karcUlrYm nig karpþl;GMNacdl;nieyaCit Employee Involvement and Empowerment

1. emeronTI5 karcUlrYm nig karpþl;GMNacdl;nieyaCitEmployee Involvement and Empowerment

2. bøg;emeron • Involvement • Motivation • Benefits of Employee Involvement • Empowerment • Teams • High Performance Work Systems

3. Employee Involvement • Any activity by which employees participate in work-related decisions and improvement activities.

4. Motivation • Maslow’s Hierarchy of Needs • Herzberg’s Two-Factor Theory • Employee Wants

5. Maslow’s Hierarchy of Needs • Level 1 (survival): food, clothing, and shelter, which is usually provided by job. In workplace, Level 1 needs include proper lighting, heating/air conditioning, ventilation, phone system, data/voice access, and computer information system. • Level 2 (security): a safe place to work and job security, which are important to employees

6. Maslow’s Hierarchy of Needs • Level 3 (social): our needs to belonging. • Level 4 (esteem): pride and self-worth. • Level 5 (self-actualization): individuals must be given the opportunities to go as far as their abilities will take them.

7. Herzberg’s Two-Factor Theory • Motivators: people were motivated by recognition, responsibility, achievement, advancement, and the work itself. • Dissatisfiers: bad feelings were associated low salary, minimal fringe benefit, poor working condition, ill-define organizational policies, and mediocre technical supervision.

8. Employee Wants • While management thinks that good pay is number one of the employee, survey results show that this factor is usually in the middle of the ranking. • Employee wants tend to follow the theories of Maslow and Herzberg. • Managers’ perception are much different.

9. Employee Wants • Interesting work • Employee rating: 1 • Manager rating: 5 • Appreciation • Employee rating: 2 • Manager rating: 8

10. Employee Wants • Involvement • Employee rating: 3 • Manager rating: 10 • Job security • Employee rating: 4 • Manager rating: 2

11. Employee Wants • Good pay • Employee rating: 5 • Manager rating: 1 • Promotion/growth • Employee rating: 6 • Manager rating: 3

12. Employee Wants • Good working conditions • Employee rating: 7 • Manager rating: 4 • Loyalty to employees • Employee rating: 8 • Manager rating: 7

13. Employee Wants • Help with personal problems • Employee rating: 9 • Manager rating: 9 • Tactful discipline • Employee rating: 10 • Manager rating: 6

14. Employee Wants • By involving employees through the use of teams in meaningful work and by providing the proper reward and recognition, managers can reap the advantages of greater quality and productivity along with employee satisfaction.

15. Achieving a Motivated Work Force • Know thyself: Managers must understand their own motivations, strengths, and weaknesses. • Know your employees: Most people like to talk about themselves, therefore, the motivating manager will ask questions and listen to answers.

16. Achieving a Motivated Work Force • Establish a positive attitude: A positive action-oriented attitude permeates the work unit. Managers are responsible for generating attitudes that lead to positive actions. • Share the goals: A motivated work force needs well-defined goals that address both individual and organizational needs

17. Achieving a Motivated Work Force • Monitor progress: The process of goal-setting should include a road map detailing the journey with periodic milestones and individual assignments. Managers should periodically review performance. • Develop interesting work: Managers should consider altering the employees’ assignments by job rotation, job enlargement, and job enrichment.

18. Achieving a Motivated Work Force • Communicate effectively: Effective communication provides employees with knowledge about their work unit and the organization. • Celebrate success: Recognizing employee achievements is the most powerful tool.

19. Benefits of Employee Involvement • Employees make better decisions using their expert knowledge of the process. • Employees are more likely to implement and support decisions they had a part in making decision. • Employees are better to spot and pinpoint areas for improvement. • Employees are better able to take immediate corrective action.

20. Benefits of Employee Involvement • Employee involvement reduces labor/management friction by encouraging more effective communication and cooperation. • Employees are better able to accept change because they control the work environment • Employees have an increased commitment to unit goals because they are involved

21. Empowerment • Employee Empowerment • Empowerment and Motivation

22. Employee Empowerment • The controlled transfer of authority to make decisions and take action.

23. Empowerment and Motivation • Empowerment is the key to motivation and productivity. • An employee who feels he or she is valued and can contribute is ready to help and grow in the job. • Empowerment enables a person to develop personally and professionally so that he or her contributions in the workplace are maximized.

24. Teams • Team • Teamwork • Why Teams Work • Common Barriers to Team Progress

25. Team • Team is defined as a group of people working together to achieve common objectives or goals.

26. Teamwork • Teamworkis the cumulative actions of the team during which each member of the team subordinates his individual interests and opinions to fulfill the objectives or goals of the group.

27. Why Teams Work • Teams work because many heads are more knowledgeable than one. • Many processes are so complex that one person cannot be knowledgeable concerning the entire process. • The whole is greater than the sum of its members

28. Why Teams Work • The interaction within team produces results that exceed the contribution of each member. • Team members develop a rapport with each other that allow them to do a better job. • Teams provide a vehicle for improved communication, thereby increasing the likelihood of a successful solution.

29. Common Barriers to Team Progress • Insufficient training • Incompatible reward and compensation • First-line supervisor resistance • Lack of planning • Lack of management support • Lack of union support • Project scope too large

30. Common Barriers to Team Progress • Project objectives are not significant • No clear measure of success • No time to do improvement work • Team is too large • Trapped in groupthink

31. High Performance Work Systems Compensation and recognition Work and Job Design Flexibility Innovation Knowledge and skill sharing Organizational alignment Customer focus Rapid response Health and safety Empowerment Suggestion systems Employee Involvement Training and Education Teamwork and Cooperation

32. Review Questions • Define the following: (a) Involvement (b) Motivation (c) Empowerment (d) Team (e) Teamwork

33. Review Questions • List the five levels in the Maslow’s hierarchy of needs and describe each level. • Describe Herzberg’s dissatisfiers and motivators. • List five common barriers to team progress. • Why do team work? • Evaluate an organization’s high performance work systems.