Motivation

1. Employee Motivation,
Involvement, and Recognition

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