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Lecture 7 (Employee Involvement-A)

The document discusses key aspects of employee involvement in total quality management including employee participation, motivation, empowerment, teams, recognition, and performance appraisal. It explains that employee involvement is important for motivating employees, innovation, accountability, and contributing to organizational success. Theories from Maslow and Herzberg are presented to frame how motivating employees at different levels of needs can impact involvement.

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Ismatullah Butt
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92 views

Lecture 7 (Employee Involvement-A)

The document discusses key aspects of employee involvement in total quality management including employee participation, motivation, empowerment, teams, recognition, and performance appraisal. It explains that employee involvement is important for motivating employees, innovation, accountability, and contributing to organizational success. Theories from Maslow and Herzberg are presented to frame how motivating employees at different levels of needs can impact involvement.

Uploaded by

Ismatullah Butt
Copyright
© © All Rights Reserved
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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TOTAL QUALITY MANAGEMENT

Lecture 7
(Employee Involvement-A)

Teacher:
ISMATULLAH BUTT
PhD (Scholar)
Employee Involvement
2

Lecture Contents:
 Employee Involvement-Basics
 HR Main Questions
 Employee Involvement- Key benefits
 Aspects Of Employee Involvement
 Employee Participation
 Employee Motivation
Involvement of People
3

 “I rate enthusiasm even above professional skill.”


(Sir Edward Appleton)
 People at all levels are the essence of an organization and
their full involvement enables their abilities to be used for the
organization´s benefit.

 Employee involvement is a process for empowering members of


an organization to make decisions and to solve problems
appropriate to their levels in the organization.
Involvement of People
4

 At the heart of TQM is the concept of intrinsic


motivation-involvement in decision making.
 EI is the right way to operate; recognizing the abilities
and potentials of all employees.
 Employee Involvement is the on-going effort to involve
all employees in the decisions that affect their work
lives.
 EI is a prerequisite for maintaining competitive
position in today’s marketplace.
HR Main Questions
5

The effective management of human resources is at the heart of


any successful quality management process. The following questions
underscore this point:
 What is the organization’s record of success at finding the right people who
would support or promote a quality culture?
 Is the organization able to retain the right people?
 Is the organization investing a sufficient amount of resources in professional
development and training for staff?
 Are hiring and firing decisions and functions (at all levels) linked to the
organization’s mission, vision, and guiding principles?
 Does the organization value employee input and participation?
 Does the organization handle employee reward and recognition in a manner
that complements the organization’s mission, vision, and guiding principles?
Employee Involvement- Key benefits (i)
6

 Motivated, committed and involved people within the


organization.
 Innovation and creativity in furthering the organization’s
objectives.
 People being accountable for their own performance
 People eager to participate in and contribute to the
organization’s performance
 Accepting ownership and responsibility to solve problems,
 Actively seeking opportunities to make improvements,
Employee Involvement- Key benefits (ii)
7

 Actively seeking opportunities to enhance their competencies,


knowledge and experience,

 Freely sharing knowledge and experience in teams and groups,

 focusing on the creation of value for customers,

 being innovative and creative in furthering the organisations


objectives,

 better representing the organisation to customers, local


communities and society at large
Employee Involvement- Key benefits (iii)
8

for policy and strategy formulation, people effectively


contributing to improvement of the policy and strategies of the
organisation;
for goal and target setting, people sharing ownership of the
organisation's goals;
for operational management, people being involved in
appropriate decisions and process improvements;
for human resource management, people being more
satisfied with their jobs and being actively involved in their
personal growth and development, for the organisation's
benefit.
Aspects Of Employee Involvement
9

 Employee Participation

 EMPLOYEE MOTIVATION

 EMPLOYEE EMPOWEREMENT

 TEAMS AND TEAM WORK

 RECOGNITION AND REWARD

 PERFORMANCE APPRAISAL
Employee Participation
10

 EP is defined as the degree to which employees in a firm


engage in various quality management activities.
 By participating in quality management activities, employees
acquire new knowledge, see the benefits of the quality
disciplines, and obtain a sense of accomplishment by solving
quality problems.
 Breakdown barriers between departments. People in design,
research, sales, and production must work as a team.
 If several knowledgeable people are brought into the
decision-making process, a number of worthwhile possibilities
may be uncovered.
Employee Participation
11

 TQM implementation practice is formation of short-term problem-solving


teams (SEPG).
 Problem-solving teams work on a wide variety of tasks, ranging from
cross-functional involvement in tackling quality problems to solving
within-functional quality problems.
 TQM firms create employee suggestion systems. Production workers
should regularly participate in operational decisions such as planning, goal
setting, and monitoring of performance.
 They are encouraged to make suggestions and take a relatively high
degree of responsibility for overall performance.
 Employees should be encouraged to inform managers or supervisors
concerning conditions that need correction (e.g., process defects,
incompetent staff and poor tools).
EMPLOYEE MOTIVATION
12

 At the heart of TQM is the concept of intrinsic


motivation-involvement in decision making.
 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.


Motivation

 Knowledge of motivation helps us to


understand the utilization of employee
involvement to achieve process improvement.

 Maslow’s Hierarchy of needs model could best


explain it
Motivation-Maslow’s Need Hierarchy
Self Actualization

Maslow’s Hierarchy
(Level 5)

Esteem
(Level 4)

Social
(Level 3)

Security
(Level 2)

Survival
(Level 1)
Motivation-Maslow’s Need Hierarchy
Level 1 Needs include:
 Proper lighting, heating/air conditioning, ventilation,

 Phone system,

 Data/voice access and

 Computer information system

Level 2 Needs include:


 Safe place to work and
 Job security
 Privacy on the job place (being able to lock the office
door, having lockable storage for personal items,
ergonomic furniture)
Motivation-Maslow’s Need Hierarchy
16

Level 3 Needs include:


 Being a member of a team is a good way to bring employees
into the group.
 If possible employees should provided with both formal social

areas (such as cafeteria, conference room) and informal areas (such


as water coolers and bulletin boards)
Level 4 Needs include:
 Its related to pride and self – worth

 Where possible, employees should be given offices or

personal spaces with aesthetics.


 Business cards, workplace size, and office protocols also
provide certain level of self – esteem within an organization.
Motivation-Maslow’s Need Hierarchy
17

Level 4 Needs include (Cont…)


 Seeking advice or input into business or production processes is
a good way of telling employees that they are of value.
 This activity requires giving employees control and freedom of

their jobs by providing trust.


Level 5 Needs include:
 This level says that individuals must given the opportunity to go
as far as their abilities will take them.
 As employees move up the hierarchy, they will immediately
revert back to previous level if they feel threatened.
 For example if an employee is satisfied in level 3, a rumor of

downsizing may cause immediate return to level 2.


Motivation: Herzberg’s Two-Factor Theory

 Frederick Herzberg extended the general work of


Maslow and developed his Two – Factor Theory.
 He found that the people were motivated by Motivators:
 Recognition,
 Responsibility,
 Achievement,
 Advancement, and
 The work itself. (equivalent to Maslow’s Higher levels)
Motivation: Herzberg’s Two-Factor Theory
19

 He found that the people were de-motivated by De-


motivators or Hygiene Factors:
 Low salary,
 Minimal fringe benefits,
 Poor working conditions,
 ill-defined organizational policies, and
 Mediocre technical supervision.
(equivalent to Maslow’s low levels)
Yoshio Kondo
20

Four points of action to support motivation:


1. when giving work instruction, clarify the true aims
of the work
2. see that people have a strong sense of
responsibility towards their work
3. give time for the creation of ideas
4. nurture ideas and bring them to fruition

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