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Engagement, Empowerment, and Motivation

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Presentation on theme: "Engagement, Empowerment, and Motivation"— Presentation transcript:

1 Engagement, Empowerment, and Motivation
Chapter 9 Engagement, Empowerment, and Motivation

2 Employee Engagement Strong emotional bond to their organization
Are actively involved in and committed to their work Feel that their jobs are important, know that their opinions and ideas have value Often go beyond their immediate job responsibilities for the good of the organization

3 How Engagement Leads to Quality

4 Advantages of Employee Engagement
Replaces the adversarial mentality with trust and cooperation Develops the skills and leadership capability of individuals, creating a sense of mission and fostering trust Increases employee morale and commitment to the organization Fosters creativity and innovation, the source of competitive advantage Helps people understand quality principles and instills these principles into the corporate culture Allows employees to solve problems at the source immediately Improves quality and productivity

5 Employee Involvement Any activity by which employees participate in work-related decisions and improvement activities, with the objectives of tapping the creative energies of all employees and improving their motivation.

6 Empowerment “A sincere belief and trust in people.”
Empowerment – giving people authority to do whatever is necessary to satisfy customers, and trusting employees to make the right choices without waiting for management approval. “A sincere belief and trust in people.”

7 Examples of Empowerment
Managing work as individuals or teams Making traditional “managerial” business decisions Going outside of job descriptions to help customers Taking risks for the good of the organization even at a short-term cost

8 Management Action Needed for Empowerment
Identify and change organizational conditions that make people powerless, and increase people’s confidence that their efforts to accomplish something important will be successful.

9 Theoretical Basis for Empowerment
Customer satisfaction is correlated to employee satisfaction Employee attitudes correlate strongly to higher profits Empowerment leads to improved motivation and morale, as well as better quality, productivity, and speed of decision making

10 Principles of Empowerment
Empower sincerely and completely Establish mutual trust Provide employees with business information Ensure that employees are capable Don’t ignore middle management Change the reward system

11 Case Studies DynMcDermott Petroleum Operations Company
The Ritz-Carlton Hotel Company, L.L.C. Los Alamos National Bank

12 Reasons for Failure of Empowerment
Management support and commitment is nonexistent or not sustained. Empowerment is used as a manipulative tool to ensure employees complete tasks and assignments without giving them any real responsibility or authority. Managers use empowerment to abdicate responsibility or task accountability, accepting accolades for successes and assigning fault to others for failure. Empowerment is deployed selectively, segmenting the workforce into those who are empowered and those who are not. Empowerment is used as an excuse to not invest in training or employee development. Managers fail to provide feedback and do not recognize achievements.

13 Successful Empowerment
Provide education, resources, and encouragement Remove restrictive policies/procedures Foster an atmosphere of trust Share information freely Make work valuable Train managers in “hands-off” leadership Train employees in allowed latitude

14 Motivation Motivation - an individual’s response to a felt need Views
Extrinsic Intrinsic

15 Compensation Effect on motivation
Merit versus capability/performance based plans Gainsharing

16 Recognition and Rewards
Monetary or non-monetary Formal or informal Individual or group

17 Effective Recognition and Reward Strategies
Give both individual and team awards Involve everyone Tie rewards to quality Allow peers and customers to nominate and recognize superior performance Publicize extensively Make recognition fun

18 Work Environment Quality of working life Ancillary services

19 Engagement and Theories of Motivation
Job Characteristics Theory Acquired Needs Theory Goal-Setting Theory

20 Hackman-Oldham Model

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