Presentation on theme: "Abraham Maslow’ Hierarchy of Needs"— Presentation transcript:
1Abraham Maslow’ Hierarchy of Needs Employee InvolvementAbraham Maslow’ Hierarchy of NeedsSurvivalFood, Clothing, ShelterSecuritySafe Workplace and Job SecuritySocialOur need to belongEsteemPride and self worthSelf-actualizationGiven the opportunity to go as far as their abilities will take them
2Herzberg’s Two Factor Theory MotivatorsRecognition, Responsibility, Achievement, Advancement & work itself.Dis-satisfiers or Hygiene FactorsSalary, Fringe Benefits, Working Conditions, Organization policies & technical supervision.
3What Employee Want ? Factor Employee Manager Rating Rating Interesting WorkAppreciationInvolvementJob securityGood payPromotion/growthGood working conditionLoyalty to employeesHelp with personal problemsTactful discipline(Source: Study by K. Kovich, Advanced Management Journal)
4Achieving a Motivated Workforce Know thyselfKnow your employeesEstablish a positive attitudeShare the goalsMonitor progressDevelop interesting workCommunicate effectivelyCelebrate success
5Empowerment Empowerment means to invest people with authority. Empowerment is an environment in which people have the ability, the confidence, and the commitment to take the responsibility and the ownership to improve the process and initiate the necessary steps to satisfy customer requirement within well-defined boundaries in order to achieve organizational values and goals.”
6Conditions of Empowerment Everyone must understand the need for change.The system needs to change for the new paradigm.The organization must enables its employees.
7Teams Types of Teams Process Improvement Teams Cross-functional Teams Natural work TeamsSelf-directed / self managed TeamsProject TeamsTask Teams
8Characteristics of Successful Teams SponsorTeam CharterTeam CompositionTrainingGround RulesClear ObjectivesAccountabilityWell-defined decision proceduresResourcesTrustEffective problem solvingOpen communicationAppropriate LeadershipBalanced ParticipationCohesiveness
9Team Member Roles Ensure smooth and effective operation Facilitate team processServe as contact pointMonitor the status and accomplishments of membersPrepares meeting agendaEnsure team decisionsSupports the leader in facilitating the tAct as a resource to the teamMaintain documents and present it to management
10Decision Making Methods Non-decisionUnilateral decisionHandclasp decisionMinority-rule decisionMajority-rule decisionConsensus
11Stages of Team Development FormingStormingNormingPerformingAdjourning
12Common Problems Floundering Overbearing Participants Dominating ParticipantsReluctant ParticipantsUnquestioned acceptance of opinionRush to accomplishAttributionDiscounts and “plops”Wanderlust: digression and tangentsFeuding team members
13Common Barriers to Team Progress Insufficient trainingIncompatible rewards and compensationFirst-line supervisors resistanceLack of planningLack of management supportAccess to information systemsLack of union support
14Success Formula for the Suggestion System Be progressiveRemove fearSimplify the processRespond quicklyReward the idea
15Recognition and Reward Serves as a continual reminder that the organization regards the quality & productivity as important.Offers the organization a visible technique to thank high achievers for outstanding performance.Provides employees a specific goal to work toward. It motivates them to improve the process.Boosts morale in the work environment by creating a healthy sense of competition among individuals and teams seeking recognition.
16Gain sharingGain sharing is a financial reward and recognition system that results from the improved organizational performance.Potential income = $ 535,000Labour cost as a % of sales = 27 %Team goal = 535,000 * 0.27 = $ 144, 450Annual Team cost = $ 138,365Gain = $ 144,450 – 138,365= $ 6085
17Performance Appraisal RankingCompares employees by ranking from the highest to lowest.NarrativeGives a written description of employee’s strengths and weaknessesGraphicIndicate the major duties performed by the employee and rates each duty with a scale 1-5Forced ChoicePlaces each employee in a category with a predetermined percentage- excellent (10 %), v. good (25%), good (30 %), fair (25%) and poor (10%)
18Tips for Good Performance Appraisal Use rating scales that have few rating categories.Require work team or group evaluations that are at least equal in emphasis to individual-focused evaluations.Require more frequent performance reviews having a dominance over future performance planning.Promotion decision should be made on PAInclude indexes for external customer satisfaction in PAUse peer and subordinate feedback as an index of internal customer satisfaction in PAInclude evaluation for process improvement in addition to results