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Employee Motivation,
Involvement, and Recognition
Requirements For Today’s
Managers
 In alignment (to be on the team)
 Thinking out the box (be creative)
 Empowering employees
 Maintaining core competencies
 Managing change
Requirements For Today’s
Employees (1 of 2)
 Flexibility - accept change readily
 Clock speed - move faster, think faster
 Accept ambiguity & uncertainty
 Stay current - commit to life-long learning
 Contribute - add more value than you take
Requirements For Today’s
Employees (2 of 2)
 Manage yourself - fixer not finger pointer
 Don’t get a job, make a job
How Does the Workforce
Affect Productivity?
How Does the Workforce Affect
Productivity?
 Composition of the workforce
 Characteristics of life off the job
 Personal well-being of workers
 Job characteristics
 Workplace characteristics
 Employee satisfaction and motivation
How Can An Organization
Motivate Its Employees?
Strategies for Improving
Motivation
 Implement effective performance
evaluation systems
 Implement individual rewards & recognition
systems
 Improve work design and job design
 Promote employee involvement
 Solicit employee feedback systematically
Work Design Techniques for
Improving Productivity
 Streamline work processes
 Adopt team (group) concepts
 Deploy Quality of Work Life (QWL)
practices
 Implement group reward & recognition
systems
 Design effective layouts and work cells
Job Design Techniques for
Improving Productivity
 Job simplification
 Job rotation
 Job enlargement
 Job enrichment
 Job sharing
Teams and Productivity
 Content (goals and outcomes) and
process (how the team accomplishes
tasks) - productive teams pay attention to
both.
 Cohesion - Team must be cohesive but
must not want agreement more than
accuracy (or quality of outcome).
Undercurrents in Team
Dynamics
 Personal identity in the group
• Membership, inclusion
• Influence, control, mutual trust
• Getting along, mutual loyalty
 Identity with the work unit
• Effects on relationships with co-workers and
loyalty to work unit
Undercurrents in Team
Dynamics (Continued)
 Relationships between team members
•Effects on rank and positions
•Friendship and formality
•Openness
•Personality preferences
Employee Involvement
 Employee involvement means allowing
employees to participate in work-related
decisions and improvement activities that
affect them.
 This doesn’t mean anarchy, but it means
that management shares its responsibilities
in decision-making with employees.
What Are the Potential Benefits
of Employee Involvement?
Benefits of Employee
Involvement
 Increases trust and commitment.
 Improves employee communications and
attitudes.
 Involved employees are more likely to
generate new ideas and achieve a higher
quality of work life
 Reduce the workload of managers
Levels of Employee
Involvement
 Information
sharing
 Dialogue
 Individual problem
solving
 Intra-group
problem solving
 Inter-group
problem solving
 Focused problem
solving
 Limited self-
direction
 Total self-direction
Approaches to Involving
Employees
 Commitment from management
 Must be long-term, ongoing attempts
 Communications efforts
• feedback
• “bottom-up” communications
• employee surveys and suggestion systems
 Training and education
What Are Characteristics of An
Effective Recognition System?
Characteristics of An Effective
Recognition System
 Meaningful and fair
 Fun and non-threatening
 Publicize extensively
 Input from employees on the system
 Tied to performance evaluation system
 Allow nomination from employees and
customers
Conclusions
 Productivity improvement (PI) is critical to
every organization for survival
 Every employee should have basic knowledge
and skills to contribute to PI
 Organizations need to have clear PI strategies
 Successful PI does not ensure long-term
profitability nor competitiveness

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Motivation.ppt

  • 2. Requirements For Today’s Managers  In alignment (to be on the team)  Thinking out the box (be creative)  Empowering employees  Maintaining core competencies  Managing change
  • 3. Requirements For Today’s Employees (1 of 2)  Flexibility - accept change readily  Clock speed - move faster, think faster  Accept ambiguity & uncertainty  Stay current - commit to life-long learning  Contribute - add more value than you take
  • 4. Requirements For Today’s Employees (2 of 2)  Manage yourself - fixer not finger pointer  Don’t get a job, make a job
  • 5. How Does the Workforce Affect Productivity?
  • 6. How Does the Workforce Affect Productivity?  Composition of the workforce  Characteristics of life off the job  Personal well-being of workers  Job characteristics  Workplace characteristics  Employee satisfaction and motivation
  • 7. How Can An Organization Motivate Its Employees?
  • 8. Strategies for Improving Motivation  Implement effective performance evaluation systems  Implement individual rewards & recognition systems  Improve work design and job design  Promote employee involvement  Solicit employee feedback systematically
  • 9. Work Design Techniques for Improving Productivity  Streamline work processes  Adopt team (group) concepts  Deploy Quality of Work Life (QWL) practices  Implement group reward & recognition systems  Design effective layouts and work cells
  • 10. Job Design Techniques for Improving Productivity  Job simplification  Job rotation  Job enlargement  Job enrichment  Job sharing
  • 11. Teams and Productivity  Content (goals and outcomes) and process (how the team accomplishes tasks) - productive teams pay attention to both.  Cohesion - Team must be cohesive but must not want agreement more than accuracy (or quality of outcome).
  • 12. Undercurrents in Team Dynamics  Personal identity in the group • Membership, inclusion • Influence, control, mutual trust • Getting along, mutual loyalty  Identity with the work unit • Effects on relationships with co-workers and loyalty to work unit
  • 13. Undercurrents in Team Dynamics (Continued)  Relationships between team members •Effects on rank and positions •Friendship and formality •Openness •Personality preferences
  • 14. Employee Involvement  Employee involvement means allowing employees to participate in work-related decisions and improvement activities that affect them.  This doesn’t mean anarchy, but it means that management shares its responsibilities in decision-making with employees.
  • 15. What Are the Potential Benefits of Employee Involvement?
  • 16. Benefits of Employee Involvement  Increases trust and commitment.  Improves employee communications and attitudes.  Involved employees are more likely to generate new ideas and achieve a higher quality of work life  Reduce the workload of managers
  • 17. Levels of Employee Involvement  Information sharing  Dialogue  Individual problem solving  Intra-group problem solving  Inter-group problem solving  Focused problem solving  Limited self- direction  Total self-direction
  • 18. Approaches to Involving Employees  Commitment from management  Must be long-term, ongoing attempts  Communications efforts • feedback • “bottom-up” communications • employee surveys and suggestion systems  Training and education
  • 19. What Are Characteristics of An Effective Recognition System?
  • 20. Characteristics of An Effective Recognition System  Meaningful and fair  Fun and non-threatening  Publicize extensively  Input from employees on the system  Tied to performance evaluation system  Allow nomination from employees and customers
  • 21. Conclusions  Productivity improvement (PI) is critical to every organization for survival  Every employee should have basic knowledge and skills to contribute to PI  Organizations need to have clear PI strategies  Successful PI does not ensure long-term profitability nor competitiveness