This document discusses various aspects of employee involvement that can improve quality and productivity, including employee motivation, empowerment, teams and teamwork, recognition and rewards, and performance appraisal. It describes different motivation theories including Maslow's hierarchy of needs. Effective team development involves forming, storming, norming, performing, and adjourning stages. Barriers to team processes include insufficient training and lack of management support. Recognition and rewards are important for employee motivation and morale. Performance appraisal helps identify employee training needs and provides feedback for improvement. Overall, involving employees through these aspects empowers them to continuously improve processes.

2. Tanetra Austin
Tri-State
Institute, 2010

3.  An approach taken to improve quality and
productivity.

4. 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

6. EMPLOYEE MOTIVATION
SCOTT DEFINES “ MOTIVATION IS A PROCESS OF
STIMULATING PEOPLE TO ACCOMPLISH DESIRED GOALS .
IMPORTANCE OF MOTIVATION
IMPROVES EMPLOYEE INVOLVEMENT.
PROMOTES JOB SATISFACTION.
PROMOTES INTERPERSONAL
COOPERATION.

7.  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

8.  Abraham Maslow
developed the first and
most popular
motivational theories.
 He stated that
motivation is best
explained in terms of
hierarchy.

9. What is Hierarchy
 A series of ordered groupings of
people or things within a system.

10.  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)

11. Employee Wants
EMPLOYEES WANTS TEND TO
FOLLOW THE THEORIES OF
MASLOW.

12. ACHIEVING A MOTIVATED WORK FORCE
1. Know thyself
2. Know your employees
3. Establish a positive attitude
4. Share the goals
5. Monitor progress
6. Develop interesting work
7. Communicate effectively
8. Celebrate success

14. Employee Surveys

15. Increasing the spiritual, political, social, or
economic strength of individuals and
communities.

16. 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 change
2. The system needs to change to the
new paradigm
3. The organization must enable its
employees

17. 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.

18. I’m Shahbaz Hussain. Now I will
continue the presentation

19. TEAMS AND
TEAMWORK

20. 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.

21. Teams work for the following 3 reasons:
1. Many heads are more knowledgeable than
one
2. Each member has the ability solve
problems
3. Each member develop characteristics of
subconscious communication with each
other that allows them to do a better job

22. 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.

23. 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.

24.  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.

25. DECISION-MAKING METHOD
No Decision
Unilateral Decision
Hand Clasp Decision
Minority- Rule Decision
Majority- Rule Decision
Consensus
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26. Effective Team Meetings
 Meeting should be regularly scheduled
 An agenda should be developed
 Agenda usually list
 Meetings should be periodically evaluated

27. Now I will continue the presentation.
Naeem

28. Stages of Team Development
Forming, Storming, Norming, Perfor
ming and Adjourning

29. Forming
􀂆The “polite”stage in which the team starts
to form.
􀂆Everyone is trying to figure out what the
team concept is.
􀂆Initial “silent”leaders may take the rein.
􀂆The team is usually positive –for the most
part –for the initial meetings.
􀂆No one has offended anyone at this point
yet!

30. 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 their
differences, may take separate 1–on–1‟s with
people.

31. Norming
􀂆 The team is starting to work well together, and
has turned around from the „storming”phase.
􀂆 They may start to “brag up”the team
concept to others who aren‟t in the team and
will be very positive about their role/team group.
􀂆 Often, the team will bounce back and forth
between “storming”and “norming”when
issues crop up.

32. Performing
􀂆This is the level where the team is a high–
performance team.
􀂆They can be given new projects and tasks and
accomplish them successfully, and very seldom fall
back into the “storming”phase.

33. Adjourning
􀂆 The team briefs and shares the improved process
during this phase.
􀂆 When the team finally completes that last
briefing, there is always a bittersweet sense of
accomplishment coupled with the reluctance to say
good–bye.
􀂆 Many relationships formed within these teams
continue long after the team disbands.

34. 􀂆 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 improved
processes 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 hold
themselves mutually accountable.”

35.  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

36. 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

37. Training
 Essential for an Effective Team
 The Training must be Experimental

38. Four Steps of Training
1. Make awareness every one
2. Get acceptance
3. Adapt the Program
4. Adapt to what has been agreed
upon

39. I'M WAQAS, JUST ENDING THE PRESENTATION.

40. Suggestion System
 Be Progressive
 Remove Fear
 Simplify the Process
 Respond Quickly to Suggestions
 Reward the Idea

42. 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 which
the organization publicly acknowledges the positive
contributions an individual or a team has made.
Reward is considered as tangible goods, such as increased
salaries, gain sharing etc.

43. 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

45. 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.

46. PROCESS OF PERFORMANCE
APPRAISAL
1.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.

47. 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

48. QUERIES ?
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