6/5/22

Dr Le Thai Phong
Chapter 5: Workforce focus
Foreign Trade University
T: 0975.055.299
E:lethaiphong@gmail.com

QUALITY MANAGEMENT:
Dr Lê Thái Phong
Chapter 1: Quality Management: Vice Dean
Foundation
Faculty of Business Administration
T: 0975.055.299
E: lethaiphong@gmail.com

Quality mgt principles

1.Customer
8.Mutual benefit focus
To supplier 2.Leadership
relationship

Quality 3.People
7.Factual management involvement
approach

4.Process
6.Continuous
5.System approach
improvement
approach

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Involvement of people
• 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

Involvement of people

“A great man is one who can make a

small man feel great, and perform
great.”

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The evolution of workforce mgt

• The role of people at work changed as business &
technology evolved over the years
• Before Industrial Revolution: skilled scarftpeople
• Taylor: manage on a scientific basic
• Ritz-Carlton Hotel:
– Human beings don’t serve a function, they have a
purpose, and the role of human resources function is
to unleash the power of the workforce to achieve
the goals of organisation
• See material provided

The evolution of workforce mgt

• Workforce mgt = human resource mgt:
facilitate the most effective use of people to
achieve organisational and individual goals

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Human Resource Management Practices

High performance work culture

• Performance: the extent to which an
individual contributes to achieving the goals
and objectives of an organisation
• High-performance work: systematically
pursue ever-higher levels of overall
organizational and human performance

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High performance work culture

• Culture for high-performance work:
employees need to understand the
importance of customer satisfaction, to be
given the training and responsibilities to
achieve it, and to feel that they do indeed
make a difference

High performance work culture

• At Google you can do your laundry, drop off
your dry cleaning, get an oil change, then have
your car washed, work out in the gym, attend
subsidized exercise classes, et a massage,
study Mandarin, Japanese, Spanish, and
French, and ask a personal concierge to
arrange dinner reservations. Naturally you can
get haircuts onsite. Want to buy a hybrid car?
The company will give you $5000 toward that
environmentally friendly end.

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High performance work culture

• Co-founder Larry Page:
– I don’t think its any of those individual things. It
important that the company be a family, that
people feel that they are part of the company, and
the company is like a family to them. When you
treat people this way, you get better productivity.
Rather than caring about what hours you worked,
you care about output. We should continue to
innovate in our relationship with our employees
and figure out the best things we can do for them

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High performance work culture

• Key Kendall & Glenn Bodison: 5 “Conditions of
Collaboration”
– Respect
• Believing in the inherent work of others
– Aligned values
• Create a congruency between what org. stands for and
personal beliefs of the individual
– Shared purpose
– Communication
– Trust
• Management trust workforce and vice-versa

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Principles of workforce engagement

& motivation
• Workforce engagement
– Refers to the extent of workforce commitment,
both emotional and intellectual, to accomplishing
the work, mission, and vision of the org.
– “Pride and joy” of Deming 14 points

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Principles of workforce engagement

& motivation
• Employee involvement
– Refers to any activity by which employees
participate in work-related decisions and
improvement activities, with the objectives of
tapping the creative energies of all employees an
improving their motivation

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What is Motivation?
• Motivation
– The process by which a person’s efforts are
energized, directed, and sustained toward
attaining a goal
– Individuals differ in motivational drive
– Overall motivation varies from situation to
situation

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Three Elements of Motivation

This definition has three key elements:
1. Energy - a measure of intensity or drive.
2. Direction - effort channeled in a direction
that benefits the organization.
3. Persistence - when employees persist in
putting forth effort to achieve those goals.

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Maslow’s Hierarchy of Needs Theory

• Maslow was a psychologist who proposed that
within every person is a hierarchy of five
needs:
1. Physiological needs
2. Safety needs
3. Social needs
4. Esteem needs
5. Self-actualization needs

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McGregor’s Theory X and Theory Y

Douglas McGregor is best known for proposing
two assumptions about human nature:
• Theory X
– The assumption that employees dislike work, are
lazy, avoid responsibility, and must be coerced to
work
• Theory Y
– The assumption that employees are creative,
enjoy work, seek responsibility, and can exercise
self-direction
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Herzberg’s Two-Factor Theory

• Herzberg’s two-factor theory proposes that:
– Intrinsic factors are related to job satisfaction
– Extrinsic factors are associated with job dissatisfaction
• Hygiene Factors
– Factors that eliminate job dissatisfaction but don’t
motivate.
• Motivators
– Factors that increase job satisfaction and motivation

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Involvement of people
Two factor of motivation (Herzberg) Achievement
SATISFACTION
Recognition
Promotion
Motivator Responsiveness
factors

NO-SATISFACTION BALANCE
NO-DISSATISFACTION Salary
Job condition
Hygiene Policy
factors Stability
Supervision
DISSATISFACTION
Personal relationship

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What Is McClelland’s Three-Needs

Theory?
Three acquired needs are major motives at work
• Need for Achievement (nAch)
– The drive to succeed and excel in relation to a set of
standards
• Need for Power (nPow)
– The need to make others behave in a way that they would
not have behaved otherwise
• Need for Affiliation (nAff)
– The desire for friendly and close interpersonal
relationships
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What Is Goal-Setting Theory?

• Goal-Setting Theory
– Specific goals
increase performance
– Difficult goals, when
accepted, result in
higher performance
• Self-Efficacy
– An individual’s belief
that he or she is
capable of
performing a task
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How Does Job Design Influence

Motivation?
• Job Design
– The way tasks are combined to form complete jobs
• Job Characteristics Model (JCM)
– A framework for analyzing and designing jobs that
identifies five primary core job dimensions, their
interrelationships, and their impact on outcomes
• Job Enrichment
– The vertical expansion of a job by adding planning and
evaluation responsibilities

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What Is Equity Theory?

• Equity Theory
– The theory that an employee compares his or her
job’s input-outcomes ratio with that of relevant
others and then corrects any inequity
• Referent
– The persons, systems, or selves against which
individuals compare themselves to assess equity

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Equity Theory (cont.)

• Distributive Justice
– Perceived fairness of the
amount and allocation of
rewards among
individuals
• Procedural Justice
– Perceived fairness of the
process used to
determine the
distribution of rewards

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How Does Expectancy Theory Explain

Motivation?
• Expectancy Theory
An individual tends to act in a certain way, based on:
– the expectation that the act will be followed by a
given outcome
– the attractiveness of that outcome to the
individual

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3. Involvement of people
• 3.2. Expectation theory

Motivation

Reward Effort

Performance

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Motivating a Diverse Workforce

• Compressed Workweek
– A workweek in which employees work longer
hours per day but fewer days per week
• Flexible Work Hours (flextime)
– A scheduling system in which employees are
required to work a certain number of hours per
week but are free, within limits, to vary the hours
of work

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Motivating a Diverse Workforce (cont.)

• Job Sharing
– When two or more
people split (share) a
fulltime job
• Telecommuting
– A job approach in which
employees work at
home but are linked by
technology to the
workplace

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Designing Appropriate Rewards Programs

• Open-Book Management
– An organization’s financial statements are shared
with all employees
• Employee Recognition Programs
– Programs that consist of personal attention and
expressions of interest, approval, and appreciation
for a job well done
• Pay-for-Performance Programs
– Variable compensation plans that pay employees
on the basis of some performance measurement

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