The Employee involvement, Motivation and empowerment in Human resource and Quality management.

1. EMPLOYEMENT
INVOLVEMENT,
MOTIVATION,
EMPOWERMENT
Twinkle Melina J V

2. CONTENTS
• Introduction
• Motivation
• Achieving a Motivated Work Force
• ​Employee Surveys
• Empowerment

3. INTRODUCTION
Employee involvement is one approach to improving
quality and productivity.
Employee involvement is not a replacement for
management nor is it the final word in quality
improvement. It is a means to better meet the
organization’s goals for quality and productivity at all
levels of an organization.
employment involvement, motivation, empowerment
3

4. MOTIVATION
employment involvement, motivation, empowerment
4
Knowledge of motivation helps us to understand the utilization of employee
involvement to achieve process improvement.
Maslow’s Hierarchy of Needs
One of the first and most popular motivational theories was developed by
Abraham Maslow. He stated that motivation could best be explained in terms of a
hierarchy of needs and that there were five levels.
• Survival
• Security
• Social
• Esteem
• self-actualization

5. employment involvement, motivation, empowerment
5
Maslow’s Hierarchy of Needs

6. 6
Level 1 (survival) means food, clothing, and shelter, which is usually provided by a
job
Level 2 (security) can mean a safe place to work and job security, which are very
important to employees Level 3 (social) relates to our need to belong. It has been
said that cutting someone out of the group is devastating to that individual.
Level 3 (social) relates to our need to belong. It has been said that cutting someone
out of the group is devastating to that individual. Isolation is an effective punishment.
Conversely, giving an individual the opportunity to be part of the group by feeling
important and needed will motivate that person.
Level 4 (esteem) relates to pride and self-worth. Everyone, regardless of position or
job assignment, wants to be recognized as a person of value to the organization.
Level 5 (self-actualization) says that individuals must be given the opportunity to go

7. Herzberg’s Two-Factor
Theory
• Frederick Herzberg used
empirical research to
develop his theory on
employee motivation.
• He found that people
were motivated by
recognition,
responsibility,
achievement,
advancement, and the
work itself.
7

8. employment involvement, motivation, empowerment
8
EMPLOYEE WANTS
• While management thinks that good pay is the number one want of the
employee, survey results show that this factor is usually in the middle of the
ranking.
• It is interesting to note that the managers’ perceptions are much different. 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.

9. employment involvement, motivation, empowerment 9

10. ACHIEVING A MOTIVATED WORK FORCE
employment involvement, motivation, empowerment
10
The building of a motivated work force is for the most part an indirect process.
Managers at all levels cannot cause an employee to become motivated; they
must create the environment for individuals to motivate themselves.
• Know thyself
• Know your employees
• Establish a positive attitude
• Share the goals
• Monitor progress
• Develop interesting work
• Communicate effectively
• Celebrate success

11. EMPLOYEE SURVEY
An initial step a manager should take in
initiating employee empowerment is to
survey their employees to determine
their current level of perceived
empowerment

12. employment involvement, motivation, empowerment
12
• The first step is for the quality council to create a multifunctional team with
responsibilities as previously described
• The team will determine the objective and develop a plan to communicate
results, encourage root cause analysis, and encourage corrective action.
• The team will develop the survey instrument using in-house and external
expertise. Identifiers such as location, sex, age, seniority, and work unit are
absolutely essential to analyze the results
• The survey include personality characteristics, management styles, job
attitudes, and the work

13. employment involvement, motivation, empowerment
13

14. Presentation title 14

15. employment involvement, motivation, empowerment
15
• Personality characteristics—anxiety, self-esteem in the organization, and
ability to participate in the organization. •
• Management styles—consideration of subordinates, initiating structure,
commitment to quality.
• Job attitudes—job satisfaction, social support at work and co-worker’s
commitment to quality.
• The work—task variety, autonomy and importance
The results are compiled and analyzed, and a report is prepared for the quality
council in a timely manner. This report is shared with the entire organization,
including a mechanism for input of reactions and suggestions.
EXAMPLES

16. employment involvement, motivation, empowerment
16
• The last step is to determine areas for improvement. Such areas for
improvement will occur at the work unit level, cross boundaries among work
groups such as between engineering design and marketing, and cover the
entire organization

17. EMPOWERMENT
Empowerment is an environment in which
people have the ability, the confidence, and the
commitment to take the responsibility and
ownership to improve the process and initiate
the necessary steps to satisfy customer
requirements within well-defined boundaries in
order to achieve organizational values and goals
employment involvement, motivation, empowerment
17

18. employment involvement, motivation, empowerment
18
In order to create the empowered environment, three conditions are necessary.
1. Everyone must understand the need for change
2. The system needs to change to the new paradigm(model)
3. The organization must enable its employees.
There is nothing mystical about empowerment. People generally want to be
more in charge of their jobs and careers. After all, they do that successfully in
their personal lives every day. Most people appreciate and value the trust and
responsibility inherent in an environment that supports empowered people and
their actions.

19. 19
employment involvement, motivation, empowerment

20. THANK YOU