Work System

1. Work System

2. Managers Seek……… • Initiative • Dependability • Willingness to take responsibility • Loyalty to company and manager • Willingness to suggest changes and improvements • Adaptability, flexibility Strong Commitment High Performance IPMI-HRM-Krishnan Rajendran

3. What do managers get…….. • Dissatisfaction • Depersonalization • Alienation • Frustration • Physical & Psychological Stress • Low Initiative • High turnover & absenteeism • Low product quality • Eroding productivity IPMI-HRM-Krishnan Rajendran

4. Dissatisfied and Disconnected • 40% of workers feel dissatisfied and disconnected from their employers. • About one out of every four workers are simply showing up to collect a paycheck. • Two out of every three workers do not identify with or feel motivated to drive their employer's business goals and objectives. • Management is not viewed as an asset. Source: The Conference Board IPMI-HRM-Krishnan Rajendran

5. Employees’ Dissatisfaction Extends to Leadership • Almost half the leadership is viewed as uninvolved and hands off. • 15% are in a leadership position because of their job skills and not management skills. • Only 30% are viewed as strong leaders. Source: The Conference Board IPMI-HRM-Krishnan Rajendran

6. Employee Commitment is Directly Linked to Retention Source: The Conference Board IPMI-HRM-Krishnan Rajendran

7. What’s Important to Employees? Job factor Manager Employee Good wages 1 5 Job security 2 4 Promotion/growth opportunity 3 7 Good working conditions 4 9 Interesting work 5 6 Personal loyalty to workers 6 8 Tactful disciplining 7 10 Full appreciation for work done 81 Sympathetic to personal problems 9 3 Feeling “in” on things 10 2 IPMI-HRM-Krishnan Rajendran Source: Ken Blanchard

8. How do they want to be recognized? The following are cited as the top five workplace incentives: • Personal thanks from the manager • Written thanks from the manager • Promotion for performance • Public praise • Morale-building meetings IPMI-HRM-Krishnan Rajendran

9. What is a Work System…… A Work System Is a combination of • Job tasks • Technology • Skills • Management style • HR policies & practices • These determine how work is: • Organized • Managed • How employees will: • Experience work • Perform IPMI-HRM-Krishnan Rajendran

10. The Work System Model Task Technology People (Their personal & Interpersonal skills) Job Content (Tasks) Management Style HR Policies & Practices IPMI-HRM-Krishnan Rajendran

11. Am I Walking the Talk? “What leaders say” must match “what they do” Always Employees believe what their leadersdo High Say/High Do High Say/Low Do Say Low Say/Low Do Low Say/High Do Never Do Always IPMI-HRM-Krishnan Rajendran

12. Am I Walking the Talk? • Worst Practice • Mixed signals • Leadership not trusted • Communication is perceived as “all talk and no action” • Best Practice • Words and actions match • Creates high trust • Builder of satisfaction and commitment Always High Say/High Do High Say/Low Do Say Low Say/Low Do Low Say/High Do • Bad Practice • Especially problematic if employees perceive them as a lingering problem or future danger • Mixed Signals • Creates low trust environment; encourages grapevine; high degree of speculation and low trust Never Do Always IPMI-HRM-Krishnan Rajendran

13. Creating a High Performance Culture Is there a Line of Sight? Does each individual in your organization understand the connection between: • the work they do every day, and • the performance of the organization?

14. What is a high performance organization? • High performance organizations (HPOs). • HPOs intentionally designed to: • Bring out the best in people via a strategically focused HR organization • Hire right, continuously train, and use the talent • Produce organizational capability that delivers sustainable organizational results. • HPO places people first.

15. What is the high performance context of organizational behavior? • Upside-down pyramid view of organizations. • Customers and clients at the top of organization. • Workers directly affect customers and clients. • Team leaders and middle managers directly support the workers. • Top managers clarify the mission and objectives, set strategies, and make adequate resources available.

16. The organization viewed as an upside-down pyramid

17. What is a high performance organization? • Emphasis on intellectual capital. • Intellectual capital is the foundation for HPOs To utilize intellectual capital, HPOs often organize work-flow around key business processes and use work teams within these processes

18. What is a high performance organization? • Key components utilized in HPOs. • Employee involvement. • Systems Thinking • Self-directing work teams. • Integrated production technologies. • Organizational learning. • Focus on Total Quality Management and Continuous Improvement.

19. What is a high performance organization? • Employee involvement. • The amount of decision making delegated to workers at all levels. • Employment involvement can be visualized on a continuum. • No involvement • Moderate involvement – Participative Management • High involvement or employee empowerment.

20. How do high performance organizations operate? • HPO component: employee involvement. • Flat and lean hierarchy. • Heavy team emphasis throughout organization. • Paper work minimized. • Rapid decision making emphasized. • People were empowered to do “whatever it takes” to get the job done.

21. What is a high performance organization? • Self-directing work teams. • Empowered to make decisions about planning, doing, and evaluating their work. • Sometimes called self-managing or self-leading work teams. • Important in HPOs due to: • Need to tap employees’ expertise and knowledge. • Need for employees to manage themselves.

22. What is a high performance organization? • Integrated production technologies. • Focus on providing flexibility in manufacturing and services and involves job design and information technology. • Key components: • Just-in-time systems. • Modular/Variable Manufacturing and Customer Support Systems • Use of computers.

23. What is a high performance organization? • Organizational learning. • A way for organizations to adapt to their settings and to gather information to anticipate future changes. • HPOs are designed for organizational learning • Google model: Eat, play, breathe as one • Remove desire to leave premises to get other “work” done

24. What is a high performance organization? • Total quality management (TQM). • A total commitment to: • High-quality results. • Continuous improvement. • Meeting customer needs. • TQM is a tightly integrated part of HPOs. • Encourages all workers to do their own quality planning and checking.