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2.0 REFERENCE MATERIAL

2.1 New Straits Times
Saturday August 11, 2007
By: Victor S.L Tan

Benefits of value-driven motivation

KNOWLEDGE, skills and experience by themselves can be quite worthless if they are not translated into achievements. In fact, the key to increasing the competitiveness of an organization is not how fast it can get information; it is how speedily it can make use of the information to achieve something of value to the workplace and marketplace.
Likewise, the key to developing the competitive individual is the ability and speed to translate what one knows into an achievement. Good value comes from a track record of achievements.
The role of employers is to provide a work environment that will enable people to develop an achievement track record. This requires challenging work, clear measurable indicators and a performance management system that can monitor track record of achievements.
And the role of employees is to develop an impressive achievement track record. How would that motivate employees?
INCREASING VALUE. Many executives ask: Why should I bother to increase my achievement track record? The answer is that it increases one's market value and life value.
This is often followed by: What if I develop an impressive achievement track record and increase my value and my employer does not reward me?
If you are so good, with valuable knowledge, skills and experience and you have chalked up an impressive achievement track record, your value will increase and someone else will reward or promote you - it could be another division head in your company or some other company in the industry.
In other words, if one builds up a certain value, that value itself will attract the level of reward accordingly. As the saying goes, "Water will always find its own level".
Employers may ask at this point: So where is the win-win partnership in this value-driven motivation? They argue that if employees develop a value to the extent that they will be pinched by competitors, how would that benefit their organizations?
Here lies the role of human resource in their organization to come up with attractive rewards and incentives to retain people with outstanding achievement track record and people with high market value.
It is a win-win partnership because in the process of increasing Individual value, employees who have performed consistently well will have added value and benefit the organization greatly. The challenge is for organizations to provide attractive rewards.
ATTRACTING REWARDS. The value-driven motivation model eases the stress of employees chasing after attractive rewards. It helps them focus on productive work on developing a high enough value to attract those desired rewards. This is useful departure from Maslow's need-based motivation model which preoccupies the employees in unproductive behavior and activities in their plot towards chasing after attractive incentives and compensation.
In the value-driven motivation model, the role of employers is the encourage achievement and provide attractive rewards to retain performers.
The role of employees is to take value work to build knowledge, skills and experience, increase their achievement track record, value and win those rewards according to merit.
The significant question to ask is: Is the value-driven motivation for real? Does it work in the real world? Let me provide some real-life examples. Professional golfer Tiger Woods is rewarded with millions of dollars per tournament due to his track record of achievements and value. Singer Michael Jackson earns hundreds of million dollars from the value he has created in music.
It is the same with entertainers like Oprah Winfrey, the talk show host who once won a US$250 million (RM862.5 million) five-year contract to host the Oprah Winfrey Show - just because she could attract so high a reward through the value she created with high television ratings and commercial value and why not with executives in organizations? Microsoft's Bill Gates is paying his valuable employees millions of dollars each year to retain top performers who are helping his multi-billion company to add value and grow. He has created many millionaires in his company and many of them remain highly motivated in undertaking value work in Microsoft today. The point I am advocating here is not that the needs of individuals are not important; it is the sequence that matters here. We should motivate people by encouraging performance which then enhances their value. This, in turn, merits attractive rewards which enable them to meet their needs.
In other words, value comes before needs. Just like the horse which must be placed before the cart to enable forward movement, theValue-driven motivation model places performance before rewards to drive an organization to greater heights.
As organizations shift into the information and knowledge era in a borderless economy, and whereby a bigger proportion of the workforce will become knowledge workers, it is time human resource leaders look seriously into this modern way of motivating employees - value-driven Motivation versus the old need-based motivation approach.

2.2 New Straits Times
Saturday August 4, 2007
By: Victor S.L Tan

Value-motivation approach

MOST organizations practice motivation approaches based on fulfilling the needs of individuals. This is inward-looking and self-serving. I have observed many leaders in organizations influenced by Abraham Maslow's motivation model or some variations of it which are individual needs-centred.
According to Abraham Maslow, individuals have basically five levels of needs. They are at the lowest level, physiological needs (basic needs) -which include food, clothing, shelter and sleep. This is followed by the need for safety, social, self-esteem and self-actualization.
Maslow explained that unless the lower level need is fulfilled, the next higher level will not dominate or drive an individual to achieve that need. Theoretically, the Maslow's need motivation theory sounds great. However, in reality it appears very self-serving and Individual-centred in a corporate type of environment. This self-serving aspect of motivation is best illustrated by the following example.
A potential candidate with an MBA degree in a job interview wants to know how much his salary will be. He rationalizes that he should be paid a certain amount based on his needs. To meet his needs, he would require a certain minimum salary. Nothing is mentioned of the value of the contribution he can make to the company. After all, the focus on Maslow's motivation approach is based on fulfilling needs. As a practicing consultant, I see a flaw in the approach most leaders go about motivating people.
I would like to suggest a better motivation model that is good for the individual as well as for the organization. The model is called Value-Driven Motivation. (A model of KL Strategic Change Consulting Group, from the book, Releasing Trapped Mindsets).
Thus, the role of organizations in motivating people is to provide work in an environment that enables people to develop knowledge, skills and experience which will enhance the value of individuals.The role of staff is to participate fully in the workplace and use work and the workplace as a way to increase one's track record of performance and value to deserve the desired reward that he or she aspires.There are five components to this new approach of motivation model which are explained below.
DOING VALUE WORK. The value-driven motivation approach focuses on making work itself as a motivator. It is necessary to eliminate two wrong implicit assumptions by employers and employees. The conventional thinking is that, work is good for the organization and not for individuals. From the employees' point of view, the implicit assumption is that by doing work, it helps the organization to grow and be profitable and does not benefit the individual. This thinking often extends to the concept that working harder and longer benefits the organization and shortchanges the individuals.
On the other hand, from the employers' point of view, the implicit assumption is that organizations are important and they need to do whatever they can to maximize their return from all resources, including human resource. The more they can squeeze out of people in terms of performance, the better it will be for organizations. For many owners, this is often exploited, and often to the detriment of the organizations and individuals in the long run. There is a better way. This is based on Win/win partnership between employers and employees. It will benefit both the organization and individuals.
This new way of motivation calls for employers to provide value work -work that adds value to employees as well as organizations.
By value work, I mean tasks, assignments, projects or jobs that will enable individuals to learn grow and develop themselves, thus increasing their "market value" which will affect their potential earnings in the industry.
Besides market value, individuals can also enhance their "life value" -those learning and experience which help enhance the quality and meaning of their lives in society.
In our work as organization change consultants, we have assisted organizations to develop value work for the organization as well their people. We found that on average, those organizations that have their value work clearly defined, have higher level of staff motivation and productivity. BUILDING KNOWLEDGE, SKILLS AND EXPERIENCE. Likewise, the Value-motivation approach calls for organization to enable people to develop knowledge, skills and experience. This goes more than just simply providing value work. It requires a work culture that encourages sharing, teamwork and team learning.
Information is often touted in this digital era as a competitive edge for organizations. However, information will not provide organizations the advantage if they are not widely shared with the people who need them.
The win/win employer and employee relationship calls for organizations to increase organization and individual value by developing a conducive and supportive environment that enables people to build knowledge, skills and experience speedily and effectively. Individuals must change their mindset towards work. They should commit fully to building knowledge, skills and experience in the workplace to increase their market value and life value and still be paid for doing it.

2.3 News Straits Times
Saturday April 1, 2006
By: Rafikul Islam

Employee Motivation Guidelines

HOW can we motivate people to work? How can we create a situation in which people can achieve their personal goals while fulfilling the goals of the organization? There are three determinants of employee performance - skills, the working environment, and motivation. If an employee lacks skills, appropriate training can be employed; if there is an environmental problem, altering the environment to promote higher performance is the key. However, if motivation is the problem, the solution is usually more complex and challenging.
Motivation is what moves us from boredom to interest. It is like a steering wheel of a vehicle that directs our activities. It is a force that energizes behavior, gives direction to behavior, and underlies the tendency to persist.
Individuals at different organizational levels with different earning power may have different motivational values. Hence what motivates individuals at one level of the organization may not motivate those at another level.
The best source of information regarding effective motivation is the employee himself/herself. The present author with the help of one of his colleagues conducted a survey involving 505 middle-level Malaysian managers to know their motivators. We arranged them in the following in terms of their preference:

* High wage n Good working condition

* Promotion

* Job security

* Interesting work

* Full appreciation of work done

* Providing opportunities to grow through learning new things

* Job responsibility

* Sensible company rules, regulations, procedures, and policies

* Management's help to solve personal problems

Based upon the survey results, we provide the following guidelines: Competitive compensation package. To keep employees motivated and retaining them, employees' salary package must be competitive. Bonuses and other fringe benefits are expected to be paid. Furthermore, employee promotion should be based upon fair and mutually agreed upon criteria. Good working condition. Employees want to work in an environment that is productive, conducive, and respectful and provides a sense of belonging.Employees must be asked to know the deficiencies in the working place. It is widely known that an effective suggestion system improves organization’s working condition and saves its resources from getting wasted. Job security. Naturally, if the fear of losing the job hangs upon one's head constantly, he or she will not be motivated. Employee retrenchment should be the last resort for an organization to stay competitive in the market.Interesting work. According to motivation expert Herzberg, the successful method (in US context) of motivating employees is to build challenge and opportunity for achievement into the job itself. Employees are motivated by offering challenging tasks with clearly attainable objectives, timely feedback, and more responsibilities for innovative assignments. Appreciation. Employers should show appreciation and give employees credit for their work, as being appreciated through praise helps employees develop a positive attitude and meets their needs for self-esteem, self-actualization, growth and achievement. Praise for a job well done is probably the most powerful yet least costly and most underused motivation tool. Employee development. Employees prefer to work in environments that provide opportunities for advancement and personal development. Many companies provide some forms of training as part of their motivation programmed. Job rotation and enrichment are also good options. Attention should be given to developing clear career path as part of human resource planning. Whatever be the motivation programmed, the manager needs to be the role model for his/her subordinates.

2.4 Wikipedia

Motivation is a reason or set or reasons for engaging in a particular behavior, especially human behavior as studied in psychology and neuropsychological. The reasons may include basic needs (e.g., food, water, shelter) or an object, goal, state of being, or ideal that is desirable, which may or may not be viewed as "positive," such as seeking a state of being in which pain is absent. The motivation for a behavior may also be attributed to less-apparent reasons such as altruism or morality.
According to Geen (1995), motivation refers to the initiation, direction, intensity and persistence of human behavior.

Motivational Concepts

Reward and Reinforcement
A reward is that which follows an occurrence of a specific behavior with the intention of acknowledging the behavior in a positive way. A reward often has the intent of encouraging the behavior to happen again.
There are two kinds of rewards, extrinsic and intrinsic. Extrinsic rewards are external to, or outside of, the individual; for example, praise or money. Intrinsic rewards are internal to, or within, the individual; for example, satisfaction or accomplishment.
Some authors distinguish between two forms of intrinsic motivation: one based on enjoyment, the other on obligation. In this context, obligation refers to motivation based on what an individual thinks ought to be done. For instance, a feeling of responsibility for a mission may lead to helping others beyond what is easily observable, rewarded, or fun.
A rein forcer is different from reward, in that reinforcement is intended to create a measured increase in the rate of a desirable behavior following the addition of something to the environment.
Intrinsic and Extrinsic Motivation
Intrinsic motivation is evident when people engage in an activity for its own sake, without some obvious external incentive present. A hobby is a typical example.
Intrinsic motivation has been intensely studied by educational psychologists since the 1970s, and numerous studies have found it to be associated with high educational achievement and enjoyment by students.
There is currently no "grand unified theory" to explain the origin or elements of intrinsic motivation. Most explanations combine elements of Bernard Weiner's attribution theory, Bandura's work on self-efficacy and other studies relating to locus of control and goal orientation. Thus it is thought that students are more likely to experience intrinsic motivation if they:
• Attribute their educational results to internal factors that they can control (e.g. the amount of effort they put in, not 'fixed ability').
• Believe they can be effective agents in reaching desired goals (e.g. the results are not determined by dumb luck.)
• Are motivated towards deep 'mastery' of a topic, instead of just rote-learning 'performance' to get good grades.
Note that the idea of reward for achievement is absent from this model of intrinsic motivation, since rewards are an extrinsic factor.
In knowledge-sharing communities and organizations, people often cite altruistic reasons for their participation, including contributing to a common good, a moral obligation to the group, mentorship or 'giving back'. This model of intrinsic motivation has emerged from three decades of research by hundreds of educationalists and is still evolving. (See also Goal Theory.)
In work environments, money is typically viewed as an important goal (having food, clothes etc.) may well be more powerful than the direct motivation provided by an enjoyable workplace.

2.5 Wikihow.com

Application of employee motivation theory to the workplace
Management literature is replete with actual case histories of what does and what does not motivate people. Presented here is a tentative initial broad selection of the various practices that have been tried in order to draw lessons for the future.
'Stick' or 'carrot' approach?
The traditional Victorian style of strict discipline and punishment has not only failed to deliver the goods, but it has also left a mood of discontent amongst the "working class".
Punishment appears to have produced negative rather than positive results and has increased the hostility between 'them' (the management) and 'us' (the workers). In contrast to this, the 'carrot' approach, involving approval, praise and recognition of effort has markedly improved the work atmosphere, leading to more productive work places and giving workers greater job satisfaction.
Manager's motivation 'toolkit'
The manager's main task is to develop a productive work place, with and through those he or she is in charge of. The manager should motivate his or her team, both individually and collectively so that a productive work place is maintained and developed and at the same time employees derive satisfaction from their jobs.
This may appear somewhat contradictory, but it seems to work. The main tools in the manager's kitbag for motivating the team are:
approval, praise and recognition
trust, respect and high expectations
loyalty, given that it may be received
removing organizational barriers that stand in the way of individual and group performance (smooth business processes, systems, methods and resources - see outline team building program)
job enrichment
good communications
financial incentives
These are arranged in order of importance and it is interesting to note that cash is way down the ladder of motivators. Let's look at a couple of examples taken from real life situations.
The Swedish shipbuilding company, Kockums, turned a 15 million dollar loss into a 100 million dollar profit in the course of ten years due entirely to a changed perception of the workforce brought about by better motivation. At Western Electric there was a dramatic improvement in output after the supervisors and managers started taking greater interest in their employees.
Don't coerce - persuade!
Persuasion is far more powerful than coercion, just as the pen is mightier than the sword. Managers have a much better chance of success if they use persuasion rather than coercion. The former builds morale, initiative and motivation, whilst the latter quite effectively kills such qualities. The three basic components in persuasion are:
Suggest;
Play on the person's sentiments; and
Appeal to logic.
Once convinced, the person is so motivated as to deliver the 'goods'. The manager will have achieved the goal quietly, gently and with the minimum of effort. It is, in effect, an effortless achievement.
There has been a considerable amount of research into persuasion / motivation in the field of advertising and marketing. The research is entirely of the applied type, which can and has been used to great practical advantage. Some of the findings in this field were first published in the fifties in a book with the title, The Hidden Persuaders, which became a bestseller.
More contemporary 'persuaders' used by advertising and marketing people include:
Faster talk is found to be more effective, since it is remembered better.
Brain emits fast beta waves when a person is really interested in a particular presentation. These waves can be detected by an instrument.
Subliminal approach using short duration presentation, whereby the message is transmitted below the level of awareness.

3.0 PREPARATION OUTLINE

3.1 Topic: Ways to Motivate Employees in Malaysian Factory

3.2 General Purpose: To Inform

3.3 Specific Purpose: To Inform My Audience the Ways to Motivate Employees

3.4 Central Idea: To Identify the Motivational Factors in Helping the Employees

3.5 Introduction:

3.5.1 According to Keith A. Shaw, the Official Guide to Motivation from Wikipedia defines motivation as “a reason or a set of reasons for engaging in a particular behavior, especially in human behavior as studied in psychology and neuropsychology.

3.5.2 According to Geen (1995), motivation refers to the initiation, direction, intensity and persistence of human behavior. (Wikipedia)

3.5.3 Motivation appears in the other terms: achievement motivation theory, intrinsic motivation, extrinsic motivation, two factor theory of motivation

3.5.4 Have you ever crossed in your mind about the motivational factors in helping the Malaysian factory employees. I had chosen motivation as a topic for individual presentation.

3.5.5 Today, I would like to inform you about definition of motivate, causes that motivate employees in Malaysian factory and motivate efforts to help the employees.

3.6 Body:

(Transition: Ladies and gentlemen, let’s start with 1st causes)

3.6.1 The Causes that Motivate Employees in Malaysian Factory.

3.6.1.1 Attractive Reward Systems.

There are two types of reward which is extrinsic reward and intrinsic reward.Extrinsic rewards is external to or outside of an individual for examples praise and money.Intrinsic rewards is internal to or within of an individual for examples job satisfaction and accomplishment.Reward systems tend to make employees more motivate.

(Transition: Ladies and gentlemen, let’s see the 2nd causes)

3.6.1.2 Promoted.

For those employees get the opportunities to promoted, they will gain respect and be appreciated by others. One of the criteria for job promotion is by having an impressive achievement track record.For people that like others respect them, they will work hard to get promoted.

(Transition: Next, we move to the 3rd causes)

3.6.1.3 Increase in Salary.

Employees who get the opportunities for promotion will have an increasing in salary. By that, they will have a better standard of living and some portion of the increment in salary for saving that can be used during an emergency. For employees that have big family to support, it will benefit them work harder in order to changed their standard of living.

(Transition: We proceed with the last causes)

3.6.1.4 Bonus.

Bonus for Malaysian factory depends on the company’s profit. Normally, factory employees in Malaysia get bonus. It depend on the profit margin of the company itself. In order to make sure that they will receive bonus per annum, they will work harder by increasing the sales of their products.

(Transition: Next, we move to the motivate effort in helping the employees)

3.6.2 Motivate Effort in Helping the Employees in Malaysian Factory

(Transition: Ladies and gentlemen, let see the 1st motivate effort)

3.6.2.1 High Wages and Good Working Condition

One of the efforts to motivate the employees that done by the management teams is by offering high overtime pay rate and provides air-conditioning at working areas. Employees want to work in an environment that is productive, conducive, and respectful and provides a sense of belonging.

(Transition: Ladies and gentlemen, let see the 2nd motivate effort)

3.6.2.2 Job Security.

The company will guaranteed job security for those worker that have good work performance and achievement track record. To make sure that, good performer will be needed by the company. Therefore, they will stay longer in the company rather than employees that have bad work performance record.

(Transition: Let see the 3rd motivate efforts)

3.6.2.3 Interesting Work.

Employees in Malaysian factory get the opportunities working with different department and line production. It will create an interesting working environment to the employees. This will motivate the employees to work harder to have the chance being chosen working in the different line production.

(Transition: Let see the 4th motivate efforts)

3.6.2.4 Full Appreciation of Work Done

The management can give their appreciation to the employees through reward and recognition. For example giving recognition during Annual Dinner organized by the company. It will motivate the employees to do some achievement in order to get the recognition.

(Transition: Let see the 5th motivate efforts)

3.6.2.5 Providing Opportunities to Grow Through Learning New Things.

The employees get to gain more knowledge and new experience through seminar and courses conducted by the company. They will have the time to explore new things in the industry that can be applied in the working environment.This will make the employees more competitive since they gained experienced and knowledge through seminar and courses.

(Transition: Let see the 6th motivate efforts)

3.6.2.6 Job Responsibility.

In the context of job responsibility, the senior workers get the opportunities to supervise the lower level worker.This makes the senior worker an important person in the company as they have the authority in supervising the lower level worker.

(Transition: Let see the 7th motivate efforts)

3.6.2.7 Sensible Company Rules, Regulations, Procedures and Policies.

The management team should set rules that can be followed by the employees.Flexible rules and regulations set by the company can be followed by them.Rational policies and procedures applicable and can be conducted to all employees

(Transition: Let see the last motivate efforts)

3.6.2.8 Management’s Help to Solve Personal Problems

The final motivate effort is management help to solve personal problems. In the case emergency, management teams helped to solved the personal problems of the employees. For example during natural disaster, management help by conducting donation for disaster victim.

3.7 Conclusion:

(Transition: Ladies and gentlemen)

3.7.1 As you can see, there are causes of motivate employees and motivate effort in helping the Malaysian factory employees.

3.7.2 Motivation influences the work performance of individuals. It is important to identify the motivational factors in helping the Malaysian factory employees.

3.7.3 Motivate effort in helping the employees such as high wages, job security and interesting work influence the performance of Malaysian factory employees.

4.0 SPEECH OUTLINE

Eye Contact!!

Slow Down

4.1 What is Motivate?

4.1.1 “A reason or a set of reasons for engaging in a particular behavior, especially in human behavior as studied in psychology and neuropsychology.”

4.1.2 “Motivation refers to the initiation, direction, intensity and persistence of human behaviour.”

4.1.3 “Motivation appears in the other terms: achievement motivation theory, intrinsic motivation, extrinsic motivation, two factor theory of motivation”

-Pause and get attention-

4.2 What is the Causes That Motivate Employees in Malaysian Factory?

4.2.1 Attractive Reward Systems

4.2.1.1 Extrinsic Rewards

4.2.1.2 Intrinsic Rewards

4.2.2 Promoted

4.2.2.1 Respect and Appreciate By Others

4.2.2.2 Impressive Achievement Track Record

-Pause-

4.2.3 Increase in Salary

4.2.3.1 Better Standard of Living

4.2.3.2 Saving for Emergency Used

4.2.4 Bonus

4.2.4.1 Depend on Companies Profit

-Pause and get attention-

4.3 What is the Motivate Effort to Help the Malaysian Factory Employees?

4.3.1 High Wages and Good Working Condition

4.3.2 Job Security

4.3.3 Interesting Work

4.3.4 Full Appreciation of Work Done

4.3.5 Providing Opportunities to Grow Through Learning New Things

4.3.6 Job Responsibility

4.3.7 Sensible Companies Rules, Regulations, Procedures and Policies

4.3.8 Management’s Help to Solve Personal Problems

-Pause-

4.4 Conclusion

4.4.1 There are causes of motivate employees and motivate effort in helping the Malaysian factory employees

4.4.2 Motivation influences the work performance of individuals. It is important to identify the motivational factors in helping the Malaysian factory employees.

4.4.3 Motivate efforts in helping the employees such as high wages, job security and interesting work influence the performance of Malaysian factory employees.

5.0 SPEECH DRAFT

Eye Contact!!

Slow Down

5.1 What is Motivate?

5.1.1 “A reason or a set of reasons for engaging in a particular behavior, especially in human behavior as studied in psychology and neuropsychology.”

5.1.2 “Motivation refers to the initiation, direction, intensity and persistence of human behaviour.”

5.1.3 “Motivation appears in the other terms: achievement motivation theory, intrinsic motivation, extrinsic motivation, two factor theory of motivation.”

-Pause-

5.2 What is the Causes That Motivate Malaysian Factory Employees?

5.2.1 Attractive Reward Systems.

5.2.1.1 Extrinsic rewards

5.2.1.2 Intrinsic rewards

5.2.2 Promoted.

5.2.2.1 Respect and Appreciate By Others

5.2.2.2 Impressive Achievement Track Record

5.2.3 Increase in Salary

5.2.3.1 Better Standard of Living

5.2.3.2 Saving for Emergency Used

5.2.4 Bonus

5.2.4.1 Depend on Companies Profit

-Pause-

5.3 What is the Motivate Efforts in Helping the Malaysian Factory Employees?

5.3.1 High Wages and Good Working Condition

5.3.1.1 One of the efforts to motivate the employees that done by the management teams is by offering high overtime pay rate and provides air-conditioning at working areas.

5.3.1.2 Employees want to work in an environment that is productive, conducive, and respectful and provides a sense of belonging.

5.3.2 Job Security

5.3.2.1 The company will guaranteed job security for those worker that have good work performance and achievement track record. To make sure that, good performer will be needed by the company.

5.3.2.2 Therefore, they will stay longer in the company rather than employees that have bad work performance record.

5.3.3 Interesting Work

5.3.3.1 Employees in Malaysian factory get the opportunities working with different department and line production. It will create an interesting working environment to the employees.

5.3.3.2 This will motivate the employees to work harder to have the chance being chosen working in the different line production.

-Pause-

5.3.4 Full Appreciation of Work Done

5.3.4.1 The management can give their appreciation to the employees through reward and recognition. For example giving recognition during Annual Dinner organized by the company 5.3.4.2 It will motivate the employees to do some achievement in order to get the recognition

. 5.3.5 Providing Opportunities to Grow Through Learning New Things

5.3.5.1 The employees get to gain more knowledge and new experience through seminar and courses conducted by the company. They will have the time to explore new things in the industry that can be applied in the working environment.

5.3.5.2 This will make the employees more competitive since they gained experienced and knowledge through seminar and courses.

5.3.6 Job Responsibility

5.3.6.1 In the context of job responsibility, the senior workers get the opportunities to supervise the lower level worker.

5.3.6.2 This makes the senior worker an important person in the company as they have the authority in supervising the lower level worker.

-Pause-

5.3.7 Sensible Companies Rules, Regulations, Procedures and Policies

5.3.7.1 The management team should set rules that can be followed by the employees. Flexible rules and regulations set by the company can be followed by them.

5.3.7.2 Rational policies and procedures applicable and can be conducted to all employees.

5.3.8 Management’s Help to Solve Personal Problems

5.3.8.1 The final motivate effort is management help to solve personal problems. In the case of emergency, management teams helped to solved the personal problems of the employees. 5.3.8.2 For example during natural disaster, management help by conducting donation for disaster victim.

5.4 Conclusion

5.4.1 There are causes of motivate employees and motivate effort in helping the Malaysian factory employees.

5.4.2 Motivation influences the work performance of individuals. It is important to identify the motivational factors in helping the employees.

5.4.3 Motivate efforts in helping the employees such as high wages, job security and interesting work influence the performance of Malaysian factory employees.

6.0 FINAL SPEECH DRAFT

Assalammualaikum w.b.t Good morning to Assoc. Prof Haji Sa’aban Bin Haji Salim our BEL 492 Lecturer, class representative Miss Norlizawati Binti Sulaiman, the responsible time keeper Mohd Khairil Bin Abd Razak and not to forget to all of you, ladies and gentlemen. What do you know about motivation? Today, I would like to present on topic “Ways to Motivate Employees in Malaysian Factory”. Why I choose this topic? In my perceptions, motivation influences the work performance of individuals.

Before I proceed with the contents of my presentation, let me introduce myself. I am Suhaini Binti Md. Rashad, was born on September 7, 1987. Since the day I was born until now Petaling Jaya is a part of my life. Recently, I completed my Diploma in banking from UiTM, Alor Gajah Melaka.

Now, it comes to the backbone of my presentation. As I mentioned earlier, motivation influence the work performance of an individual. I will proceed with the contents of this topic. The general purpose is to inform while the specific purpose is to inform my audience the ways to motivate employees. The central idea is to identify the motivational factors in helping the employees. There are three main points under the topic which the definition of motivate, causes that motivate employees in Malaysian factory and the third main points is motivate effort to help the employees.

Let’s move to the definition of motivate.

I had found the definition of motivate from the Wikipedia. According to Keith A. Shaw, the Official Guide to Motivation from Wikipedia defines motivation as “a reason or a set of reasons for engaging in a particular behavior, especially in human behavior as studied in psychology and neuropsychology. While according to Geen (1995), motivation refers to the initiation, direction, intensity and persistence of human behavior. A part from that, motivation appears in the other terms: achievement motivation theory, intrinsic motivation, extrinsic motivation, and two factor theory of motivation.

Next is about the causes that motivate employees in Malaysian factory. As you can see, there are four motivate causes. The first causes are attractive rewards systems. There are two types of reward which is extrinsic reward and intrinsic reward. Extrinsic rewards are external to or outside of an individual for examples praise and money. Intrinsic rewards is internal to or within of an individual for examples job satisfaction and accomplishment. Reward systems tend to make employees more motivate. Promoted is the second causes of motivate employees. For those employees get the opportunities to promoted, they will gain respect and be appreciated by others. One of the criteria for job promotion is by having an impressive achievement track record. For people that like others respect them, they will work hard to get promoted. The third causes are increase in salary. Employees who get the opportunities for promotion will have an increasing in salary. By that, they will have a better standard of living and some portion of the increment in salary for saving that can be used during an emergency. For employees that have big family to support, it will benefit them work harder in order to changed their standard of living. Now, it comes to the last causes that are bonus. Bonus for Malaysian factory depends on the company’s profit. Normally, factory employees in Malaysia get bonus. It depends on the profit margin of the company itself. In order to make sure that they will receive bonus per annum, they will work harder by increasing the sales of their products.

Next, I proceed with the third main points which the motivate efforts that conducted by the management’s team in helping the employees. There are eight efforts conducted by the company. The first is high wages and good working condition. One of the efforts to motivate the employees that done by the management teams is by offering high overtime pay rate and provides air-conditioning at working areas. Employees want to work in an environment that is productive, conducive, and respectful and provides a sense of belonging. Job security. The company will guarantee job security for those workers that have good work performance and achievement track record. To make sure that, good performer will be needed by the company. Therefore, they will stay longer in the company rather than employees that have bad work performance record. The third effort is interesting work. Employees in Malaysian factory get the opportunities working with different department and line production. It will create an interesting working environment to the employees. This will motivate the employees to work harder to have the chance being chosen working in the different line production.

Now, the fourth causes of motivate employees is full appreciation of work done. The management can give their appreciation to the employees through reward andrecognition. For example the management team giving recognition during Annual Dinner organized by the company. It will motivate the employees to do some achievement in order to get the recognition. Next effort is by providing opportunities to grow through learning new Things. The employees get to gain more knowledge and new experience through seminar and courses conducted by the company. They will have the time to explore new things in the industry that can be applied in the working environment. This will make the employees more competitive since they gained experienced and knowledge through seminar and courses. Job responsibility is also one of the motivate effort. In the context of job responsibility, the senior workers get the opportunities to supervise the lower level worker. This makes the senior worker an important person in the company as they have the authority in supervising the lower level worker. The second last effort is sensible company rules, regulations, procedures and policies. The management team should set rules that can be followed by the employees. Flexible rules and regulations set by the company can be followed by them. Rational policies and procedures applicable and can be conducted to all employees. The last effort conducted by the management’s team is management’s help to solve personal problems. The final motivate effort is management help to solve personal problems. In the case of emergency, management teams helped to solve the personal problems of the employees. For example during natural disaster, management helps by conducting donation for disaster victim.

As a conclusion, there are causes of motivate employees and motivate effort in helping the Malaysian factory employees. Motivation influences the work performance of individuals. It is important to identify the motivational factors in helping the employees.Motivate efforts in helping the employees such as high wages, job security and interesting work influence the performance of Malaysian factory employees.

7.0 REFERENCES

7.1 Website

7.1.1 http://www.accel-team.com/motivation

7.1.2 http://www.businessdictionary.com

7.1.3 http://www.nst.com.my/benefits of value-driven motivation

7.1.4 http://www.nst.com.my/employees motivation guidelines

7.1.5 http://www.nst.com.my/value motivation approach

7.1.6 http://www.thinkavenue.com/articles/hr/article14.htm

7.1.7 http://www.waitro.org/modules/wfsection/article.php?articleid=157

7.1.8 http://www.wikipedia.com

7.2 Portfolio Website

http://www.ladymodjo87.blogspot.com