COVER INTRODUCTION DISCUSSION

WORKFORCE
FOCUS
CHAPTER 4

Presentation by: Group 3

BSMA 2-B
 COVER INTRODUCTION DISCUSSION

TOPIC OUTLINE
The Evolution of Workforce Designing High-Performance

Management Work Systems

High Performance Work Culture Assessing Workforce

Principles of Workforce Effectiveness, Satisfaction, and

Engagement and Motivation Engagement

Sustaining High-Performance
Work Systems
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TOYOTA IN
GEORGETOWN
KENTUCKY
The Toyota in Georgetown Kentucky, plant has been a multiple winner
of J.D. Power Gold Plant Quality Award. When asked about the "secret"
behind the superior Toyota paint finishes, one manager replied, "We've
got nothing, technology-wise, that anyone else can't have. There's no
secret Toyota Quality Machine out there. The quality machine is the
workforce-the team members on the paint line, the suppliers, the
engineers-everybody who has a hand in production here takes the
attitude that we're making world-class vehicles."
COVER INTRODUCTION DISCUSSION

-refers to everyone who is actively involved in

accomplishing the work of an organization. This

WORK encompasses paid employees as well as

volunteers and contract employees, and includes
FORCE team leaders, supervisors, and managers at all
levels. Moreover, other companies refer to their
employees as "associates" or "partners" to signify
the importance that people have in driving
business performance.

COVER INTRODUCTION DISCUSSION

Workforce satisfaction is strongly related to customer satisfaction

and, ultimately, to business performance. FedEx, for instance, has
found direct statistical correlation between customer and
workforce satisfaction; a drop in workforce satisfaction scores
precedes a drop in customer satisfaction by about two months.
Researchers in service operations in industries ranging from
communications to banking to fast food, have observed similar
relationships.
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EVOLUTION OF
WORKFORCE
MANAGEMENT
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WORKFORCE MANAGEMENT

Also called as Human Resource

Management, It is the function performed in
organizations that facilitates the most
effective use of people (employees) to achieve
organizational and individual goals.
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WORKFORCE MANAGEMENT

The objectives of an effective workforce

management system are to build a high
performance workplace and maintain an
environment for quality excellence to enable
employees and the organization to achieve strategic
objectives and adapt to change.
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HIGH PERFORMANCE WORK

CULTURE
High-performance work refers to work approaches
used to systematically pursue ever-higher levels of
over all organizational and human performance.
High-performance work is characterized by flexibility,
innovation, knowledge and skill sharing, alignment
with organization.
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TRADITIONAL HR
VS
STRATEGIC HR
A strategic HR manager is focused on forming a long-
term strategy. For example, when they are looking to
hire for a position, they are considering future growth
projections and goals of the company. While traditional
HR managers work reactively, strategic HR managers
work proactively.
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Kay Kendall and Glenn Bodison propose five

"Conditions of Collaboration" that characterize
a culture of high performance: respect,
aligned values, shared purpose,
communication, and trust.
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5 CONDITIONS OF
COLLABORATION

1. Respect 2. Values 3. Purpose

Values are the guiding Purpose is the fundamental

Respect means believing in
principles and behaviors reason an organization exists. It
the inherent worth of another
that embody how an inspires an organization and
person. Respect also is taking
organization and its people guides its setting of values.
into consideration the views
and desires of others.
are expected to operate. Typically, individuals who share
Values reflect and reinforce a purpose with the organization
an organization's culture. for which they work are
frequently more motivated.
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5 CONDITIONS OF
COLLABORATION

4. Communication 5. Trust

The management trusts the workforce

Communication is often
and vice-versa-is vital. A survey by
cited as one of the most
Annandale, Virginia-based Mastery
important factors related
Works Inc. concluded that employees
to employee motivation.
leave their organizations because of
Communication that flows
trust, observing that "Lack of trust was
freely in all directions
an issue with almost every person who
promotes collaboration.
had left an organization."

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PRINCIPLES OF
WORKFORCE
ENGAGEMENT
AND
MOTIVATION
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WORKFORCE
Workforce engagement refers to the
extent of workforce commitment.

ENGAGEMENT both emotional and intellectual, to

accomplishing the Work, mission,
and vision of the organization.
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WORKFORCE Employees are motivated

through exciting work,
ENGAGEMENT responsibility, and recognition.
Engagement provides a powerful
means of achieving the highest
order individual needs of self-
realization and fulfillment.
Employee engagement offers
many advantages over traditional
management practices as it:
 COVER INTRODUCTION DISCUSSION

Replaces the adversarial mentality with trust and cooperation

Develops the skills and leadership capability of individuals,
creating a sense of mission and fostering trust.
Increases employee morale and commitment to the organization.
Fosters creativity and innovation, the source of competitive
advantage.
Helps people understand quality principles and instills these
principles into the corporate culture.
Allows employees to solve problems at the source immediately
Improves quality and productivity.
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KEY ENGAGEMENT
FACTORS AND
RELATED SURVEY
DIMENSIONS
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1. Employees trust the people they work with

Credibility
Communications are open and accessible.
Competence in coordinating human and material resources.
Integrity in carrying out vision with consistency.

Respect
Supporting professional development and showing appreciation.
Collaboration with employees on relevant decisions.
Caring for employees as individuals with personal lives .
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Fairness

Equity-balanced treatment for all in terms of reward

Impartiality-absence of favoritism in hiring and promotions
Justice-lack of discrimination and process for appeals
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2. Employees have pride in what they do

Pride

In personal job, individual contributions

In work produced by one's team and one's group
In the organization's products and standing in the community
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3. Employees enjoy the people they work with

Camaraderie

Ability to be oneself
Socially friendly and welcoming atmosphere
Sense of "family" or "team"
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Employee involvement (EI) refers to

EMPLOYEE any activity by which employees
participate in work-related decisions
INVOLVEMENT and improvement activities, with the
objectives of tapping the creative
energies of all employees and
Improving their motivation.
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EMPLOYEE
An employee suggestion system is a
management tool for the submission,

SUGGESTION evaluation, and implementation of an

employee's idea to save cost, increase
SYSTEM quality, or improve other elements of
work such as safety.
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Saul W. Gellerman defined

MOTIVATION motivation as "the art of creating

conditions that allow every one of us,
warts and all, to get his work done at
his own peak level of efficiency."
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HIGH
PERFORMANCE
WORK SYSTEM
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WORK JOB AND DESIGN

Work design refers to how employees are

organized in formal and informal units, such
as departments and teams. Job design
refers to responsibilities and tasks assigned
to individuals.
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5 CORE CHARACTERISTICS
OF JOB DESIGN

Task significance
Task identity
Skill variety
Autonomy
Feedback from the job
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High levels of skill variety, task identity, and

significance create a psychological state of
"experienced meaningfulness"

High autonomy drives the psychological state of

"experienced responsibility" Feedback from the job
creates the psychological state "knowledge of
results

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JOB ENLARGEMENT

Job enlargement, in which workers' jobs were

expanded to include several tasks rather than
one single, low-level task
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JOB ROTATION

Job rotation is a technique by which individual

workers learn several tasks by rotating from one
to another. The purpose of job rotation is to
renew interest or motivation of the individual
and to increase his or her complement of skills.
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JOB ENRICHMENT

Job enrichment entails "vertical job

loading" in which workers are given more
authority, responsibility, and autonomy
rather than simply more or different work
to do.
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EMPOWERMENT

Empowerment simply means giving

people authority-to make decisions based
on what they feel is right, to have control
over their work, to take risks and learn
from mistakes, and to promote change.

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EMPOWERMENT

Wainwright Industries once stated, a sincere belief

and trust in people.
The need to empower the entire workforce in
order for quality to succeed has long been
recognized. Juran wrote that "ideally, quality
control should be delegated to the workforce to
the maximum extent possible.

 COVER INTRODUCTION DISCUSSION

Point 6: Institute training.

Point 7: Teach and institute leadership.
Point 8: Drive out fear. Create trust. Create a climate
for innovation.
Point 10: Eliminate exhortations for the workforce.
Point 13: Encourage education and self-
improvement for everyone."
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Empowerment also means that leaders and managers

must relinquish some of the power that they previously
held. This power shift often creates management fears
that workers will abuse this privilege. For example,
companies that have empowered employee groups to
evaluate performance and grant pay raises to their peers
have found that they are much tougher than managers
were.
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Perhaps one of the most

significant organizational TEAMWORK
changes that has resulted
from total quality is
teamwork. A single person
rarely has enough knowledge
or experience to understand
all aspects of the most
important work processes;
thus, team approaches are
essential for achieving quality
and performance excellence.
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TEAM
Teams, and the need for such team
skills as cooperation,
communication, and group decision
making, represent a fun damental
shift in how the work is performed in
the United States and most
countries in the Western world.

A team is a group of people who work

together and cooperate to share work
and responsibility. Teamwork breaks
down barriers among individuals,
departments, and line and staff
functions, an action prescribed by one
of Deming's 14 Points.
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TYPES OF TEAMS EXIST IN DIFFERENT

COMPANIES AND INDUSTRIES:

Management Teams
Natural Work Teams
Self-Managed Teams
Virtual Teams
Quality Circles
Problem-Solving Teams
Project Teams
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Management teams, natural work teams, self-

managed teams, and virtual teams typically work on
routine business activities-managing an
organization, building a product, or designing an
electronic system-and are an integral part of how
work is organized and designed.
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Team leaders and team

members need a variety of skills.
TEAM
Team leaders require expertise LEADERS
in:

Conflict management and resolution

Team management
Leadership skills
Decision making
Communication
Negotiation
Cross-cultural training
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10 INGREDIENTS FOR A SUCCESSFUL

TEAM

1. Clarity in team goals 6. Well-defined decision

2. An improvement plan
3. Clearly defined roles
4. Clear communication
5. Beneficial team behaviors
procedures
7. Balanced participation
8. Established ground rules
9. Awareness of group process
10.Use of the scientific approach
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WORKPLACE
ENVIRONMENT

Because employees are key stakeholders of any organization, their

health, safety, and overall well-being are important factors in the
work environment. Health and safety have always been priorities in
most companies, but working conditions now extend beyond basic
issues of keeping the work area safe and clean.
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WORKFORCE LEARNING
DEVELOPMENT
Training can be one of the largest costs in an organization.
Not surprisingly, it is one in which many companies are
reluctant to invest. However, research indicates that
companies that spend heavily on training their workers
outperform companies that spend considerably less, as
measured on the basis of overall stock market returns. Thus,
a strong workforce development system is vital to a high
performance work system.

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MEDRAD LEARNING
DEVELOPMENT PROCESS

MEDRAD embraces an operating environment that is based on

sustainable development in which it offers products and services that
have various sociological, ecological, and economic impacts on its
customers and stakeholders. In its operations, MEDRAD focuses on long-
term achievements to avoid missing any future opportunities. The
company considers its employees as valuable assets, and as a result, it
provides them with a safe and healthy working environment to enable
them to enhance their productivity.
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COMPENSATION
AND RECOGNITION
Compensation and recognition refer to all
aspects of pay and reward, including
promotions, bonuses, and recognition, either
monetary and nonmonetary, individual and
group. Compensation is always a sticky issue,
closely tied to the subject of motivation and
employee satisfaction. Although money can
be a motivator, it often causes employees to
believe they are being treated unfairly, and
forces managers to deliver negative
messages.
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Corporate management tool that

helps managers monitor and evaluate
PERFORMANCE employees' work. Performance

MANAGEMENT management's goal is to create an

environment where people can
perform to the best of their abilities
and produce the highest-quality work
most efficiently and effectively.

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PERFORMANCE APPRAISAL
A process for subjectively evaluating the quality of an employee's
work. However, performance appraisal is an exceedingly difficult
activity. Organizations typically use performance appraisals to
provide feedback to employees who can then recognize and build
on their strengths and work on their weaknesses (that is,
opportunities for improvement), determine training needs, allocate
compensa tion and rewards, identify individuals to promote, assess
the pool of talent across the organization, and identify the best and
worst performers.

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Numerous research studies over the past several decades have pointed
out the problems and pitfalls of performance appraisals.

Many legitimate objections can be made:

They tend to foster mediocrity and discourage risk taking

They focus on short-term and measurable results, thereby

discouraging long-term planning or thinking and ignoring
important behaviors that are more difficult to measure.
 COVER INTRODUCTION DISCUSSION

They focus on the individual and therefore tend to discourage or

destroy teamwork
within and between departments.

The process is detection-oriented rather than prevention-oriented.

They are often unfair, as managers frequently do not possess

observational accuracy.
*They fail to distinguish between factors that are within the employees'
control and system-determined factors that are beyond their control.
 COVER INTRODUCTION DISCUSSION

360 DEGREE
In an ideal 360-degree approach, a
group of individuals who interact with

FEED BACK the employee (or team) on a frequent

basis participate in both the goal-
setting process and the performance
appraisal process.
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ASSESSING
WORKFORCE
EFFECTIVENESS,
SATISFACTION,
AND
ENGAGEMENT
COVER INTRODUCTION DISCUSSION

Measurement of workforce effectiveness,

satisfaction, and engagement are important to
determine how work systems are performing and
contributing to an organization's strategic
objectives, and also to provide a foundation for
improvement.
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MEASURING WORKFORCE
ENGAGEMENT

The most well-known instrument-called the Q12 was

developed and is implemented by the Gallup
Organization The Q12 consists of 12 survey
statements that Gallup found as those that best
form the foundation of strong feelings of
engagement.
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These include factors like knowing what is expected in one's work; having
the right materials and equip ment to do the job; receiving recognition
and feedback on progress and development; having opinions that count,
feeling of importance of the job; and opportunities to learn grow and
develop.

Gallup analyzes the survey results and creates an "engage ment index"
that assigns people into one of three categories:

1. Engaged employees
2. Not-engaged employees
3. Actively disengaged employees

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WORKFORCE
CAPABILITY AND
CAPACITY
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WORKFORCE
CAPABILITY
- refers to an organization's ability to accomplish its work
processes through the knowledge, skills, abilities, and
competencies of its people.
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WORKFORCE
CAPACITY
refers to an organization's ability to ensure sufficient
staffing levels to accomplish its work processes and
successfully deliver products and services to customers,
COVER INTRODUCTION DISCUSSION

THANK YOU
GROUP 3 BSMA 2-B
Arwen Shanela May F. Pagtolon-an
Ellen Joy Castor
Regina Deocampo
Trisha Mae Donguines
Catherine Rosales