Welcome to the Presentation on

Employee Involvement

BIJOY MOHAJAN [3-11-21-050]

NEAZ PARVEZ [3-11-21-079]
MD. SUJAN MAHMUD [3-10-19-049] ZAHIDUL ISLAM [3-11-21-013] NAHID RIJWAN [3-09-17-033]

What is Involvement??

leadership trust respect Increasing engagement
Promotion development learning and development

pay working hours benefit

Employee Involvement … means that employees at all levels of the organization are involved in the running of the business.

Forms of Employee Involvement







Forms of employee involvement

How Employee Involvement Works???



Employee Involvement Process
Establish goals for companywide plan (free of constraints)

Communicate goals to employees
Involve workforce & reach consensus: • Adjust existing conditions to goals • Adjust goals to existing constraints

Implement changes
Analyze results, learn from analysis, apply to future plans

Principles & Strategies
pertaining to employee involvement Employee Motivation Employee Empowerment Teams & Team work Recognition & Reward Performance Appraisal

Employee Involvement

How to Maximize Employee Involvement??

Active ways to listen to your employees Check if the information is according to employee need Share information about customer with employees

Discuss financial performance with employees
Allow ad hoc teams among employees Encourage employees to make suggestions for improvement

Take an idea from one employee & share it with others
Conduct meetings around specific issues and brainstorm solutions

Benefits of Employee involvement

Team Innovation

Enhancing productivity


Facilitate change
Improve quality

Presented By:

Neaz Parvez ID [3-11-21-079]

Employee Motivation

Employee Involvement

Employee Motivation
Motivation is an employee's intrinsic enthusiasm about and drive to accomplish activities related to work. Motivation is that internal drive that causes an individual to decide to take action.
In other words, The psychological process that gives behavior purpose and direction.

Individual Motivation and Job Performance

Motivation Theories

• Theories of Motivation

Maslow’s needs hierarchy theory
ERG theory Herzberg’s two-factor theory Expectancy theory

Goal-setting theory

Motivation Theories (cont’d)
• Maslow’s Needs Hierarchy Theory
– People have needs, and when one need is relatively fulfilled, other appear in expected order to take its place. – Maslow’s hierarchy of needs: • Physiological needs: food, water, sleep. • Safety needs: safety from the elements and enemies. • Love needs: desire for love, affection, and belonging. • Esteem needs: self-perception as a valuable person. • Self-actualization: becoming all that one can become.

Maslow’s Hierarchy of Needs Theory

Herzberg’s Two-Factor Theory
Hygiene Factors Motivation Factors

• Working conditions • Quality of supervision • Salary • Status • Security • Company • Job • Company policies and administration • Interpersonal relations

• Achievement • Recognition for achievement • Responsibility for task • Interest in the job • Advancement to higher level tasks • Growth

Herzberg’s Two-Factor Theory
• Combining the hygiene and motivation factors results in four scenario's:
1.High Hygiene + High Motivation:
The ideal situation where employees are highly motivated and have few complaints.

2.High Hygiene + Low Motivation:
Employees have few complaints but not highly motivated. Job is perceived as a paycheck.

3.Low Hygiene + High Motivation:
Employees are motivated but have a lot of complaints. A situation where the job is exciting and challenging but salaries and work conditions are not up to par.

4.Low Hygiene + Low Motivation:
The worst situation. Unmotivated employees with lots of complaints.

Goal-Setting Theory

Importance of Employee Motivation
 Help employee to achieve his personal goals.  If an individual is motivated, he will have job satisfaction.  Motivation will help in self-development of individual. Improves level of efficiency of employees  Leads to achievement of organizational goals  Leads to stability of work force  Leads to high performance

Presented By:

Md. Sujan Mahmud ID [ 3-10-19-049]

Employee Empowerment

Employee Involvement

• “To empower,” means to enable, to allow or to permit, and can be conceived as both self-initiated and initiated by others. • “Empowerment is the process of sharing power with employees”. • Empowerment is the process of enabling employees to set their own work-related goals, make decisions and solve problems within their spheres of responsibility and authority.

Employee Empowerment…
• Is a strategy and philosophy • Helps employee own their work and take responsibility • Empowerment is a process • It is the state of feeling self empowered

Principles of Employee Empowerment
• Involve employee in the decision making process • Provide continual training and support • Share leadership vision • Delegate authority and impact opportunity, not just more work • Share goals and direction

Need of empowerment
• Time to respond is much shorter today. • First line employees must make many decisions. • There is great-untapped potential. • Employees feel much more control over their lives. • Empowered people do not feel like victims.

Ways of employee empowerment
• Express confidence in employees’ abilities. • Hold high expectations concerning their performance. • Allow employees to participate in the decision-making process. • Allow employees freedom and autonomy in how they perform their jobs. • Use position power in a positive way and limit the use of coercive power. • Set inspirational and managerial goals for employees.

• Enhances beliefs of employees that they are influential contributors to the organizational success. • Employees perceive meaning in work. • Employees feel competent. • Employees derive a sense of self-determination. • Employees believe that they have an impact on important decisions. • Empowerment increases a manager’s ability to get things done • Empowerment increases workers’ involvement, motivation, and commitment • Empowerment gives managers more time to concentrate on their pressing concerns

• • • • • • • Involvement Quick decision-making Solving complex problems 360-degree Feedback Error Tolerance Enhanced Communication Trust and Support of Management

Complications of Empowerment
• Giving up control can be threatening to some managers. • Managers may not want to share power with someone they look down upon. • Managers fear losing their own place and special privileges in the system.

Presented By:

Zahidul Islam ID [ 3-11-21-013]

Teams & Team work

Employee Involvement

Team & Teamwork
A team is a group of people working together to achieve common objectives or goals. Teamwork is the cumulative actions of team.

Benefits of Teamwork
Employee involvement is optimized by the use of teams. They, – achieve dramatic results, which individuals can not – make best use of skills of each member of the team – get more enjoyment and job satisfaction

Types of Teams
 Process Improvement Teams  Cross Functional Teams  Natural Work Teams  Self Directed Teams

Characteristics of Effective Teams
– – – – – – – Good team composition Sufficient training and organizational support Clear Direction Clear Responsibilities Open communication Appropriate leadership Balanced participation

Team Rewards
• Divided equally among team members • Divided proportionally to contribution determined by management • Divided proportionally to contribution determined by the team

Gain Sharing
• • • • • Financial reward & recognition system. Measurement of organizational productivity. Method to share productivity gain. Two Types of performance strategies: Financial Performance Measure

Common Barriers to Team Progress
– – – – – – Insufficient training Incompatible rewards and compensation Supervisor resistance Lack of planning Lack of management support Project Scope too Large

Presented By:

Nahid Rijwan ID [ 3-09-17-033]

Recognition & Reward

Employee Involvement

Recognition and Reward
Method of motivating employees Acknowledgement of some achievement
—The acknowledgement may be financial, psychological in nature.

It promotes behavior that mgt wants repeated Individual or teams Recognition is a form of employee positive motivation. Reward is a tangible one, such as increased salaries, gain sharing etc.

Types of Recognition
Organization wide programs

› Anniversaries › Suggestion programs › Top achievers
Management discretion/ nominated

› Employee of Month › Best when at discretion of manager
Peer to peer

› Usually many restrictions

Benefits of Well Designed Recognition
Improve employees moral. Create satisfied workplace. Stimulate creative efforts. Reinforces the strategies/goals of the organization Promotes repeatable behaviors Can promote teaming, communities, etc. Can be positioned as a part of a total compensation package

Key Components of Recognition

Key components of recognition

Types of Rewards
 Intrinsic rewards- Non monetary, appraisals  Extrinsic rewards- pay / compensation issues

• • • •

Variable pay Bonuses Profit sharing Stock options

Designing a Reward Program

Identification of company or group goals

Identification of the desired employee performance or behaviors

Determinatio -n of key measuremen -ts of the performance or behavior

Determinatio -n of appropriate rewards

Communicati -on of program to employees

Effective Reward System
– Provides continual reminder in regards to quality & productivity – Way to appreciate high achievers. – Provides employees Goal oriented & motivated – Boosts moral by creating healthy sense of competition

Presented By:

Nahid Rijwan ID [ 3-09-17-033]

Performance Appraisal

Employee Involvement

Performance Appraisal: Definition
• “It is the process of evaluating the performance of employees, sharing that information with them and searching for ways to improve their performance’’. • Performance appraisal is the step where the management finds out how effective it has been at hiring and placing employees . • A “Performance appraisal” is a process of evaluating an employee’s performance of a job in terms of its requirements.

Why Performance Appraisal
• Provide a basis for promotion/ transfer/ termination • PA is used for career planning • Enhance employees’ effectiveness by helping to identify their strengths and weaknesses • Identify training and development needs • Aid in designing training and development programs • Develop inter-personal relationships • scientific basis for reward allocation, wage fixation, incentives

Appraisal Process
Taking corrective standards Setting performance standards

Communicating standards

Discussing results Comparing standards

Measuring standards

Methods of Performance Appraisal
Traditional Methods
1. Ranking 2. Paired comparison 3. Graphic Rating scales 4. Forced Distribution

Modern Methods
1. Assessment Center
2. Management by Objectives 3. Human Asset Accounting

Method 5. Checks lists 6. 3600 Appraisal

For the Appraisee

• Better understanding of role in the organization
• Clear understanding of strengths and weaknesses to

• Increased motivation, job satisfaction, and self-esteem • Opportunity to discuss work problems • Improved working relationships with supervisors

For the Management • Identification of performers and non-performers • Opportunity to prepare employees for higher responsibilities • Opportunity to improve communication between the employees and management • Identification of training and development needs

Benefits (cont’d)
For the Organization  Improved performance throughout the organization

 Creation of a culture of continuous improvement and
success  Conveying the message that people are valued

• Criticized as counter-productive and unnecessary by several scholars. • Appraisal nourish short term performance and destroy long term planning. • Individual appraisal destroys teamwork • Basic assumption of appraisal is individual is responsible for all results. But in real, the results are frequently beyond an individuals control. • Frequently based on subjective & immeasurable.

Overcoming involvement challenges…

• Better in collectivist and low power distance cultures

Management resistance
• Educate/train managers to become facilitators

• Concerns about increased stress, giving up union rights and union power

Cultural differences

Employee and union resistance

Employee Involvement
Authority Information/communication Recognition & rewards Rewards & perform list Company knowledge Individual knowledge

Quality of work-life • Balance • Work load • Diversity • Security • resources

Employee morale

Quality service • Top mgt • Quality emphasis • Innovation • teamwork

Customer satisfaction
Financial performance