Decentralisation the behaviour. Better Communication: Communication helps

Decentralisation and Delegation:

This will enable the employees to take keen interest in their work. Then they have wider powers to manage their own affairs. Then they will consider the job interesting and worthwhile. When they have to look for every small decision to some higher authority, they will become practices and thus lose interest in their work.

Job Enlargement:

The administrators should provide opportunities to accept more challenging responsibilities in the job of the subordinates working under them. This will help them in their professional growth and motivate them to achieve the aims and objectives of the organisation.

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Principle of Recognition:

Esteem needs, of the employees to be satisfied. A word of appreciation from the supervisors will add to the satisfaction of the employees and motivate them to do their best in order to achieve the goals of the organisation in which they work.

Principle of Reinforcement:

Connected with the principle of recognition is the principle of reinforcement.

According to this principle, the energies of the workers can be stimulated in a desired direction through some environment reinforcement. B.F. Skinner has successfully used this technique in motivating and modifying the behaviour.

Better Communication:

Communication helps in the better understanding of the aims and objectives set and difficulties experienced by any organisation. We cannot think of motivating the employees until and unless they understand the aims and objectives and difficulties of the organisation.

Thus, effective communication is a sine qua’ non for effective programme of motivation. Personnel policies concerning recruitment, training, performance appraisal, promotion, etc., though described as hygiene, effects should also are sound to motivate people. Lack of it will be dissatisfying and the administrators will find it extremely difficult to motivate employees in the absence of sound personnel policies.


Importance of money as a motivator cannot be overlooked. Some writers have rightly pointed out that money is often more than monetary value.

It can also mean status. People in various positions, even though at a similar level, must be given salaries and bonuses that reflect their individual performance. Speaking about the motivating power of money Koontz and Weibrich have rightly pointed out that it is almost certainly true that money can motivate only when the prospective payment is large relative to a person’s income. The trouble with many wage and salary increases and even bonus payments is that they are not large enough to motivate the receiver. They may keep the individual from being dissatisfied and from looking for another job, but unless they are large enough to be felt, they are not likely to be a strong motivator.


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