Employee Involvement

Employee Involvement Abu Naser Mohammad Saif Lecturer Department of MIS Faculty of Business Studies

University of Dhaka Cell: 01717686005

Employee Involvement Employee involvement refers to any activity by which employees participate and contribute for TQM. Employee involvement like i. ii. iii.

iv.

Sharing of information Providing inputs on work related problems Making suggestions Self directed responsibilities such as setting goals, making decisions, & solving problems

Motivational Theories I. II.

Maslow’s hierarchy of needs Herzberg's two factor theory

Maslow’s Hierarchy of Needs Survival: means food, clothing, and shelter which are provided by the organization.  Security: safe working place, job security and ergonomically feasible.  Social: Opportunity should be provided to be a part of a group/team by feeling important. 

Maslow’s Hierarchy of Needs Survival Security Social Esteem Self actualization

Food, clothing and shelter & other basic needs

Safety working place, job security Opportunity to be a part of group/team

Pride, self worth, values

Jesus, Allah, Govinda

Maslow’s Hierarchy of Needs Esteem: it relates pride and self worthiness.  Self actualization: Individuals must be given the opportunity to go as far as their abilities will take them. 

Herzberg's two factor theory He argued that there are 2 sets of needs. i.e. motivators (growth needs), which relates to job we perform, and sense of our achievement as a result of performing them. Second set is known as hygiene factors that are related to work environment and based on the human need to avoid pain.

Achieving a Motivated Work Force Know thyself  Know the employees  Establish a positive attitude  Share the goals  Monitor progress  Develop interesting work  Communicate effectively  Celebrate success 

Employee Survey  Personality

characteristics  Management Style  Job attitude  The work

Empowerment Different from delegation or job enrichment  Delegation refers to distributing and entrusting work to others  Empowerment requires that employee is held responsible for the whole task  People generally want to be more in charge of their jobs and careers 

Conditions for Empowerment  Everyone

must understand the need for change  The system needs to change to the new paradigm  The organization must enable its employees

Teams Source of employee involvement  A group of people working together to achieve common goal 

 Objectives:

Solve a problem  Improve a process  Design a product  Audit a process 

Types of Teams  Process

Improvement Team  Cross Functional Team  Natural Work Teams  Self Directed Teams

Process Improvement Team Includes representative(s) from each operation of the process  Improve or develop specific business process  External or internal supplier/customer could be added depending upon location  Usually disbanded after the objective is obtained 

Cross-Functional Team  Represented

by each functional area representative (6-10 members)  May include customer or supplier  Usually temporary with the exception of product review team

Natural Work Team  Is

not voluntary  Is composed of all the members of the work unit

Self Directed Teams  





 

Example of empowered organization Discretion to organize their work subject to organizational work flow requirements Team coordinator to liaison with senior management (can be rotational) Meets daily planned activities. Decision making usually by consensus 68% of Fortune 1000 companies use SDT Only 10% workers are involved in them

Quality Circles Group of employees usually from one functional area  Voluntary participation in weekly meeting (on company time)  Select and address quality problems that occur within their department  Provide training on problem solving techniques. 

Quality Circles  





Pursue two types of goals Personal well being of the employee: Removing frustrating issues related to work environment Well being of the company Later on solve company problems with focus on products and process Benefit: Improved quality for both internal & external customers

Quality Circles: Benefits Improve individual self respect  Increase respect among supervisors and workers  Changes workers’ negative attitude  Reduce conflict stemming from work environment  Workers understand why many problems cannot be solved quickly 

Characteristics of Successful Teams

Help Yourself!!! Visit www.stanford.edu/class/e140/e 140a/effective.html

Training Companies committed to invest heavily in training  Usually includes quality awareness, leadership, project management, communication, teamwork, data analysis, meeting customer requirement, process analysis, waste reduction, cycle time reduction, and error proofing etc. 

Suggesting System  Being

Progressive  Removing fear  Simplification of the process  Responding quickly  Rewarding the idea

Recognition & Rewards Can be monetary or non monetary  Might include trips, promotional gifts, clothing, time off, or special company sponsored awards and events  Works better for hourly workers than for managers and technical employees  Should involve everyone 

Recognition & Rewards …. Tie rewards to quality based measurable objectives (reward for each suggestion implemented)  Extensive Publicity (newsletters, wall of fame, certificates, and special lunch etc.) 

Performance Appraisal How one is evaluated determines how one performs  Process for evaluating and generating info about employee’s effectiveness & efficiency at work  Objectives: Feedback to employees, assessing training needs, and identify people for promotions etc. 

Performance Appraisal: Flaws 

  



Discourage risk taking Focus on short-term measurable results Focus on individuals & destroy team work Process is detection oriented rather than prevention oriented Usually fail to distinguish among factors that are in employees’ control and those that are not

Performance Appraisal .… 









Many companies are now using 360 degree evaluation Some are replacing evaluation with personal planning & development systems Manager meet employees to set future expectations Identify training needs, provide coaching, and reward continuous improvement Develop each individual to the fullest