CBMEC 2 Chapter 6:  No ambition

Employee Involvement  No initiative

 Do not take responsibility

INTRODUCTION  Needs security
The employees are the strength of an To make them work, the management has to do
organization. They are the prime contributors to the following:
its success. The only expandable resource in the
organization are the employees. Any  Reward
improvement will happen only because of the  Coerce
employees. Therefore, employee involvement is
essential for TQM.  Intimidate

 Punish
EMPLOYEE MOTIVATION
Theory Y
Group Behaviour
Douglas McGregor is the author of Theory Y.
Motivated teams lead to the success of MeGregor's theory of people are given below:
organization. However, the concept of
• Want to learn
employee motivation is difficult to understand
because human nature is quite complex. • Work is a natural activity

For instance, in every organization there are • Have self discipline

three categories of people as given below in Fig.
• Develop themselves
6.1.
Theory Z

Top-Notch-Self Actualized Abraham Maslow believes that good qualities

are inherent in people, at least at birth; although
(10%)
later on they are gradually lost.
Fence sitters
He believes that five basic human needs, as
(80%) illustrated in Fig. 6.2 motivate the employees:

Difficult to improve
Self-actualization
(10)% needs

Behaviour of employees Esteem needs

Love needs

MOTIVATION THEORY OF Safety needs

INDIVIDUAL EMPLOYEES Physiological needs
Theory X

Sigmund Freud is the author of Theory X. Self-actualizing Needs

Theory X characterizes employees as given
They are the greatest motivators for human
below:
beings. He believes that human beings are
 Avoid work always dissatisfied and they would like to
achieve more and more. That is the reason for
achievements.
Physiological Needs (Lowest)
This is the basic need for any human being.
Every human being wants to earn a living for
himself and his family.
At this stage, the human beings look for job
security.
Every human being wants to belong to a reputed
organization.
Herzberg's Theory
Frederick Herzberg has divided the
motivational aspects of human beings into the
following:
 Hygiene Theory
 Motivation
The hygiene theory is the minimum that every
employee requires for not being dissatisfied.
Hygiene Theory
The hygiene factors include:
o The company
o Its policies and its administration
o The kind of supervision which
people receive while on the job
o Working conditions Interpersonal
relations
o Salary
o Status
o Security
Motivation
The motivation factors include:
• Achievement
• Recognition for achievement
• Interest in the task
• Responsibility for enlarged task
• Growth and advancement to higher level tasks
Motivational Techniques
It must be realized that all the employees
do not fall into one category all the time. It is
possible to motivate every employee to work for
the organizational goals. Motivation is
influenced by individual factors, making it
challenging for leaders to maintain harmony
within an organization.
TEAMWORK
Why Teams?
Every organization may start initially with
one person or a few people, one of them being
the entrepreneur or the promoter. Personnel are
added in the organization to do more work.
Each individual contributes to the
organization's business output, with each
recruited for a specific job. As the organization
grows, a formal structure evolves, forming
teams to fulfill objectives.
Teamwork is not a Natural Human Function
At times, one may find that the team
members are incompatible and it is difficult for
them to work together.
Management's Role in Enabling Teamwork
It is the responsibility of the
management to foster teamwork amongst
employees. It requires clear definition of the
following:
Responsibility
Authority
Wherewithal for accomplishing
the task
Criteria of measurement of the
work output.
Teamwork Results in a Win-Win Situation
With proper training, the employees could
be motivated to work as a team. Employees
should be informed about the advantages of
achieving a win-win situation. They should also
be informed about the disadvantages of win-
lose situation in which one member wins and
the other loses.
The following benefits if they work for a win-
win situation:
o achieve dramatic results, which
individuals can't
o make best use of skills of each
member of the team
o make right decisions
o get more enjoyment and job
satisfaction.
The problems of win-lose are summarized
below:
o wastes time
o creates conflict
o stops people listening
o spoils happiness and health of
team members.
Can the Japanese Success be Repeated?
There is a lot of discussions in
management circles, as to why only the
Japanese can practice teamwork and not the
other management of the world. Experts believe
that teamwork is possible in Japan, as there is
no diversity among employees.
Do Rewards Disrupt Teamwork?
It is believed by some that rewards and
awards break teamwork. However, this it is not
quite true. On the contrary, rewards encourage
people to practice teamwork.
Awards should be given to motivate the
team of people, who have contributed in a
greater measure.
EFFECTIVE COMMUNICATIONS
Communication is a Three Way Process
In every organization, communication is a three
way process for each employee, as given below:
(i) To one, employee is working for-
supervisors/managers
(ii) To the persons working for him-
subordinates/junior employees
(iii) To the persons one works with, the peers,
counterparts, customers and suppliers (both
internal and external)
Necessity for Communicating Upwards
Upward communication means
communicating with seniors.
The senior executives would have
assigned specific tasks to their junior
employees.
Communication with Juniors
Every employee should communicate
with juniors.
The junior employee will not have the
same education, experience or expertise as that
of the senior.
Seniors must align juniors with their
vision, mission, and quality policy through hard
work and time allocation.
Communication with Peers
Communicating with peers is equally
important.
Adequate communications is essential
between customers and suppliers.
The suppliers should be told about the
requirements.
Similarly, the suppliers should give
information the the customer about the product
or service delivered, its strengths and (if
unavoidable) weaknesses.
Management should Devise Ways for
Effective Communications
Communications is a never-ending process.
The management should be a catalyst for
effective communications across the
organization. They should be used to share the
views about quality and related information.
TRAINING AND MENTORING
Necessity for Orientation Training
The employees in their formal education
learn many techniques covering wide range of
topics, from basic principles to advanced topics.
It is the responsibility of the educational
institutions to develop the overall personality of
the students, so that he or she gets a broad
understanding of wide variety of subjects.
The orientation training should help the
employees to understand the following, in
particular:
i. Objectives of the organization
ii. Requirements and expectations from his
team with reference to the organization's
objectives
iii. His role
iv. His responsibilities
v. His authority
vi. The know-how and know-why of the
jobs to be undertaken on day-to-day
basis
vii. Familiarity and skill in operating the
tools or machinery connected with the
job in hand.
Experience Recruits Need More Orientation
A fresh employee can be easily moulded
as per the organization's goals and objectives
since they are fresh and have no biases due to
prior experience. But, an experienced person
will definitely bring with him different ideas
and work culture from the organizations where
he served earlier.
Training is not a One-Time Activity
Almost all the Quality Gurus, like Philip
Crosby, Edwards Deming, and Harrington have
highlighted that training is not a one-time
activity. Some employees may be able to
understand the changes quickly and adapt
themselves accordingly. However, an average
employee may not be able its do so. Therefore,
such employees need to be given additional
help, to cope up with the change. This is one of
the reasons, why training is not a one-time
activity.
There is a reluctance on the part of management
to send employees for training, due to some of
the following reasons:
1. Excessive workload in the organization,
which does not permit sending them for
training.
2. Non-availability of appropriate training
courses.
3. Fear of migration of employees after training
Training is a Formal Activity
Training should be a formal activity in every
organization. Senior level executives in
whatever designation they are addressed, should
coordinate it. Each training program should be
evaluated for its effectiveness. The result of
evaluation should be analyzed and put up to the
Quality Council of the organization.
Mentoring
The training programs discussed so far are
formal in nature. The employees are freed from
normal work and are deputed for undergoing
training. Such formal training, apart from
normal work, once in a year is necessary, but
not sufficient.
PDCA for Training
Though training contributes to the prosperity
of an organization, it also costs money.
Therefore, PDCA should be used for training of
employees in every organization.
Plan for Training Every employee needs
training. Therefore, the training needs of every
employee should be identified at regular
intervals.
Provide Training Employees should be deputed
for training as planned.
Measure Training Effectiveness After the
employer undergoes training, the effectiveness
of training should be assessed formally.
Improve Training Effectiveness Based on the
above, both preventive and corrective actions
should be taken for improving the effectiveness
of the training programs.
RECOGNITION AND REWARD
Recognition of Achievement is Important
In a TQM environment, it is important to
recognize achievement of employees, customers
and suppliers. Every employee or supplier is to
meet the requirements to satisfy his customers.
Meeting customer requirements is not
enough for recognition. Exceeding customer
requirements or satisfying customers, whether
internal or external, can be considered to be an
achievement.
Select a Few Best Performers
It is quite important that awards are given to
the real achievers but it should not be a routine
affair. The selection of the awardees should be
given due consideration, so that the few who
have performed a top- notch job are awarded.
The attributes for selection of best performing
employees in ETDC, Chennai are given below:
• commitment
• creativity
• flexibility
• adaptability
• determination
• responsibility
Reward Teams, Rather than Individuals
There is no harm in awarding an
individual for his meritorious service. But it
may cause hurdles in practicing teamwork in
some cases. Hence, the organization should as
far as possible, reward the teams.
Type of Awards
The organization should select the award
appropriately. It could be appreciation in an
annual meeting. certificates, mementos, and
cash awards.
Enable Happiness All Around
The recognition and award program
should help the organization to enable
happiness amongst all the employees.
It should not lead to bitterness amongst
employees and should not demotivate them.
Hence, before venturing into the recognition
program, the management has to give
considerable thought and then only finalize the
strategy for recognition and awards.
FEEDBACK AND PERFORMANCE
APPRAISAL
Feedback Essential Both for Employees and
Management
It is more humane to be curious to know
about the result of an action. Actions are taken
not only by management, but also by junior
employees in organizations. Therefore, both the
management and the employees should look
forward to getting a feedback on the action
taken, the employees from the management and
vice versa, in the interest of improving quality
continuously.
Management should Seek Feedback
It is the responsibility of the management
to seek feedback. The management should
therefore adopt suitable strategies to get the
right feedback from the employees as well as
customers.
Feedback to the Employees
Every employee in the organization should
receive a feedback on the quality of his output.
Giving Appropriate Feedback
When a feedback is given, it should be
the most appropriate. The feedback should
never be exaggerated or under played; it should
be correct feedback.
The persons giving feedback are at
different levels in the hierarchy, IQ, education,
knowledge and experience. Therefore, it is
important that the person giving feedback uses a
language easily understandable by the receiver.
Timely Feedback
Feedback should never be accumulated
forever. The feedback, as and when required,
should be given at the appropriate time. The
feedback session could be short and brief so that
it will be taken seriously.
Watch Effect of Feedback
Feedback sessions are crucial for
corrective actions in ISO 9001 systems.
Monitoring and analyzing feedback's effect is
essential. If appropriate, employees are
motivated to correct themselves.
Continuous Feedback
Like continuous improvement, feedback
should also be given continuously. Some
employees who are doing extremely well also
need feedback.
PERFORMANCE APPRAISAL
Performance appraisal is to be used for
the development of employees. Deming does
not advocate periodic performance appraisal.
However, Philip Crosby speaks that by and
large they serve the purpose. One has to adopt
the PDSA technique even for the performance
appraisal of employees.
Such reports should be used by the
management, for various purposes as:
• Promotion
• Granting of additional increments
• Training the employees
• Reallocation of duties, etc.
What is Empowerment
Empowerment of employees is one of
the latest management technique deployed to
result in continuous improvement in the
organization.
Empowerment is not without bounds
Empowerment of employees is a not without
bounds or limitation. It should be structured and
planned to achieve the corporate goals in the
TQM way.
Empower teams, not individuals A team of
employee will be empowered not the
individuals. Even when and individual is
empowered, it is done so in his capacity as the
coordinator of the team.
Training Needed before Empowerment
One of the fundamental requirements
before embarking on forming self-managing
teams, is training of all the employee in the
team till they are perfect. They should be able to
manage change. Each member of the team
should learn the good qualities of the other
members of the team and establish a sound
relationship with them.
Steps Involved in Empowering
The following steps are involved in the
operation of self-managed teams:
• Agree on what they will produce or carry out.
• Decide how to organize the team.
• Decide on the responsibility within the team.
• Decide on flow of work.
• Audit the process
• Decide on improvements and restart.
Fundamental Requirements of Management
for Successful Empowerment
Empowerment does not mean that the
management has no responsibility. They have
continuously assess the skills required for
carrying out the ever changing complexity of
the jobs of the team.
In summary, the top management should
take the following actions to practice
empowerment.
1. Accept that teamwork is more beneficial than
hierarchical management
2. Invest time and money on the team building
and training before empowerment
3. Formulate a clear-cut, unambiguous vision
and mission statement and the system for
quality
4. Be prepared to spend more time at the initial
stages and later on to listen to the problems of
the team members
5. Prepare to wait patiently for the success of
the empowered teams
6. Prepare to equip the teams with facts and
trust them
7. Provide support and tools wherever required
for problem solving
8. Reward worthy teams
9. Provide communications infrastructure and
Information Technology infrastructure for the
teams to carry on the tasks, without difficulty.
Responsibilities of the Team Members
The team members should realize that the
management may withdraw the delegated
authority, if the teams do not show results.
There will always be individuals who
would not be willing to work as part of the
team.
Empowerment and Flat Organization
Empowerment and ownership should
provide a viable solution for establishing flat
organization.
Barriers to Success
Like other TQM concepts, empowerment
is also not easily implementable. It requires the
strongest management commitment to
overcome the hurdles to success.
Some of the hurdles and how to overcome them
are discussed below:
Difficulty of Supervisor and Team Members
in New Roles
Empowerment calls for a change in
management style, which was hitherto not
practiced. Till then, the supervisor decided and
the others were simply following the orders.
Supervisor Resistance
It may be rather easier to convince the
team members or junior employees about the
new approach. They have to be further trained
in carrying out the jobs more independently
which is an achievable task. If they have any
problem with the new set up, they should
express it fearlessly, Therefore, The
management will know the apprehension and
clear the same. But, the supervisor won’t come
out openly with their problems of the new set
up.
Misalignment
Another problem in the empowerment
process is misalignment of team members. Such
misalignment will not help in achieving
teamwork.
If empowered teams cannot practice
teamwork, it will affect the productivity and
quality of the organization.