PRODUCTIVITY ACROSS THE LEVELS

Objective: - Promote understanding between the level of management - Create awareness of the value of productivity improvement.

LEVELS IN MANAGEMENT Senior Management

Middle Management

Junior Management

Senior Management

Short-term planning End execution of plans Convert Knowledge into skills

Recognize Individual Goals Match people to jobs

Almost every contemporary motivation theory recognizes that employees are not homogeneous. They have different needs. They also differ in terms of attitudes personality and other important individual variables.

a great deal of evidence shows the motivational benefits of carefully matching people to jobs. People who lack the necessary skills to perform successfully will be disadvantaged You should ensure that employees have hard, specific goals and feedback on how well they are doing in pursuit of those goals. In many cases, these goals should be participative set. Ensure that goals are perceived as attainable: Regardless of whether goals are actually attainable employees who see goals as unattainable will reduce their effort. Be sure, therefore that employees feel confident that increased efforts can lead to achieving performance goals. Because employees have different needs, what acts as reinforce for one may not do so for another. Use your knowledge of employee differences to individualize the rewards over which you have control. Some of the more obvious rewards that you can allocate include pay promotions, autonomy, and the opportunity to participate in goal setting and decision making. You need to make rewards contingent on performance. Rewarding factors other than performance will only reinforce the importance of those other factors. Key rewards such as pay increases and promotions should be given for the attainment of employees specific goals. Employees should perceive that rewards or outcomes are equal to the inputs given. On a simplistic level, experience ability, effort and other obvious inputs should explain differences in pay, responsibility and other obvious outcomes. It s easy to get so caught up in setting goals, creating interesting jobs, ad providing opportunities for participation that you forget that money is a major reason why most people work. Thus, the allocation of performance based wage increase piece work bonuses, employee stock ownership plans, and other pay incentives are important in determining employee motivation

Use Goals

Individualize rewards Link rewards to performance Check the system for equity Don t ignore money

Ambuja Productivity Model

Recogniz e Individual Goals Check For Exquity Don t ignore Money

Match People to job

Link Performance to Rewards

Individualize Rewards

Use Goals

Ambuja Productivity Model

Employee Productivity

Mfg. Units Production Volume Quality standards Minimum Wastages Regularity in work

Support functions Accuracy Response Time Prompt Decision Cost Effective

BARRIERS OF PRODUCTIVITY

}Professional }Technical }Attitude }Work

skills

know how

environment

}Performance

Some Theories of Motivation

Maslow s Need Hierarchy

Self-Actualization Esteem Social Security & Safety Physiological

The Formation of Equity Perceptions

Feelings of Equality or Inequality Comparison of Self with others Evaluation of Others

Evaluation of Self

Responses to Equity & Inequity

Motivation to Maintain Current Situation Equity Motivation to Reduce Inequity Comparison of Self with Other
1. 2. Change Inputs Change Outcomes Alter Perceptions of Self Alter Perceptions of Other Change Comparisons Leave Situation

Inequity

3. 4. 5. 6.

Expectancy Theory (cont.)

Expectancy

Instrumentality

Force

Effort

Performance

Outcome

What These Theories Tell Us

Maslow people are motivated by different things, and many of them are not just basic needs Equity Theory fairness, or the perception of it, is important Expectancy Theory a way to tie goals to performance, effort, and motivation Goal Setting goals can be motivational if done correctly

Management by Objectives
Based on top-down collaborative goal setting throughout the organization Needs to be measured with frequent feedback Should be tied to a performance appraisal system Must be consistently applied throughout the organization

Employee Recognition Programs

Recognition is a powerful motivator The best programs use multiple sources and recognize both individual and group performance Can take any form from a thank you to formal awards Suggestion programs are very good Is very cost effective

Some Tips for Managers

Start with yourselves
What is important to me? What do I want out of my job? What is standing in the way of my getting what I want? What things are under my control? What am I willing to do to attain my goals? Is what I am willing to do:
consistent with my values and ethical standards? is it good for the organization? is it fair to others? and is it in the best interests of the clients?

Be clear as to the motivational needs of your supervisees and employees Listen and ask questions pay attention

Some More Tips

Be clear as to what performance criteria are Set down clear and collaboratively set goals Clarify expectations Find out the needs of the employee to attain their goals Provide the support necessary for them to succeed Provide regular feedback, support, and opportunities of questions and training as needed Have regularly scheduled formal performance evaluations, and tie them to the reward structure and have them be performance based

Some Final Points

What do we mean by motivation? What do we mean by productivity? Basically, we want to know how to make people:
Work harder Perform at higher levels Enjoy what they are doing

Questions to Ask Yourself?

What would make me want to work harder? What might make my supervisees want to work harder? Why would I/they actually want to work harder? What can I do to facilitate the things that will make a difference?

Goal Setting Exercise

Set three goals for yourself
Personal Professional For your specific job

Present them to the group Give each person some feedback on their goals:
Specific Challenging/attainable Measurable