Abraham Maslow’ Hierarchy of Needs Employee Involvement Abraham Maslow’ Hierarchy of Needs Survival Food, Clothing, Shelter Security Safe Workplace and Job Security Social Our need to belong Esteem Pride and self worth Self-actualization Given the opportunity to go as far as their abilities will take them

Herzberg’s Two Factor Theory Motivators Recognition, Responsibility, Achievement, Advancement & work itself. Dis-satisfiers or Hygiene Factors Salary, Fringe Benefits, Working Conditions, Organization policies & technical supervision.

What Employee Want ? Factor Employee Manager Rating Rating Interesting Work 1 5 Appreciation 2 8 Involvement 3 10 Job security 4 2 Good pay 5 1 Promotion/growth 6 3 Good working condition 7 4 Loyalty to employees 8 7 Help with personal problems 9 9 Tactful discipline 10 6 (Source: Study by K. Kovich, Advanced Management Journal)

Achieving a Motivated Workforce Know thyself Know your employees Establish a positive attitude Share the goals Monitor progress Develop interesting work Communicate effectively Celebrate success

Empowerment 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.”

Conditions of Empowerment Everyone must understand the need for change. The system needs to change for the new paradigm. The organization must enables its employees.

Teams Types of Teams Process Improvement Teams Cross-functional Teams Natural work Teams Self-directed / self managed Teams Project Teams Task Teams

Characteristics of Successful Teams Sponsor Team Charter Team Composition Training Ground Rules Clear Objectives Accountability Well-defined decision procedures Resources Trust Effective problem solving Open communication Appropriate Leadership Balanced Participation Cohesiveness

Team Member Roles Ensure smooth and effective operation Facilitate team process Serve as contact point Monitor the status and accomplishments of members Prepares meeting agenda Ensure team decisions Supports the leader in facilitating the t Act as a resource to the team Maintain documents and present it to management

Decision Making Methods Non-decision Unilateral decision Handclasp decision Minority-rule decision Majority-rule decision Consensus

Stages of Team Development Forming Storming Norming Performing Adjourning

Common Problems Floundering Overbearing Participants Dominating Participants Reluctant Participants Unquestioned acceptance of opinion Rush to accomplish Attribution Discounts and “plops” Wanderlust: digression and tangents Feuding team members

Common Barriers to Team Progress Insufficient training Incompatible rewards and compensation First-line supervisors resistance Lack of planning Lack of management support Access to information systems Lack of union support

Success Formula for the Suggestion System Be progressive Remove fear Simplify the process Respond quickly Reward the idea

Recognition 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.

Gain sharing Gain sharing is a financial reward and recognition system that results from the improved organizational performance. Potential income = $ 535,000 Labour cost as a % of sales = 27 % Team goal = 535,000 * 0.27 = $ 144, 450 Annual Team cost = $ 138,365 Gain = $ 144,450 – 138,365 = $ 6085

Performance Appraisal Ranking Compares employees by ranking from the highest to lowest. Narrative Gives a written description of employee’s strengths and weaknesses Graphic Indicate the major duties performed by the employee and rates each duty with a scale 1-5 Forced Choice Places each employee in a category with a predetermined percentage- excellent (10 %), v. good (25%), good (30 %), fair (25%) and poor (10%)

Tips 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 PA Include indexes for external customer satisfaction in PA Use peer and subordinate feedback as an index of internal customer satisfaction in PA Include evaluation for process improvement in addition to results