouraged, and where team-building efforts are valued.

II. ACHIEVEMENT MOTIVE -- People who are primarily achievement- oriented are motivated by situations where standards of excellence are clear, and where they have the opportunity to set goals and to perform successfully against those standards (this includes problem-solving about how to overcome obstacles to performance) . They are usually competitive and work well independently. This motivation is reinforced and maintained by providing challenging work that stretches capabilities, along with concrete standards for success and clear, unambiguous feedback.
III. POWER MOTIVE -- People whose primary motive is power are motivated by opportunities to impact their working environment. This includes being able to persuade and/or influence others, either through organizational position or through opportunities for group input. They usually have an interest in moving up in the organization and are often fluent in their communication style. This motivation is reinforced and maintained by allowing personal control over work pace and methods, as well as opportunities to influence -- especially if they can deal directly with people higher in the organization.

THOUGHTS ABOUT REINFORCEMENT
Feedback which is specific and descriptive will provide people with a tool to satisfy and/or develop their achievement motive because it allows them to set their own goals and give themselves feedback about the degree to which the goals were accomplished. Feedback which is positive but not specific will satisfy and/or develop peoples' affiliation motive because it lets them know they're liked and accepted. Enabling peoples' involvement in problem solving and decision making will satisfy and/or develop their power motive because it gives them influence over their work and other people. Each of us draws from all three motives, but one will be predominant and may reinforce the person's habitual way of operating. Keep this point in mind:
• They will initially respond best to the approach that fits most closely with their dominant motive. However, if you're in a managerial or coaching relationship, you could unwittingly strengthen a motive that is not in their best interests. For example, if people constantly look to you for approval and you give it, they'll be comfortable with you, but will continue to rely on you and others for their sense of approval and won't learn how to explore and develop their own standards.
• In addition to encouraging them to evaluate their own success, you can give specific and descriptive feedback - which will enhance their achievement motive and loosen their dependence on others to evaluate their success.

Irfi · #3 Saturday, June 23, 2007

@ Salmanzak
Leader Ship Styles

KEY STRENGTHS

In the area of leadership you are seen as capable of both concrete and abstract thinking -- you can focus on the detail (very thorough, organized, and reliable), but also see the big picture. You really understand how to bring a high-growth product to a market and work with CEO-level people; in addition you are a good learner and have picked up this business well.
You were described as a complex person but with simple ideas of what it takes to be successful. Rather than being seen as intellectual or introspective, for example, you were primarily described as someone who focuses on movement. You are in control, highly professional and polished, and you exude executive confidence. A special strength is your ability to take a complicated task or objective and break it down in order to get it done. You are extremely well-organized and can handle a huge amount of information, evaluate it, and deal with it.
You place a high value on serving the organization as a whole, and it shows: You have an appreciation for the various roles that need to be played in the company, promote cross-functional discussions, copy others on voice mail, and remind your reports to include others. Your staff has received a consistent message about their responsibility to the rest of the organization and their impact on operations. Employees from other functions respect this.
In terms of management, you really appreciate what it takes to motivate people and understand the little things that make a difference. You make sure to thank people for their work, and you treat others with respect. You are appropriately friendly and thoughtful and a role model for flexibility, yet you are also able to integrate discipline. You are clear with people about what they need to do to improve, but they always know you're in their corner. You promote growth in the organization, developing strength from within as well as seeking "new blood," and you are not afraid to deal with performance problems. You have been a wonderful coach and mentor for people who have needed it -- several mentioned employing some of your approaches -- and you support your people with others in the organization. Following sound principles of situational management, you interact differently with different people and are willing to change your style once you learn that people feel the need for it.
Interpersonally you are described as a very loyal person and an "affliator." You have been observed in strong disagreement with a customer and have been appreciated for how directly, yet professionally you have handled yourself: you get to the issues of concern without being accusatory and are willing to listen and be swayed; you will also "name" things when others may not, even at great risk, if you believe it's the right thing to do given the circumstances. In general you are persuasive yet open to changing your own point of view and you encourage differences of opinion. Your commitment to work is energizing to others -- you're intense, focused, and goal-oriented, with high standards and the ability to help others focus in a "chaotic" environment, yet you show respect for home life as well as career demands. Your process for mutual feedback with direct reports has been impressive.
Your personal image, John, is one of high integrity, derived in part from your high empathy and understanding. Others know that you will keep confidences. It is also clear that you learn and grow from failures and respond positively to challenge. You like to learn, to share, and have eagerly and authentically embraced this development process -- as much or more so than anyone I have ever worked with.

II. DEVELOPMENT OPPORTUNITIES
Leadership
You are somewhat of a puzzle to others on the basis of your emotional (and that is meant as a compliment) style. One person summed this arena up by describing you as "a package of contradictions." You are clearly detail-oriented and focused on what it will take to get things done, yet can also project an element of reckless abandon. Sometimes you act on impulse; other times you focus on why things can't be done. For example, even though you are fully capable of taking people to task, you will agonize about letting them go, even when it's clear that's the only course of action. You can be either highly suspicious or almost gullible, outspoken or extremely quiet.
From the point of view of your Myers-Briggs Type ENFJ preference you are an "extroverted feeling" type, whose primary strength lies in the ability to empathize with the feelings and values of others. Supported by your secondary intuitive preference, this gift is apparent in your highly motivational management style. There are two potential downsides, however:
• As an extrovert you tend to talk out loud as you think things through and this -- combined with your "feeling" instincts -- makes it seem that wherever you are at the moment is your stated position. This would be a useful area to work on just to reduce confusion among others. It is especially important in working your boss, because his own Myers-Briggs preference is quite different (INTP). As an introvert he is more likely to think things through before he verbalizes them (and probably thinks everyone should), and as a "thinking" type he is not as likely to value your "feeling" responses.
• The least developed preference for ENFJ's is their introverted thinking capacity. This is recognized by others in their comments that you need to use a more balanced analysis instead of "blurting things out" and by your own desire to develop a more formal process for thinking and analysis.
A second perspective on your "paradoxical" nature is provided by the Enneagram descriptions of the Six. Two manifestations of your personality style can get in your way:
• You mentioned someone describing you as having a "kamikaze" quality, and it is my opinion that your riskiness can be a good model for others, who may be more cautious interpersonally. On the other hand, you can seem over-reactive, even when -- as someone said -- "the sky really is falling down!" Particularly when you are looking into the future and naming problems you foresee, if you focus primarily on potential problems (which are often easier to predict) it can make you seem negative or even resistant to change.
• Typical of a Six, your consensus-based approach to decisions and your openness to being convinced can come across as indecisive or procrastinating. When others probe your opinion they sometimes find you are not committed to it. Once you make a decision you are dependable at following it through, but you are seen by some as "waffling" over making the decision in the first place. In particular, your peers are concerned about how long it took you to fill Ed's position. As mentioned earlier, John, there is no question about your ability to be a CEO, if that is what you want (there is somewhat of a Hamlet quality to your conversations about this with others -- as if you are waiting for an answer outside of yourself.) And others believe you would be successful if you work through your tendency toward vacillation.
Management
As mentioned earlier, reactions to you as a manager are generally quite positive. Two key issues identified by subordinates were related to your high standards. While your people find you to be fair and appreciative, they also feel you work them really hard. Frankly, I doubt if this area would be much different for your peers, given the company's needs, but you might attend to the following:
• You have a core competency at managing change, but you need to know more about the project details to assist them in setting realistic time frames. One way they feel they could be helped to meet these demands is by paying more attention to how priorities are set.
• Other comments have to do with the level of your standards and how they are applied. It is not so much that they think your standards for quality are too high -- more so that you want things to be done in a particular way. In addition, your impatience sometimes shows up in taking over meetings, which they attributed in part to your being spread too thin before Ed came on board. It also shows up in your picking up the phone during a conversation and trying to solve a problem for them. In direct contrast to this, some of your people actually want more of your time, but of a different nature: They wish you could be more accessible for training and coaching.
• One other possibility in working with your own staff would be a focus on strategic planning and cross-functional team building within your areas of responsibility. Your staff members feel they need more discussion and consensus building around strategic issues--they sometimes feel they work at cross-purposes and they need help defining divisional roles.

Interpersonal
Your presentation skills are excellent, John. You organize your thoughts in a way that others understand; you're generally poised, confident, professional; you speak well extemporaneously; and you make good points. The only area of criticism is that you are typically too wordy. When people are overwhelmed with data, your salient points may get lost.
Personal

One of the key attributes of successful senior executives is their ability to listen to and learn from feedback. You know that I have been singularly impressed with your openness to learning through this development process. There is an arena for development, however, in your relationships on the Executive Team. Your peers describe you as worrying too much about what others think of you, and as unnecessarily upset when you feel people don't value what you've done. More important, they think you sometimes-read things into a conversation that really aren't there. You are doing profound work on your tendency as a Six to look outward for approval and to worry over-much about others' "hidden agendas;" it will be important to maintain this focus, particularly in responding to criticism or perceived criticism without defensiveness.

Irfi · #4 Saturday, June 23, 2007

@salmanZak

Human Resource Management

Human resource development is vital to meet the challenges of global competition and is seldom given sufficient status during ones academic training.

Human resource management (HRM) should be an integral part of the culture of the whole organisation and not just selected individuals.

Effective HRM will result in :

Uniformity of HRM concepts across the organisation
HRM becomes an integral part of the organizational culture
Interactions are professional, objective and give results
HRM culture becomes a 'built in' behavioural reminder (most people need reminding of the value of HRM
01 Principles for behaviour patterns during effective interaction
02 The five key Interaction guidelines
03 Interaction guidelines for meetings
04 Interaction guidelines for communicating with others
05 Interaction guidelines for influencing others
06 Interaction guidelines for handling conflict
07 Interaction guidelines for supporting others
08 Supporting others
09 TOTAL QUALITY MANAGEMENT (TQM)
10 Fundamental empowerment principles Leadership
11 Empowerment principles Systems and environment
12 Empowerment principles Job design
13 Personal empowerment Actions

14 Feedback fundamentals How to evaluate feedback in an organization
15 Important tactics for team development Stages of team development
16 Key to reinforce trust in an organization Trust techniques
17 Key to reinforce trust in an organization Trust traps

01 Principles for behaviour patterns during effective interaction
Maintain and enhance self esteem
Listen and respond with empathy
Ask for help and encourage involvement

02 The five key interaction guidelines

OPEN with what and why
CLARIFY details
DEVELOP ideas
AGREE on actions, who, what and when
CLOSE with review and agree follow-up
OPEN > CLARIFY > DEVELOP > AGREE > CLOSE

03 Interaction guidelines for meetings

1. OPEN with what and why

Welcome participants
Explain purpose and importance
Review agenda
2. CLARIFY details

Review background
Ask for other information and issues
Summarise
3. Develop ideas

Ask for suggestions and explore alternatives
Build on others' ideas
Summarise
4. AGREE on actions

Ask for and choose preferred alternatives
Decide who will do what and by when

5. CLOSE with review and set follow-up

Summarise
Decide how and when to check progress
Thank participants
04 Interaction guidelines for communicating with others

1. OPEN with "what" and "why"

Describe the reasons for the discussion
Briefly explain background
2. CLARIFY details

Provide specifics
Ask for other related information
Summarise
3. DEVELOP ideas

Explore alternatives for possible solutions
Be flexible
4. AGREE on actions

Use other persons ideas (if possible)
Decide who will do what by when
5. CLOSE with review and set follow-up

Summarise key decisions and action
Decide how and when to check progress
Express appreciation
05 Interaction guidelines for influencing others

1. OPEN with "what" and "why"

Briefly state the reasons for the discussion
Explain why you are involving the other person (s)
Review background of the situation
2. CLARIFY details

Ask for any other background information
Summarise
3. DEVELOP ideas

Explain the specifics and benefits of your idea
Ask for comments or questions
Explore alternatives (be flexible)
4. AGREE on actions

Summarise (revised) proposal
Ask for support / approval
Discuss the next step (s)
5. CLOSE with review and set follow-up

Summarise next step (s)
Set follow-up (if appropriate)
Express appreciation
06 Interaction guidelines for handling conflict

1. OPEN with "what" and "why"

Describe the situation and why it concerns you
Be positive and patient
2. CLARIFY details

Provide specifics
Ask for other points of view
Summarise
3. DEVELOP ideas

Explore alternatives for resolving the situation
Be flexible
4. AGREE on actions

Use other persons ideas (if possible)
Decide who will do what by when
5. CLOSE with review and set follow-up

Summarise key decisions and actions
Set follow-up (if appropriate)
End on a positive note
07 Interaction guidelines for supporting others

Three skills

GIVING RECEIVING
Questioning Sharing
Listening Listening
Sharing Questioning

08 Supporting others

09 Total Quality Management (TQM)

The customers needs are critical
Anything can be improved
Quality if everyones job
The person doing the job knows it best
People deserve respect
Team work works
There is value in differences
Involvement builds commitment
Support builds success
You make the difference
10 Fundamental empowerment principles

Leadership

"Let go" of things others can do
Encourage initiative, ideas and risk taking
Ensure that people have goals and know how they are doing
Develop to challenge, develop and empower
Coach to ensure success
Reinforce good work and good attempts
Share information, knowledge and skills
Value, trust and respect each individual
Provide support without taking over
Practice what you preach
11 Empowerment principles Systems and environment

Zapping organizations :

Establish clear vision of empowerment
Support empowerment efforts in all areas
Lead through vision and values
Align syatems, policies and procedures to support vision and values
Share information openly and encourage communication in all directions
Provide the training and resources people need to do their jobs
12 Empowerment principles Job design

Build Zapp into jobs ::

Make jobs meaningful
Provide variety and challenge
Make responsibility and authority part of the job
Provide training and development opportunities
Adapt jobs to individual styles, abilities and motivations
Encourage direct contact with suppliers and customers
13 Personal empowerment Actions

Find out what's important
Look for ways to make improvements
Ask for coaching
Involve and support others
Measure results
Never be satisfied; keep learning

14 How to evaluate feedback in an organization

Specific
Sincere
Balanced
Positive feedback

What was said or done
Why effective
Feedback for improvement

What was said or done
Suggested alternative
Why alternative is more effective

15 Stages of team development

Getting started
Going in circles
Getting on course
Full speed ahead
Team success factors

Purpose
Process
Communication
Involvement
Commitment
Trust

16 Trust techniques

Share thoughts, feelings and rationale
Make commitments you can keep
Admit mistakes
Request and accept feedback
Test assumptions

17 Trust traps

Making assumptions
Breaking promises
Covering yourself
Spreading rumours
By-passing people

Second Coming · #5 Saturday, June 23, 2007

ACCA course (2.3 ?)book Managing People is excellent on the subject. Also read John Ball's essay on motivation published in ACCA journal (I think there's only one issue published in 2007 so far, and this essay was in that issue).