Chapter 4 EMPLOYEE INVOLVEMENT 4.

.1 Employee Motivation There are two reasons why Japanese are so successful in quality control. 1. Strong motivation of the employee

2. Employee have positive attitude toward their business organization.

Motivation The process that account for individual intensity , direction and persistent of effort toward attaining goal.

Factors in Motivating Employees 1. Improving Morale

2. Improving Job skills 3. Utilizing proper and timely communication skills. 4. Having a safe environment 5. Exercising good management skill 6. Acknowledging that job security is important 7. Developing a good communication system Maslows Hierarchy of Needs Theory -

M aslowsHierarchy of Needs aslows Hierarchy of Needs M

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Theory X and Theory Y Theory X (Sigmund Freud) - The assumption that employees dislike work are lazy, dislike responsibility and must be coerced to perform. Theory X characterizes employees by the following: 1. 2. 3. 4. 5. Avoid work No ambition No initative Do not take responsibility Needs security

To make the employee work the management has to do the following: 1. 2. 3. 4. Reward Coerce Intimidate Punish

Theory Y (Douglas McGregor) - The assumption that employees like work, are creative, seek responsibility and can exercise self direction. Theory Y characterizes employee who are: 1. Want to learn 2. Work is a natural activity

3. Have self discipline 4. Develop themselves Frederick Herzberg has divided the motivational aspects of human beings (Herzberg two-factory theory): 1. Hygiene Theory is the minimum that every employee requires for not be dissatisfied. These are factors such as company policy and administration, supervision, and salary that when adequate in a job placate (pacify) workers. When these factors are adequate people will not be dissatisfied. Hygiene Theory includes: a. b. c. d. e. f. g. h. The company Its policies and its administration The kind of supervision which people receive while on the job Working conditions Interpersonal relations Salary States Security

2. Motivational Theory Motivation factors include: a. b. c. d. e. Achievement Recognition for achievement Interest in the task Responsibility for enlarged task Growth and advancement to higher level tasks.

4.2 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 of action and identifying steps to satisfy customer requirements. Xerox Corporate Management (XCM) Empowerment means transfer of responsibility of satisfying customer to employees. It means that employees own the process of satisfying the customers. They conduct themselves as if they are the owners of the process who know that they cannot get profit in the customers, both internal and external. 4.3 TEAM BUILDING

Team building is fundamental part of the empowerment process. One basic barrier in team building is resistance from supervisors. Supervisors play a key role in effective team building and without their support it will fail. Reasons why supervisors do not support empowering teams: 1. 2. 3. 4. 5. 6. 7. Reluctance to give up power. Preconceived ideas about subordinates. Need to set a good example. Job sensitivity Can do it better. Fear of looking bad. Ultimately held accountable.

Team is defined as a group of individuals working together to achieve common goals and objectives. Four Stages of Team Development 1. Forming, which is the exploration period for the team. 2. Storming, which is the stage that has rivals within the team. 3. Norming, which is a happy, harmonious relationship for the team. 4. Performing, which is the stage where effective decisions are made.