PREPARED BYARUSHI(BBS 3HR)

The greatest motivation comes from a persons belief system Motivation is like a fire- unless you keep adding fuel to it, it dies. But ,if the source of motivation is belief in inner values, it becomes long lasting Experience shows that People will do a lot for money, more for a good leader and do most for a belief People do things for their own reasons, not yours

Method

to increase Employee participation and Employee satisfaction

Use

of rewards, awards, and other benefits for both employees and their families
Started

in 1980s by American corporates is the driving force nowadays

Recognition

ocreates positive work culture

Encourages to deliver quality

oCreates personal challenges

oEffective way of oInspires to

building loyalty

give their best

JOB ROTATION

FRINGE BENEFITS

JOB ENRICHMENT

TEAM WORK

NON FINANCIAL TECHNIQUES FOR MOTIVATION

QULITY
CIRCLES

CONSULTATION

STATUS

This is motivating for several reasons: It gives workers the chance to test themselves and use their full range of ability increases the complexity or challenge involved in the task, rather than just simply providing more variety to the work. Workers s obtain a greater sense of achievement Workers respond better as managers have shown trust in the fact that they possess the ability to handle the increasing complexity and pressures of the work.

implies dividing a full time work between a number of part time workersespecially 2 workers

It

is important in administration .for egone might work two days per week and the other worker three days per week


It

is where employees work in groups or teams. This can meet a workers social needs as a person can more easily build friendships and feel a sense of belonging to a unit or group and hopefully to the business as a whole. A business can create a number of different types of team; examples include production teams (often known as cells), quality circles and management teams. Employees feel commited and will be anxious to make their own tem succesful and hence will work hard

Teamworking

Employees feel motivated if they have oppurtunities to move to higher levels of business and take on increasing responsibilities To meet the need for status,companies provide oppurtunities for improving educaation,training or fund them for courses to improve their promotional prospects

It is the process where managers discusses with employees and seeks their views and advice

Businesses benefit through decision making in such a way since they get new ideas and employees feel motivated through participation in decision making

Originated in japan and now being used in most parts of the world Another approach to team work..employees are organised to teams and meet regularly to examine the quality of what they are doing and find out ways to do the job better

Usually reffered to as perks , come up with many occupations and are usually related to the seniority of the employee For example-director and other senior members can be entitled to benefits as company cars , expense a/c ,private healthcare, free education for children, pension schemes , trips abroad , etc Factory floor workers may be entitled to free uniforms , transport to work , saving schemes , l uncheon vouchers etc

Recognition/Attention. Applause. One-on-One Training Career

Coaching

Path Job Titles Good Work Environment. On-the-Spot Praise. Leadership Roles. Team Spirit.

Executive

Recognition Social Gatherings Casual Dress Day. Time Off Outside Seminars Additional Responsibility Theme Contests Stress Management Pizza/Popcorn/Cookie Days Gags and Gimmicks

Motivates

employees to perform better

Costs

the organization next to nothing tremendous self-esteem among people

Builds

Makes

employees more loyal to company an atmosphere where changer is not resented

Creates

Demotivates

if process is not transparent

Could

result in unhealthy competition among people

May

lead to short-sighted, hasty decision making intrudes on the home life of employees

Work

Will

never work if monetary rewards are inadequate

Many financial rewards mainly generate short-term boosts of energy, which can have damaging unintended consequences. Indeed, the economic crisis, with its imperative to reduce costs and to balance short- and longterm performance effectively, gives business leaders a great opportunity to reassess the combination of financial and nonfinancial incentives that will serve their companies best through and beyond the downturn.

Memory Value. The value of an honorary or informal recognition award, whether it's a plaque, a mug, or a similar item, is longer-lasting than cash since cash is spent and gone, whereas the recognition items remain on employees' desks or in their homes. Trophy Value. Nonmonetary awards can often be shown to co-workers and friends as a trophy given in appreciation of good work. A check or a bank statement is generally something that employees don't display. Flexibility. The type of nonmonetary recognition given can be designed to emphasize particular organizational or team goals. For example, a mug or a tee-shirt with the team's logo could be awarded to a team that has accomplished a short-term goal on time. The award recognizes good performance and promotes teamwork. Cash Awards Cost More. A study of private sector awards found that employers spent less money on nonmonetary awards than cash awards. However, the survey also found that employers reported about the same level of performance improvement with cash and nonmonetary awards and that the awards held approximately the same perceived value

Thanks! You Made A Difference" Award.

One example of a Federal organization with an active and innovative nonmonetary awards program comes from the Naval Aviation Supply Office (ASO) in Philadelphia, Pennsylvania. ASO's program supports its corporate strategies of employee empowerment and customer service. For instance, they have an award called, "Thanks! You Made a Difference!" This award is given by co-workers recognizing groups or individuals who have gone the extra mile to help others at ASO. The employee being recognized receives a standing ovation from co-workers, a certificate commending his or her performance, a cluster of helium ballons, a photograph of the event, and other small items with the Office logo displayed. ASO also has a Recognition Lottery in which previously recognized employees can win awards, such as a reserved parking spot for 6 months, lunch with the Commanding Officer, having their pictures displayed in a prominent place, or having a hallway named after them

A recent McKinsey Quarterly survey2 underscores the opportunity. The respondents view

three noncash motivatorspraise from immediate managers, leadership attention (for example, one-on-one conversations), and a chance to lead projects or task forcesas no less and even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options (exhibit).

The surveys topthree nonfinancial motivators play critical roles in making employees feel that theircompanies value them, take their well-being seriously, and strive to create opportunitiesfor career growth. These themes recur constantly in most studies on ways to motivate andengage employees.

Cash bonus
60%

Increase in base pay

32%

EFFECTIVENESS PERCENT

Stock or stock option

50%

Praise and commendation

67%

Attention from leaders

Source: June 2009 McKinsey global survey of 1,047 executives, managers, and employees from a range of sectors 73%

Oppurtunities to lead projects

62%

Control Deming Juran

charts

trilogy Value analysis Tqm Quality circles ISO DOE Brecker pi

Statistical Quality Control (SQC) or Statistical Process Control (SPC) for repetitive, high volume production began in the 1930's when Shewhart developed control charts. Small production samples were measured periodically to monitor quality. Sample mean (Xbar) and range (R) charts were used to detect when a process was going out of "economic control."

The causes of variations that exceed the upper and lower control limits (UCL and LCL respectively), such as at "A", must be eliminated in order to bring the process back into statistical control.

the Deming / Shewhart Cycle was especially useful in solving these quality problems. The PDCA Circle denotes continuous improvement by repeating the basic cycle of Plan Get the data Analyze the problem Plan the solution "Do" It Check -- Measure the change Act -- Modify as needed as long as significant improvements are obtained.

Juran focused on quality control with the "trilogy" quality planning quality control quality improvement. An SPC representation of the trilogy is used in the figure at the right. A spec is developed -- usually with a tolerance. A control chart is used to get the process under control. As special causes are removed to improve the process , variation is reduced. These are the basic steps in Six Sigma process improvement.

In Value Analysis, developed by Larry Miles at GE during WWII, multi-functional teams (design, production engineering, purchasing, quality) use a formalized process to identify alternative materials, manufacturing processes, and designs to improve function while reducing costs. The very structured function diagramming and costing techniques provide data for quantified (cost and value) decision-making. The whole VA process is a precursor of the MAI -- Measure, Analyze, Improve -- in the broad based Six Sigma improvement process. Six Sigma adds the C or Control step.

Total Quality Management (TQM) emphasized using multifunctional teams (professional staff and workers from all departments involved) to solve problems. The teams were trained to use basic statistical tools to collect and analyze data. Flow charts or process maps were used to visualize the flow of product or documents through a series of process steps. The predominant goal of Process Improvement Teams was to eliminate the non-value adding steps and to resolve quality problems in order to reduce the (cycle) time needed to complete the process.

ISO9000 was developed as a standard for business quality systems. To be certified, businesses needed to document their quality system and insure adherence to it with reviews and audits. A key element was the identification of non-conformances and a Corrective Action System to prevent reoccurences. Specific quality improvement methodologies were not prescribed. The automotive industry adopted the QS9000 standard for their suppliers to require the use of specific practices in quality planning and in production operations. Advanced Product Quality Plans Design / Process Failure Mode and Effects Analysis (FMEA) Production Part Approval Process Control Plans (for production) Measurement Systems Analysis

Brecker Associates integrated the Team-based Process Improvement of TQM Data gathering and brainstorming of VA Quality methodologies of QS9000 Statistical process control of Juran Process capability analysis and DOE techniques of Six Sigma into a more powerful Process Improvement methodology that gets better results, faster, and with less effort.