048 integrating workers motivation

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INTEGRATING WORKFORCEINTEGRATING WORKFORCE
MOTIVATIONMOTIVATION
WITH LABOUR PRODUCTIVITY &WITH LABOUR PRODUCTIVITY &
QMSQMS

MOTIVATION AMONG WORKFORCE
Mullins (1996) defined motivation as ‘an
internal driving force within the
individual, in which they ultimately
are attempting to achieve their goad
or some expectation, and fulfil some
needs’.
From this concept the basic motivational
model is illustrated.

BASIC MODEL OF MOTIVATION
(NEEDS AND EXPECTATION)

Mullins asks what are people’s needs and
expectations.
What are the driving forces and how do they
influence someone’s performance or
behaviour.
Motivation is complex and can be a very
personal business.
People have different needs and expectations
and they try to satisfy in a number of different
ways.

Therefore, at a basic level, the concept of
motivation is closely linked to
physiological need.
However, since human behaviour is more
complex than just striving to meet
physiological need, such a model of
motivation is oversimplified.

Figure below shows the relationship between Needs, Value, Goals and
Action.

ECONOMIC NEEDS, MOTIVATION AND
THE CONCEPT OF ECONOMIC MAN
Frederick Taylor, an American engineer, was
one of the first researchers in industrial
psychology to apply scientific method to study
the workforce.
In 1880 he introduced scientific management
technique to ensure workforce activity during the
working hours and consequently tried to improve
efficiency.

The view of rational economic man has
its roots on the economic theory of Adam
Smith from the 1770's.
The theory suggests that people are
primarily motivated by self interest and
by gaining more and more financial
rewards (Cole, 1993:page 95).

Taylor lay down techniques for design and
management of work and how the workers
should be paid.
Taylor believed the outcome of scientific
management would be an increase in efficiency
and a firm would profit from this.
This underlying benefit and assumption would
allow the firm to pay more then average wages
to the workforce.

F W Taylor believed in economic need motivation.
Workers are motivated if they are paid higher
wages, by working efficiently and in the best
productive way.
Taylor looked at factors that motivated workers and
believed motivation was a comparatively simple
issue.
In his view, what workers wanted more than
anything was high wages (Mullins, 1996:page 485).

All managers have a duty to motivate the workforce.
Motivated people work better and take more pride in
their jobs.
Motivating people at work is a complex business.
There is not a single factor that can be isolated to show
what motivates people at work.
Different theories have been developed to help
management to understand that there are many motives
that influence worker’s behaviour and performance.

CONTENT THEORIES OF MOTIVATION
Motivational theories are divided into two
main groups:
Content theories
Process theories
Some of the most well known content theories
that have been put forward over the last forty
years are by Maslow, Alderfer, Herzberg, and
McGregors.

Maslow’s concept of hierarchy of
need is shown in figure below

LABOUR PRODUCTIVITY
Labour productivity is determined by a
complexity of factors.
One of these factors is the type and size of the
project.
It includes the layout and complexity of the
project.
A large construction site requiring a large
number of workers will be relatively harder to
manage than a smaller size.

LABOUR PRODUCTIVITY
The difficulties in managing
manpower on a large scale may
result in productivity loss (Thomas
and Jansma, 1985).
There are four main factors that
affect labour productivity;
The duration of worker’s effort.
The intensity of worker’s effort.

LABOUR PRODUCTIVITY
The effectiveness of worker’s
effort combined with the
technology used.
The efficiency of worker’s effort,
which can be described as a
measure of how much the worker
is utilising his ability and how
motivated he/she is at work place.

LABOUR PRODUCTIVITY
Other factors such as:
the level of skill amongst the workers;
the length of the workday;
Innovative work practices can increase
productivity.
In view of Olomolaiye et al (1998):
The personal attribution of workers
contribute to the factors that directly affect
productivity.

LABOUR PRODUCTIVITY
These attributes as:
worker’s skills
experience
training
qualifications
Innate (inborn) physical and mental ability.
The intensity of the application of both
skills and innate ability to the production
process.

LABOUR PRODUCTIVITY
Impact of Changes on Labour
Productivity
 Any changes made to the original scope of
work are costly.
 They will have an effect on labour
productivity.
 Although some changes are inevitable, the
impact on site productivity is nonetheless
significant.

LABOUR PRODUCTIVITY
The increase in the percentage of work hours
spent on changes will lead to a 10-20% loss in
productivity.
Changes are considered an indirect factor
influencing productivity.
It has also been realised that changes in
themselves do not decrease productivity or
efficiency.
It is the manpower involved in the process.

LABOUR PRODUCTIVITY
If a change occurs in the final stage of a
construction project:
 the crew must stop working until the
changes are carried out first.
Also the work method may require
changes as well as more co-ordination
being required.

QUALITY MANAGEMENT SYSTEM(QMS)
The construction industry has embraced
the ISO 9000 standard since its inception.
The QMS has become the benchmark for
successful construction companies.
The QMS has also become the
benchmarking for successful construction
companies worldwide.

Steps to take:
 Identify the processes needed for the Quality
Management System
 Its application in the organization
 Its customers
 Determine the sequence and interaction of these
processes
 Determine the criteria and methods
required to ensure that the operation
runs well

Determine the criteria and methods required to
ensure that controls of these processes are
effective.
Ensure that the necessary resources,
information necessary to support the
operation are in place.
Make sure monitoring of these processes will be
provided.
Set up systems to monitor measure and analyse
the processes.

Wheel of QMS

QMS-4 MOST IMPORTANT
STEPS

The existing quality management systems
-ISO 9000 should include JIT.
It is practical to integrate ISO 9000 (20
clauses) with the 7 JIT concepts
Successful firms are using 7 concepts of JIT
with ISO 9000 quality management systems
in order to improve their productivity.

INTEGRATING WORKFORCE MOTIVATION WITHINTEGRATING WORKFORCE MOTIVATION WITH
LABOUR PRODUCTIVITY AND QUALITYLABOUR PRODUCTIVITY AND QUALITY
MANGEMENT SYSTEM(QMS)MANGEMENT SYSTEM(QMS)
QMS and productivity are inter-related.
High quality product will eliminate repeat work and
increases labour motivation.
Avoiding over production, long waiting times, poor
transportation schedules reduce labour productivity.
What does effect Labour motivation and productivity?
ineffective planning and constraints on a worker’s
performance;
ineffective management;

inadequate equipment;
inadequate materials;
inadequate tools;
inadequate methods of communication;
etc.
Motivation
lack of re-appraisal of employees for promotion;
resentment regarding management policies;
lack of incentives for good performance;

lack of opportunities to exercise
skills/knowledge;
slow response in settling employee’s
grievances;
uncertainties about career prospects;
constraints on a worker’s
performance.

Education - Training
lack of experience and training;
lack of contact administration skills;
poor knowledge of scientific skills;
insufficient knowledge of new
technologies;
shortage of multi-skilled project personnel.

INTEGRATING WORKFORCE MOTIVATION WITH LABOURINTEGRATING WORKFORCE MOTIVATION WITH LABOUR
PRODUCTIVITY AND QUALITY MANGEMENTPRODUCTIVITY AND QUALITY MANGEMENT
SYSTEM(QMS)SYSTEM(QMS)

Sub-contracting labour (P<0.001) -ranked 1st
Direct labour (P<0.001) -ranked 2nd
D48-Supervision a hygiene factor (p<0.001) -ranked 1st
D54-Salary a hygiene factor (p<0.001) -ranked 2nd
D44-Responsibility a motivating factor (p<0.001) -ranked 3rd
D45-Advancement a motivating factor (p<0.001) -ranked 4th
D53-Job security a hygiene factor (p<0.001) -ranked 5th
D42- Recognition a motivating factor (p<0.001) -ranked 6th

D51-Relationship with below a hygiene factor (p<0.01) -ranked 7th
D49-Relationship with above a hygiene factor (p<0.01) -ranked 8th
D50-Relationship with equal a hygiene factor (p<0.01) -ranked 9th
D46- Growth a motivating factor (p<0.02) -ranked 10th

The remaining determinants within sub-hypotheses seven did not
show any relationship with construction site productivity and they
are listed below:

D43-Work itself a motivating factor (p<0.1) -no significance
D52-Status a hygiene factor (p<0.5) -no significance
D47-Company policies a hygiene factor (p<0.5) -no significance
D55-Personal factor a hygiene factor (p<0.5) -no significance

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