EMPLOYEE

INVOLVEMEN
T

CONTENT OUTLINE
• Employee motivation
• Employee empowerment
• Team building
• Team training
• Performance appraisal of employee
• Recognition and award
• Benefits derived from employee involvement
EMPLOYEE MOTIVATION
2 reason why Japanese are so
successful in quality control:

1. Strong motivation of the employees,

2. Employees have positive attitude toward their
business organization.
You may have clearly defined policies,
procedures and guidelines of the
organizations, still there shall be lots of
deviations of employees for lack of
motivation in doing their job.

The effective means to attain and

sustain quality and productivity
employees is to make them part of the
organization.
Motivation comes from the various
sources, such as:
• Supervisors
• All levels of management
• Fellow employees

PRIDE AND PRESTIGE

In the form of motivating factors, are

easily passed on.
MOTIVATING FACTORS INCLUDE SUCH
THINGS AS:
1. Improving morale.
2. Improving job skills.
3. Utilizing proper and timely communication
skills.
4. Having a safe work environment.
5. Exercising good management skill.
6. Acknowledging that job security is
important.
7. Developing a good communication system.
Dr. Abraham H. Maslow

Is very famous for his

motivation ideas expressed in
hierarchy theory.
MASLOW’S HIERARCHY OF NEEDS

Self-Actualization
(Level 5)

Esteem
(Level 4)

Social
(Level 3)

Security
(Level 2)

Survival
(Level 1)
Level 1 (survival) – means food, clothing and
shelter, which is usually provided by a job.
Level 2 (security) - can mean a safe place to
work and job security, which are very important
to employees.
Level 3 (social) – relates to our need to
belong, because we are social animals.
Level 4 (esteem) – relates to pride and self-
worth.
Level 5 (self-actualization) – says that
individuals must be given the opportunity to go
as far as their abilities will take them.
SIGMUND FREUD – is the author of Theory
X.

Theory X characterizes employees as

given below:

1. Avoid work
2. No ambition
3. No initiative
4. Do not take responsibility
5. Needs security
To make the employees work, management
has to do the ff:

1. Reward
2. Coerce
3. Intimidate
4. Punish

This theory assumes that the employees

cannot be trusted and the employees have to
be supervised all the time.
DOUGLAS Mc GREGOR – author of Theory Y.
Mc Gregor’s theory of people is given below:

1. Want to learn
2. Work is a natural activity
3. Have self discipline
4. Develop themselves

These employees do not get motivated as much

by any reward, but they seek free-all by
themselves.
FREDERICK HERZBERG
- Has divided the motivational aspects of human
beings (Herzberg two-factory theory) into the
following:

HYGIENE THEORY – Is the minimum that every

employee requires for not being dissastisfied.
HYGIENE THEORY includes:

1. The company
2. Its policies and its administration
3. The kind of supervision which people
receive while on the job.
4. Working conditions
5. Interpersonal relations
6. Salary
7. States
8. Security
MOTIVATION FACTORS include:

1. Achievement
2. Recognition for achievement
3. Interest in the task
4. Responsibility for enlarged task
5. Growth and advancement to higher
level tasks.
EMPLOYEE EMPOWERMENT
Empowerment – an organizational state,
where people are aligned with business
direction and understand their
performance boundaries, thus, enabling
them to take responsibility and ownership
while seeking improvements, identifying
the best course pf action and identifying
steps to satisfy customer rwquirements
EMPOWERMENT
• Transfer of responsibility of satisfying of
customers to employees.
• An understanding of
▫ Who I am?
▫ How do I relate to higher management?
▫ How do I relate to fellow employees?
▫ How do I change my old ways?
▫ What is expected of me?
TEAM BUILDING
• Fundamental part of empowerment
process
• One basic barrier is resistance from
supervisor
Common reasons of supervisor resistance

1. Reluctant to give up power

2. Preconceived ideas about subordinates
3. Need to set a good example
4. Job sensitivity
5. Can do it better
6. Fear of looking bad
7. Ultimately held accountable
Team is defined as a group of
individuals working together to
achieve common goals and
objectives
Modern processes are more
complex requiring the
involvement of individual
employees.
 The first step to team building is to
involve the employees themselves as
partners of the change process.
 Problem arise anytime as employees’s
comfort zone is distuebed. The response
to this situation is to make team
members comfortable.
 Team members are selected based on
similar skills and interest, cohesiveness
and process knowledge.
4 Stages of Team Development
1. Farming which is the exploration period for the
team.
2. Storming which is the stage that has rivals whithin
the team.
3. Norming which is the happy, harmonious
relationship for the team.
4. Performing which is the stage where effective
decisions are made.
• The backbone of the team building is trust –
trust in each other and trust in the integrity of
the team.
TEAM TRAINING
• Training must be experimental beacause
trainees will retain 20% of what they do
• It should be practical when possible
• Credibility of the trainer must be established
early
First Step – Make everyone
aware of what the training is all
about.
Second Step – to get acceptance,
Third Step - To adapt the
program.
Fourth Step – To adapt as to
what has been agreed upon.
Difference between Team Leader and
Supervisor

Supervisors delegate
responsibilities.
Team leaders share
responsibilities with team
members.
PERFORMANCE APPRAISAL
The objective is to improve
performance and let employees
know how they are doing and
provide a basis for promotions,
salary increases, counseling and
for other purposes.
Most common appraisal formats
• RANKING – Compares employees by ranking
from highest to lowest.
• NARRATIVE – Gives a written description of
employees’ strengths and weaknesses.
• GRAPHIC – Indicates the major duties
performed by the employee and rate each
duty with a scale.
• FORCED CHOICE – Places each employee in
a category with a pre-determined percentage
RECOGNITION AND AWARD
• It promote goal-related activities
• Awards may be in the form of bonus,
salary increase, change in title,
promotion, concert tickets,
educational tour etc.
Some ways of presenting awards are
• Relate the award to achievement
• Frame certificate
• Presents the award by the appropriate level of
management
• Use the local press to inform family and friends
• Present the award in the appropriate
surroundings
• Vary the method of presenting awards
• Diversify the awards, concert tickets, basketball
tickets.
BENEFITS DERIVED FROM EMPLOYEE
INVOLVEMENT (by D.H Basterfields)

• Employees make better decisions using

their expert knowledge of the process.
• Employees are more likely to implement
and support decisions they had a part in
making.
• Employees are better able to spot and
pinpoint areas for improvement
BENEFITS DERIVED FROM EMPLOYEE
INVOLVEMENT (by D.H Basterfields)

• Employees are better able to make

corrective actions
• Employees involvement reduces
labor/management problems
• Employee involvement increases moerale
by creating a feeling of belonging to the
organization.