Total quality management 

(TQM) consists of organization-wide efforts to "install and make

permanent climate where employees continuously improve their ability to provide on demand

products and services that customers will find of particular value.

Primary Principles of Total Quality Management

TQM is considered a customer-focused process and aims for continual
improvement of business operations. It strives to ensure all associated
employees work toward the common goals of improving product or service
quality, as well as improving the procedures that are in place for production. So
the primary objective of TQM is improving the customer experience, and
ensuring that employees are up to speed with training. 

Motivations of employees in perspective of TQM

According to TQM the trainings of employees are very important to get motivate toward
their work. Mainly because it allows management to meet the company’s goals.
Without a motivated workplace, companies could be placed in a very risky
position.

Motivated employees can lead to increased productivity and allow an

organization to achieve higher levels of output. Imagine having an employee who
is not motivated at work. They will probably use the time at their desk surfing the
internet for personal pleasure or even looking for another job. This is a waste of
your time and resources.

Benefits of Motivated Employees

Employee motivation is highly important for every company due to the benefits
that it brings to the company. Benefits include:

Increased employee commitment

When employees are motivated to work, they will generally put their best effort in
the tasks that are assigned to them.

Improved employee satisfaction

Employee satisfaction is important for every company because this can lead
towards a positive growth for the company.

Ongoing employee development

Motivation can facilitate a worker reaching his/her personal goals, and can
facilitate the self-development of an individual. Once that worker meets some
initial goals, they realise the clear link between effort and results, which will
further motivate them to continue at a high level.

Improved employee efficiency

An employee’s efficiency level is not only based on their abilities or qualifications.

For the company to get the very best results, an employee needs to have a good
balance between the ability to perform the task given and willingness to want to
perform the task. This balance can lead to an increase of productivity and an
improvement in efficiency.

HERZBERG’S MOTIVATION TWO FACTOR

THEORY

 DEFINITION:

Herzberg’s Motivation Theory model, or Two Factor Theory,

argues that there are two factors that an organization can adjust
to influence motivation in the workplace.

These factors are:

Motivators: Which can encourage employees to work harder.

Hygiene factors: These won’t encourage employees to work

harder but they will cause them to become unmotivated if they are
not present.
  Note:

Herzberg’s Motivation Theory model goes by a number of

different names, including Two Factor Theory, Herzberg’s
Motivation-Hygiene Theory, and Dual Structure Theory.

Frederick Herzberg developed the model in 1959. He did this by

interviewing over 200 professionals. The interviews delved into
when the interviewees were at their most and least happy with
their jobs.

 What is Two Factor Theory?

Herzberg’s Theory of Motivation tries to get to the root of

motivation in the workplace. You can leverage this theory to help
you get the best performance from your team.

The two factors identified by Herzberg are motivators and hygiene

factors.

1. Motivating Factors

The presence of motivators causes employees to work harder.

They are found within the actual job itself.

2. Hygiene Factors
The absence of hygiene factors will cause employees to work less
hard. Hygiene factors are not present in the actual job itself but
surround the job.

The impact of motivating and hygiene factors is summarized in

the following diagram. Note that you will often see motivators
referred to as factors for satisfaction, and hygiene factors referred
to as factors for dissatisfaction.

Details:

 HYGIENE FACTORS
Hygiene factors are those job factors which are essential for
existence of motivation at workplace. These do not lead to
positive satisfaction for long-term. But if these factors are absent /
if these factors are non-existent at workplace, then they lead to
dissatisfaction. In other words, hygiene factors are those factors
which when adequate/reasonable in a job, pacify the employees
and do not make them dissatisfied. These factors are extrinsic to
work. Hygiene factors are also called as dissatisfiers or
maintenance factors as they are required to avoid
dissatisfaction. These factors describe the job
environment/scenario. The hygiene factors symbolized the
physiological needs which the individuals wanted and expected to
be fulfilled. Hygiene factors include:
 Pay - The pay or salary structure should be appropriate and
reasonable. It must be equal and competitive to those in the
same industry in the same domain.
 Company Policies and administrative policies - The company
policies should not be too rigid. They should be fair and
clear. It should include flexible working hours, dress code,
breaks, vacation, etc.
 Fringe benefits - The employees should be offered health
care plans (Mediclaim), benefits for the family members,
employee help program errs, etc.
 MOTIVATIONAL FACTORS

According to Herzberg, the hygiene factors cannot be regarded as

motivators. The motivational factors yield positive satisfaction.
These factors are inherent to work. These factors motivate the
employees for a superior performance. These factors are called
satisfiers. These are factors involved in performing the job.
Employees find these factors intrinsically rewarding. The
motivators symbolized the psychological needs that were
perceived as an additional benefit. Motivational factors include:

 Recognition - The employees should be praised and

 recognized for their accomplishments by the managers.
 Sense of achievement - The employees must have a sense
of achievement. This depends on the job. There must be a
fruit of some sort in the job.
 Growth and promotional opportunities - There must be
growth and advancement opportunities in an organization to
motivate the employees to perform well.
 Responsibility - The employees must hold themselves
responsible for the work. The managers should give them
ownership of the work. They should minimize control but
retain accountability.
 Meaningfulness of the work - The work itself should be
meaningful, interesting and challenging for the employee to
perform and to get motivated.
  Limitations of Two-Factor Theory
The two-factor theory is not free from limitations:

1. The two-factor theory overlooks situational variables.

 2. Herzberg assumed a correlation between satisfaction and

productivity. But the research conducted by Herzberg

stressed upon satisfaction and ignored productivity.

3. The theory’s reliability is uncertain. Analysis has to be made

by the raters. The raters may spoil the findings by analyzing

same response in different manner.

4. No comprehensive measure of satisfaction was used. An

employee may find his job acceptable despite the fact that

he may hate/object part of his job.

5. The two-factor theory is not free from bias as it is based on

the natural reaction of employees when they are enquired

the sources of satisfaction and dissatisfaction at work.

Hertzberg Classified The Needs Into Two Broad Categories

Namely Hygiene Factors And Motivating Factors

Hygiene factors are needed to make sure that an employee is not

dissatisfied. Motivation factors are needed for ensuring

employee's satisfaction and employee’s motivation for higher

performance. Mere presence of hygiene factors does not

guarantee motivation, and presence of motivation factors in the

absence of hygiene factors also does not work.

HERZBERG’S MOTIVATION TWO FACTOR

THEORY WITH TOTAL QUANTITY
MANAGEMENT
 There is strong discussion between employee wants and

management perceptions.

 Maslow and Herzberg describe theories in its own

perspective such as employee involvement require proper

reward & recognitions while managers achieved quality and

productivity.

 There is need to analyze proper understanding of motivators

closely. Some of the motivator factors are mentioned below:

 Interesting Work

 Appreciation

 Involvement

 Job Security

 Good Pay

 Promotion/growth etc.

CASE STUDY:
 kfc
Introduction:
 One of the leading fast food Franchise concepts
of today.
 Products are made on the motto of "Crispy
outside, juicy inside”.
 Started in 1930 by Harland Sanders the founder of
KFC
 Cupola holds the master franchise rights to
operate KFC in Pakistan since1999.
 More than 10,000 outlets in the world.
 64 outlets in Pakistan.
 North Region including Lahore, Rawalpindi and
Islamabad (Punjab).
 South Region including Karachi and Hyderabad
(interior Sindh).
 VISION AND MISSION
 VISION

To be leading integrated food services group in

ASEAN region delivering consistent quality products

and excellent customer focused.

 MISSION

To maximize profitability, improve shareholder value

and deliver sustainable growth year after year.

 OBJECTIVES

 Build an organization dedicated to

excellence.

 Consistently deliver superior quality and

value in our products and services.

 Maintain a commitment to innovation for

continuous improvement and grow, striving

always to be the leader in the market place

changes.

 Generate consistently superior financial

returns and benefits our owner and

employees
PRODUCTS OF KFC