WORK ETHICS & MOTIVATION

Value Concept:
Values represent the standard or ideals about what a person, object event or activity, ‘ought
to be’. For e.g. we expect people should be sincere and honest. Parents ought to guide their
children and in turn children must look after their parents, people should follow rules and so
on. Thus values denote a sense of right or wrong, good or bad, and other judgmental criteria
based on our strong sense of what the idea ought to be. Values shape attitudes, perceptions,
interests and finally personality. These values are not explicitly stated. We may not be even
aware of the values that guide our actions. But if anything happens that offend our values, we
would be disturbed.

Values are learnt not taught. Values are learned from childhood, from the variety of contacts
one has with persons, stories and situations that reflect values. Values are being formed.
Satsangs, church services, legends, dinner table conversations, school activities, all
influences values. Consciousness is the custodian of the values.

3. Human and ethical values are the wealth of character”. Discuss, in terms of the
Indian perspective.

Ethics is related to issues of rightness and wrongness. These are determined by ones values.
Our sense of right or wrong or what is proper or not proper, has its base in the values that we
uphold or cherish
We may not be even aware of the values that guide our actions. So first of all we will see
what does value means:

Value concept:

Value represents the standard or ideals about what approach person, object event or activity
‘ought to be’
E.g. we expect people to be honest & sincere

Value denotes a sense of right or wrong good or bad and other judgmental criteria base on
our strong since of what the ideal ought to be.

‘Value’ shape attitudes, perceptions, interests and finally personality.

Value classification:

The values are inexhaustible and innumerable relating to different stages of life,
Different functionalities of life, and different purpose of life.
The fallowing are the some of the classification according to Hindu philosophy:

Human values to lead life and to become ‘Purna Purusha’ covers;

 Dharma: do unto others as would have them to do unto you
 Artha: earning
 Kama: fulfillment of physiological and psychological needs
 Moksha: transcendence of mind or self-actualization.

Value at individual level includes:

 Faith  Humility
 Self respect  Absence of egoism
 Setting an example or being ideal  Poise
 Competitiveness  Simplicity
 Creativity  Reason
 Devotion towards work  Truth
 Tolerance  Non-covetousness.
 Sacrifice  Forgiveness
 Courtesy  Cleanliness
 Honesty  Detachment
 Civil sense  Equanimity
 Honesty  Fortitude

Values that can be imparted to members of organization collectively includes:

 Harmony  Social conscience

 Resourcefulness  Co-operation
 Discipline  Live and let live
 Dharma  Concern
 Equity  Care
 Brotherhood  Mutual trust
 Unity  Love
 Peace  Team-spiritedness
 Efficiency  Effectiveness
 Excellence  Productivity
 Morale  Responsibility
 Risk bearing  Accountability
 Sharing  Sacrifice
 Need for human values and ethics:

Every human being, at every moment, both in personal life is faced with a dilemma of selecting
or choosing this path or that one. In individual life one face several dilemmas. For example,
taking a chilled to hospital, attending on the guests, attending party, going to movie with a friend,
preparing material for the next days job and host of other dilemmas. In organizational life, one
face several dilemmas for instance attending to his job, attending the work he likes, attending the
work that satisfies boss, appeasing colleagues, doing something for the sake of subordinates,
helping out of way due to several reason like corruption, favoritism, and nepotism, etc. in all
such situation, if the man is clear with his values there will be less predicament, confusion, filing
of loosing something to the other and frustration. It is because the values created convictions
even in critical situations. A value to an individual is what a compass to a navigator both in
personal and organizational life.

Comment on “work ethics and culture” as per Indian insight.

Answer:
Ethics, which is normally known as the “Moral Philosophy”, deals with the concerns of right
or wrong, good or bad, correct or incorrect. Due to the value and cultural differences, and
pattern of the work across the world ethics and ethical values varies from location, society,
country, region and religion. This clearly defines ethics in context specific, society specific
and cultural specific.

Even in our Shree Bhagavad-Gita the concept of “Bahujan Hitay Bahujan Sukhay” has been
emphasized. It means that the interest of the majority of people has been protected. The
entire group of individuals must behave and fulfill their duties in tunes of their philosophy.
The discharge of duty of every individual must have the ultimate end of the happiness of the
majority.

Every individual has to consider his work as worship and has to understand that they have to
work for themselves, work for the excellence not merely for the survival. Our Indian ancient
philosophy believes that every individual have a unique talent and a unique way of
expressing it. There is something that every individual can do better than anyone else in the
whole world.

The Indian economy had been booming for the past few years. The country held great
promise for the future. Liberalized foreign policies had unleashed the entrepreneurial spirit
of its people, and many multi-national firms had set up offices here

Everyone is shaped by their own culture whether they know it or not. Our very thoughts and
actions are dependent on our culture. These thoughts and actions are so ingrained that we
don’t even think about them until we are confronted with another culture and another way of
doing things.
Upon first confronting a new culture a businessperson’s first reaction is to think, “my way is
best.” A businessman or woman may experience a ‘culture clash’. This can be avoided with
some study that may lead to a realization that he/she was wrong and that others have a better
way of doing things. Finally the businessperson may experience a new awakening to the
problems in his/her culture.

Indians are known the world over for being very productive people. In fact our productivity
in certain areas has left competitors far behind. This is all because somewhere deep in every
Indian there is a value system exists. Every Indian were to contribute far more to the Indian
system (deposits), than he/she takes out of it (with drawls), our large population would soon
begin to appear as an asset instead of a liability. Our state and situation would not be
different, I contend, even if we had a smaller population and a lower rate of growth, with
our existing per capita productivity -- resulting from our prevailing work culture, work
ethics and attitudes.

We are like an individual in debt who, instead of wiping out his debt by generating extra
income, seeks to do so by taking another loan. And this extra income can come only
through increased productivity or through extra efforts aimed at additionally resource
generation compared to what was obtaining previously.

country's future well-being depends on arresting the prevailing rot, reversing the present
trend and reestablishing high standards and values in our daily lives no matter who and
where we are, and what we do -- and whether we are in government, or outside? We should
be. Not only that, we ought to be doing something about it if we ever want to realise the
India of our dreams! As things are and the way we are going, can no longer be acceptable.
We must break away and begin doing things differently.

A beginning has to be made. If it is not possible to do so as an organisation, or as a unit

within an organisation, no one can stop us from doing so at your own individual level. If
that turns out to be the only option, so be it. The next best thing would be to look for like
minded individuals in our own unit/organisation, or in other organisation(s), and network
with them. One: this is better than doing nothing. Two: networking can lead to synergies and
better prospects for others joining in.

WORK MOTIVATION

Introduction:
Technically, the term motivation has its origin in the Latin word “movere” which
means, “to move”. Thus the word motivation stands for movement .One can get a donkey
move by using a carrot or a stick .With people one can use incentives, or threats or
reprimands however these only have a limited effect. These work for a while and need to be
repeated, increased or reinforced to secure further movement

Motivation is also very nicely described in Vedanta. It says that it says that work is
very natural for living human beings. They worked for their own development and growth.
So Vedanta insists that let good actions flow out of us naturally. Right action, perform in an
excellent manner will manifest the best of qualities in us. It will uplift the doer and produce
maximum happiness to greatest number of people. Thus, motivation is internal and not
external. Infact GEETA itself is example of wonderful motivation provided by Lord Krishna
to Arjuna.

Definition:
'An urge to perform certain act(s) willingly and enthusiastically toward the attainment
of some common objectives.'
From this definition, three points emerge prominently:
(a) First, motivation refers to a person's inner urge and feeling.
(b) Second, the person's urge or feeling must result into some sort of willing and enthusiastic
action.
(c) Third, the action(s) of the person must be goal-oriented

Work motivation:
Craig Pinder:’work motivation is set of energetic process that originate both within as well as
beyond an individual being, to initiate work related behavior and to determine its form,
direction, intensity, duration.’
Stephen Robbins:’ work motivation as a willingness to exert high level of efforts towards
organization goals, conditioned by the effort’s ability to satisfy some individual needs.
Thus there are 3 key elements in this definition:
1. Effort
2. orgnisational goals
3. Needs

Indian approach to motivation:

Indian approach assumes that every human being is an integral part of supreme
creator, Supreme Being, God or nature. He is potentialGod. He is on the path of self-
realization. In the sense that is setting his true identity and aims towards being one with
God.Naturally, should not be treated merely as a bundle of animal instinct, vices and
struggling for satiation of his material or selfish motives. He may be ignorant of his true self
like he is potential god, but it is one’s duty makes him realise his true nature.
Once e realizes his true self, he will approach towards other human being sand the
organsation with a sense of service and dedication. It is necessary to give a person patience
listening, understanding his problem and difficulties, behavior and suggest to him that
organization is very much concern with his attempt to satisfy his personal goal, that
achieving organizational will increase his chances of attainment of his personal goal.
Personal goal and organizational goal should be aligned harmoniously. The person should be
clear idea as to what is expected of him, what skills he should develop to attain his own goals
and through his efforts for attaining Personal goals attaining the organizational goals.
It is holistic approach of motivation. The work should be meaningful organization
him. He should believe that work would help him self-realization.

Western approach to motivation :

Western approach to motivation believes that a person is motivated by a
hierarchy of needs, ranging from basic need or from physical or biological needs like food,
clothing and shelter, security needs, social need, ego needs and self actualization needs
(Abraham Maslow)
The needs are insatiable; they are ever increasing and after satiation of one
needs another need crave for satisfaction. Mostly approach person cannot be motivated for
higher type of work unless This present needs are satisfied. Every person is at particular level
of needs craving for satisfaction.
Man is by nature motivated by the cravings for satisfaction of his needs. He is
approach bundle of physical and psycho- social needs. Approach person mind is working at
three level i.e. unconscious level, conscious level and superconscious level or conscience.
Western thinking is predominantly based on the theory of mind, proposed by sigmund Freud
and other psychologist like Alfred Adler, Jung, B F. skinner, Abraham Maslow etc. Sigmund
Freud gave more importance to the sexual and aggressive cravings contained in the Id
(unconscious level of mind), which are unrelated to he reality ego i. e. conscious level being
related to the material world, it tries to seek opportunities to allow satiation of the basic
instinct suppressed in the Id. Super ego or conscience is developed due to cultural upbringing
and it determines which need could be satiated as per the socially approved norms or pattern
of behavior.

INDIAN ETHOS AND MOTIVATION :

Ethos has nothing to do with ethics. Ethos may be behavior that is not desirable, but it
is behavior i. e. normal, spontaneous, unplanned. It is result of the lessons (beliefs, values)
that have been stored in the subconscious, from the variety of experiences from childhood
onwards like grandma’s tales, discussions at home.
Indian ethos is not Hinduism.because India is multicultural- multiethnic,
multireligious. Behavior differ considerably between metropolitan cities and villages,
between north, south, east and west, according to different religious persuasions, and number
of other factors that affects culture.
The only basic truth which has developed into the vast Indian ethos is that there is profound
spiritual dimension in every human being over and above the physical and psychic
dimension.

Application of Indian ethos in motivating the people:

. As per Indian ethos to motivate the employees trust (vishwas), and respect (shradha)
is needed. The workers like to be recognized as self-respecting human beings. It is possible
when the leader recognizes them as dignified men and women. At the same time workers
like to see their leaders as person above average, with integrity of character (charitra). If he
can command the love, respect and faith of his subordinates, he can motivate them easily.
The subordinates expect equality and justice from their leader. They like to see their leader
as honesty (satyta) that is truthfulness, so leader or manager has to earn these qualities.

To retain the spirit of Indian ethos we should have used the word “Inspiration” rather
than motivation. Motivation basically means to bring a change in approach & behavior in a
person. In Indian ethos three paths are suggested in these regard-
 Path of knowledge (gyan yoga)
When one understands the right and wrong paths and intellectually understands the
importance of change, one takes action on this line. Training to employees can help in this
regard

Moving one emotionally (Bhakti yoga)

When some body is emotionally aroused or feels that he will achieve psychological
fulfillment if he takes particular step, he will do it. Only this step should be towards change

Path of action (karma yoga)

When some one does something he sees that every action produces certain results or
consequences-both good and bad. From experience he learns the cost effect relationship and
he tries to take the right step. This first hand experience can bring approach change in him

There are five steps to motivate somebody-

1) Listen to him. Note his feelings first and then his thoughts (i.e. his value system). Try to
understand him.
2) Put stress on his strengths or good sides. Make him aware of this and say that he can
achieve greater things. Treat him on the emotional plane (earlier we had referred top this
as “Bhakti yoga”
3) Now proceed from the intellectual angle. Discuss the pros and cons of his approach, his
irrational deep-rooted beliefs, and help him to set the right kind of goal.
4) Now tell him the action step to be taken to achieve the goal. Only understanding some
thing intellectually may not help one unless one starts working on it.
5) Consequences or the results of the action are also to be discussed so that he can have the
clear idea of end results. He must have specific goals, not in the abstract sense but in a
concrete form.
Indian ethos highlights two very important factors in motivation-
Acharya- In Sanskrit a teacher is called acharya i.e.who teaches other by practicing the
ideals himself. In India common man expects their leader to be uncommon, a better person
than themselves. So leader or manager can motivate people more if he himself lives upto the
ideals he speaks of.

Divinity of man- It was given the utmost importance in Hinduism. The significance is every
one has got both good and weak sides, but harping on one’s weak points will not solve the
problem. Rather, highlight his strong or good aspects. It will help him in the right direction.
Stressing on these aspects you can boost him and thus can make him more productive which
in turn will help the organization.

Self management with an Indian insight :

Vedanta teaches that unless you learn to manage yourself you cannot manage other
people and other things effectively. For managing efficiently and successfully the outer
world one must learn to manage and control one’s inner world i.e. ones own desires which
arrives at mental level. One’s thoughts cause by desires, which arrives at one’s level of
intellect and one’s activities, which take place at the level of physical body to execute the
thoughts. Self-management also implies equanimity of mind against the pair of opposites
like joy and sorrow, success and failure etc. it also implies one’s perfect control over
attachment (Raga), fear (Bhaya) and anger (Krodh) in one’s day to day functions.
If one were to look for the distinctive competence, core competence, unique selling
proposition of the shastras, it is the systematic model of self-management. It is well
recognize that while wester4n thoughts focus more on the external world, Indian thought
began with the deep understanding of the self and then related it to the cosmos.
Self-awareness: The injunction is ‘know thyself’. Among several related answers are
the following.aham brahmasmi (I am that universal soul). Tat twam ASI (you are that,
immortal reality of the cosmic universe).
Drives: understand and moderate your drives. Do not repress them. Allow them scope
in legitimate ways. Then transcend them. Further on, transmute the energy of the drivers to
nobler causes. Reduce tamas-sloth inaction, negativism, and cynicism, fear anxiety. Convert
rajas- Raw aggressive, egoestic, turbulent, energy into satva- refined, highly efficient
focused, calm, harmonizing, and socially binding energy.
Thus there are, four important factors for self management-
1) An unterturbed mind
2) Developing oneself, the growth within
3) Not to submit to fear and temptation and
4) Caring for others
The Indian ethos puts stress on ‘self-management’. Hitler was skilled manager. He
could motivate the whole German nation; he was approach very good team-builder.
Goebbels-himmler-goering-rommel proved that Hitler was an expert in the art of delegation.
Just in 20 years he made Germany strong and highly productive. All these showed that Hitler
was class one manager. But lack of self-management ruined him and also destroyed
Germany and other countries.in India the ‘rajarshi’ concept was prescribed as the ideal of an
effective manager. He must be ‘raja’ (skilled in governance) and also ‘rishi’ (an ideal human
being with divine quality). To be precise, self-management means to be the master of one’s
own thoughts, feelings and actions.
American Style of Motivation :
At different times of evolution of management thought in this century, different
motivation techniques were employed in the West. These techniques varied from punishment
and/or fear of punishment to the more recent behavioral techniques. Salient motivation
techniques, which have been in vogue in most of the Western countries during the current
millennium, are described below with this author's commentary.
(a) Kick Him in the Back (KHIB) Technique.- This technique had been very popular
among managers of industrial concerns during eighteen, nineteen and early twentieth
century. It is now out of fashion due to three inherent drawbacks. First, it is inelegant and
inhuman in the so-called benevolent democratic societies of the west. Second, it may
backfire also; the subordinate may also kick the manager in the back. Third, it only facilitates
physical movement of employees; mental movement of the employees might be in the
opposite direction.
(b) Psychological Punishment Technique.- This technique is still used by many managers
due to its refinement and subtleties in punishing people. Psychological punishments of
scolding, threats and holding back rewards result in internal bleeding and psychological
stress. The employee is psychologically coerced and cajoled to cooperate. Despite being
subtle and discrete, this technique, apart from suffering from the drawbacks of KHIB, hardly
motivates the personnel since motivation involves willing and enthusiastic actions.
(c) Fringe Benefits Technique.- This technique highly relies on monetary rewards for good
behavior of people. Many managers are convinced of its utility in moving personnel toward
common goals. In fact, a large number of managers complain that they are not in a position
to motivate their subordinates since they do not control financial incentives and other fringe
benefits. However, the argument seems to be self-defeating because many management
authors are of the view that fringe benefits techniques are not properly geared to motivate the
contemporary employees due to the following reasons: -
(I) Most fringe-benefits programs are not directly linked with the employees' productivity.
(ii) The benefits drawn by the personnel from the fringe-benefits programs often lead to
more off-the-job comforts than on-the-job motivations.
(iii) Relative affluence of personnel in the recent years and the meagre share of fringe
benefits in the total earning of employees have also considerably dwarfed the significance of
this technique.
(iv) At its best, this technique might work for a short while; at the worst, nobody might be
pushed a bit by this technique.
(v) When fringe-benefits programs are administered most judiciously and involve doling out
substantial benefits, the employees are usually motivated to perform their routine and regular
tasks most efficiently. However, their effectiveness in motivating personnel toward
innovative tasks is still doubtful. The main reason being that money may stimulate physical
muscles of a person; it can hardly influence the intellectual capacity or stimulation of an
employee.
(vi) Monetary rewards have proven ineffective to motivate the employees who seem to
possess strong religious or nationalistic convictions.
(vii) Fringe benefits also lose their motivating force in case of employees who place higher
value on human relations outside the organization.
(d) Human Relations Technique.- After the emergence of human relations school of
management in 1940s, a number of Western companies heavily invested in costly human
relations programs to teach their managers the psychological approaches of handling people.
However, much to their dismay, positive results are only marginally visible and the
companies' chiefs are still pondering over the issue: how to motivate their personnel.

Japanese style of Motivation:-

Over the years, Japanese management styles have been focus of discussion in management
schools and various courses. The Japanese concept of motivation of corporate personnel
revolves around four principles, namely 'I.E.' [meaning alternatively family, household, firm
or organization], 'NENKO' [lifelong employment], 'RINGI' [consensual decision making in
corporate matters] and profit-n-loss sharing among employees of the company.
The first principle of 'I.E.' seeks to instill in employees a sense of belonging, identification
and loyalty to the firm as one big family. The second principle of 'NENKO' provides much
needed job security to employees since they are employed on permanent basis with the
understanding that they would not be laid off during recession times. This practice breeds
loyalty among employees toward the company unheard in rest of the world. The third
principle of 'RINGI' provides an opportunity to employees to display their feelings and give
suggestions to management in nearly all types of corporate matters, e.g., pace of work,
quality standards, overtime schedules, and even acceptance or rejection of a big
export/import order for the company. The fourth principle of profit-n-loss sharing helps to
further solidify the contentions of employees that they are real owners of the company. Big
Japanese companies and corporations have unique practice of placing their employees on
FIRST PRIORITY in profit-n-loss sharing formula. Therefore, while Japanese employees
earn huge bonuses during boom; they agree to accept reductions in their salaries when the
firm is suffering financial losses. In this regard, the chief executives and senior managers
take the lead to agree voluntarily to reduce their salaries, thus prompting a similar response
from rest of the corporate personnel. Needless to say that all these principles, when working
together, make Japanese employees the most motivated human resources in the world.
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