Employee Involvement - Chapter 9 PDF

EMPLOYEE INVOLVEMENT Prepared by RP Rispel Email: [email protected] Chapter Overview  Introduction  Motivation  Empowerment  Teams/Groups  Suggestion System  Constructive Feedback  Recognition and reward INTRODUCTION-EMPLOYEE INVOLVEMENT  Employee involvement is...

EMPLOYEE INVOLVEMENT Prepared by RP Rispel Email: [email protected] Chapter Overview  Introduction  Motivation  Empowerment  Teams/Groups  Suggestion System  Constructive Feedback  Recognition and reward INTRODUCTION-EMPLOYEE INVOLVEMENT  Employee involvement is an approach to improve quality and productivity  Many Japanese firms became successful worldwide by implementing employee involvement programmes  Employee involvement does not replace the management  It is a way of meeting an organizational goals for quality and productivity at all levels of an organisation. WHAT IS EMPLOYEE INVOLVEMENT  When employees take part in crucial management meetings it is known as employee involvement. It is the process of keeping the employees aligned with the organization's values and work ethics. Involving the employees gives them more autonomy for better performances. HOW TO ENSURE EMPLOYEE INVOLVEMENT AND MOTIVATION WHEN IMPLEMENTING A QMS  ‍ anagement must understand the importance of employee involvement M in quality improvement To understand the importance of involving employees in improving quality, it is essential to recognize their key role in the production of quality products or services. Employees are in the best position to identify problems and opportunities for improvement on the ground. A culture of continuous improvement promotes innovation, productivity, and customer satisfaction.  Create an environment conducive to employee involvement ‍ o encourage employee involvement in the improvement of quality, it is crucial T to create an enabling environment. Transparent and open communication promotes the active participation of employees by informing them of goals, progress, and results achieved. Autonomy and responsibility should be encouraged, allowing employees to take initiative and contribute to problem solving. continue  ‍Implement tools and processes to engage employees To involve employees in quality improvement, it is essential to put in place appropriate tools and processes. Employee training in quality improvement methodologies, such as standards ISO 9001, allows them to understand key concepts and to apply structured approaches.  Foster a culture of learning and continuous improvement To maintain employee involvement in quality improvement and foster a culture of learning and continuous improvement, it is essential to promote the skills development. Providing training opportunities allows employees to acquire new knowledge and skills, making them better equipped to contribute to quality improvement. continue  ‍ easuring the impact of employee involvement in quality M improvement  ‍It is important to measure the impact of employee involvement inimproving quality to assess the effectiveness of the initiatives put in place. To do this, it is recommended to monitor key performance indicators related to quality, such as defect rate, customer satisfaction rate or delivery times. These measures make it possible to quantify the progress made thanks to the involvement of employees.  ‍ y involving and motivating employees in improving quality, businesses can B benefit from a culture of continuous improvement, improved customer satisfaction and increased performance. BENEFITS OF EMPLOYEE INOLVEMENT  Increase in productivity: When employees are involved, they make calculated decisions, plan their work, and bring more enthusiasm to their jobs. This increases the productivity and growth of the organization.  Enhanced employee morale: Employees with high morale stay motivated and work towards the organization's goals. They complete their tasks in an efficient manner.  Healthier and transparent relationships: Involvement gives everyone the opportunity to share their knowledge. This encourages the relationship between managers and employees.  Commitment towards the organisation: employees become more loyal and committed to the organization and help you build a strong future.  Innovative thinking:employees become more responsible about their work and push themselves to find better results. Concept of Motivation  Individuals must be motivated to achieve the desired level of performance.  Knowledge of motivational process helps to understand why people do what they do.  Motivation is positively related to the concepts of ◦ Level of aspiration ◦ Degree of commitment ◦ Inclination towards action  Motivation helps to change a person’s ‘ability to do’ into ‘the will to do’. 9 Definitions of Motivation  “Motivation is the act of stimulating someone to get a desired course of action.” ---- Michael Jucius  “Motivation means the phenomena involved in the operations of incentives and drives.” ---- James Drive  “Motivation is the process (a) of arousing or initiating behavior, (b) of sustaining an activity in progress, and (c) of channeling of activity in the given course.” ---- P.T. Young 10 Successful motivation involves  Getting people to do what you want them to do  When you want them to do it  The way you want them to do it  Because they want to do it Why Motivate Employees? The High cost of employee turnover Maintaining the competitive edge Happy employees keep clients happy Increased productivity Higher levels of output Motivation Tips Offer a positive work environment Keep lines of communication open Provide opportunities for advancement Have fair compensation packages Recognize and Reward your employees Encourage teamwork Maslow’s Need Hierarchy Theory  According to Maslow, an individual’s motivation depends on the order of needs that he wants to satisfy.  His model of ‘Hierarchy of Needs’ indicates the following aspects of human behavior. ◦ Physiological needs ◦ Safety needs ◦ Social needs ◦ Esteem needs ◦ Self-actualization needs 14 Maslow’s Hierarchy of Needs Self Be where you want to be Need for respect from others Esteem Need to be in a group, be loved Social Need for stability and consistency Safety Basic needs like food, water Physiological 15 1.Physiological Needs  These are the basic needs of food, thirst, shelter and companionship.  These needs are independent of each other.  They are cyclic, i.e. satisfied for a very short period. They reappear after a certain time period. 2.Safety Needs  After satisfying physiological needs, needs for protection against danger and threats arise. 3.Social Needs  After satisfying the physiological and safety needs, need for love and affection and belongingness arise.  An individual wants friendly relationships with people and wants to have a respected place in the society. 16 4.Esteem Needs  Everyone has a need for self-respect.  This produces the desire for strength, confidence, prestige, recognition and appreciation.  These needs are rarely fully satisfied. 5.Self-actualization Needs  The term “self-actualization” was coined by Kurt Goldstein and means, to become what one is good at.  A person may achieve self-actualization in being the ideal fitter, supervisor, mother or an artist. 17 Herzberg et all's Motivation Hygiene Theory  According to Herzberg and his associates one group of needs consisting of supervision, working conditions, interpersonal relations, salary, status, job security, and personal life are only dissatisfiers and not motivators. They do not lead to motivation but their absence results in dissatisfaction. Hence, their presence is essential.  These are known as maintenance or hygiene factors.  The second group of needs consist of achievement, recognition, challenging work, advancement, and growth in the job. Their presence will give satisfaction.  These are known as job content factors and are real motivators. 18 Herzberg’s Two-Factor Theory Hygiene Factors Motivational Factors Company policies Achievement Quality of supervision Career advancement Relations with others Personal growth Personal life Job interest Rate of pay Recognition Job security Responsibility Working conditions SMU Learning Centre, Alwar LC Code 03034 19 MOTIVATION Employee Wants  Management thinks that good pay is the number one want of the employee  Survey results show that this factor is usually in the middle of the ranking  Employee wants tend to follow the theories of Maslow and Herzberg.  Manager’s perceptions are much different MOTIVATION  What Employees Want Factor Employee Rating Manager Rating Interesting job 1 5 Appreciation 2 8 Involvement 3 10 Job security 4 2 Good pay 5 1 Promotion/Growth 6 3 Good working conditions 7 4 Loyalty to employees 8 7 Help with personal problems 9 9 Tactful discipline 10 6 MOTIVATION Achieving A Motivated Work Force  To build a motivated workforce is mostly an indirect process  Managers at all level cannot cause an employee to become motivated  They must create the environment for individuals to motivate themselves  Virtually all of your employees want to do a good job and display their competency....  Communication is critical....  Whenever possible, be flexible....  Hold employees accountable for achieving results....  Set a good example for your employees. MOTIVATION Achieving A Motivated Work Force  The following points must be look at when trying to achieve a motivated workforce: 1. Know thyself 2. Know your employees 3. Establishing a positive attitude 4. Share the goals 5. Monitor progress 6. Develop interesting work 7. Communicate effectively 8. Celebrate success The benefits of a motivated workforce  Lower levels of absenteeism - employees taking fewer days off for sickness or other reasons. Motivated employees are more likely to be willing to work, rather than staying off.  Retention of workers - low levels of staff turnover. This is very important for businesses, as employees that stay in a business have experience and keep recruitment costs low. Less training is also required.  Improved relations between management and workers. This could mean that employees are more likely accept changes without dispute, and will be less likely to take either legal or industrial action against managers.  Improved worker performance. Motivated employees will generally work harder, arrive on time, and focus on their daily duties. Productivity levels could increase and the overall output of a business may be higher.  Improved quality and improved customer service. Motivated employees are more likely to work to a higher standard and put more effort into creating higher quality products. Those in service industries are also more likely to provide a higher level of customer service and be more enthusiastic about their role. EMPOWERMENT Empowerment  “Organizations that empower employees as part of their total management effort are twice as likely as other firms to report significant product or service improvement”  Empowerment is an environment in which people have the ability, the confidence, and the commitment to take the responsibility and ownership to improve the process and initiate the necessary steps to satisfy customer requirements within well-defined boundaries in order to achieve organisational values and goals. Empowerment  Empowerment – giving people authority to make decisions; a sincere belief and trust in people.  Examples: ◦ Provide education, resources, and encouragement ◦ Remove restrictive policies/procedures ◦ Foster an atmosphere of trust ◦ Share information freely ◦ Make work valuable ◦ Train managers in “hands-off” leadership ◦ Train employees in allowed latitude How to empower employees in 6 steps:  1. Offer authority and ownership by handing out responsibility. Let an employee take on a new project — and run with it. When you delegate different (even small) tasks to an employee, it empowers him/her to get the job done, and done well.  2. Make guidelines and best practices clear. When employees understand the guidelines they should work within and which boundaries they can push, they’re able to do their job more effectively and feel more supported.  3. Encourage communication to increase levels of trust and show that all ideas are welcome and valued.  4. Offer individual or team coaching to identify roadblocks, find solutions and then take action.  5. Allow opportunities for growth. Foster internal development and growth across departments with cross-department job shadows and transitions.  6. Provide organizational support for employees to create and drive their own development plans with their managers. EMPOWERMENT Three conditions are necessary to create an empowered environment: 1.Everyone must understand the need for change: people fear change. A communication channel of why changing is critical to success, and people need to understand their role 2.The system needs to change for the new paradigm: the system needs to change to reinforce and motivate individual/group accomplishment 3.The organisation must enable its employees: providing information, education and skill Benefits of employee empowerment  1. Increased Productivity:  A lot of time is saved when employees can take their own decisions and do not have to wait for approval from senior levels. Workflow is not disturbed due to unnecessary hassles, and delays are avoided. The increased sense of responsibility motivates employees to try out innovative methods of doing work.  2. Reduced Costs:  By taking their own decisions, employees save the time and efforts of top management. Properly trained employees are also less likely to waste resources or have an accident. All these benefits collectively reduce the unnecessary expenditures of the organization.  3. Improved Quality:  Employee empowerment requires that the employees are properly trained in order to take good managerial decisions. Adequate resources are also provided to them to enable them to tackle day-to- day affairs in an efficient manner. Better efficiency in operations is achieved as a result of employee empowerment which leads to improved quality.  4. Competitive Edge:  Empowering employees can help a firm to gain a competitive edge over its competitors. It helps to utilize manpower in the best possible way. Employees get a chance to exercise their managerial and decision- making abilities while performing their job duties. A dedicated, loyal and empowered workforce helps to place the company ahead of its competitors.  5. Better Job Satisfaction and Retention of Employees:  Employee turnover is a big problem faced by many organizations in the modern world. Employee empowerment helps in curbing this problem by improving job satisfaction of the employees. Employees get to perform a variety of jobs at different levels requiring different skills and abilities. This creates a challenging and dynamic work environment where employees actually enjoy their jobs. Barriers to employee empowerment  1. Incongruent Organization Culture: Empowerment succeeds when the culture of the organiza­tion is open and receptive to change. An organization’s culture is largely created through the philosophies of senior managers and their leadership traits and behaviours. If the philosophy of the senior management is authoritarian in nature, it will impede empowerment of employees. In such a scenario, authority tends to centralize at the top and employees do not get involved in decision-making at lower levels. Unless this type of organizational culture is changed, empower­ment will be neither possible nor effective.  2. Rigid Control Systems: Many organizations design control systems on the premise that ‘people cannot be relied upon even for minor matters’. Such control systems reduce employees to noth­ing but cogs-in-the-wheel. This leads to creation of a monotonous work environment in which employees with initiative are forced to stifle their leadership qualities, curb emergence of creative ideas, and to conform to the diktats of the organization. Empowerment cannot be ushered in or become effective unless such rigid systems are done away with.  3. Inadequate Delegation of Authority: In many organizations, superiors hesitate to delegate authority to their subordinates for a variety of reasons. They include superiors’ love for author­ity, lack of confidence in the abilities of subordinates, fear of exposure, criticism for the faulty working of subordinates, etc. This results in the concentration of authority in the hands of a few individuals at the top, thereby depriving lower-level employees of the much needed authority. Unless this situation is changed, employees will not feel empowered. Empowerment of woman Empowerment of women for higher administrative and managerial jobs require change in the attitudes of men holding senior positions, attitude of women themselves towards their capacity and ability to do jobs involving higher responsibility, and suitable working and service conditions for women which may reduce the conflicts in office. Organisations should provide training for new skills and higher managerial assignments to women, encourage them to participate in decision-marking and reward them for showing excellence without discrimination. TEAMS  Employee involvement is optimized by the used of teams  Teams should be empowered  Teams are not the panacea for solving all quality problems  In most instances team works are effective  Edwards Deming, Joseph Juran, Philip Crosby and other influential voices are calling for participation and teamwork to manage businesses today. TEAMS  Definition A team is a group of people working together to achieve common objectives or goals  Teamwork is a cumulative actions of the team during which each member of the team subordinates his individual interest and opinions to fulfill the objective or goals of the group TEAMS Why Teams Work? 1. Many heads are more knowledgeable than one. Each member of the team has special abilities that can be used to solve problems. 2. The whole is greater than the sum of its members. 3. Team members develop a rapport with each other that allows them to do a better job. 4. Teams provide the vehicle for improved communication, thereby increasing the likelihood for a successful solution. TEAMS Types of Teams The development of quality control circles by the Japanese in 1961 is considered to be the beginning of the use of teams to improve quality Quality control circles are groups of people from one group unit who voluntarily meet together on a regular basis to identify, analyse, and solve quality issues and other problems within their work area TEAMS Types of Teams 1. Process Improvement Teams ◦ Teams that work to improve processes and customer service. 2. Cross-Functional Teams ◦ Teams that enlist people from a variety of functional groups within the firm. ◦ Formed to solve problems that cut across functional borders. 3. Natural Work Group ◦ Teams organized around a common product, customer, or service. 4. Self-Directed Work Teams ◦ A team chartered to work on projects identified by team members themselves. ◦ Identified as either little s or big S teams.  Characteristics of effective teams Clear purpose Clear roles and Informality work Participation assignments Listening Shared Civilised leadership disagreement Consensus decisions External relations Open communication Style diversity Self -assessment  Functions of Teams Identify Implement problems Select solutions problem Identify Develop Collect data follow-up Solve plan Analyze Focus Pick best attention solution Find Develop causes solutions Slide 7.18 TEAMS Team Member Roles  Teams are usually selected or authorized by the quality council  A team will consist of a team leader, facilitator, recorder, timekeeper, and member  All member has a clear defined roles and responsibilities  The team leader has the following roles (Discuss)  The facilitator has the following roles (Discuss)  The timekeeper has the following roles (Discuss) The team members has the following roles (Discuss) TEAMS Effective Team Meetings  Meetings should be regularly scheduled  An agenda should be developed  Agenda usually lists: opening focus, previous meeting feedback, agenda review, agenda items….  Each agenda items includes the process, the presenters, and time guidelines, all in a logical sequence  Periodically the meetings should be evaluated by the participants TEAMS/GROUP Stages of Team Development  Organisation can dramatically improve team performance by understanding and recognizing the stages in the life cycle of teams.  Theses stages can help management to understand team performance and avoid setting unrealistic objectives The stages of Group Development TEAMS/GROUPS STAGES OF DEVELOPMENT Forming The team is composed and the objective for the team is set. Storming Team members begin to get to know each other and agreements have not been made that facilitate smooth interaction. Norming The team becomes a cohesive unit and interdependence, trust, and cooperation develop. Performing A mutually supportive, steady state is achieved. Mourning Team members regret the end of the project and team breaking up. GROUPS AND TEAMS IMPACT EFFECTIVENESS CONSEQUENCES OF GROUP COHESIVENESS  Correct Team Attitudes Have courage Eager to learn Leadership is a shared responsibility Effectiveness is measured collectively Problem solving is a way of life Collective accountability Common Barriers to Team Progress Insufficient training Incompatible rewards and compensation First line supervisor resistance Lack of planning Lack of management support Access to information systems Lack of union support The barriers listed above are due primarily to the system rather than to the team SUGGESTION SYSTEM Suggestion systems are designed to provide employees with the opportunity to be involved into an organization activities A suggestion system can operate effectively once the foundation of TQM has been established Top management must stimulate and encourage employee to suggest improvements, review them and implement them Definition Aims of a Suggestion Systems Goals of a Suggestion System Benefits Approaches to Suggestion Systems Scope of Suggesstions Scope of Suggestions cont’ SUGGESTION SYSTEM There are five ground rules to encourage employee participation to the suggestion system:  Be progressive by regularly asking your employees for suggestions  Remove fear by focusing on a process not on a person  Simplify the process so it is easy to participate  Respond quickly to suggestions and within a specific period of time  Reward the idea with published recognition so that everyone knows the value of the contribution Constructive feedback? It is a face-to-face conversation with an employee about something that he or she has not done well. You need to get the facts and then you can provide direction to resolve the problem. Constructive feedback requires that you: have explicit, clear expectations of what should occur have honest, candid, and direct face-to-face communication know why the business requires a change in behaviour know how you will monitor the work situation to ensure that the behavior change occurs  Why Provide Feedback? Improves performance Reinforces positive behaviors Corrects undesirable behaviors Decrease employee anxiety about performance Without feedback, formal tasks become overly important Improves self-assessment  Why Provide Feedback? Essential for learning to take place Our responsibility Valued by employees Key step to ensure due process So that evaluation is not a surprise! Can enhance the employee, employer relationship High skates outcomes  Barriers to Feedback It is uncomfortable Avoid confrontation Learner will not be receptive No one ever gave me feedback Not quite sure how to do it I hated getting feedback More Barriers I’m not sure of the goals or the expected behavior Not sure that the observed behavior is really a problem It’s not my job It’s not that important There’s not enough time  Criteria for Effective Feedback In general, feedback should be:  Specific not General  Immediate not Delayed  Behavioral not Inferential  Descriptive not Evaluative  More or less not Either – Or  Asked for not Pushed Upon Recognition & Rewards The Four Elements P raise O pportunity R espect T hank you RECOGNITION AND REWARD  Recognition is a form of employee motivation  An organization publicly acknowledges the positive contributions of an individual or a team  This acknowledgment is by verbal and written praise  It may include symbolic items such as certificates, and plaques  Reward is something tangible such as theater tickets, dinner for two, or cash.  Recognition and reward go together to form a system for letting people know they are valuable members of an organization RECOGNITION AND REWARD  Employee should be involved in the planning and implementation of the recognition and reward program.  It should be performed by a cross functional team  Systems that are developed by employee involvement will most likely to succeed  It should be fully understood by the employees and review periodically in order to continuously improve the system Characteristics of Successful Reward Programs Senior management support and involvement Include employees/managers in design and implementation Keep programs simple and easy to administer Tailor rewards to individual interests, needs, desire Match the reward to the achievement Communicate, Communicate, Communicate! Be timely and specific Make sure each employee understands what they did to earn the reward 69 WORTH REMEMBERING “ Compensation is a right; recognition is a gift.” Rosabeth Moss Kanter “ There are two things that people want more than sex and Money…..recognition and praise.” Mary Kay Ash.