3. Motivational Technique Acting, engaging, meeting
higher order needs
Employee(stakeholder) is
incorporated into the
management process and has
an influence on the decision
making process(at all levels)
- Problem analysis
- Strategy development
- Solution implementation etc.
Human Relations Approach
4. "Participation refers to the mental and emotional
involvement of a person in a group situation which
encourages him to contribute to group goals and
share the responsibility of achievement" - Keith
Davis
WPM(Worker' Participation in Management) -
Participation of non-managerial employees in the
decision making process of the organisation
6. Basic Requirements:
Willing to give up
control
Ready to accept
ideas
Careful Planning Cultural change Genuine and honest
Trust Willing to participate
Provide information
or training
Encouragement Guiding employees
Provide criteria Give sufficient time
Integration of
suggestions
Ask for alternative
suggestions
Create confidence
Union
representation
Clearly formulated
objectives
Feeling of
participation
Effective
consultation
Faith
7. Levels of workers
participation in
management
Information participation of workers
– Receive information & express their
views
Consultative participation of workers
– Act as consultant(advice) -
safety, health, welfare at workplace
Associative participation of workers
– Management morally bound to accept
and implement the opinion of workers
Administrative participation of
workers – Employees select the best
decision for implementation
Decisive participation of workers –
Take decisions together
8. Purpose
To manage resistance to change
Encourage communication at all levels
Minimum industrial conflict
First step to establishing democratic
values
9. Forms
Collective Bargaining
Suggestion schemes
Work councils
Works committees
Joint Management Councils and Committees
Joint Decision Models
Self-Managing Teams
Worker' Representation on Board
Co-partnership
Quality Circles
Total Quality Management
10. F W Taylor
Identifies the practical deviations from the standards or the best practice
Let the senior management to concentrate on more important work
Significant deviation reported to Sr. Management “Exception has occurred”
Accounting department Budget forecasting – NOT overstated/understated Variance
analysis Significant deviation
General business application + Business intelligence application Skilled staff +
Software tools
11. Features
Comparison of planned and actual results
Management intervention only if there is deviation
Minor deviations low-level supervisors , Huge deviations Top level
management
Responsibility to take decisions and fulfil their work by themselves
Reduce managerial load
Can bring forward business errors, oversights, ineffective strategies etc.
12. Steps:-
1. Identifying and specifying Key Result Areas (K.R.A.s)
2. Setting standards and outlining permissible deviations, especially
K.R.A.s
3. Comparing actual results with the standards
4. Computing and analysing deviations
5. Identifying non-permissible, that is, critical deviations in K.R.A.s
6. Strategising and taking corrective actions
13. Importance:
Easy determination of responsibility
Saves Time
Optimum utilisation of abilities
Increases productivity
Enhances research and development
Develops subordinates
Advantages and Disadvantages
15. Observe employee performance throughout an evaluation period
Give employees regular feedback
Schedule public announcements to recognise employee
Promote employees
Ask employees to volunteer for roles
Collect employees Opinion
16. Methods
Monetary incentives
Non-monetary incentives :
Security of service
Praise or recognition
Suggestion scheme
Promotion opportunities
Challenging jobs:
Job design
Job redesign
Job enlargement
Job rotation
Job enrichment
Merit pay
Spot award
Life long learning
Skill-based pay
With positive reinforcement
Use of empowerment
Goat-setting methods