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
5.
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)
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
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.
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.
26. Effective Team Meetings
Meeting should be regularly scheduled
An agenda should be developed
Agenda usually list
Meetings should be periodically evaluated
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
40. Suggestion System
Be Progressive
Remove Fear
Simplify the Process
Respond Quickly to Suggestions
Reward the Idea
41.
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
44.
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