Академический Документы
Профессиональный Документы
Культура Документы
Motivation
Knowledge of motivation helps us to understand the utilization of employee involvement to achieve
process improvement.
Survival
Level-I (Survival)
Survival means food, water, clothing, shelter which is usually provided by a job. In the
workplace, level-I needs include proper lighting, heating? Air conditioning, ventilation,
phone system, data? Voice access and computer information system.
Level-II (Security)
1
Security means a safe place to work. When the organization demonstrates an interest in the
personal well-being of employees, it is a motivating factor. A threat of losing ones job
certainly does not enhance motivation. Level-II is not limited to job security. It also
includes having privacy on the job such as being able to lock ones office door or having
lockable storage for personal items as well as having a safe work environment that may
include ergonomic adjustable furniture.
Level-III (Social)
It relates our need of belongingness. It ahs been said that cutting someone out of the group
is devastating to that individual. Isolation itself is an effective punishment. Conversely,
giving an individual the opportunity to be the part of the group by feeling important and
needed will motivate that person. If possible employees should be provided with both
formal social areas such as a cafeteria, conference room etc.
Level-IV (Esteem)
It relates to pride and self worth. Everyone regardless of position or job assignments wants
to be recognized as a person of value to the organization where possible employees should
be given offices or personal space with aesthetics. Business cards, work space size and office
protocols also provide employees with a certain level of self-esteem within an organization.
Seeking advice or input into business or production procession is a good way of telling
employees that they are of valve. This activity requires giving employees control and
freedom of their jobs by providing trust.
Level-V (Self-Actualization)
It says that individuals must be given the opportunity to go as far as their abilities can take
them.
Organization that empowerment employees as a part of their total management effort are
twice as likely as other firms to report significant product or service improvement. The
purpose of empowerment is to tap the enormous reservoir of potential contribution that lies
within every worker
An Operational Definition of Empowerment Follows:
Empowerment is an environment in which people have the ability the confidence and the
commitment to take the responsibilities and ownership to improve the process and initiate
the necessary steps to satisfy customer requirements within well-defined boundaries in
order to achieve organizational values and goals. Employee empowerment requires that the
individual is held responsible for accomplishing a whole task. The employee becomes the
process owner thus the individual is not only responsible but also accountable.
Teams
Employee involvement is optimized by the use of teams. Teams however are not a panacea
for solving all quality and productivity problems but in most instances they are effective.
Definition of Team
A team is defined as a group of people working together to achieve common objectives or
goals. Teamwork is the cumulative actions of the team during which each member of the
team subordinates his individual interests and opinions to fulfil the objectives or goals of
the group. The objectives or goals may be:
Solve a problem
Improve a process
Design an equipment
Plan a conference
Audit a process
Please a customer
The needs of team be clearly defined have milestone set have resources provided and use a
systematic approach.
Types of Teams
The development of quality control circles by the Japanese in 1961 is considered to be the
beginning of the use of teams to improve quality.
QCC (Quality Control Circles) are groups of people from one work unit who voluntarily
meet together on a regular basis to identify, analyze and solve quality related and other
problems within their area. They choose their own problems and focus on quality of work
life and health/safety issues rather than on improving work processes. Often they remain in
3
existence over a long period of time working on project after project. A major drawback of
QCC was a lack of middle management support and as a result member frequently were
not able to persuade management to implement their recommendations.
Teams can be divided into four main groups:
Cross-functional Team
A team of about 6-10 members will represent a number of different functional areas (such
as engineering, marketing, accounting, production, quality and HR). It may also include
the customer and the supplier. A design review team is good example of cross-functional
team. This type of team is usually temporary.
13. Appropriate Leadership: All teams need leadership whether imposed by the QC
or someone emerges from within the team and sometimes the leadership changes as the
team matures
14. Balanced Participation: All members must become involved in the teams
activities by voicing their opinions, lending their knowledge and encouraging other
members to take part
15. Cohesiveness: Members should be comfortable working with each other & act as
a single unit not as individuals or sub-groups.
Team leader
Facilitator
Recorder
Time Keeper
Members
All team members have clearly defined roles & responsibilities.The team leader, selected by
the QC, sponsor or the team itself has the fall.
Roles:
-
Ensure smooth & effective operation of the team, handing, assigning record keeping,
orchestrating activities, overseeing Preparation of repots & Presentations.
Facilitates team process , ensure that all members participate during the meeting s
prevent other member from dominating
Serves as an interface b/w tem & the Sponsor /Qc
Orchestrates the implementation of the change recommended by the team within
organizational constraint & Team boundaries.
Monitor the status & accomplishment of member , assuring timely completion of
assignment s
Prepares the meeting agenda including time date & location stick to the agenda or
modifies it where appropriate & ensure the necessary recourses are available for the
meeting
Ensure that team decisions are made by consensus where appropriate , rather than by
unilateral decision, majority rule decision or minority rule decision
Facilitator
6
The Facilitator is not a member of the team; he is a neutral assistant& may not be needed
with a mature team. Roles of facilitator are:
-
Support the leader in facilitating the team during the initial stages of the team.
Focuses on the team process in concerned more with how decisions are made rather
than the decision itself.
Act as a resource to the team by intervening when necessary to keep team on track.
Provides feedback to the team concerning the effectiveness of the team process.
Team Recorder
Team recorder who is selected by the leader or by the team and may be rotated on a
periodic basis. The roles are:
-
Documents the main ideas of the teams discussion, the issue raised, decisions made,
action items and future agenda items
Presents the documents for the team to review during the meetings and distributes them
as minutes after the meeting in a timely manner
Participates as a team member
Time Keeper
Who is selected by the leader or by the team and may be rotated on a periodic basis, has the
following roles:
-
Monitors the time to ensure that the team maintains the schedule as determined by the
agenda
Participates as a team member
Team Members:
Roles are:
-
Suggestion System
Suggestions systems are designed to provide the individual with the opportunity to be
involved by contributing to the organization. Most of the ideas for continuous improvement
will come from the team approach. Once the foundation for a TQM organization has been
established a suggestion system can operate effectively and in parallel to the team
approach. The key to an effective system is management commitment. Management must
make it easy for employees to suggest improvements. Managements should then review
them promptly and if feasible implement them. Stimulating and encouraging employee
participation starts the creative process. There are five ground rules:
1. Be productive: by regularly asking your employees for suggestions. Merely putting up
a suggestion box will not create the necessary motivation
2. Remove fear: by focusing on the process and not on the person. When employees know
that punitive actions will not occur they are more likely to respond
3. Simplify the process: simplify the process so it is easy to participate. Stamp out
superfluous paper work, review and procedures
4. Respond quickly: respond quickly to suggestions and within a specific period of time.
The evaluation process must be simple and effective. The response in writing has three
possible responses: Acceptance, Rejection, and Referral (to a committee for further
evaluation). If accepted a time frame for implementation should be given. If rejected the
reason for the rejection should be stated if referral to a committee the evaluation time
should be stated
5. Reward the Idea: With published recognition everyone will come to know the value of
the contribution.
Individual ideas are a vast untapped resource. The five steps approach helps to create an
environment that opens communication between employees and mangers. Idea generation
is a skill that requires practice. It supplements the team process.
valuable members of the organization. Employees should be involved I the planning and
implementation of the recognition and reward program. This activity should be performed
by a cross-functional team that represents all areas of the organization. Systems that are
developed with employee involvement will most likely succeed. The system should be
simple, fully understood by the employees and reviewed periodically in order to
continuously improve the system.
The policies and procedures must be consistently and fairly applied throughout the
organization. Recognition should be valid, genuine and meaningful for the giver and the
recipient. It should not be used to manipulate the people. People like to be recognized,
either as a team or individually. A persons feeling of achievement value to the organization
knowing the organization cares and having peer recognition may be more important than
any reward.
In addition to the plaque or framed certificate given at formal banquet or informal pizza
party there are other forms of individual and team recognition. Other forms of recognition
include pictures on the bulletins board, articles in news letters or newspapers, letters to
families, making a presentation to top management, passing along compliments from
others, personal phone calls compliments from others or notes, placing notes in folders etc.
There are many different forms of individual and team rewards. Individual rewards
include better parking space, dinner out, gift certificates, washing an employees car during
lunch hour, trips and tickets of clubs etc. group rewards are also similar
Performance Appraisal
The purpose of performance appraisal is to let employees know how they are doing and
provide a basis for promotions. Salary increases, counseling and other purposes related to
an employees future.
There should be a good relation between employee and the appraiser. Employees should be
made aware of the appraisal process what is evaluated and how often. Employees should be
told how they are doing on a continuous basis not just at appraisal time. The appraisal
should point out strengths and weaknesses. A key factor in successful performance
appraisal is employee involvement.
An employee should always be given the opportunity to comment on the evaluation.
Performance must be based on standards that are developed and agreed upon the
appraiser and employee. Standards normally contain an idea level and an acceptable level.
Standards should change when the situation changes. Such as when equipment changes or
new production techniques are developed.
Additional Comments
Employee involvement should not be looked at as a fad that will go away soon. It is a way
of life crucial to TQM and it can mean the difference between being competition and going
11
out of business. Employees, not senior management hold the future in their hands. The sign
over the plant entrance that says, through these doors pass our most important asset our
employees does not ring true when employees have a feeling no one really cares. More
involvement might be encouraged by the sign: no one us knows as much as all of us
As the organizational culture begins the process of change resistance to this change will
certainly be present. Keeping people informed will reduce resistance especially when they
see the benefits. Change is an ongoing process that must occur if an organization is to
continue to exist in the competitive world. People dont necessarily resist change they resist
being change and problems arise when a persons comfort zone is disturbed.
Much of the information in this chapter has related to the role of management. However we
must not overlook the role of the work forces. Workers must become knowledgeable about
the needs of the customer and nominate quality problems for solution. In addition workers
must know what they are supposed to do and how they are doing and have a commitment
to improve their jobs.
12