EMPLOYEE INVOLVEMENT

Group 4 Leader: Chavenia, Annie R. Members: Baragenio, Monica B. Magsino, Sigrid Eloise S. Quiloa, Heydi M. Zuiga, Emerson N.

4.1 EMPLOYEE MOTIVATION

The effective means to attain and sustain quality and productive employees is to make them part of the organization. Effective communication is one of the keys to motivation. Supervisors can use recognition and award to motivate employees. Giving feedback to employees is very important in motivating them.

Maslows Hierarchy of Needs

Sigmund Freuds Theory X Theory X characterizes employees as given below: 1. Avoid work 2. No ambition 3. No initiative 4. Do not take responsibility 5. Needs security To make employees work, management has to do the following: 1. Reward 2. Coerce 3. Intimidate 4. Punish This theory assumes that the employees cannot be trusted and the employees have to be supervised all the time. Douglas Mc Gregors Theory X Mc Gregors theory of people is given below: 1. Want to learn

2. Work is a natural activity 3. Have self discipline 4. Develop themselves Frederick Herzbergs Two Factory Theory A. Hygiene Theory Hygiene Theory includes: 1. The company 2. Its policies and its administration 3. The kind of supervision which people receive while on the job 4. Working conditions 5. Interpersonal relations 6. Salary 7. States 8. Security B. Motivation Motivation factors include: 1. Achievement 2. Recognition for achievement 3. Interest in the task 4. Responsibility for enlarged task 5. Growth and advancement to higher level tasks

4.2 EMPLOYEE EMPOWERMENT

Empowerment as defined by Xerox Corporate Management Institute, is 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. Empowerment means transfer of responsibility of satisfying customer to employees. Empowerment is an understanding of who I am, how do I relate to higher management and to fellow employees, how do I change my old ways and what is expected of me.

4.3 TEAM BUILDING

1. 2. 3. 4. Team building is fundamental part of the empowerment process. One basic barrier in team building is resistance from supervisors. Common reasons why supervisors do not support empowering teams: Reluctance to give up power Preconceived ideas about subordinates Need to set a good example Job sensitivity

5. Can do it better 6. Fear of looking bad 7. Ultimately held accountable A team is defined as a group of individuals working together to achieve common goals and objectives. Teams are successful because of the involvement of individual employees from different specialized areas. Team development has undergone many changes over the years. There are four stages, namely: Forming, the exploration period; Storming, the stage where rivals within the team emerge; Norming, the stage where the team is happy, working in harmonious relationship; and Forming, where the team is effective in decision making. Backbone of team building: Trust While teams have proven to be very successful in many business organizations, they are not free from problems. Concensus decision-making plays a major role.

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4.4 TEAM TRAINING

1. 2. 3. 4. Credibility must be established early. Steps in the Training Process: Make everyone aware of what the training is all about. Get acceptance. Adapt the program. Adapt to what has been agreed upon. In addition to team training, all members must receive training in quality awareness (TQM), problem solving (SPC), safety and technical aspects of the job. The team leaders shall play an important role in team building. Team leader must be aware of the 85/15 rule. Courses from local universities in human relations, motivation, conflict resolution, communications, and related matters are recommended.

4.5 PERFORMANCE APPRAISAL OF EMPLOYEES

The objective of performance appraisal is to improve performance, let employees know how they are doing, and provide a basis for promotions, salary increases, counseling, and other purposes related to an employees future. Employees should be made aware of the appraisal process, what is evaluated, and how often. The appraisal should point out strengths and weaknesses as well as how performance can be improved. Appraisal Format Type Description

Ranking

Compares employees by ranking from highest to lowest. Gives written description of employees strengths and weaknesses. Indicates the major duties performed by the employee and rate each duty with a scale, which is usually from 1 (poor) to 5 (excellent). Places each employee in a category with a predetermined percentage- for example, excellent (30%), fair (25%),and poor (10%).

Narrative

Graphic

Forced choice

Source: D. H. Besterfield, 1994 A key factor in a successful performance appraisal is employee involvement. Performance must be based on standards that are developed and agreed upon by the appraiser and employee. Performance appraisals should be considered as a positive way to get employees involved. It reveals how effective and efficient the employee is in contributing to the success of the organization. An unfair evaluation could cost the organization a valuable employee.

4.6 RECOGNITION AND AWARD

Recognition and Award has an important role in motivation and employee satisfaction. They are powerful moves for letting employee satisfaction. They are powerful moves for letting employees know they are important members of the business organization. Recognition and award recognize and promote goal related activities. Awards are forms of employees involvement in which the organization identifies and gives recognition to employees who made a positive contribution to the organizations success. Award should be appropriate to the situation by being rank-ordered, the higher the achievement, the higher the award. Awards are a technique for telling employees what is important to the organization. In this connection, management should make certain that the organizations priorities are what the employees believe they are. Employees should be represented in the planning and implementing of the recognition and award program. By nature, people like to be recognized, whether as a team or individually. Award and recognition does not necessarily mean money. An individuals feeling of value, knowing the organization cares, and having peer recognition may be more important than money. Some suggestions of presenting awards are: Relate the award to achievement. Frame certificates. Presents the award by the appropriate level of management. Use the local press to inform family and friends about awards received. Present the award in the appropriate surroundings. Vary the method of presenting awards. Diversify the award, i.e. concert tickets, or basketball tickets.

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4.7 BENEFITS DERIVED FROM EMPLOYEE INVOLVEMENT

Employee involvement means that every employee is regarded as a unique human being, not just a cog in a machine, and each employee is involved in helping the organization meet its goals. Each employees input is solicited and valued by his/her management. Employees and management recognize that each employee is involved in running the business. Employee involvement is a process for empowering employees to participate in managerial decision making and improvement activities appropriate to their levels in the organization.

Objective Employee involvement and empowerment is a long term commitment, a new way of doing business, a fundamental change in culture. Employees who have been trained, empowered, and

recognized for their achievements see their jobs and their companies from a different perspective. Benefits from Employee Involvement: 1. Improved Morale. Involving employees in decisions and policy changes that directly affect their jobs while also empowering employees to be more autonomous, greatly improves company morale at large. When employees are treated as an asset and their input is given consideration, confidence increases among every team member, and the organization sees significant gains in different facets such as productivity and loyalty. Improved morale can also increase employee longevity with the company, as the longer an employee is associated with the company, the more experienced they become. This makes them mentors to new employees and therefore indispensable to managerial staff. 2. Increased Productivity. Both quality management practices also translate into increased productivity. Employees with an investment in the best interest of the organization increase their role in the company, and foster a stronger work ethic. When employees are given independence and expected to be more self-sufficient, they eventually become more efficient as they learn to navigate their responsibilities with minimal interference and/or relying less on managerial staff for direction. This allows managerial staff more time to tend to their own responsibilities other than giving assignments to subordinates and decreases micromanagement, which minimizes productivity. 3. Team Cohesion. Employee empowerment fosters better relationships between employees and with their managers, as employees that are given more independence tend to form better working relationships. Each sees the other as mutually benefiting from their working relationship. In addition, more self-governance in the workplace lessens dependence on managers and supervisors and redirects that reliance laterally to coworkers. 4. Innovation. Employee empowerment cultivates innovation, as employees that have a stake in company growth and sustainability will offer more ideas and problem-solving solutions when obstacles arise. As the employee meets particular challenges or finds improvements in policies, procedures or products, it will foster growth and more critical and imaginative thinking. Employees can offer different perspectives than a manager, and be able to offer a creative solution not otherwise considered by staff.