continuous process improvement

1. EMPLOYEE INVOLVEMENT

2. INTRODUCTION
• The employees are the strength of an
organization. They are the prime contributors to
its success. When an organization wants to
expand its business or increase its profits, only
the employees can make it happen. The only
expandable resource in the organization are the
employees. Any improvement will happen only
because of the employees. Therefore, employee
involvement is essential for TQM. In this chapter
we will discuss the following. TQM principles and
strategies pertaining to employee involvement.

3. • Motivation
• Teamwork
• Training and Mentoring
• Recognition and Rewards
• Feedback and Performance appraisal
• Empowerment

4. EMPLOYEE MOTIVATION
Group Behaviour
• Motivated teams lead to the success of
organization.

5. Top-Notch—Self Actualized
(10%)
Fence sitters
(80%)
Difficult to improve
(10)%

6. • It is believed that about 5 to 10 percent of the
employees are self-motivated and whatever be the
circumstances in the organization, they continue to do
their best. They never get demotivated, even if there
are demotivating factors in the organization. The
bottom 5 to 10 percent are the difficult people who do
not want to get motivated. However, 80 to 90 percent
of the people are fence sitters. Their motivation level
depends on management strategies. They join the top
10 percent, if the management is effective; otherwise
they join the bottom 10 percent. Essentially, they look
at the treatment received both by the top 10 percent
and the bottom 10 percent.

7. MOTIVATION THEORY OF INDIVIDUAL
EMPLOYEES
Theory X
Sigmund Freud is the author of Theory X. Theory X Characterizes employees
as given below:
• Avoid work
• No ambition
• No initiative
• Do not take responsibility
• Needs security
To make them work, the management has to do the following:
• Reward
• Coerce
• Intimidate
• Punish

8. If this theory is applicable to any employee, them the organization
cannot function with such employees. This theory assumes that the
employee cannot be trusted and the employees have to be
supervised all the time.
Theory Y
Douglas McGregor is the author of Theory Y. McGregor’s theory of
people are given below:
• Want to learn
• Work is a natural activity
• Have self discipline
• Develop themselves
These employees do not get motivated as much by any reward, but
they seek freedom to do difficult and challenging jobs, all by
themselves.

9. Theory Z
Abraham Maslow believes that good qualities
are inherent in people, at least at birth;
although later on they are gradually lost.

10. Self-actualization needs

11. Self-actualizing Needs
• They are the greatest motivators for human
beings. He believes that human beings are
always dissatisfied and they would like to
achieve more and more.
Physiological Needs (Lowest)
• This is the basic need for any human being.
Every human being wants to earn a living for
himself and his family.

12. Herzberg’s Theory
Frederick Herzberg has divided the motivational aspects of
human beings into the following:
• Hygiene Theory
• Motivation
The hygiene theory is the minimum that every employee requires for not being
dissatisfied. without the above, the employee will get dissatisfied these are the basic needs.
further efforts are needed to motivate the employees.
Hygiene Theory The hygiene factors include:

13. Hygiene Theory The hygiene factors include:
o The company
o Its policies and its administration
o The kind of supervision which people receive while on the job
o Working conditions
o Interpersonal relations
o Salary
o Status
o Security

14. Motivation The motivation factors include:
o Achievement
o Recognition for achievement
o Interest in the task
o Responsibility for enlarged task
o Growth and advancement to higher level task

15. Motivational techniques
• It must be realized that all that employees do
not fall into one category all the time. It is
possible to motivate every employee to work
for the organizational goals.

16. Why teams
• Every organization may start initially with one
person or a few people, one of them being the
entrepreneur or the promoter. Personnel or
added in the organization to do more work.
Each person has to contribute to the business
output of the organization. Each person is
recruited for a specific job. As the organization
grows, a formal structure is evolved to enable
better management and communication.
Teams are formed to fu1fill the objectives.

17. Management’s Role in Enabling
Teamwork
• It is the responsibility of the management to
foster teamwork amongst employees. It
requires clear definition of the following.
 Responsibility
 Authority
 Wherewithal for accomplishing the task
 Criteria of measurement of the work output.

18. Teamwork Results in a Win-Win
Situation
• With proper training, the employees could be
motivated to as a team. Employees should be
informed about the advantages of achieving a
win-win situation. They should also be
informed about the disadvantages of win-lose
situation in which one member wins and the
other loses.

19. To summarize, the team can have the following benefits if they
work for a win-win situation;
 Achieve dramatic resu1ts , which individuals can’t
 Make best use of skills of each member of the team
 Make right decisions
 Get more enjoyment and job satisfaction.
The problems of win-lose are summarized below;
 Wastes time
 Creates conflict
 Stop people listening
 Spoil happiness and health of the team members.

20. Can the Japanese Success be Repeated
• There is a lot of discussion in management circles, as to why
only the Japanese can practice teamwork and not the other
management of the world. Experts believe that teamwork is
possible in the Japan, as there is no diversity among
employees. This may be one of the reason for the success of
the Japanese teams, but the major deterrent for the
teamwork elsewhere is the organizational culture, for which
only the top management can be blamed.

21. Do rewards disrupt Teamwork
• It is believed by some that rewards and
awards break teamwork. However, this it is
not quite true. On the contrary, reward
encourage people to practice teamwork.
Awards should be given to motivate the team
of people, who have contributed in a greater
measure.

22. EFFECTIVE COMMUNICATIONS
• Communication is a three Way Process
Imagine for a while that all people in the world are dumb and deaf.
Nothing worthwhile would have ever happened in such a world
except eating, drinking and other natural biological functions. What
makes the difference between the ancient human race and the
modern human being , is the art of communications. Therefore ,
the communications should be proper, appropriate and pleasant.
In every organization, communication is a three way process for each
employee, as given below.;
(i) To one, employee is working for-supervisors/managers
(ii) To the person working for him-subordinates/junior employee
(iii) To the person one works with, the peers, counterparts, customers and
suppliers (both internal and external)

23. Necessity for Communicating Upwards
• Upward communication means
communication with seniors. The senior
executive would have assigned specific tasks
to their junior employees. In their busy
schedule, they may or may not be able to
check the progress in the tasks assigned.

24. Communication with Juniors
• Every employee should communicate with juniors. The junior
employee will not have the same education, experience pr
expertise as the senior. Therefore, the senior has to
communicate with the junior patiently and in detail. The
juniors may require repetition of the message at times. It is
the responsibility of the seniors to align their juniors with the
vision statement, mission statement and quality policy. Such
alignment will come only out of hard work on the part of the
senior and his allocating enough time for this purpose. The
senior should not get agitated when the junior takes time to
understand or implement.

25. Communication with peers
• Communication with peer is equally
important. This has assumed significance since
the organizations have to establish customer-
supplier relationships to practice TQM.

26. Training and Mentoring
Necessity for Orientation Training
• The employees in their formal education learn
many techniques covering wide range of
topics, from basic principles to advanced
topics. They learn a little bit of everything. It is
the responsibility of the educational
institutions to develop the overall personality
of the students, so that he or she get a broad
understanding of wide variety of subjects.

27. The orientation training should help the employees to
understand the following, in particular.
(i)Objectives of the organization
(ii)Requirements and expectations from his team with reference to the organization’s
objectives
(iii)His role
(iv)His responsibilities
(v)His authority
(vi)The know-how and why of the jobs to the be undertaken on day-to-day basis
(vii)Familiarity and skill in operating the tools or machinery connected with the job in
hand.
In addition; the employee should be assessed to see whether he has the abilities to
perform the duties straightaway or is he required to be put as an apprentice under
a mentor.

28. Experienced Recruits Need More Orientation
• A fresh employee can be easily moulded as per the
organization’s goals and objectives since they are fresh and
have no biases due to prior experience. But, an experienced
person will definitely bring with him different ideas and work
culture from the organizations where he served earlier. If the
ideas are better than the organization’s objectives and work
culture, then he can become a role model in the new
organization.

29. Training is not a One-Time Activity
• Almost all the Quality Gurus, like Philip Crosby,
Edwards Deming, and Harrington have highlighter
that training is not a one-time activity. In the service
sector, obsolescence settles in fast. Therefore, there
is a continual change in the business. This means,
that the employees have to acquire the skill needed
for designing, manufacturing, delivering and
servicing the updated or new products or services.

30. There is a reluctance on the part of management to send
employees for training, due to some of the following reasons:
1. Excessive workload in the organization, which does
not permit sending them for training.
2. Non-availability of appropriate training courses.
3. Fear of migration of employees after training.
The problems could be genuine. Nevertheless,
these are to be overcome since training is an
inescapable part of the main business. For instance
in Japan, on an average an employee receives six
weeks of training each year.

31. Training is a Formal Activity
• Training should be a formal activity in every
organization. Senior level executives in
whatever designation they are addressed,
should coordinate it.

32. Mentoring
• The training programs discussed so far are
formal in nature.

33. PDCA for Training
Though training contributes to the prosperity of an organization, it also costs money.
Therefore, PDCA should be used for training of employees in every organization.
 Plan for Training—every employee needs training. Therefore, the training
needs of every employee should be identified at regular intervals. Their
training needs and the methodology should be planned and documented.
It could be on the job training, training in an open course, in-house course,
etc. What is important is that the training plan for each employee is
available at the beginning of every year.
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