Wesley Guillermo

Claudine De Guzman

Jonathan Salunga
GROUP 3: Paul Russel Bagayas

Mae Ann Quitalig

EMPLOYEE INVOLVEMENT

STAKEHOLDER INVOLVEMENT EMPLOYEE ENGAGEMENT, NON- MOTIVATION VS. DEMOTIVATION RELATIONSHIP TO QUALITY
AND EMPOWERMENT ENGAGEMENT, DISENGAGEMENT
 STAKEHOLDER
INVOLVEMENT

STAKEHOLDER
•Is anyone who has kind of interest
in a project.
•Typical stakeholders are investors,
employees, customers, suppliers,
communities, governments, or trade
associations.
STAKEHOLDER EMPOWERMENT

• STAKEHOLDER EMPOWERMENT IS THE PROCESS

OF INCREASING THE ABILITY AND CONFIDENCE OF
STAKEHOLDERS TO MAKE CHOICES AND
DECISIONS, AND ACCESS OPPORTUNITIES
RELATING TO THEIR PERSONAL DEVELOPMENT
AND ISSUES THAT CONCERN THEM. THIS MAY BE
THROUGH ACCESS TO INFORMATION, RESOURCES,
CAPABILITIES OR INSTITUTIONAL CHANGES.
EMPLOYEE ENGAGEMENT
•EMPLOYEE ENGAGEMENT IS A WORKPLACE
APPROACH RESULTING IN THE RIGHT
CONDITIONS FOR ALL MEMBERS OF AN
ORGANIZATION TO GIVE OF THEIR BEST EACH
DAY, COMMITTED TO THEIR ORGANIZATION'S
GOALS AND VALUES, MOTIVATED TO
CONTRIBUTE TO ORGANIZATIONAL SUCCESS,
WITH AN ENHANCED SENSE OF THEIR OWN
WELL-BEING.
MOTIVATION
• Employee motivation is
defined as the enthusiasm,
energy level, commitment and
the amount of creativity that an
employee brings to the
organization daily.
THE 4 STAGES FROM MOTIVATION TO DEMOTIVATION

Motivated ineffective

Motivated effective

Demotivated effective

Demotivated ineffective
 • GIVE RECOGNITION
• GIVE RESPECT
• MAKE WORK INTERESTING
• BE A GOOD LISTENER
MOTIVATOR • ENCOURAGE GOAL SETTING
S • PROVIDE OPPORTUNITIES
• PROVIDE TRAINING GROWTH
• THROW A CHALLENGE
• HELP, BUT DON’T DO FOR OTHERS WHAT
THEY SHOULD DOO FOR THEMSELVES
DEMOTIVATING FACTORS
Lack of training

Low self-esteem

Lack of priorities

Lack of clarity of roles and goals

Office politics/unfair treatment

RELATIONSHIP TO QUALITY
• IN CONTEXTS WHERE RELATIONSHIPS BETWEEN CUSTOMERS AND SELLERS'
MATTER, RELATIONSHIP QUALITY (RQ) IS REPLACING SERVICE QUALITY
AND/OR CUSTOMER SATISFACTION AS A KEY SOURCE OF SUPERIOR
PERFORMANCE AND COMPETITIVE ADVANTAGE. IN SPITE OF A GROWING
BODY OF RESEARCH ON RQ, THERE CONTINUES TO BE A HIGH DEGREE OF
AMBIGUITY ABOUT ITS NATURE, DETERMINANTS, AND DIMENSIONS. BASED ON
A REVIEW OF THE RESEARCH ON RQ, THIS PAPER PROVIDES A
SYSTEMATIZATION OF OUR CURRENT KNOWLEDGE ON RQ AND OFFERS
SUGGESTIONS FOR FUTURE RESEARCH. SPECIFICALLY, IT REVIEWS AND
SYNTHESIZES EXISTING RESEARCH ON RQ AND ARGUES FOR A FRAMEWORK IN
WHICH TRUST, SATISFACTION, AND COMMITMENT ARE THE THREE KEY
DIMENSIONS OF RQ, WHILE MUTUAL GOALS, COMMUNICATION, DOMAIN
EXPERTISE, AND RELATIONAL VALUE SHOULD BE SEEN AS CORE
DETERMINANTS WHICH, IN FUTURE MODELS, MAY BE AUGMENTED BY
CONTEXT SPECIFIC INFLUENCES.