CHAPTER 6:

EMPLOYEE INVOLVEMENT
Presented By PopTea Enthusiast
 SUPERVISOR/MANAGER

Aya Mercader
 SUBORDINATES/JUNIOR EMPLOYEES

Angelica Abian
Nazzren Cario Mark Ogd
amin
 PEERS, COUNTERPARTS,
CUSTOMERS AND SUPPLIERS

Palatino Jake Revil

John Rey Daniel Sa las
nchez
 EMPLOYEES

The prime contributors to its

success
The only expandable resources in
the organization
Their involvement is essential for
TQM
 1. MOTIVATION
TOPICS 2. TEAMWORK TRAINING
TQM PRINCIPLES

AND AND MENTORING
3. RECOGNITION AND
STRATEGIES
REWARDS
PERTAINING TO 4. FEEDBACK AND
EMPLOYEE PERFORMANCE
INVOLVEMENT APPRAISAL
5. EMPOWERMENT
 EMPLOYEE MOTIVATION

Motivated teams lead to the

success of organization. However,
the concept of employee
motivation is difficult to
understand because human nature
is quite complex
QUOTE FOR THE TOP - NOTCH

Nil Satis Nisi Optimum

"Nothing but the best is good
enough"
 TOP NOTCH -
5 to 1 0 p e r
ed t h a t a b o ut
It is believ SELF
e es a re s e lf -
of th e e m p loy
cent
e d a nd w h a t e v e r b e t h e ACTUALIZATION
motiva t
a tio n, t h e y
circumstanc e s in th e o r ga n iz (10%)
t . T h e y n e v er
o d o t h e ir b es
continue t
i f t h e r e a r e
o tiv a te d , e ven
get dem tion
t he o r ga n iz a
f a c to r s in
demotivating
QUOTE FOR THE FINCE SITTERS

Ex Nihilo Nihil Fit.

"From nothing comes nothing."
 FENCE SITTERS
(80%)

if the management is effective; otherwise they join

the bottom 10 per 10 cent. people.who do not want
to get motivated. However, 80 to 90 per cent of the
people are fence sitters. Their motivation level
depends on management strategies. Essentially, they
look at the treatment received both by the top 10
per cent and the bottom 10 per cent. I
QUOTE FOR THE DIFFICULT TO IMPROVE

Wealth without work

Just for the money.
 e r c e n t is t h e
o m 5 t o 1 0 p
Th e b o tt
n o t w a n t to DIFFICULT TO
e o p le w h o d o
diffic u lt p
m p lo y ee s a re IMPROVE (10%)
a t e d . T h e s e e
get m o ti v
a n d th e m o r e
a t t h e ir jo b s
mise ra b le
d, th e b et te r !
e y c a n sp r e a
mise r y t h
ly d i se n g a g e d
ho a r e a c t iv e
T h o s e w
o f e v e r y o n e
k th e life o u t
ca n s u c

around them
SIGMUND FREUD

THEORY
X
Who is Signund Freud?
He was born on May 6,1856 Freiberg, Moravia.
He died September 23, 1939, London, England
Austrian neurologist and the founder of
psychoanalysis.
He developed Freudian Theory.
Most influential intellectual legislator of his age.
What is Theory X ?

Theory X was propounded by Sigmund Freud, who

believed that people only work in order to gain
security and that workers can only be motivated
through coercion, using rewards or punishment.
 Theory X Characterizes
emloyees as given below:

Avoid work
No ambition
No initiative
Do not take responsibility
Needs security
 To make them work, the
management has to do the
following:
Reward
Coerce
Intimidate
Punish
DOUGLAS MCGREGOR

THEORY
Y
 Who is Douglas
McGregor?
He was born in Detroit, Michigan in 1906.
MIT professor and author of the highly influential book
"The Human Side of Enterprise,"
He completed a B.A. in 1932 from Wayne State
University
In 1935, he earned his M.A and Ph.D degree in
psychology.
 THEORY Y
People are self-motivated and enjoy the
challenge of work. Managers with this
assumption have a more collaborative
relationship with their people, and motivate
them by allowing them to work on their own
initiative, giving them responsibility, and
empowering them to make decisions.
McGregor's theory of people

Want to lean
Work is a natural activity
Have self-discipline
Develop themselves
ABRAHAM MASLOW

THEORY
Z

 ABRAHAM MASLOW
He was born on April 1, 1908, in Brooklyn, New York
earned all three of his degrees in psychology (a
bachelor's, master's, and doctorate) from the
University of Wisconsin.
He was best Known for: Hierarchy of needs,
Founder of humanistic psychology, Peak
experiences, and Self-actualization
 THEORY Z

Theory Z stresses the need to help workers

become generalists, rather than specialists. It
views job rotations and continual training as a
means of increasing employees' knowledge of
the company and its processes while building a
variety of skills and abilities.
Human motivational
needs
FREDERICK HERZBERG

HERZBERG'S
THEORY
 FREDERICK HERZBERG
He was born on April 18, 1923, in Lynn,
Massachusetts,U.S.
He was a US clinical psychologist who later became
Professor of Management at the University of Utah.
He is best known for his hygiene-motivation theory,
which was first published in The motivation to work in
1959
 TFREDERICK HERZBERG HAS DIVIDED -THE
MOTIVATIONAL ASPECTS OF HUMAN BEINGS INTO
THE FOLLOWING:

HYGIENE

THEORY
MOTIVATION
 HYGIENE THEORY INCLUDES:

The company
Its policies and its administration
The kind of supervision which people receive while on the job
Working conditions
Interpersonal relations text
Salary
Status
Security
MOTIVATION FACTORS INCLUDE:

Achievement
Recognition for achievement
Interest in the task
Responsibility for enlarged task
Growth and advancement to higher level task
text


TEAM FORMATION
Team are formed to do
more work, which
individuals can't.
 TEAMWORK

A group of people with

complementary skills
who work together to
achieve a specific goal


TEAMWORK IS NOT A NATURAL HUMAN FUNCTION

 MANAGEMENT'S ROLE IN
ENABLING TEAMWORK

A B C
WHEREWITHAL FOR
RESPONSIBILITY AUTHORITY ACCOMPLISHING
THE TASK
TEAMWORK RESULTS IN A
WIN-WIN SITUATION

-MAKE BEST USE OF SKILLS

OF EACH MEMBER OF THE
TEAM

-MAKE RIGHT DECISIONS

-GET MORE ENJOYMENT
AND JOB SATISFACTION
TEAMWORK RESULTS IN A
WIN-LOSE SITUATION

-WASTES TIME
-CREATES CONFLICT
-STOPS PEOPLE
LISTENING
 FUN FACT:
The word "communication"
comes from the Latin word
"communicaré", which means

?
"to share, to impart, or to make

Did you know common." This word is derived

from "communis", meaning
"common" or "shared."
 What is Effective Communication?

Effective Communication
succesful in producing a exchanging information,
desired result idea, or news

Effective Comunication is when someone achieves desired

outcome by sharing key information, idea, or news.
EFFECTIVE COMMUNICATION

In TQM, effective communication is

viewed as a critical component of
creating a culture of quality and
continuous improvement, in which all
employees are engaged and empowered
to contribute to the success of the
organization.
 THE 7 C'S OF
COMMUNICATION
The 7 C's is a checklist
for ensuring your emails,
meetings, calls, reports,
presentations and other
methods you use to
communicate are clear
and that the recipient
gets the message.
 8 BARRIERS OF
EFFECTIVE
COMMUNICATION
Barriers of communication
are any factors or
obstacles that hinder or
prevent effective
communication between
individuals or groups. These
barriers can interfere with
the process of encoding
and decoding messages.
 COMMUNICATION WITH

Seniors
peers
juniors
QUOTE OF THE DAY

We are given two ears but only

one mouth because listening is
twice as hard as talking.
TRAINING AND MONITORING
TRAINING AND MONITORING

Employee needs
orientation training to
carry out the tasks
correctly
THE FORTH
Familiarity and skills in operating the tools or
machinery
Objectives of the organization
Requirements and expectations from his team
The know-how and know-why of the jobs
His role, responsibilities and authority
NEW VS OLD
A fresh employee can be easily molded as per the
organization's goals and objectives.

An experienced person will bring different ideas

and work cultures from the organizations where he
served earlier.
BEGINNING OF EVERY YEAR
THERE IS A RELUCTANCE ON THE PART OF
MANAGEMENT TO SEND EMPLOYEES FOR TRAINING,
DUE TO SOME OF THE FOLLOWING REASONS:
Excessive workload in the organization, which
does not permit sending them for training.
Non-availability of appropriate training courses.
Fear of migration of employees after training.
Training is NOT a one-time activity
RECOGNITION AND REWARD

Every employee or supplier is

required to meet the requirements
to satisfy their customer.
Exceeding those

requirements can be considered to

be an

achievement. And such

achievements deserves to be
recognized or given an
award.
 WHY?
Rewarding and recognizing employees is important because it
leads to greater employee engagement, increasing retention or
consistency in the efforts and hard work employees put into their
jobs. It also contributes to a more positive workplace
environment.

If achievement is not recognized then they may drop from the

normal level of performance.
 WHO TO REWARD? ATTRIBUTES OF BEST PERFORMING
EMPLOYEES
Selecting someone to reward is not
an easy decision to make. You must COMMITMENT
select the most worthy candidate
without being biased. CREATIVITY

If the recognition is genuine and FLEXIBILITY

without any bias, such awards will
not demotivate other employees in ADAPTABILITY
the organization but it should rather
motivate others to improve their DETERMINATION
performance and qualify for an
award. RESPONSIBILITY
 REWARD TEAMS,
RATHER THAN INDIVIDUALS
There is no harm in awarding an
individual for his meritorious service.
But it may cause hurdles in practicing
teamwork in some cases. Hence, the
organization should as far as possible,
reward the teams.

If the performance is to be
recognized, the organization should
not try to measure the contribution
of each member of the team.
 TYPES OF EMPLOYEE REWARDS
There are five types of employee rewards that leaders can use as a guide to building
an effective rewards program that team members truly value.
1. Intrinsic Rewards Intrinsic rewards are intangible, internal motivators, such as
developing a new skill, receiving praise from an admirable leader, or
creating relationships with new coworkers.

Extrinsic rewards include all the tangible and financial ways to

2. Extrinsic Rewards recognize employees, such as a higher salary, additional PTO, or
even a heap of reward points provided by a thankful team member.

3. Employee Employee incentives include all the benefits your company offers to
Incentives workers such as traditional and personalized benefits. These
traditional incentives may be retirement plans and health insurance
while personalized benefits can vary from more freedom in work
responsibilities.
 TYPES OF EMPLOYEE REWARDS
4. Non-financial Non-financial rewards include both extrinsic
Rewards motivators, such as a lunch with the CEO or
workplace flexibility and intrinsic motivators —
primarily in the form of social recognition.

5. Wellness-based A wellness incentive is a way for employers to

Rewards promote healthy choices, activities, and behaviors
that support employees' physical and mental wellness.
Health and wellness incentives programs offer
inspiration, rewards, or recognition to employees
either through individual endeavors or team-based
challenges.
 EFFECTS OF RECOGNITION AND REWARD SYSTEM
1. Recognition and reward go together for
letting people know that they are valuable
members for the organization.
2. Employee involvement can be achieved by
recognition and reward system.
3. The recognition and reward system
reveals that the organization considers
quality and productivity as important.
 EFFECTS OF RECOGNITION AND REWARD SYSTEM

4. It provides the organization an opportunity

to thank high achievers.
5. It provides employees a specific goal to
achieve.
6. It motivates employees to improve the
process.
7. It increases the morale of the workers.
8. It promotes teamwork and enables a positive
work environment if done correctly.
ENABLES HAPPINESS ALL AROUND
The recognition and award program should help
the organization to enable happiness amongst all
the employees. It should not lead to bitterness
amongst employees and should not demotivate
them.

Recognition and awards is certainly a part of

TQM. Without recognitions and reward, the
organization will become stale.

For TQM to happen, recognition and award is one

of the major inputs.
 FEEDBACK AND
PERFORMANCE APPRAISAL
FEEDBACK ESSENTIAL BOTH TIMELY FEEDBACK
FOR EMPLOYEES AND
MANAGEMENT
MANAGEMENT SHOULD SEEK WATCH EFFECT OF FEEDBACK
FEEDBACK

FEEDBACK TO THE CONTINUOUS FEEDBACK

EMPLOYEES

GIVING APPROPRIATE
FEEDBACK
PERFORMANCE APPRAISAL
OBJECTIVES OF PERFORMANCE APPRAISAL
To determine the effectiveness of
employees on their present job so
as to decide their benefits.

To identify the shortcomings of

employees so as to overcome them
through systematic guidance and
training.

To find out their potential for

promotion and advancement.
WHAT IS EMPOWERMENT
EMPOWERMENT
Empowerment is just the
opposite of strict
Empowerment of employees is hierarchical “do what I say”
one of the latest management approach in the organizations.

techniques deployed to result

in continuous improvement in

Empowerment means transfer of

the organization.
responsibility of satisfying
Empowerment means customers to employees. It
involvement of all the means that the employees own
employees for improvement of the process of satisfying the

processes on continual basis. customers.

EMPOWERMENT IS NOT EMPOWER TEAMS, NOT
WITHOUT BOUNDS INDIVIDUALS
Empowerment of employees is not without A team of employees will be empowered not the
bounds or limitations. It should be individuals. Even when an individual is empowered, it is
structured and planned to achieve the done so in his capacity as the coordinator of the
corporate goals in the TQM way. The team. It is not personal to the individual.
The team has to achieve the objectives set forth by the
employees are aligned with the business
management.
direction as brought out in the vision and The team has to identify the best course of action in
mission statements of the CEO. They have to every context.
be made to understand their performance The team has to take decisions on its own within its own
boundaries and expected performance boundaries.
results. The teams should function in a democratic manner to
achieve success.
TRAINING NEEDED BEFORE EMPOWERMENT

Before empowering, management has to train the employees, ask them to

carry on and check whether they are going in the right direction and if so,
empower them. This checking is also a continuous process. The evaluation of
every employee of the team is essential before empowering. The employees
should be encouraged to participate willingly in the improvement process. They
should be encouraged to bring forth genuine problems fearlessly.
STEPS INVOLVED IN EMPOWERING
The following steps are involved in the operation of self-managed
teams:
• Agree on what they will produce or carry out,
• Decide how to organize the team.
• Decide on the responsibility within the team.
• Decide on flow of work.
• Audit the process.
• Decide on improvements and restart.
 FUNDAMENTAL REQUIREMENTS OF MANAGEMENT FOR
SUCCESSFUL EMPOWERMENT

1. Accept that teamwork is more beneficial than hierarchical management

2. Invest time and money on the team building and training before empowerment
3. Formulate a clear-cut, unambiguous vision and mission statement and the system for quality
4. Be prepared to spend more time at the initial stages and later on to listen to the problems of the
team members
5. Prepare to wait patiently for the success of the empowered teams
6. Prepare to equip the teams with facts and trust them
7. Provide support and tools wherever required for problem solving
8. Reward worthy teams
9. Provide communications infrastructure and Information Technology infrastructure for the teams
to carry on the tasks, without difficulty.
 CHAPTER 6
It's a Wrap!
Ce rt us I n Re
Am icu s
rt a Ce rn itur
In ce
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