Employeeinvolvement

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Employeeinvolvement

  1. 1. Tanetra Austin Tri-StateInstitute, 2010
  2. 2.  An approach taken to improve quality and productivity.
  3. 3. Employées- Backbone of TQM. Improves the quality and productivity. Aspects Of Employee Involvement EMPLOYEE MOTIVATION EMPLOYEE EMPOWEREMENT TEAMS AND TEAM WORK RECOGNITION AND REWARD PERFORMANCE APPRAISAL
  4. 4. EMPLOYEE MOTIVATION SCOTT DEFINES “ MOTIVATION IS A PROCESS OFSTIMULATING PEOPLE TO ACCOMPLISH DESIRED GOALS . IMPORTANCE OF MOTIVATIONIMPROVES EMPLOYEE INVOLVEMENT. PROMOTES JOB SATISFACTION. PROMOTES INTERPERSONAL COOPERATION.
  5. 5.  Helps individuals to understand the utilization of employee involvement to achieve process improvement. Motivational Quote “Obstacles are things a person sees when he takes his eyes off his goal.” E. Joseph Cossman
  6. 6.  Abraham Maslow developed the first and most popular motivational theories. He stated that motivation is best explained in terms of hierarchy.
  7. 7. What is Hierarchy A series of ordered groupings of people or things within a system.
  8. 8.  According to Maslow, there are five levels of hierarchy relating to motivation: 5.Self-actualization (control and freedom) 4.Esteem (pride and self-worth) 3.Social (need to belong) 2.Security (a safe place to work and job security) 1.Survival (food, clothing, and shelter)
  9. 9. Employee WantsEMPLOYEES WANTS TEND TOFOLLOW THE THEORIES OFMASLOW.
  10. 10. ACHIEVING A MOTIVATED WORK FORCE1. Know thyself2. Know your employees3. Establish a positive attitude4. Share the goals5. Monitor progress6. Develop interesting work7. Communicate effectively8. Celebrate success
  11. 11. Employee Surveys
  12. 12. Increasing the spiritual, political, social, or economic strength of individuals and communities.
  13. 13. Employee Empowerment Requires individuals to be held responsible for accomplishing a whole task. In order to create the empowered, three conditions are necessary:1. Everyone must understand the need for change2. The system needs to change to the new paradigm3. The organization must enable its employees
  14. 14. CHARACTERISTICS OF EMPOWERED EMPLOYEESThey feel responsible for their own task.They balance their own goals with the organization.They are challenged and encouraged.They monitor and improve their work continuously.They find new goals and change challenges.
  15. 15. I’m Shahbaz Hussain. Now I willcontinue the presentation
  16. 16. TEAMS ANDTEAMWORK
  17. 17. TEAM - Group of people working together to perform common achievement / goal.TEAMWORK - Cumulative actions of the team during the achievement of goal.BENEFITS OF TEAMWORK• Improved solutions to quality problems.• improved communication.
  18. 18. Teams work for the following 3 reasons:1. Many heads are more knowledgeable than one2. Each member has the ability solve problems3. Each member develop characteristics of subconscious communication with each other that allows them to do a better job
  19. 19. TYPES OF TEAMProcess improvement Team- Improvement of process. Cross functional Team- solving complex problems. Natural work Team- normal routine work. Self Directed/ self managed Team- plan, execute & direct.
  20. 20. Characteristics of successful Teams Sponsor- person from qty council. Team charter- document/ person indicating mission Team composition- shouldn’t exceed 10 members. Training- members are well trained. Ground rules- basic rules. Clear Objectives- Stated clearly. Accountability- periodic status report.
  21. 21.  Well defined decision procedures. Resources- tools. Trust – management trust on team. Effective problem solving- efficient methods. Open communication- everyone should talk. Appropriate leadership- leader who leads. Balanced participation Cohesiveness- single unit not in subgroups.
  22. 22. DECISION-MAKING METHODNo DecisionUnilateral DecisionHand Clasp DecisionMinority- Rule DecisionMajority- Rule DecisionConsensus 25
  23. 23. Effective Team Meetings Meeting should be regularly scheduled An agenda should be developed Agenda usually list Meetings should be periodically evaluated
  24. 24. Now I will continue the presentation. Naeem
  25. 25. Stages of Team DevelopmentForming, Storming, Norming, Performing and Adjourning
  26. 26. Forming 􀂆The “polite”stage in which the team startsto form. 􀂆Everyone is trying to figure out what theteam concept is. 􀂆Initial “silent”leaders may take the rein. 􀂆The team is usually positive –for the mostpart –for the initial meetings. 􀂆No one has offended anyone at this pointyet!
  27. 27. Storming 􀂆 The silent leaders may be clashing for control of the group. 􀂆 People disagree and may blame the team concept, saying it doesn‟t work. 􀂆 Management needs to do a lot of coaching to get people to work past theirdifferences, may take separate 1–on–1‟s withpeople.
  28. 28. Norming 􀂆 The team is starting to work well together, andhas turned around from the „storming”phase. 􀂆 They may start to “brag up”the team concept to others who aren‟t in the team andwill be very positive about their role/team group. 􀂆 Often, the team will bounce back and forth between “storming”and “norming”when issues crop up.
  29. 29. Performing 􀂆This is the level where the team is a high–performance team. 􀂆They can be given new projects and tasks andaccomplish them successfully, and very seldom fallback into the “storming”phase.
  30. 30. Adjourning 􀂆 The team briefs and shares the improved processduring this phase. 􀂆 When the team finally completes that lastbriefing, there is always a bittersweet sense ofaccomplishment coupled with the reluctance to saygood–bye. 􀂆 Many relationships formed within these teamscontinue long after the team disbands.
  31. 31. 􀂆 Forming –team members are introduced 􀂆 Storming –the team transitions from “as is "to“to be” 􀂆 Norming –the team reaches consensus on the“to be process 􀂆 Performing –the team has settled its relationships and expectations 􀂆 Adjourning –the team shares the improvedprocesses with others A team has “A small number of people with complementary skills who are committed to a common purpose, performance goals, and a common approach for which they holdthemselves mutually accountable.”
  32. 32.  Floundering (Trouble doing something) Overbearing Participants (controlling in an unpleasant way) Dominating Participants Reluctant Participants (unwilling and hesitant) Un-Questioned acceptance of Opinions as facts
  33. 33. Barriers To Team Process۩ Insufficient training۩ Lack of management support۩ Lack of planning۩ Trapped in Groupthink۩ No clear measures of success۩ Team is too large
  34. 34. Training Essential for an Effective Team The Training must be Experimental
  35. 35. Four Steps of Training1. Make awareness every one2. Get acceptance3. Adapt the Program4. Adapt to what has been agreed upon
  36. 36. IM WAQAS, JUST ENDING THE PRESENTATION.
  37. 37. Suggestion System Be Progressive Remove Fear Simplify the Process Respond Quickly to Suggestions Reward the Idea
  38. 38. Both go together to form a system for letting people know they are valuable members of the organization.Recognition is a form of employee motivation in whichthe organization publicly acknowledges the positivecontributions an individual or a team has made.Reward is considered as tangible goods, such as increasedsalaries, gain sharing etc.
  39. 39. NEED FOR RECOGNITION Improve employees moral. Create satisfied workplace. Stimulate creative efforts.Types of rewards Intrinsic rewards- Non monetary, appraisals Extrinsic rewards- pay / compensation issues
  40. 40. Performance appraisal is a systematic and objective assessment or evaluation of performance and contribution of an individual.Need for performance appraisalTo identify employees for salary revision, promotion etc.To determine training and development needs.To motivate employees.To validate the selection procedures.To make the supervisors more observant of their subordinates.
  41. 41. PROCESS OF PERFORMANCE APPRAISAL1.Establish performance standards.2.Communicate performance.3.Measure actual performance.4.Compare with standards.5.Discuss the appraisal with employees.6. If necessary , take correction actions.
  42. 42. Benefits of Employee Involvement Involving employees and empowering them, provides the opportunity for continuous process improvement. It also improves quality and increase productivity, because employees:• Make better decisions• Implement and support decisions• Able to spot areas of improvement• Take immediate corrective action
  43. 43. QUERIES ? 48

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