www.IndianJournals.com Members Copy, Not for Commercial Sale Downloaded From IP - 34.232.64.237 on dated 25-Jul-2022 EXCEL International Journal of Multidisciplinary Management Studies Vol.2 Issue 12, December 2012, ISSN 2249 8834 Online available at http://zenithresearch.org.in/ 47 A MULTILEVEL MOTIVATION MODEL FOR ORGANIZATIONAL PERFORMANCE ENHANCEMENT ANUSHREE CHAUHAN* *Assistant Professor Department of Management Studies YMCA University of Science & Technology Faridabad, Haryana, India ABSTRACT Every organization strives for profitability, consumer satisfaction and quality. In the era of global competitiveness every organization envisages performance enhancement for meeting their ends and to excel. There are innumerable factors affecting the performance of an organization. It has been stressed that soft options viz. the role of human beings, has an influencing impact on the performance. Survival and growth of an organization depends considerably on the performance of its employees, which in turn depends on two factors, i.e. (i) ability to work (ii) will to work. The first factor is determined by the quality of education, training, and experience that an employee has acquired. The second factor is more difficult to manage as it involves change in behavior and attitude of an employee towards work, or motivating him to work in a desired manner and give overall better performance. Therefore, motivated workforce is essential for efficient working and optimum productivity and thus for attaining the organizational objective of profitability, consumer satisfaction and quality. This paper discusses the concept of multilevel motivation i.e. different „motivators‟ affect different levels in an organization. It draws upon a model for multilevel motivational aspects having a synergic effect with the performance enhancement. KEYWORDS: Multilevel motivation, Organizational levels, Theories of Motivation, Performance enhancement INTRODUCTION Organizations have been faced with challenges like never before. Increasing competition from businesses across the world has meant that all businesses must be much more careful about the choice of strategies to remain competitive. Everyone (and everything) in the organization must be doing what he or she is supposed to be doing to ensure strategies are implemented effectively. This situation has put more focus on effectiveness, that systems and processes in the organization be applied in the right way to the right things: to achieve results. All of the results across the organization must continue to be aligned to achieve the overall results desired by the organization for it to survive and thrive. Only then it be said that the organization and its various parts are really performing. So the performance of an organization is the summation of performances across the organization[1]. Quality, profitability, and customer satisfaction are the needs of an organization and these are dependent on performance. Performance in turn is dependent on